Millennials: America’s cash cow is not necessarily a herd

Abstract

Purpose The purpose of this paper is to examine the travel motivations, perceived benefits of travel, and the utility of travel mediums among US millennials. Design/methodology/approach In order to further examine the homogeneity of millennial travelers, millennials were put into two subgroups based on their age and annual income. Data were collected in multiple phases, incorporating both qualitative and quantitative methodological approaches. Findings Results revealed that several significant differences exist between the proposed millennial subgroups, labeled “young and free millennials” and “professional millennials.” Research limitations/implications Implications from this study include direction for both tourism marketers and destination suppliers based on the differences and perceptions of both groups and suggest millennials are not a homogeneous market. Originality/value Millennials are far from being part of a homogenous cohort. Therefore, the current study sought to examine differences in the benefits received from travel and the primary reasons to travel among distinct millennial segments.

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

“…Several specialists wrote about this transition to the work-life integration in the new generational context [18,35,48,54,60,61,63] and the present study brings additional support to this idea in the hospitality industry. The results to questions 6, 7, 8, and 9 also sustain the idea that technology facilitates work-life integration [38,60] because many answers of the participants suggested that technology should be used as talent enabler in reverse-mentoring implementations.…”

“…The problem with this gap is related to the disruptive characteristics of the Millennials causing unanticipated changes in society. That is why there are many authors who wrote about the significant "power", "influence" or "impact" of Millennials at all levels [38]. Taking into consideration the topic of the present article, the generational gap will shortly be analyzed from the HR management perspective.…”

“…The first reason is related to numbers. The Millennial generation is the most numerous generation [38]. Due to their present age, the members or the Homeland generation are the least numerous cohort active in the workforce.…”

“…However, because of their present age, many members of the Baby Boom generation have already retired or are going to retire in the next ten years. Statistics show that starting with 2016, Millennials have become the largest generation in the labor force in the USA and, by 2025, Millennials will comprise three quarters of the global workforce [38,39]. The situation is similar in many other countries.…”

Happiness Index for Human Resource Management Practitioners Associated with the Professional Body

“…The data showed that most participants were aged 35 years and above. This suggested that most of the HRM practitioners were not millennials, as millennials are aged between 18 and 24 years (Migacz & Petrick, 2018). Most of the participants were not unionized and had tertiary qualifications (undergraduate and postgraduate).…”