Fostering intergenerational learning in the hotel industry: A multiple criteria decision-making model. (October 2020)

• Record Type: Journal Article
• Authors: Leon, Ramona-Diana
• Is Part Of: International journal of hospitality management. Volume 91(2020)
• Publication Date: 2020-10
• Subjects: Intergenerational learning -- Human resource -- Knowledge sharing -- Aging society -- Knowledge loss -- Hotel; Hotel management -- Periodicals; Restaurant management -- Periodicals; Food service management -- Periodicals; Hôtels -- Gestion -- Périodiques; Restaurants -- Gestion -- Périodiques; Services alimentaires -- Gestion -- Périodiques; Food service management; Hotel management; Restaurant management; Periodicals; 647.94
• DOI: 10.1016/j.ijhm.2020.102685
• Languages: English
• ISSNs: 0278-4319

Abstract

Highlights: The most appropriate IGL activities are mentoring, on-the-job education, and storytelling. The most influential factors that are collaboration, commitment, and job satisfaction. Collaboration enhances the volunteering activities. Commitment and job satisfaction encourage mentoring. If organizational culture would be the most important factor, storytelling would be the most suitable IGL activity. Abstract: The current research aims to identify the most suitable intergenerational learning activities for the Romanian hotel industry. A multiple criteria decision-making model is developed in order to determine the most appropriate intergenerational learning activities and the factors that strongly influence human resource managers' decisions. Data are collected from 35 human resource managers who have extensive work experience in the hotel industry and in managing intergenerational learning activities, and processed using the analytic network process. The results prove that the most appropriate IGL activities for the Romanian hotel industry are mentoring, on-the-job education, and storytelling. Furthermore, the most influential factors are collaboration, commitment, job satisfaction, reward management, and organizational culture. These results have both theoretical and practical implications. On the one hand, they extend the literature regarding intergenerational learning in the hotel industry and on the other hand, they bring forward how the managers could foster intergenerational knowledge sharing and avoid corporate amnesia.