What makes hospitality employers attractive to Gen Z? A means-end-chain perspective

Abstract

Success in attracting talent in the hospitality industry rests on employers’ ability to project value proposition that closely corresponds with the requirements of its target employees. Despite their importance to the hospitality industry, Gen Z perspectives on employer attractiveness received limited attention in the academic literature. This study applies an employee-centric approach to employer brands to identify motivational structures which determine Gen Z hospitality employer choices. Underpinned by means-end-chain theory, the study uncovers the hierarchical knowledge structures that link employer attributes, the benefits derived from these attributes, and personal values. Findings confirm the usefulness of the means-end-chain theory in generating insights into motivational structures of potential employees. The value structures of Gen Z are psychological, development and social value. Findings are relevant to hospitality employer brands as it allows them to understand how attributes are interpreted by potential employees, and lead to benefits and higher value forms. In turn, this enables employers to tailor their value proposition to match their offer to Gen Z and employers’ resource base.

Talent Management and Generation Z: A Systematic Literature Review through the Lens of Employer Branding

“…Table 6 provides a summary of the prevailing career aspirations among Generation Z. This analysis reaffirms the significance of workplace conditions, ethical considerations, and the reputation of employers, which are on par with wage-related concerns (e.g., Kapuści ński et al 2022;Prasetyaningtyas et al 2022;Samoliuk et al 2022;Tang et al 2020;Wawer 2022). Upon comparison with the determinants of employer branding (EB) identified in the theoretical framework, it is apparent that they encompass the aspirations and attributes expressed by Generation Z in this review.…”

“…This suggests a heightened interest in the specific aspirations of this generation in contrast to potential constraints, perceptions, or concerns of employers regarding the categorisation of employees belonging to this particular generation (e.g., Dzhulai et al 2022;Kunal et al 2022;Lukić-Nikolić and Lazarević 2022). The field of tourism and hospitality is the sole professional sector mentioned, and it is only referenced in three studies (Goh and Okumus 2020;Kapuści ński et al 2022;Tang et al 2020). Therefore, the authors manifest great concern regarding the acquisition and retention of talent within this new generational cohort, especially within a sector that heavily relies on human capital.…”

“…GenZ is deeply focused on defending social values (M. Islamiaty et al 2022;Kapuści ński et al 2022;Priporas et al 2017;Schroth 2019;Silva and Carvalho 2021). Thus, it has been demonstrated that offering volunteering practices is a good technique to attract talent in this generation (Garai-Fodor et al 2021).…”