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To cite this article: MiRan Kim, Bonnie J. Knutson & Laee Choi (2015): The Effects
of Employee Voice and Delight on Job Satisfaction and Behaviors: Comparison
Between Employee Generations, Journal of Hospitality Marketing & Management, DOI:
10.1080/19368623.2015.1067665
Article views: 26
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Journal of Hospitality Marketing & Management, 00:1–26, 2015
Copyright © Taylor & Francis Group, LLC
ISSN: 1936-8623 print/1936-8631 online
DOI: 10.1080/19368623.2015.1067665
LAEE CHOI
Department of Retailing and Consumer Science, University of Arizona, Tucson, Arizona, USA
INTRODUCTION
One of the most vital issues for hospitality managers is attracting and
retaining qualified employees. This issue has gained salience due to
Address correspondence to MiRan Kim, PhD, The School of Hospitality Business, Michigan
State University, 232 Eppley Center, 645 N. Shaw Lane, East Lansing, MI 48824, USA. E-mail:
kimmi8@msu.edu
1
2 M. Kim et al.
son, 2005).
The data collected thus far on Gen Y employees indicate that they differ
markedly from previous generations in their work values, attitudes, and
behaviors (Barron, 2008; McGuire, By, & Hutchings, 2007; Solnet & Hood,
2008). Their parents, the baby boomers, raised Gen Yers in such a way that
Gen Yers see their opinions as being important; indeed, they expect to have a
stake in outcomes (Josiam et al., 2009; Lowe, Levitt, & Wilson, 2008). More-
over, Gen Y employees are more inclined to do meaningful work than focus
on profit alone (Alati, 2004; Allen, 2004; Broadbridge, Maxwell, & Ogden,
2007).
However, most previous studies have consisted of conceptual or qua-
litative studies (e.g., interview, focus group). To some extent, they are
repetitive without revealing a deeper understanding regarding the under-
lying differences between Gen Y employees and older employees in terms
of employee attitude and behavior variables (e.g., Barron, Maxwell, Broad-
bridge, & Ogden, 2007; Chen & Choi, 2008; Josiam et al., 2009). Thus, there
is recognition in the hospitality industry of the demand to investigate how
attitudes and behaviors of Gen Y employees differ from those of older
generations.
In attempt to fill this research gap, this study examines the relational
differences of employee voice, employee delight, satisfaction, loyalty, and
turnover intent between Gen Y employees and older employees. The study
focuses on employee voice, one of the most important communication stra-
tegies (Van Dyne, Ang, & Botero, 2003), and employee delight, a new para-
digm of employee service applied to human resources management. The
twofold purpose of this study is to (a) compare mean differences between
Gen Y employees and older employees regarding their employee voice,
delight, satisfaction, loyalty, and turnover intent; and (b) compare Gen Y
and older employees in a hospitality business environment as a way of
examining the causal relationships among employee voice, delight, satisfac-
tion, loyalty, and turnover intent. This study aims to provide insight into Gen Y
employees and implications for managers as they develop their strategies and
Employee Voice, Delight and Satisfaction 3
practices that will better benefit the hospitality industry (Gursoy et al., 2008;
Kogan, 2007).
LITERATURE REVIEW
Characteristics of Gen Y
Clearly defined age ranges of generations are difficult to establish. Never-
theless, the term Gen Y—also referred to as millennials, Internet generation,
and nexters (Cairncross & Buultjens, 2007; Gursoy et al., 2008)—broadly refers
to those individuals born beginning in the early 1980s to the early 2000s
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(Gursoy et al., 2008). Gen Yers are not unlike their predecessors in that they
tend to have a strong sense of morality, to be patriotic, to be willing to fight for
freedom, and to be sociable (Brown, 2004; Eisner, 2005; Lowe et al., 2008;
Martin, 2005).
Gen Xers and baby boomers grew up in conditions of high divorce rates
and/or an increase in dual-income families. A significant proportion (about
one third) of Gen Yers were raised in single-parent households, and as a result
many children of this generation acted as both child and parent (Martin, 2005).
Such family structures have affected their tendency to be active in family
decisions, to be self-reliant with high self-esteem, and to be independent
(Flowers, Jones, & Hogan, 2010; Howe & Strauss, 2007; Hurst & Good,
2009; Meier & Crocker, 2010; Yeaton, 2008). Gen Yers are also naturally
more technologically savvy than older generations. Indeed, since birth many
of them have been exposed to personal computers, mobile devices, high-
speed Internet, and wireless networks, as well as social networking sites
(Lowe et al., 2008; Meier & Crocker, 2010; Yeaton, 2008).
Gen Y employees are less favorably inclined toward hierarchy. They
prefer an inclusive style of management to micromanagement. Their rela-
tionship to their parents, the baby boomers, is more peer-to-peer than
parent-to-child, reflecting on their more preferred equality-based manage-
ment. This mindset may have been a result of their parents, as they were the
ones who adopted a more inclusive style of parenting, hoping to build self-
esteem in an effort not to raise their children as they had been raised (Lowe
et al., 2008).
Moreover, Gen Y employees are more likely to prefer to be treated as
partners by their organizations (Josiam et al., 2009; Lowe et al., 2008). They
tend to be aggressive regarding their pay package, including tangible and
intangible rewards. They are, however, strongly motivated by meaningful and
innovative work. In other words, they are not interested in merely making
money, but rather enjoy contributing to a particular work. Indeed, Gen Y
employees tend to be more altruistic, socially conscious, and volunteer-
minded (Alati, 2004; Allen, 2004; Broadbridge et al., 2007). Gen Y employees
are likely to get clear and specific directions in terms of concrete goals and
4 M. Kim et al.
deadlines from their managers, and they are more productive and efficient
when managers give clear and specific instructions. As a result, their managers
model the expected behavior (Martin, 2005). Therefore, an important deter-
minant in an employee’s job performance can be reducing role ambiguity
(Johnston, Parasuraman, Futrell, & Black, 1990; H. Kim, Knight, & Crutsinger,
2009). Otherwise, role ambiguity could lead to Gen Y employees’ experien-
cing higher job related stress and tension (H. Kim et al., 2009).
H1: Gen Y employees will differ significantly from older employees regard-
ing the relationship between their employee voice and satisfaction.
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Lowe et al. (2008) suggested that a critical role in retaining and motivating
Gen Y employees exists in a culture of pursuing amusement, delightfulness,
and freshness at work. After all, Gen Yers, more than other generations, seek
fun, excitement, a balanced life, and family, as well as supportive manage-
ment who values their ideas and creativity (Barron, 2008; Broadbridge et al.,
2007; Josiam et al., 2009; Szamosi, 2006). Fun and delightful experiences at
work are beneficial not only to employees but also to organizations because
they decrease the work stress of employees, which, in turn, increases
employee performance and quality of work (Lowe et al., 2008). Gen Y
employees also want to be part of an innovative and energetic organization;
they enjoy having immediate feedback, gratification, and rewards for their
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H2: The relationship of employee delight and satisfaction will differ sig-
nificantly between Gen Y employees and older employees.
ductivity and high cost. Thus, reducing employee turnover rate has consis-
tently been an imperative objective for many organizations (Choi & Dickson,
2009; Simons & Hinkin, 2001).
According to the employee turnover decision process formulated by
Mobley (1977), employees evaluate their present jobs and feel certain degrees
of satisfaction and dissatisfaction. As a consequence of job dissatisfaction, they
may start thinking of quitting. Employees then evaluate the cost of quitting the
job by considering lost work time and travel. If and when they do decide to
quit, they search possible alternatives and compare them with their present
jobs. If the alternatives are more desirable than their present situation, job
withdrawal ensues.
In the hospitality industry, empirical studies have supported the notion
that employee job satisfaction is a significant predictor of employees’ organi-
zational commitment and employees’ turnover intent (e.g., Ghiselli, La Lopa,
& Bai, 2001; Jang & George, 2012; Karatepe, 2011; W. G. Kim & Brymer, 2011;
Lam, Baum, & Pine, 2001; Susskind, Borchgrevink, Michele Kacmar, & Bry-
mer, 2000). For instance, Lam et al. (2001) studied the overall job satisfaction
and turnover intention among Chinese restaurant managers. They found that
managers with higher job satisfaction have a lower inclination to leave. More-
over, they suggest that overall job satisfaction increases when there is an
increase in satisfaction with the work environment, the job itself, and its
rewards. Susskind et al. (2000) explored factors that affect employee job
satisfaction and the relationship between employee job satisfaction and turn-
over intention, using an instance of managers and supervisors working at 11
different hotels. They found that employee job satisfaction was negatively
associated with turnover intention and employee job satisfaction mediated
coworker support, supervisor support, and standards for service on turnover
intention. A study of food service managers, by Ghiselli et al. (2001), found
that managers tended to hold their position longer when they were satisfied
with extrinsic components such as job security and variety. Recent studies
have also supported the inverse relationship between employee job satisfac-
tion and employee turnover intention. W. G. Kim and Brymer (2011) investi-
gated managers of 30 different hotels. Findings suggested that managers who
Employee Voice, Delight and Satisfaction 9
had higher job satisfaction tended to hold their position longer and are more
committed to their companies.
Gen Y employees have been found to be less likely to be satisfied with
their jobs and, when they are not satisfied, much more likely to leave an
organization (Barron, 2008; Eisner, 2005; Lowe et al., 2008). In addition,
neither expecting long-term employment nor being overly loyal to any orga-
nization, Gen Y employees tend to consider job security a less important
factor (Broadbridge et al., 2007; Yeaton, 2008). Rather, they are more open
to leaving for meaningful and challenging work for self-development (Eisner,
2005; Hurst & Good, 2009; Lowe et al., 2008). Therefore, the following
hypotheses are proposed:
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METHODOLOGY
Sampling and Data Collection
In order to examine the proposed model, two hotels were selected. To
avoid corporate brand effect on employees’ overall perceptions or attitudes
toward their work experiences, such as satisfaction and loyalty, the study
selected independently owned and operated hotels in the Midwest. These
hotels were also readily available for recruitment for the study. This con-
venient sampling may then be unrepresentative of the entire population of
hotel employees; however, as the two hotels include a substantial portion
of female and younger employees, the employees are a relatively ideal
representation of the general population of hotel employees (U. S. Census
Bureau, 2011; Woods, 1997). The two hotels show similarity with respect to
the price and quality of their services, providing full services that include
restaurants, conference rooms, banquet halls, and fitness facilities.
Prior to data collection, a description of this study and the data collection
instruments were reviewed and approved by the institutional review board of
a major research university in the Midwest United States. Then, a researcher
officially contacted the general managers and human resources managers in
order to explain the purposes of the study and to inquire about their will-
ingness to allow their employees’ to take part in this study. Given the consent
of managers, employees were asked to voluntarily participate in this study.
From April to May 2012, survey data were collected through a self-
administered paper survey. A survey package including a letter of invitation
10 M. Kim et al.
there were significant differences between the two sets of data concerning
the demographic characteristics (i.e., gender, age range, percent of work-
ing time in contact with customers, and income), demographic features of
the employees from the two hotels were closely compared. The partici-
pant demographics showed that the majority of the participants were
female (Gen Y: 64%, older: 73%). Gen Y employees were considered to
be within the age range of 19–29, and approximately 70% of the older
employees were over 40 years old. On average, Gen Y employees spent
approximately 70% of their working time in contact with customers, older
employees spent approximately 60% of their working time in contact with
customers. The majority of respondents (Gen Y: 68%, older: 89%) were
full-time employees. Approximately 19% of Gen Y employees had an
annual income over $20,000, while approximately 60% of older employ-
ees had an annual income over $20,000.
Measurement
The questionnaire instrument consisted of two sections, designed to take
about 10–15 minutes to complete. The first section was designed to under-
stand employees’ work experiences and the second section asked for their
sociodemographic information. Survey items for each construct were devel-
oped referring to previous studies. Five items were adapted to measure
employee delight (Finn, 2005; M. Kim et al., 2013; Kumar, Olshavsky, &
King, 2001; Oliver et al., 1997). Employee voice was measured through six
questions (Van Dyne & LePine, 1998). Employee job satisfaction was mea-
sured with six items (Valentine, Godkin, & Lucero, 2002), and a four-item
scale regarding employee turnover intention was drawn from Cole and Bruch
(2006) and Jang and George (2012). In addition, based on the measures of
Bloemer and Odekerken-Schröder (2006), four items were used to measure
employee loyalty. All measures used 5-point Likert scales (1 = strongly dis-
agree; 5 = strongly agree).
Employee Voice, Delight and Satisfaction 11
CFI = .965, TLI = .958, RMSEA = .056, SRMR = .044). Moreover, the construct
reliability of each construct showed a range of .83–.94, satisfying the criteria
(>.70), and the AVE for all constructs ranged from .61 to .74, which is greater
than .5, and thus proves convergent validity (Fornell & Larcker, 1981). In
addition, the squared correlation coefficients (SIC) between constructs did not
exceed the AVE of each construct, demonstrating satisfactory discriminant valid-
ity (Fornell & Larcker, 1981). Consequently, the overall measurement properties
showed acceptable and adequate levels (see Table 3).
Control Factors
Some researchers have suggested that work status may influence employee
perceptions and attitudes (e.g., perceived organizational support and commit-
ment) toward the organization (Conway & Briner, 2002; Gakovic & Tetrick,
2003). Also, gender may impact employee job satisfaction and performance
(Babin & Boles, 1998; H. Kim et al., 2009). Therefore, this study added to the
hypothesized model two control variables: work status (part-time/full-time) and
gender (male/female), as these factors may have an impact on the model. The
model was estimated before and after the addition of the control variables. The
model fit was acceptable without the control variables (χ2[345] = 605.694,
CFI = .947, TLI = .941, RMSEA = .048) and was also acceptable after the addition
of the control variables (χ2[411] = 692.210, CFI = .943, TLI = .929, RMSEA = .048).
Delight
When I received an unexpected reward, benefit, support, or promotion from this
current job:
D1. I felt delighted. .60 .89 .74
D2. I felt overjoyed. .91
D3. I felt gleeful. .71
Voice
V1. I develop and make recommendations to my supervisor concerning issues .59 .94 .66
that affect my work.
V2. I speak up and encourage others in my work unit to get involved in issues .70
that affect our work.
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V3. I communicate my opinions about work issues to others in my works unit, .53
even if their opinions are different and they disagree with me.
V4. I keep well informed about issues at work where my opinions can be .75
useful.
V5. I get involved in issues that affect the quality of life in my department. .78
V6. I am encouraged to, and to speak up to my supervisors with ideas for new .60
projects or changes in procedures at work.
Satisfaction
S1. Overall, I am satisfied with my present job. .72 .94 .71
S2. I am proud to tell people that I am part of this company. .71
S3. I am happy working with this company. .82
S4. This is the best organization for me to work for right now. .62
S5. I consider my job to be rather pleasant. .70
S6. I find real enjoyment in my work. .68
Turnover intention
T1. I intend to look for a job outside of this company within the next year. .59 .83 .61
T2. I often think about quitting my job at this company. .64
T3. I intend to leave this company in the next few months. .61
Loyalty
L1. I would like to stay with this company in the future. .72 .83 .71
L2. I would not change immediately to another company if I got a job offer. .70
Model fit: χ2(176) = 363.428, CFI = .965, TLI = .958, RMSEA = .056, SRMR = .044
Note. IR = item reliability; CR = construct reliability; AVE = average variance extracted; CFI = Comparative Fit
Index; TLI = Tucker-Lewis Index; RMSEA = root mean square error of approximation; SRMR = standardized
root mean square residual.
RMSEA = .043). For the next step, we estimated the full metric invariance
model, which shows evidence of the same constructs in two groups being
measured (Steenkamp & Baumgartner, 1998). The fit indices of this model
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showed adequate levels, indicating a reasonably good fit. However, the chi-
square difference was significant between configural invariance model and
full metric invariance model (Δχ2 = 41.570, Δdf = 15, p < .001). According to
the recommended procedures of Byrne (1998) and Yoo (2002), the invariance
constraints were released step by step on the basis of modification indices.
Thus, a partial metric invariance model was supported with some parameter
changes and the chi-square difference between the configural invariance
model and the partial metric invariance model was insignificant (Δχ2 = 6.953,
Δdf = 7, p > .001), as shown in Table 4.
The intercept invariance model was also estimated, as intercepts of
observed items were constrained to be equal. Even though the result revealed
a satisfactory model fit, the fit difference was significant between the partial
metric invariance model and intercept invariance model (Δχ2 = 137.380,
Δdf = 20, p < .001). According to Cheung and Rensvold (2002) and Chen,
Sousa, and West (2005), a difference of more than .01 in the CFI indicates a
meaningful change in the model fit when testing measurement invariance.
However, the difference in CFI between the partial metric invariance model
and the intercept invariance model was less than .01 (ΔCFI = −.006), indicating
that no substantial change existed between the two models. Thus, intercept
invariance model was supported.
Before testing the proposed hypotheses, we investigated whether there
were differences in mean values of each construct between Gen Y employees
and older employees. As shown in Table 5, in terms of two antecedents (i.e.,
employee voice and employee delight), the mean differences between the
two groups were statistically significant (employee voice: t = 4.26, p < .001;
employee delight: t = 2.56, p < .05). Comparison of latent means indicated that
delight and voice of older employees were significantly greater than those of
Gen Y employees. Additionally, both Gen Y and older employees were
mostly satisfied with their jobs (MgenY = 3.91; Molder = 4.24), though here a
statistically significant mean difference (p < .001) separated the two groups. As
one of the outcomes in the current study, employee loyalty was relatively high
for both groups, indicating a significant difference between Gen Y and older
14 M. Kim et al.
employees (p < .001). For older employees, however, the mean of employee
turnover intent was significantly lower than that of Gen Y employees
(MgenY = 2.63; Molder = 2.00) and the mean difference between the two groups
was also statistically significant (t = −5.31, p < .001).
Generation Y Older
Path employees employees Δχ2a p-value
a
The chi-square difference is inferred from the difference in model fit when a model with the parameters
constrained to be equal compares to a model in which they are released differently.
**p < .05. ***p < .01.
The hospitality industry tends to rely heavily on human resources to deliver its
services and products to the customers (Gursoy et al., 2008). This industry is
composed of employees from distinctive generations (e.g., baby boomers and
Gen Y). Given the unique features of the workforce, the hospitality business
industry needs to appreciate the differences in employee values, attitudes, and
behaviors; it also needs to adopt a new paradigm of services in order to
sustain a competitive advantage. The current study offers some important
contributions not only to academic research but also to managerial practices.
16 M. Kim et al.
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Theoretical Implications
The current study empirically investigated the differences in relationships
among employee delight, voice, satisfaction, loyalty, and turnover intent
between Gen Y employees and older employees. As there are few empiri-
cal studies that examine the relational differences between Gen Y and
older employees, this study can contribute as a foundation to more com-
prehensive research on Gen Y employees by providing valuable insights
regarding the differences in attitudes and behaviors between these two
generations.
Specifically, the findings reveal that Gen Y employees reported lower
values of voice, delight, satisfaction, and loyalty than did their older counter-
parts, while their turnover intent was greater. These results are consistent with
previous studies, which suggest Gen Y employees are less likely to be
satisfied with their jobs and less loyal to an organization (Broadbridge et al.,
2007; Yeaton, 2008). Less willing to do menial and repetitive work, Gen Yers
are more interested in new challenges than employees from older generations
(Broadbridge et al., 2007; Kerslake, 2005; Martin, 2005; Saba, 2006). Moreover,
Employee Voice, Delight and Satisfaction 17
employees are satisfied with their job and/or company, they are willing, like
their older generation counterparts, to remain there.
Practical Implications
In addition to the theoretical implications, the results of this study produce
important managerial implications. In a challenging work environment and
with shifting generational demographics of the workforce, the need for better
understanding of Gen Y employees is vital in creating a work environment
that enhances employee satisfaction and retention in the hospitality industry.
More specifically, a multigenerational workforce that works together in the
hospitality industry should be managed harmoniously and successfully. Thus,
it is crucial and vital for practitioners to understand the different perceptions
and attitudes between Gen Y employees and older generation employees. For
this purpose, the current study provides significant managerial implications.
This study found that Gen Y employees, compared to older employees,
have low satisfaction and loyalty. Managers should thus pay more attention to
improving Gen Y employees’ satisfaction and loyalty. It would be useful for
managers to understand what factors affect multigenerational employee satis-
faction and loyalty. This study suggests that employee delight and voice are
directly and positively related to employee satisfaction. As a result, creating a
delightful work environment and giving more opportunities to employees to
voice their opinions are essential to attracting and retaining employees of Gen
Y group. Moreover, many companies have realized the importance of creating
a fun and delightful workplace to increase productivity and customer satisfac-
tion and to reduce work stress (Karl, Peluchette, Hall-Indiana, & Harland,
2005; Lowe et al., 2008). Thus, managers in the hospitality industry should
know how their young employees evaluate and feel about their workplace.
This way they can invest in improving and maintaining a delightful work
environment.
Lastly, hospitality managers should understand that the effect of
employee voice and delight on satisfaction differs between Gen Y and older
Employee Voice, Delight and Satisfaction 19
generations. Even though there were positive impacts of voice and delight on
satisfaction for both age groups, the degrees of the effect were somewhat
different in this study. This shows that workplace policies and environment
need to be flexible to take into account a variety of age groups. For instance,
the mean of Gen Y employees’ delight was lower than that of older generation
employees, but the effect of employee delight on satisfaction was much
greater for Gen Y employees. This finding may mean that even though Gen
Y employees experience trivial delight at work, it may more effectively and
positively influence their satisfaction. Moreover, the next generation of
employees will, in the near future, be joining the hospitality marketplace.
They may have different characteristics from Gen Y. Thus, flexible workplace
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generations. They are the most highly literate and educated generation
(Josiam et al., 2009; Lowe et al., 2008; Yeaton, 2008). Hence, an important
motivator for Gen Y employees may be intellectual challenges (Hurst &
Good, 2009). Flowers et al. (2010) underscored the idea that a lack of
training is a major reason why the current management system fails to
manage Gen Y employees. Additionally, organizational policies such as
employee empowerment and perceived support from supervisors or cow-
orkers will be vitally linked to the job satisfaction of Gen Y employees.
Indeed, Gen Y employees are most productive when supervisors treat
employees with respect and provide frequent and honest feedback about
their job performance (Flowers et al., 2010).
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