goals of management
One of the main goals of management is to develop engagement mechanisms, and this, among other measures, are critical for the tourism sector in attracting top talent millennial employees. Considering the unique characteristics of millennials, administrators who have established successful older generation workers retention techniques in the past would have to put those approaches into the organizational archives. Developing millennial engagement strategies entails a whole innovative methodology-and strategic thinking. The focus on employee engagement and generational differences is critical as there is a significant difference between millennials and the old generation. Given that the social traits of generations vary, it is plausible in the beginning that employees get satisfaction at both the mind and body levels at their respective work stations, thus increasing the chances to work effectively with millennials. In addition, employees must be educated and informed of the importance of having an in-depth understanding of social interactions before judging their abilities to tolerate and sustain prolonged engagement. Having such wisdom would help build the profile of millennials who might otherwise not feel comfortable working in an intensive engagement environment due to their upbringing that is largely defined by internet linked engagement as opposed to personal level interactions. Engagement threats (a drop in driver’s awareness results in decline in interaction) and engagement drivers (an improvement in driver’s awareness leads to an increase in interaction) make up the overall equation of engagement. These subsets of threats and drivers include employee reputation, development, and learning; work-life balance and senior leadership; employee well-being and health; corporate social responsibility; managing performance as well as career opportunities. Engagement is a metric where contributions vary enormously across corporations in the ultimate engagement equation. A business can not necessarily mimic the engagement strategies or use another’s engagement parameters to accomplish great things. The role of engagement managers and human resources experts is to acknowledge that there are generational gaps and that their company’s engagement drivers would not always be similar to that of their leading rival, parent company, or business partner. By embracing this presumption, leading figures should initiate discussions within their enterprises to advocate for the understanding of which drivers they could change to improve communication, and which drivers they need to preserve to avoid reductions in generational engagement across the board. Such initiatives would, in this regard, help in strategic incorporation of millenials suggestions and enhancing the working relationships across generations and thus creating an enabling environment for this upcoming generations in the tourism sector.