Topic ANALYSIS OF WORK MOTIVATION FACTORS OF GENERATION z IN HOSPITALITY INDUSTRY – CASE STUDY IN HO CHI MINH CITY

Background

The tourism and hospitality industry is a vital component of the global economy, contributing 10.4% to global GDP and generating 319 million jobs, as reported by the World Travel & Tourism Council (2019) This sector accounts for one-fifth of all net jobs created in the past five years The hospitality industry is intrinsically linked to customer service, as guests seek high-quality experiences in hotels, resorts, and entertainment venues To meet the growing demand, hospitality management must recruit a significant number of employees, who play a crucial role in delivering exceptional service and enhancing customer satisfaction.

As a result, Omar A.A Jawabreh and Mohammad Nayef Alsarayreh (2017) demonstrated that wokforce in hotel management play a vital role:

Human resource management is a crucial managerial function that focuses on the human factor, recognized as the most valuable resource in any organization This emphasis on human capital significantly influences productivity and overall effectiveness.

According to Omar A.A Jawabreh and Mohammad Nayef Alsarayreh (2017, p.

Human resource management is essential for hotel institutions, enhancing their organizational capabilities and enabling effective recruitment and training to meet current and future challenges In Vietnam, tourism generated a remarkable revenue of VND 338,000 billion in 2015, contributing 6.6% to the country's GDP (Luu Duc Ke, 2016) Moreover, the tourism and hospitality sector has provided employment for over 2.25 million individuals, with more than 750,000 in direct roles.

Page | 2 download by : skknchat@gmail.com

The growing demand for skilled professionals in the hospitality sector presents numerous job opportunities, emphasizing the need for well-trained graduates to support the industry's future However, according to S.C (2019), Vietnam's tourism and hotel industry faces a critical shortage of human resources, posing significant challenges to its growth.

Each year, Vietnamese universities train tens of thousands of graduates, yet only one-third meet industry standards Currently, employees in the hotel and travel sectors represent just 2.5% of the national workforce, indicating a significant gap between the industry's demands and available talent.

Human resource managers have shifted their focus from employee turnover intentions to understanding employee expectations as a key factor in job engagement (Robinson et al., as cited in Edmund Goh & Cindy Lee, 2018) Despite this shift, attracting qualified labor in the hotel management sector remains a challenge in Ho Chi Minh City Research indicates that only 2% of the 2,868 articles published in leading tourism and hospitality journals address human resource management (Roy Ballantyne et al., 2009) Additionally, while senior staff may be pressured to work longer hours due to pension crises and financial strains (Solnet et al., 2015), older workers often resist overtime and challenging conditions In contrast, younger generations tend to adapt more readily to demanding work environments, aligning with the continuous operational needs of organizations.

Although there are numerous researches studying about skill, attitude and knowledge elements of Baby Boomers (1945- 1964) (Paxon, 2009, as cited in Edmund Goh & Cindy Lee, 2018, p 21), Generation X (1965–1979) (Zemke et al., 2000, as

Research on Generation Z's impact on hotel management remains limited, despite this generation's significant role in the hospitality industry Generation Z offers a dynamic labor force for hotels, restaurants, and entertainment organizations However, the lack of studies on their traits and work motivations leaves hotel managers without a solid theoretical foundation, making it challenging to address the high turnover rates associated with this demographic This thesis aims to identify the specific characteristics of Generation Z and will serve as a valuable resource for hospitality managers, helping them to better understand and meet the needs of this emerging workforce.

Hospitality organizations can maintain a large and skilled workforce, while employees in the industry have ample opportunities for personal and professional growth.

Reason for choosing the topic

According to literature review of study, the author point out there are three reason for choosing the topic:

Reason 1: Universities in Vietnam receive and train tens of thousands of bachelors, but only 1/3 of them meet the criteria set by this industry

Reason 2: The number of research relate to Generation Z in hotel management was still in minority

Reason 3: Generation Z supply for hospitality a vast and energetic labor resource

Objective

This research aims to define Generation Z and analyze the factors influencing their work motivation within the hospitality industry Additionally, the paper offers recommendations for managers to enhance the work motivation of Generation Z employees in this sector.

Research questions

This exploratory analytical study is the first of its kind in the Faculty of Tourism and Hospitality at HUFLIT, aiming to address key research questions.

Question 1: What is Generation Z’s traits in hospitality industry?

Question 2: What factors impact on working motivation of generation Z in hospitality industry?

Question 3: What are some recommendations for management to grasp the working motivation of Generation Z?

Scope

The study focuses on 198 students and professionals pursuing tourism and hospitality management at institutions such as HUFLIT, Saigon Tourism Vocational College, and UEF Additionally, several participants have experience working at notable hotels, including The Reverie, IBIS, Muong Thanh Luxury, Liberty Riverside, Nikko, Renaissance Riverside, and The Myst Dong Khoi Furthermore, some laborers in the hospitality sector are active members of social network groups like Hoteljob.vn, Concierge, and 5 Star Hotel Job.

Organization

This study explores the role of Generation Z in the hospitality industry, focusing on workforce dynamics within the tourism and hospitality sector It reviews empirical literature on factors influencing the work motivation of Generation Z in hotel management The research employs quantitative methods to gather data, leading to findings that inform conclusions and implications for boosting work motivation among Generation Z in hospitality management Additionally, the study acknowledges its limitations and offers recommendations for future research endeavors.

Chapter 1 introduced the reason and objectives of the graduation paper

This article examines the work motivation factors of Generation Z within the hospitality industry, focusing on a case study in Ho Chi Minh City It includes essential background information, outlines the research model, and clarifies the study's objectives and questions Additionally, the dissertation defines its scope and significance while detailing the content structure of the topic Chapter 2 will delve into the theoretical foundations pertinent to the study.

Generation Z definition

Generational theory highlights the significance of birth years in shaping distinct characteristics and work motivations among different cohorts The Baby Boom Generation, born between 1946 and 1964, views work as a core component of personal identity and values hard work as a pathway to success (Gursoy, 2013, p 41) In contrast, Generation X (1965-1979) and Millennials, or Generation Y (1981-2000), exhibit varying traits; Millennials, for instance, seek prestige, ambition, and job stratification within their organizations while often displaying impatience for immediate rewards in terms of advancement and salary (Goh & Lee, 2018, p 21) These generational differences stem from the economic conditions and societal influences during their formative years, impacting their professional attitudes and expectations.

Opinions vary on whether individuals born at the beginning of a new generational period possess unique characteristics compared to their predecessors For example, those from Generation X born in 1979 may exhibit traits similar to those from Generation Y born in 1980 (Goh & Lee, 2018, p 21) This overlap in traits has led many scholars to define Generation Z, which encompasses individuals born between 1995 and 2009 According to Randstad (2017, p 1), Generation Z is currently entering the workforce and shaping the future.

Generation Z is significantly impacting the hospitality industry, comprising 20% of the workforce in this sector (Deloitte, as cited in Goh & Lee, 2018, p 21) This cohort, shaped by the Fourth Industrial Revolution and rapid technological advancements, heavily depends on cutting-edge devices and social media for communication and engagement (Ozkan & Solmaz, 2015, p ) Their unique characteristics and preferences are poised to transform workplace dynamics in hospitality organizations.

477) Howerver, Generation Z identify who is self-confident, sense of humor They also adapt to new environments or new cultural organization In addition, Generation

Generation Z shows a stronger inclination towards voluntary activities compared to previous generations (Ozkan & Solmaz, 2015, p 477) According to Schawbel (2016), this generation has four key work demands: they prefer traditional office settings but seek flexibility in their roles; they enjoy face-to-face communication while also wanting companies to embrace social media; and they prioritize a workplace culture that aligns with their values.

Generation Z is eager to advance their careers by gaining international experience and values regular feedback over annual performance reviews According to Deloitte (as cited in Goh & Lee, 2018), this generation is willing to work hard but expects rapid career progression They appreciate honesty and integrity from their supervisors, although they may lack certain workplace skills Research by ESRT (2013) indicates that recruitment managers prioritize soft skills, with the top three competencies being personality and enthusiasm, communication abilities, and language skills However, hospitality organizations report that the current workforce's skills are often at a weak or mediocre level.

Working motivation in hospitality industry

The labors of tourism and hospitality industry have high rate turnover than others discipline The reason lead to consequence that hotels, travel agencies and others

Page | 8 download by : skknchat@gmail.com entertainment institutions have poor remuneration and an unappealing image Grobelna

& Marciszewska (2016, p 96) said that tourism and hospitality industry usually deal with

Seasonal and part-time jobs often present challenges such as difficulties in securing permanent employment, unsocial working hours, and heavy workloads Additionally, these roles frequently involve irregular schedules and menial tasks, leading to low job security and limited opportunities for training and advancement.

Another opinion from Jiang and Tribe (as cited in Grobelna & Marciszewska,

2016) believed that the features of tourism jobs does not appeal graduates to select this major in a long-term career.

Motivation is defined as a combination of energetic forces that arise from both internal and external sources, which initiate work-related behaviors and influence their form, direction, intensity, and duration (Pinder, as cited in Grobelna & Marciszewska, 2016, p 97).

Recognizing work motivation factors during employee onboarding is essential for managers to create an environment that fosters strong motivation among new staff, enabling them to deliver exceptional customer service (Wiley, as cited in Grobelna & Marciszewska, 2016, p 97) Well-motivated employees can significantly enhance a company's profitability, highlighting the importance of hotel organizations in bridging the gap between managerial expectations regarding graduate skills and the skills that hospitality managers value (Raybould & Wilkins, 2006, p 177).

In order to meet the expectations of the hospitality industry, educational institutions must clearly define the skills that senior students need to acquire before completing their bachelor's degrees (2006) Furthermore, Su & Feng (2008) emphasize that for the hospitality sector to foster economic and personal growth, it is essential to enhance the workforce by adequately preparing graduates for the demands of the industry.

The evaluation of graduates' traits in the context of lifelong learning requires a re-examination (Su & Feng, 2008) Goh & Lee (2018) highlight extensive studies on hotel management students' attitudes towards hospitality careers Additionally, research focusing on Millennials and Generation X, who hold both undergraduate and postgraduate degrees, is significant as they constitute a major part of the experienced workforce Their influence is essential for entrepreneurs, yet research on work motivation factors specific to Generation Z remains limited Despite the scarcity of studies on Generation Z, the existing research offers valuable insights for future investigations.

According to Goh & Lee (2018), Generation Z exhibits ten positive attitudes towards work, including the desire for interesting and fulfilling roles, travel opportunities, and cultural diversity Kirchmayer & Fratričová (2018) employed the Method of Empathy-Based Stories (MEBS) to gather narrative data, revealing 25 factors that influence work motivation in Generation Z, such as enjoyment of work, coworker relationships, recognition, and personal development These factors were categorized into three main components: employee, job, and organization, highlighting the multifaceted nature of what drives this generation's motivation in the workplace.

EMPLOYEE Out – of – work cluster

Figure 2-1 A brief model of factor clusters

Kirchmayer and Fratričová (2018) identified 25 factors that can be categorized into five key clusters: work-person fit, work-related factors, achievement factors, relationships at work, and out-of-work factors.

Factors of work Factor description motivation

My job is my hobby

I feel that I have an important contribution

I do what I have always wanted to do It’s my job itself what drives me

My job leaves me enough space to do my hobbies or be with my family

I have a good compensation package, I feel rewarded for what I do

My job enables me to grow

I can be creative and organize work myself

I have just enough work to do

I don’t feel stress and pressure at work

I am flexible in terms of my working hours

My organization has a culture which I like

I am not afraid of losing my job

My organization is a good employer

My manager has acknowledged my work relationship cluster

I have a good team/peers/co-workers

I feel happy in my private life

Table 2.1 Factors and clusters of motivation

Need theories emphasize the emotional aspects of motivation, aiding managers in understanding what drives individuals to work (Grobelna & Marciszewska, 2016, p 97) Lundberg et al (as cited in Grobelna & Marciszewska, 2016, p 97) argue that these theories provide a suitable framework for comprehending work motivation at a broader level Consequently, need theories are predominantly focused on motivation research within the hospitality industry (Simons, as cited in Grobelna & Marciszewska, 2016).

Job – related factors Ranking mean value (SD)

Sympathetic help with personal problems 7.440 (2.46)

Table 2.2 Ranking of motivational factors with respect to future work

Chapter 2 explores the fundamental theories surrounding the traits and work motivation of Generation Z, highlighting the interrelationship between these two aspects Additionally, it references the previous research models developed by Kirchmayer & Fratričová (2018) and Grobelna & Marciszewska, providing a foundation for understanding this generation's unique characteristics in the workplace.

2016) Then, the author has proposed research elements for the theoretical model. Chapter 3 will show the method to collect data and propose the suitable scale for study.

Overall Research Approach

Hypothesis

This study implemented the official research model with five independent elements: Work – Person (1), Work – Related (2), Achievement

(3), Relationship (4), Out Of Work (5) This model relies on theoretical framework of (Kirchmayer & Fratričová, 2018).

Figure 3-1 The official research model

H1: Generation Z perceives that Work – Person factors will be positively impact on their Work Motivation within their hospitality institution.

H2: Generation Z perceives that Work – Related factors will be positively impact on their Work Motivation within their hospitality institution.

H3: Generation Z perceives that Achievement factors will be positively impact on their Work Motivation within their hospitality institution. download by : skknchat@gmail.com

H4: Generation Z perceives that Relationship factors will be positively impact on their Work Motivation within their hospitality institution.

H5: Generation Z perceives that Out Of Work factors will be positively impact on their Work Motivation within their hospitality institution.

Scale adjustment

This research investigates the work motivation of Generation Z within the hospitality industry, focusing specifically on Ho Chi Minh City The study emphasizes the necessity of adapting certain variables to align with the unique characteristics and preferences of Generation Z in the context of hospitality careers in this vibrant city.

My job is my hobby

I feel that I have an important contribution

I do what I have always wanted to do

It’s my job itself what drives me

Keeping do that make you have work motivation

You feel that you have important

Alternative contributions that Influence make you have work motivation You feel that you have important

Alternative contributions that make you have exchange work motivation You like to make

Relationship make you have work motivation download by : skknchat@gmail.com

Your job leaves me enough you enough space

Work – life space to do my

Keeping to do your hobbies balance hobbies or be or be with your with my family family

I have a good compensation package, I feel Keeping rewarded for what I do

My job enables me to Keeping grow

I have just enough work Keeping to do

I am flexible in terms of my Deletion working hours

You are rewarded when you become

"Excellent Staff" affect positively to you work motivation

Enhancing your work motivation can be achieved through various factors, including continuous learning and creativity, which inspire personal growth and enthusiasm Additionally, a competitive salary plays a significant role in boosting motivation, as it reflects recognition and value for your efforts Practicing self-control in your work habits can also lead to increased focus and productivity Finally, maintaining a manageable workload is essential for sustaining motivation, as it allows for better balance and reduces stress.

Benefit of company (exclude salary) affect positively to you work motivation

Benefit download by : skknchat@gmail.com

My Suitable organizational Organizational organization

Keeping culture affect culture has a culture positively to you which I like work motivation

I am not afraid Afraid of losing your job affect

Job security of losing my Keeping negatively to your job work motivation

Keeping organization affect a good negatively to your employer work motivation

Achievement achieved my Deletion objective(s)

Career I have been Keeping affect positively to advancement promoted your work motivation

Keeping achievement that acknowledged affect positively to my work your work motivation

I have a good Co-workers team/peers/co- Keeping workers

Good co – workers affect positively to your work motivation a good boss affect positively to your work motivation download by : skknchat@gmail.com

I feel happy in my private life

A good mood affect positively to your work motivation

Polite attitude of customers affect Customer’s positively to your attitude work motivation

You have a happy life that affect positively to your work motivation

The official scale

The author developed an official scale by incorporating two work motivation variables into the adjustment scale, resulting in five independent scales with a total of twenty-one variables, alongside one dependent scale that includes two variables.

1 You love what you do that make you have work motivation WP1

2 You feel that you have important contributions that make you have work motivation WP2

3 Your job leaves you enough space to do your hobbies or be with your family WP3

4 You like conversation with many foreigners tourists and learning new WP4 cultures that make you have work motivation

5 You like to make new friends and expanding more relationships that make you have work motivation WP5

6 High salary affect positively to you work motivation WR1

7 Benefit of company (exclude salary) affect positively to you work motivation WR2

8 You are rewarded when you become "Excellent Staff" affect positively to you work motivation WR3

9 Be learned and creative affecting positively to you work motivation WR4

10 Self-controlled working affect positively to you work motivation WR5

11 Little work load affect positively to your work motivation WR6

Suitable organizational culture affect positively to you work

13 Afraid of losing your job affect negatively to your work motivation WR8

14 Reputation of organization affect negatively to your work motivation WR9

15 Get promoted affect positively to your work motivation A1

16 Your manager recognize your achievement that affect positively to A2 your work motivation

17 Good co – workers affect positively to your work motivation R1

18 A good boss affect positively to your work motivation R2

19 A good mood affect positively to your work motivation OOW1

20 You have a happy life that affect positively to your work motivation OOW2

21 Polite attitude of customers affect positively to your work motivation OOW3

You will contribute more to hospitality organizations, if you have

WM1 work motivation at workplace.

You willingly reach the organization's original targets, overcome all

WM2 the problems, and make your customers satisfy in every situation.

Questionnaire design

The questionnaire was designed into two parts.

This section is dedicated to gathering personal information from participants through a structured interview consisting of five questions The questions will cover essential details such as gender, year of birth, years of experience, educational background, and current job position.

The questionnaire is a vital component, where participants indicate their level of agreement with each statement It includes 23 questions that assess Generation Z's work motivation within the hospitality industry Each statement is rated on a 5-point Likert scale, ranging from "Not at all agree" to "Strongly agree."

Slightly Agree, Neutral, Very Agree, Extremely Agree)

Sample design

The study involved randomly selected participants from three hospitality faculties at universities and colleges in Ho Chi Minh City, along with two social network hospitality groups The subjects, aged between 21 and 28, were either studying or working in the hospitality industry.

According to Hair, William, Babin, and Anderson (1998), the minimum sample size for a study should be five times the total number of observed variables In this research, the author establishes a minimum sample size of 115 (23 variables multiplied by 5) To enhance the reliability of the study, the actual number of respondents exceeded this standard, with a total of 198 participants contributing to the research, thereby ensuring its rigor and generalizability.

Procedure

The questionnaire, designed using Google Forms, was distributed via Facebook from March 27 to April 2, 2020 The collected data was analyzed using SPSS version 25.

Data analysis

Chart 3.1 Data analysis process Step 1: Data cleaning

Responses that are incomplete or repeatedly provide the same information will be excluded from the study This approach ensures that the final results yield an accurate sample size.

Descriptive analysis means recording of the participant relied on the gender, year of birth, educational organization, work experience and position This step includes 2 part: frequency statistics, descriptive statistics.

Cronbach's Alpha analysis is a crucial method for evaluating the reliability of scales in research, helping to eliminate ineffective variables According to Taber (2018, p 1278), an acceptable Cronbach's Alpha value typically falls between 0.6 and 0.85, indicating a reliable scale Furthermore, Nunnally and Bernstein (1994) recommend that a corrected item-total correlation of 0.30 or higher meets the necessary criteria for reliability.

Exploratory factor analysis (EFA) is an analytical method used to reduce a set of k observed variables into a set of F (F 0.8, the correlation between the two variable is very strong

If the absolute value of r = 0.6 – 0.8, the correlation between two variables is strong

If the absolute value of r = 0.4 – 0.6, the correlation between two variables is average

If the absolute value of r = 0.2 – 0.4, the correlation between two variables is weak

If the absolute value r < 0.2, the correlation between two variables is very weak

This research employs the Enter multivariate regression model to evaluate the most suitable regression framework It rigorously tests relevant hypotheses associated with the model, focusing on the significance of the regression coefficients for each cluster Additionally, the study assesses the multicollinearity assumption using Tolerance and Variance Inflation Factor (VIF) as outlined by Ngọ and Trọng (2008).

The standards appraise a suitable regression correlation model:

Variance coefficient VIF < 10 ensuring the model does not violate multicollinearity.

R- square (R 2 ) represents the proportion of dependent variables is affected by the independent variables Evidently, R2 higher 50% considers being a significant meaning for study.

Chapter 3 provides a comprehensive overview of the research process, including the hypothesis, research scale, and procedural details It clearly outlines the adjustment of five independent variables and one dependent variable Additionally, the author explains the sampling methods and data collection techniques used in the study, as well as the data processing methods employed Chapter 5 will focus on the analysis of the collected data.

Frequency statistics

Gender

The first pie chart illustrates the gender distribution of survey participants, revealing that females constitute 83.3% of respondents, significantly outnumbering males, who represent only 16.7% This indicates a strong female presence in hospitality organizations and educational institutions Given that the hospitality field is closely tied to customer service, it's noteworthy that women not only possess appealing appearances but also exhibit courteous communication skills.

Many individuals pursue a career in hospitality due to their passion for the field This industry particularly values a welcoming and courteous demeanor, leading to a workforce that is predominantly female, with over 80% of interviewees identifying as women.

Year of birth

The second pie chart illustrates the distribution of survey participants by year of birth Notably, individuals born in 1998 comprised half of the respondents, making it the most represented group In contrast, the number of participants born between 1995 and 1997 was lower than those born from 1999 to 2001, with 44 participants from the former group compared to 53 from the latter.

A recent survey conducted among senior students in the faculty of tourism and hospitality at various universities, colleges, and social media groups highlights their potential impact on Vietnam's hospitality industry As these soon-to-be graduates prepare to enter the workforce, their contributions are expected to significantly enhance the sector's value in the future.

Chart 4.2 The number of the year of birth participated in the survey.

Educational organization

The research highlights the educational background of participants, revealing that a significant 95.5% have attended university, while only about 4.5% have pursued education at the college level.

University College Training school Others

Work experience

The fourth pie chart illustrates the work experience of participants in the research, revealing that the majority, 94 individuals, have between one to less than three years of experience Following closely, 80 participants have less than one year of work experience Notably, the segment of laborers with three to less than four years of experience (14 interviewees) exceeds those with four to seven years of experience (10 participants) This data indicates that Generation Z's work experience in the hospitality industry is moderate, characterized by dynamic, independent, and creative traits, leading them to seek part-time job opportunities in hotels.

Page | 30 download by : skknchat@gmail.com organizations or food and beverage enterprises Clearly, they want to meet their demand Besides, they want to implement theories in reality.

Chart 4.4 The number of laborers' work experience participated in the survey.

Position

The survey revealed significant insights into the employment status of participants, with 84.3% being staff or interns, marking the highest representation In contrast, team leaders accounted for only 1.5%, the lowest percentage Interestingly, supervisors comprised 7.6%, surpassing managers at 6.6% This data highlights that a majority of respondents are university and college students, reflecting their limited professional experience.

Page | 31 enough work experience and qualifications for the upper position On the other hand, the number of students meet hotel organizations demand which is in the minority.

Chart 4.5 The percentage of work position participated in the survey.

Descriptive statistic

You love what you do that make you

You feel that you have important contributions that make you have WP2 4.03 904 work motivation

Your job leaves you enough space to do your hobbies or be with your family

You like conversation with many foreigners tourists and learning new

Page | 32 download by : skknchat@gmail.com cultures that make you have work motivation

You like to make new friends and expanding more relationships that WP5 4.18 865 make you have work motivation

High salary affect positively to you

Benefit of company (exclude salary) affect positively to you work WR2 4.29 797 motivation

You are rewarded when you become

"Excellent Staff" affect positively to WR3 4.26 983 you work motivation

Be learned and creative affecting

WR4 4.17 831 positively to you work motivation

Little work load affect positively to

Afraid of losing your job affect

WR8 3.79 947 negatively to your work motivation

WR9 3.95 871 positively to your work motivation

Get promoted affect positively to

Your manager recognize your achievement that affect positively to A2 4.21 834 your work motivation

Good co – workers affect positively

A good boss affect positively to your

A good mood affect positively to

You have a happy life that affect

OOW2 4.29 880 positively to your work motivation

Polite attitude of customers affect

OOW3 4.14 896 positively to your work motivation

You will contribute more to hospitality organizations, if you have WM1 4.13 760 work motivation at workplace.

You willingly reach the organization's original targets, overcome all the problems, and make WM2 4.24 762 your customers satisfy in every situation.

Table 4.1 Descriptive statistics of observed variables

The descriptive statistics reveal that the independent variables have a mean value ranging from 3.63 to 4.36, with the R2 variable achieving the highest mean of 4.36 (standard deviation: 0.817) This indicates that a good boss positively influences employee performance.

The mean value of WR6 on the Work-related scale was 3.63, with a standard deviation of 0.885, indicating that a lighter workload can positively influence work motivation.

The mean value for work-related motivation among participants (WP1, WP2, WP3, WP4, WP5) ranges from 3.76 to 4.18, indicating a strong level of motivation Notably, WP5 exhibits the highest mean value, highlighting that the desire to make new friends and expand relationships significantly enhances work motivation This underscores the importance of social connections in fostering a motivated work environment.

Generation Z's work motivation is influenced by their limited spare time with family, as indicated by the low mean value of WP3, which measures the balance between work and personal life This suggests that many in this generation struggle to find time for hobbies and family activities due to their job commitments.

The work-related scores (WR1 to WR9) have an average value ranging from 3.63 to 4.35, indicating an excellent level of engagement Notably, WR6, which assesses how a light workload positively influences work motivation, received a mean score of 3.63 (Standard Deviation: 0.885), placing it at the lower end of the scale This suggests that Generation Z prioritizes work and building relationships over family, highlighting a significant trend in their values and motivations.

Generation Z individuals are known for their extroverted nature, and a significant factor influencing their work motivation is salary The highest average score related to work motivation was 4.35 for the statement "High salary positively affects your work motivation," with a standard deviation of 0.841 This highlights the crucial role that salary plays in the professional lives of Generation Z.

The mean value for achievement variables A1 and A2 is 4.21, indicating an excellent level of performance This achievement scale reveals that a clear promotion framework significantly influences Generation Z's work motivation Additionally, managerial recognition greatly enhances the work motivation of this generation.

The relationship scores (R1, R2) demonstrate a strong mean value ranging from 4.17 to 4.36, indicating an excellent level of relationships among employees Notably, R1 achieved the highest score of 4.36 with a standard deviation of 0.918, while R2 recorded a slightly lower mean of 4.36 and a standard deviation of 0.817 These findings reflect the positive dynamics of employee relationships within the organization.

- workers and superiors have a significant effect on the work motivation of Generation Z.

Out of work ( OOW1, OOW2, OOW3) has a mean value in range of [4.07; 4.29] The scale has an excellent level The highest mean value belonged to

The study reveals that OOW2, which indicates that a happy life positively influences work motivation, scored 4.29, while OOW1, suggesting that a good mood also enhances work motivation, received a lower score of 4.07 These findings highlight the significant impact of emotional variables on the work motivation of Generation Z.

The descriptive statistics reveal that the dependent variable's mean value ranges from 4.13 to 4.24, with the WM2 variable scoring the highest at 4.24, while WM1 reflects a lower work motivation scale at 4.13 This indicates an excellent level of work motivation among Generation Z The findings suggest that if hospitality organizations address the needs of this demographic, their work motivation can be significantly enhanced, leading to improved performance in achieving the institution's goals.

Scale evaluation

Scale reliability analysis

According to Taber (2018, p 1278), Cronbach’s Alpha values typically range from 0.64 to 0.85, indicating an acceptable scale DeVellis (1990) recommends that a Cronbach Alpha index should ideally be 0.70 or higher, establishing a minimum threshold for usability.

Page | 36 measure is 0.63 (Thang, 2013) However, according to Tram (2020, p 1) most academic research results are published in prestigious journals from the view point of Taber

In addition, Nunnally & Bernstein (1994) suggested that a corrected item - total correlation ≥ 0.30 would meet requirement (Tram, 2020).

4.3.1.1 Work – person cluster reliability analysis.

The work-person cluster scale was assessed using five observed variables, yielding a Cronbach’s Alpha of 0.802, which surpasses the acceptable threshold of 0.6 This indicates that the work-person cluster scale demonstrates high reliability.

Table 4.2 Cronbach’s Alpha of work – person scale

Table 4.3 indicates that the Corrected Item-Total Correlation for the work-person scale exceeds the standard threshold of 0.3 Furthermore, the Cronbach's Alpha if item deleted column reveals that removing any variable from the scale does not increase the Cronbach's Alpha beyond 0.802.

Corrected Cronbach's Scale Mean if Scale Variance Item-Total Alpha if Item Item Deleted if Item Deleted Correlation Deleted

Table 4.3 Coefficient correlation of work – person scale

4.3.1.2 Work-related cluster reliability analysis.

Another point to mention is that the scale of work–person cluster was measured by 9 observed variables Interestingly, table 4.4 has Cronbach’s Alpha of scale is 0.880

Page | 37 download by : skknchat@gmail.com which was superior than standard value (0.6) As a result, the scale of work – person cluster has high reliability.

Table 4.4.Cronbach’s Alpha of work – related scale

Table 4.5 indicates that the Corrected Item-Total Correlation for the work-related cluster exceeds the standard value of 0.3 This suggests that if any variables were removed from the work-related cluster, the Cronbach’s alpha for the scale would not have been achieved.

0.880 Obviously, the scale do not need to exclude any variables.

Item-Total Statistics Scale Mean if Scale Variance Corrected Cronbach's

Item-Total Alpha if Item Item Deleted if Item Deleted Correlation Deleted

Table 4.5 Coefficient correlation of work – related scale

As can be seen from table 4.6, there are 2 observed variables in achievement scale Cronbach’s Alpha of scale is 0.837 which was higher than the standard value

(0.6) As a result, the scale of achievement cluster has high reliability.

Table 4.6 Cronbach’s Alpha of achievement scale

Besides, table 4.7 states the Corrected Item-Total Correlation of achievement scale higher than the standard value (0.3) As a result, the achievement cluster does not need to eject any factors.

Table 4.7 Coefficient correlation of achievement scale

Table 4.8 reveals that the relationship scale consists of two observed variables, with a Cronbach’s Alpha of 0.651, surpassing the standard threshold of 0.6 Consequently, the achievement cluster scale demonstrates satisfactory reliability.

Table 4.8 Cronbach’s Alpha of relationship scale

Another point to mention is that table 4.9 find out Corrected Item-Total

Correlation of relationship scale higher than standard value (0.3) As a result, the relationship cluster does not need to expel any variables.

Corrected Item- Cronbach's Scale Mean if Scale Variance Total Alpha if Item Item Deleted if Item Deleted Correlation Deleted

Table 4.9 Coefficient correlation of relationship scale

4.3.1.5 Out – of – work factors cluster reliability analysis.

Table 4.10 reveals that the out-of-work factors scale consists of three observed variables With a Cronbach’s Alpha of 0.735, the scale exceeds the acceptable threshold of 0.6, indicating a high level of reliability for the out-of-work factors cluster.

Table 4.10 Cronbach’s Alpha of out – of – work scale

Interestingly, table 4.11 finds out Corrected Item-Total Correlation of out – of

– work scale higher than standard value (0.3) If scale had deleted out – of – work factor

3, the Cronbach’s Alpha could have obtained 0.744 That statistic was higher than

0.735 However, after research had been considered and assessed about practical of out

The out-of-work factors scale retained its significance, with a Cronbach’s Alpha value of 0.735, indicating a reliable measurement despite the presence of three specific out-of-work factors that were not removed.

Scale Corrected Cronbach's Scale Mean if Variance if Item-Total Alpha if Item Item Deleted Item Deleted Correlation Deleted

Table 4.11 Coefficient correlation of out – of – work scale

4.3.1.6 Work motivation cluster reliability analysis.

The last point which stand out is table 4.12, there are 2 observed variables in the relationship scale Cronbach’s Alpha of scale is 0.626 which outstripped the

Page | 40 standard value (0.6) As a result, the scale of out – of – work factors cluster has adequate reliability.

Table 4.12 Cronbach’s Alpha of work motivation scale

It is also interesting to note that table 4.13 points out Corrected Item-Total

Correlation of work motivation scale higher than standard value (0.3) Clearly, the work motivation cluster does not exclude any criterias As a result, the value of Cronbach’s

Alpha of work motivation scale is still 0.626.

Table 4.13 Coefficient correlation of work motivation scale.

Exploring the scale structure by EFA method

4.3.2.1 EFA analysis of independent variables

KMO index is 0.840 This statistic was higher than 0.5 Clearly, the exploratory factor analysis suitable with the research study.

The results of Bartlett's test indicated a value of 2195.134 with a significance level of 0.000, which is less than the 0.05 threshold This clearly demonstrates that the hypothesis suggesting no correlation among the observed variables can be rejected Consequently, a correlation exists between the variables, confirming that they meet the requirements for exploratory factor analysis.

An EFA analysis utilizing principal components and varimax rotation revealed that 21 independent variables were categorized into five distinct clusters, accounting for a total variance of 65.556%, which exceeds the 50% threshold required for model adequacy This indicates that these five variable groups effectively explain 65.556% of the data variance, with Eigenvalues of the variables being notably high.

1 The fifth variable cluster had the lowest Eigenvalue (1.154 >1).

The study identified three variables—WR2, WR7, and WR8—that did not load effectively in the rotation matrix, indicating a blending of work-related and achievement scales Consequently, a second exploratory factor analysis (EFA) was conducted, resulting in the removal of these three variables from the research Ultimately, this left the analysis with a total of 18 independent variables.

KMO index is 0.822 This statistic was higher than 0.5 Clearly, the exploratory factor analysis suitable with the research study.

The results of Barlett’s test indicated a value of 1741.733 with a significance level of 0.000, which is less than 0.05 This finding confirms that the hypothesis suggesting no correlation among the observed variables can be rejected, indicating a significant correlation between the variables Furthermore, these variables meet the necessary criteria for exploratory factor analysis.

An analysis conducted using principal components and varimax rotation revealed that 18 independent variables grouped into 5 clusters, explaining a total variance of 68.150%, which exceeds the 50% threshold required for model adequacy This indicates that 68.150% of the data variances are effectively accounted for.

Page | 42 by 5 variable groups The Eigenvalues of variables were superior than 1 The fifth variable cluster had the lowest index (1.082 >1)

The analysis revealed that there were no lost factor loadings in the rotation matrix, indicating a clear representation of the variables Notably, a blend of work-related and achievement scales was observed, as evidenced by the first component, which includes five variables (A1, A2, WR3, WR4, WR9) sharing similar achievement attributes, thus labeled as Achievement Additionally, the fourth component, consisting of three variables (WR1, WR5, WR6) with common work-related characteristics, was designated as Work-Related.

4.3.2.2 EFA analysis of dependent variable

KMO index is 0.5 This statistic equaled 0.5 Clearly, the exploratory factor analysis suitable with the research study.

Barlett’s test result was 45.393, Sig = 0.000 < 0.05 Clearly, the study excludes the hypothesis that the observed variables do not have correlation.

As a result, there is a correlation between variables In addition, the variables satisfy the exploratory factor analysis requirement.

An EFA analysis utilizing principal components and varimax rotation revealed that two dependent variables are clustered within work motivation, accounting for a total variance of 72.760%, which exceeds the 50% threshold This outcome meets the model requirements, indicating that 72.760% of the data variances are explained by five distinct variable groups.

New scale after EFA analysis

The second exploratory factor analysis (EFA) revealed significant changes in the Achievement scale, which now consists of five variables, incorporating three from the Work-Related scale (WR3, WR4, WR9) Consequently, a new Achievement scale has been established Additionally, the EFA led to the removal of three variables (WR2, WR7, WR8) from the Work-Related scale, resulting in a revised scale comprising three variables: WR1, WR5, and WR6.

This is the reason why the study tested the Cronbach’s Alpha for the new new Work – Related scale and Achievement scale.

Cronbach’s Alpha test after EFA analysis

Cronbach’s Alpha of Work – Related scale

The Work-Person scale evaluated three observed variables and demonstrated a high reliability, with a Cronbach’s Alpha of 0.726, surpassing the standard value of 0.6 Additionally, the Corrected Item-Total Correlation for the work-related cluster exceeded the standard threshold of 0.3 If any variables were removed, the Cronbach’s Alpha could not have exceeded 0.880, indicating that all variables are essential and should remain in the scale.

Cronbach’s Alp ha of Achievement scale

The new Achievement scale consists of five observed variables and demonstrates high reliability with a Cronbach’s Alpha of 0.865, surpassing the standard threshold of 0.6 Additionally, the Corrected Item-Total Correlation for the achievement scale exceeds the acceptable value of 0.3, indicating that no factors need to be removed from the achievement cluster.

Cronbach’s Alpha of study scales after EFA test

Coding Number of Cronbach’s Alpha

Component Coding reliability symbols variables coefficient

Out of work OOW OOW1,

Work WM WM1, WM2 2 0.626 motivation

Table 4.14 Cronbach’s Alpha of study scales after EFA test

Testing the suitability of research model

Correlations analysis

The results demonstrate a significant correlation between work-person compatibility and work motivation, with a correlation coefficient of r = 0.435 and a significance level of p = 0 This finding supports the hypothesis that a strong relationship exists between work-person alignment and motivation in the workplace.

A significant correlation exists between work-related factors and employee motivation and satisfaction, with a correlation coefficient of r = 0.564 (p < 0.001) This finding supports the hypothesis that a strong relationship exists between work-related elements and work motivation.

A significant relationship exists between achievement and work motivation, with a correlation coefficient of r = 0.631 and a significance level of 0 This finding supports the hypothesis that achievement variables are closely linked to work motivation and overall satisfaction.

A notable correlation has been identified between relationships and work motivation, with a correlation coefficient of r = 0.437, indicating that recognition plays a crucial role in influencing both work motivation and interpersonal relationships Additionally, there is a significant relationship between out-of-work factors and work motivation, highlighting the importance of external influences on employee motivation.

(r = 0.502, sig = 0), supporting the hypothesis that out – of – work – factors cluster are significant in explaining work motivation.

** Correlation is significant at the 0.01 level (2-tailed).

Table 4.15 Dimension correlations between 5 factors and work motivation

Linear regression analysis

The study utilized SPSS 22 to analyze the influence of variables through the Beta coefficient, indicating that a higher Beta coefficient signifies a greater impact of that variable compared to others in the research model Additionally, the analysis included an evaluation of multicollinearity assumptions using the Variance Inflation Factor (VIF).

Adjusted R Square reflects the affecting level of independent variables on the dependent variable In this study, five independent variables influence

51.9% on the changing of dependent variable (work motivation scale) On the other hand, the rest of 41.8% is due to random errors and external factors.

The Durbin – Watson value reaches 2.017 approximate 2 As a result, there is not any superlative chain correlation in the model.

R Adjusted R Std Error of the Durbin-

Model R Square Square Estimate Watson

1 729 a 532 519 45007 2.017 a Predictors: (Constant), A, OOW, R, WP, WR b Dependent Variable: WM

According to ANOVA analysis table, F test has sig = 0.000 < 0.05 proving the linear regression is built in accordance with the overall

Model Sum of Squares df Mean Square F Sig

Total 83.021 197 a Dependent Variable: WM b Predictors: (Constant), A, OOW, R, WP, WR

The coefficients table depicts the sig value of WP factor (Work – person) is

The analysis reveals that both the WP factor (p = 0.157) and the R factor (p = 0.353) exceed the significance level of 0.05, leading to their exclusion from the research model In contrast, the remaining factors demonstrate a significance level below 0.05, indicating their substantial impact on the dependent variable.

The analysis reveals that the Achievement factor has the highest Beta index at 0.331, indicating that a 1-unit increase in this factor corresponds to a 0.331 unit rise in the WM variable Additionally, the OOW factor's Beta index of 0.283 surpasses that of the WR factor, which is 0.210, suggesting that a 1-unit increase in the OOW factor can also lead to an increase in the WM variable.

0.283 unit In addition, the WM variable will raise 0.210 unit if the WR grow 1 unit.

Clearly, the A factor, OWW factor and WR factor have a strongly impact on work motivation of Generation Z in the hospitality industry.

The last point to mention is that the VIF value of five factor are smaller than 10.

Consequently, there is no case of multicollinearity.

Model B Error Beta t Sig Tolerance VIF

Table 4.18 Standardized coefficients and collinearity statistics

It can be explained by word as follows:

Work motivation = 0.331*Achievement + 0.283*Out Of Work + 0.210*Work- download by : skknchat@gmail.com

Out - Of - Work Work-Related

Figure 4-1 The completed research model

As can be seen from the Histogram of Regression Standardized

The standardized residual curve, which is bell-shaped, is overlaid on the histogram of regression standardized residuals With a mean value close to 0 at approximately 2.53E-16 and a standard deviation near 1 at 0.987, the distribution of residuals shows no significant violations.

Figure 4-2 Histogram of regression standardized residual

Interestingly, the Normal P – Plot chart indicates the residual distribution points almost congregate on the diagonal line As a result, the distribution of residuals is not violated.

Figure 4-3 Normal p-p plot of regression standardized residual

The last point to mention is that the Scatterplot chart the standardized residuals are concentrated around the 0 degree line, so the assumption of linear relations is not violated.

Figure 4-4 Scatterplot of regression standardized residual

Chapter 4 presented the study results of the collected data from 198 participants by SPSS 25 The author performs descriptive statistics with qualitative variables including Gender, Year of birth, Educational organization, Work experience, Position The study used statistics of quantitative variables for independent factors and dependent factors The research also evaluates the scale by Cronbach’s Alpha and analyzes EFA with 5 groups of the independent variable (21 observed variables) and 1 group of the dependent variable (2 observed variables) The results of regression analysis determined that there are 3 factors impacting on the work motivation of Generation Z in the hospitality industry: Achievement, Out – Of – Work, Work – Related Chapter 5 will conclude the study results and highlight some suggestions to increase the work motivation of Generation Z in the hospitality industry Thereby, the author will present the research limitations and propose some recommendations for further research.

Finding

Generation Z’s traits

Answering for question 1: What is Generation Z ’s traits in hospitality industry?

Generation Z is characterized by traits such as self-confidence, a sense of humor, honesty, and integrity, along with a strong ability to adapt to new cultural environments This generation is heavily immersed in the Internet, cutting-edge technology, and social media, and they value flexible work arrangements that allow them to prioritize time with friends and family They place a high importance on having supportive supervisors and helpful colleagues, preferring regular feedback over annual performance evaluations However, they often exhibit a deficiency in soft skills and language competencies.

The factors effect on work motivation Generation Z in the hospitality industry

Answering for question 2: What factors impact on working motivation of generation Z in hospitality industry ?

The standardized regression analysis reveals three key clusters influencing the work motivation of Generation Z in the hospitality industry in Ho Chi Minh City Notably, the Achievement variable exerts the most significant impact on work motivation, with a coefficient of 0.331 Furthermore, the Out-Of-Work cluster surpasses the Work-Related cluster in its influence, scoring 0.283 compared to the latter's 0.210.

Generation Z differs from previous generations in several key aspects, particularly regarding work motivation They prioritize achievement as a crucial factor, and organizations that provide opportunities for career advancement can significantly enhance their motivation Additionally, Generation Z tends to remain committed to organizations that promptly recognize and reward their contributions, especially within the hospitality sector However, they are also vulnerable to external emotional influences, which can affect their performance Therefore, hospitality organizations must address these emotional factors, as the ability to manage emotions is essential for delivering quality customer service Furthermore, work-related elements play a significant role in their motivation, indicating that hospitality organizations should focus on these aspects to effectively engage and retain Generation Z employees.

Implication

Answering for question 3: What are some recommendations for management to grasp the working motivation of Generation Z ?

A recent study identified three key components influencing the work motivation of Generation Z in the hospitality industry in Ho Chi Minh City By analyzing the independent variables within each component, the research offers valuable solutions for hospitality enterprises and managers to enhance employee motivation and engagement.

Achievement, the strongest cluster, impact on work motivation of Generation Z.

Therefore, the hotel should focus on this factor with specific actions as follows:

Hotels should establish a transparent promotion and reward system for both individuals and groups, ensuring these schemes are clearly communicated within the organization Each level of award must have defined criteria, allowing for regular assessments of employee motivation and performance every six months Awards or promotions should align with employees' competencies and contributions, and these actions should be promptly executed and officially announced within the organization.

Managers and the training department should conduct annual evaluations of employee performance to identify those with skill gaps, prompting the immediate organization of training sessions to enhance competencies Outstanding employees and teams should be recognized monthly in front of the entire hotel staff, fostering motivation and a sense of achievement Additionally, managers must prioritize the continuous updating of skills and knowledge for employees' future career development, reinforcing the message that they are valued and well-treated within the organization.

Hotels should hold monthly meetings to foster an environment where employees can share their ideas and creativity These gatherings allow managers to leverage employee contributions, ultimately helping to cultivate a positive workplace culture.

The reputation of a hotel is significantly influenced by its organizational culture A positive workplace environment fosters employee loyalty, encouraging staff to become dedicated members of the team Therefore, hospitality institutions must create a professional atmosphere characterized by clear guidelines, a culture of respect for diverse ideas, and support among colleagues.

Out – Of – Work, the second cluster, impact on work motivation of

Generation Z Therefore, the hotel and employees should emphasize on this factor with specific actions as follows:

Hotels should implement emotional control training for employees every six months, led by the training department and departmental managers This initiative is essential for teaching staff how to sustain a positive attitude and mood, which are critical attributes for success in the hospitality industry.

Each department should hold a monthly internal meeting to summarize customer concerns and develop solutions for future interactions Despite facing impolite behavior from customers, employees can effectively address these challenges while maintaining their composure.

Thirdly, department managers have to usually monitor and update the co

Effective management of worker relationships and conflicts within a department is crucial for maintaining a positive work environment When conflicts arise, it is essential to investigate the issues thoroughly and address them through individual conversations or annual department meetings Summarizing these problems and incorporating them into departmental rules can help prevent future conflicts By taking these proactive measures, managers can enhance employee motivation and ensure that workplace discipline is consistently upheld.

Department managers and supervisors should regularly engage with their employees to understand their personal and family circumstances When superiors provide timely encouragement and support, employees feel valued and appreciated by the hotel and management This sense of care fosters long-term commitment and enhances their motivation to perform at their best.

Work - Related, the third cluster, impact on work motivation of

Generation Z Therefore, the hotel and employees should concentrate on this factor with specific actions as follows:

To enhance employee compensation and retention, hotels should establish a competence assessment framework that evaluates staff competencies This framework will guide the determination of appropriate salary levels and inform a wage increase policy, rewarding employees with high qualifications, extensive experience, and significant contributions to the hotel.

Managers should empower employees by granting them the flexibility to resolve challenging customer issues independently before escalating them By providing limited decision-making authority, employees gain confidence in their ability to address problems effectively, recognizing the significant impact of their choices on the organization This increased autonomy fosters a sense of responsibility, ultimately enhancing employee motivation and engagement in the workplace.

Effective management requires a clear division of responsibilities within a department On their first day, hotel managers should provide new employees with detailed job specifications and duties to ensure everyone understands their roles It's essential to avoid overlapping responsibilities and powers among staff members When the workload is substantial, organizing employees into groups can help reduce individual burdens, fostering a sense of fairness and collaboration in the workplace.

Limitation of the study

Because of sample limitation joining in research There were only 198 participating samples in the study Clearly, assessing reliability of scales cannot give

The study highlights a significant disparity in the proportions of managers, supervisors, leaders, and staff/interns, with a limited number of college samples participating Furthermore, training school samples were not included in the research Consequently, the findings of this study require further examination before being implemented in practice.

The study highlights a limitation in the number of variables related to relationship, achievement, and work motivation, as each cluster consists of only two variables If any variable's Corrected Item-Total Correlation falls below the standard value of 0.3, the corresponding scale may be discarded, hindering the assessment of its reliability Consequently, this limitation may lead to the omission of significant factors influencing Generation Z's work motivation.

In summary, the evaluation of Generation Z's work motivation within the hospitality industry remains limited While this research has explored and assessed several factors influencing their motivation, its overall contribution is moderate Nonetheless, this study provides a valuable reference for managers and hospitality businesses seeking to understand and enhance the work motivation of Generation Z employees.

Tiêu đề	Analysis Of Work Motivation Factors Of Generation Z In Hospitality Industry – Case Study In Ho Chi Minh City
Tác giả	Phạm Minh Trung
Người hướng dẫn	Thai Quang Vinh, M.A
Trường học	Ho Chi Minh University of Foreign Languages – Information Technology
Chuyên ngành	Hospitality Administration
Thể loại	dissertation
Năm xuất bản	2020
Thành phố	Ho Chi Minh City

Định dạng
Số trang	108
Dung lượng	762,9 KB