Robert Jan Blomme

TL;DR: In this article, the authors studied the differences in the psychological contract and its relation to the intention to leave between highly-educated male and female employees and found that for women in particular, promotion opportunities and work-family balance were related to turnover intentions while for men the clarity of the job description was an important predictor for leaving.

Abstract: Purpose – This study aims to explore generational differences in the psychological contract of hospitality employees and work outcomes such as commitment and turnover intention.Design/methodology/approach – Data were collected in 20 hotels (n=359) from a four‐star hotel chain in The Netherlands using a self‐administered questionnaire. Data were analysed using MANOVA and post‐hoc analysis.Findings – Findings suggest that opportunities for development and challenge, variation and responsibility are more important to younger generations of hospitality workers. Generation X placed high value on work‐life balance, autonomy and job security. No differences were found for work atmosphere, salary and task description. Significantly lower commitment and higher turnover intention was also found for Generation Y.Practical implications – The findings provide insight into generational differences in expectations that hospitality workers have of their employers. This helps managers in developing management styles as we...

TL;DR: In this paper, the authors examined the work-family conflict approach to the turnover intentions of highly educated employees within the hospitality industry, and investigated the relation between work and family conflict.

TL;DR: This article investigated generational differences in the relation between psychological contract fulfillment and work attitudes and found that different generations respond differently to different aspects of psychological contract fulfilment, such as career development, job content, organizational policies, social atmosphere and rewards.

TL;DR: In this paper, the authors investigated the relationship between organizational culture and work-to-home spillover, and found that a supportive culture explained most of the variance in positive work-home interference and strain-based negative work−home interference.