The mediating effect of millennial entitlement in relation to job motivation and employee satisfaction in the Australian hospitality industry

Abstract

The millennials involve the newest generation born between 1980 and 1999 who are entering the labor market. They have significant talents as well as the knowledge that can add value to the company. However, they present a generational challenge and variations from the older generations. This study intends to employ qualitative case study. This includes the grounded theory to explore the perspectives on job entitlement and motivation of the millennials who are working in the taverns and hotels located in Whitsundays area. Data will be collected through content analysis as well as semi-structured Questionnaires. The gathered data will be an analysis based on the Qualitative Data Analysis that involves axial, selective and open coding and scrutinized using the NVivo program. The outcome will inform organizations in the hospitality industry regarding strategies for attracting, motivating, satisfying and retaining millennials.

1.0 Introduction

1.1 Background Information

The Tourism industry in Australia represents a very vital component of the economy. For the financial year 2014/2015, the tourism industry`s revenue represents about 3 percent of the Australian GDP. It contributed approximately A$47.46 billion to the economy (Tourism Research Australia, 2015). In 2016, over 7.5 million visitors arrived in Australia. The income from Tourism sector is expected to increase steadily as the economic grow and the fuel cost declines (Tourism Forecasts, 2015). Domestic tourism is considered a significant part of the tourism industry that represents over 73 percent of the entire GDP of direct tourism (Mistilis et al., 2014). The country is believed to employ over 930,900 individuals from Australia. While the industry operates in a universally competitive market and experiences tight conditions, the tourism sectors have shown improvement as the universal economy recovers from a downturn experienced (Tourism Research Australia, 2015).

Australian hospitality industry is believed to employ a significant number of millennial workforce. The millennials represent individuals born between the 1980s and 2000 (Tourism Research Australia, 2015). According to the global statistics, millennials will be the biggest generation in the labor force by 2020 which is speedily approaching. As experienced employees increasingly depart from employment, the workforce admissions for youngsters aged between 18 and 30 is anticipated to increase and dominate the future labor force. This imminent dominance has led to much attention focusing on the impact the millennials are likely to have on employment. This is not shocking since the Millennials are rapidly turning to be the most influential populace in the market as they graduate from higher learning institutions and reach the labor market (Mistilis et al., 2014). As the millennials graduate and enter employment, they bring in new perceptions regarding what the office environment should look like and how the associations between the employees and the employers should be (Martinez, 2017). Therefore, to create the most efficient and friendly workplace environment, the employers ought to be informed what the millennial want (Fletcher et al., 2013).

The millennials are often perceived as a group that is unique, thought-provoking as well as demanding about the current values and standards at the workplace. For example, the principles of obligation, devotion, and commitment have entirely different meaning to the millennials (Dimitriou & Blum, 2015; Gursoy, Chi, & Karadag, 2013). They do not passively accept the evident career disappointments and organizational imbalances like the employees before. Millennials can leave a company to pursue opportunities in other firms that they believe meet their needs (Meister, Willyerd & Foss, 2010). As such, it is vital for the employers to comprehend the strategies for attraction, motivation, satisfaction and retention for the millennial and alter the workplace to meet their demands. One vital desire of the millennials is entitlement (Lee, Mullins & Cho, 2016). They want to grow even if it means outside the company. As compared to the generation ‘X’ of the old-fashioned employees, the millennials do not stick around in organizations they believe do not offer personal growth and benefits. Millennials have embraced a resilient entrepreneurial mindset hence are on the lookout for new opportunities that can steadily move them to higher heights. Also, Millennials do not want bosses but coaches to offer them access to leadership (Meister, Willyerd & Foss, 2010). To retain them, an organization need to create an environment where they feel supported as well as valued by the management hence satisfaction and increased productivity. Millennials are committed to family, hobbies, friends and personal life even at the expense of the employer`s time. Some companies that millennials list to offer great experience offer flexible scheduling, paid sabbaticals and telecommuting among others (Lee, Mullins & Cho, 2016). Furthermore, the winning Millennial-friendly workplaces offer perks such as fitness classes and massages to their employees.

Notwithstanding the above views, few researchers have explored the unique needs and workplace of Millennials (Martinez, 2017). Very few companies understand the behavior of millennials. Subsequently, without a proper understanding of Millennials’ values and desires in an organizational situation, human resource managers may unconsciously change workplace environments in an inappropriate manner, thereby frustrating the employees who will likely leave the company (Kusluvan et al., 2010; Seibert, Holtom, & Pierotti, 2013). Therefore, it is vital to explore the impact of entitlement in relation to satisfaction and motivation of the millennial workforce.

1.2 Problem Statement

The millennial generation is increasingly entering the job market of the hospitality industry in Australia (Ruhanen, Whitford & McLennan, 2015). They are predicted to shape the entire labor force of Australia in the coming years. Nonetheless, the attraction and retention of the best employees is a big problem. Also, the integration of the Millennials into the organizational culture is a big challenge. Accordingly, they are the newest generation entering the labor force and arrive with distinct ideas regarding what they expect from the management or their jobs (Lee, Mullins & Cho, 2016). Reports obtained from the Tourism Research of Australia indicate that the Australian Hospitality sector is faced with significant challenges of managing employees including attracting highly talented millennials workers and retaining them (Huang & Rundle-Thiele, 2014). Thus, it has been reported that there is a labor deficient of about 40,000 workers which is anticipated to reach 123,000 by 2020 (Ruhanen, Whitford & McLennan, 2015). This deficit is likely to constrain the growth of the hospitality industry, slow down the productivity level and hinder Australian hospitality industry from realizing full economic growth. Therefore, the sector will not meet demands of the consumers both the domestic and international.

Hospitality-specific jobs remain less attractive when there are inflexible scheduling, poor working conditions and lack of advancement opportunities for the employees (Huang & Rundle-Thiele, 2014). Moreover, the Millennial generation is more demanding in terms of a friendly environment, the entitlement of the workers, motivation, career development and other that the management seems no to understand. Accordingly, minimal researchers have examined the needs of Millennials especially in the hospitality industry of Australian. Thus, to address these gaps, this study explores the mediating effect of the entitlement of the Millennials in achieving satisfaction and motivation in the Australian hospitality industry.

The proposed research aims to explore millennial employees’ perspectives on job motivation through entitlement and the potential impact on job satisfaction in hotels and taverns in the Whitsundays region of North Queensland.

1.3 Research questions

The research project aims to address the following research questions.

1. Research Question 1: Among the Millennial employees, what are the job motivators in the hotel and taverns for Whitsundays?
2. Research Question 2: What aspects demotivate Millennials in the hotel and taverns in Whitsundays area?
3. Research Question 3: What are the Millennials` views regarding entitlement of the workforce in Whitsundays?
4. Research Question 4: what impacts does job entitlement have on the level of satisfaction and motivation of the Millennials?

The researcher will explore the following theoretical framework to inform the study:

• Research Question 1: Herzberg’s (1959) two-factor theory – motivational factors.
• Research Question 2: Herzberg’s (1959) two-factor theory – hygiene factors.
• Research Question 3: Adams’s (1963) equity theory.
• Research Question 4: Hackman and Oldman’s (1976) job characteristics model.

1.4 Research Aim and Objectives

The purpose of this study is to explore the effect of millennial entitlement on the satisfaction and motivation levels. Based on this aim, the following research objectives will guide the study:

• To explore Millennials` job motivators in the hospitality
• To evaluate the aspect that demotivates the millennial workforce in the hospitality industry.
• To investigate the sense of entitlement among the Millennial workforce.
• To examine the correlation between the entitlement of millennial workforce and satisfaction.

1.5 Significance of the Study

The millennial workforce is the future labor force for all industries throughout the universe. The previous generations are soon retiring from office, and the Millennials are rapidly replacing their place (Meister & Willyerd, 2010). Recent studies indicate that the millennials are increasingly talented and innovative and provide modernistic solutions to the contemporary challenges that face the organization. Therefore, it is imperative for the managers to be aware of the desires and what is valued by the millennials to achieve high job morale, satisfaction and motivation in return to ensure high productivity and profitability of the company. Accordingly, the Millennials entering the workplace have experienced numerous challenges or obstacles including socialization (Meister & Willyerd, 2010). It is believed that the newcomers ought to learn about their roles and expectations by socialization process and to become accustomed to the organization. However, the Millennials are dissimilar to the older workers concerning the social skills and interpersonal communication. Additionally, the management might not comprehend the strategies for motivating them.

A study of this magnitude that focuses on the entitlement and Millennials` satisfaction within the hospitality industry will inform business managers, the management, Human resource practitioners and scholars on the practices that motivate, increase job morale and satisfaction of the new generation employees. As such, organizations will be able to comprehensively understand the Millennials and reform organizational culture and processes to ensure the newcomers easily fit in. This can increase the attraction of highly talented Millennial employees as well as retention. The study also informs researchers and pundits who wish to undertake further exploration in the same discipline.

1.6 Expected Results

By exploring the significance of entitlement of the Millennial employees, satisfaction and job motivation, the researcher intended to develop a worksheet that acts as a guideline for aligning needs of Millennial employees in the hotel and tavern sector. This worksheet will assist in enhancing the job design and job satisfaction of the Millennials. The study anticipates at offering the hotel and tavern management the essential information for implementing an effective strategy for Human Resource Management of the Millennial workforce.

2.0 Literature Review

2.1 Contextual Framework

The increased development of theories over a period of time has made people focus on studies effectively. This proposed study is captured extensively by theoretical categorizations of the generational ideologies as well as organizational management principles (Productivity Commission, 2015). The modernist frameworks concentrate on organizational processes as well as efficient and effective mechanisms that deliver industrial, public and business services. The practice of empowering is a vital aspect in the neo-modernist frameworks that incorporate individuals into the organization (McManus, 2013). The post-modernist modes have instituted the concepts like adaptable workforce, tasks that are connected to the process and group interconnected rewards. Therefore, it is evident that the necessities of individuals, needs, and distinctive desires should be continuously be identified and met through developing theories. This study will be informed by the following theories highlighted in the subsequent section.

2.1.1 Motivational theory

The social scientists have explored motivation aspects for decades in an attempt to establish what motivates people`s behaviors, why and how (Stockdale et al., 2011). At the simplest level, individuals obviously do things to obtain the things they do not have. For instance, individuals go to work to obtain money and buy the things that are necessary for their life (Heckhausen, Wrosch & Schulz, 2010). This basic perception of motivation can be demonstrated by the figure underneath:

Figure 1: Basics of motivation

Source: (Heckhausen, Wrosch & Schulz, 2010)

The figure above of fig 1 illustrates that people have certain wants or needs causing them to do certain work or behavior in a certain manner to satisfy the identified needs (satisfaction).

According to the Herzberg`s two-factor framework, there are two types of factors that influence motivation including the motivators and hygiene factors (Herzberg, Mausner & Snyderman, 2011; Herzberg, 2005). The hygiene factors involve the absence of things that motivate. Hygiene factors entail the things when taken away; individuals become dissatisfied hence will act in a manner to obtain the factors back. Hygiene factors can include job security; effective company policies, benefits (such as insurance), relationship to the supervisors, salary, personal life, status, company car and working conditions. Generally, they involve the extrinsic elements lower in the Maslow`s hierarchical needs (Herzberg, 2005). Accordingly, Herzberg`s study demonstrated that individuals would strive to accomplish hygiene needs since they are doomed and uncomfortable without them. Soon the hygiene factors are satisfied, their effects will soon wear off thus temporal satisfaction (Bassett-Jones & Lloyd, 2005). On the other hand, motivators entail aspects whose presence leads to motivation. However, the absence of motivators do not cause any particular dissatisfaction to the workforce (Herzberg, Mausner & Snyderman, 2011).  The motivators include work itself, achievement, responsibility, recognition and advancement.

2.1.2 Equity Theory

In 1963, Adam Stacey proposed the fairness and equity ideology as the chief elements of a motivated person (Steers, Mowday & Shapiro, 2004). Equity theory is based on the assertions that people are motivated by fairness. Hence, when inequities are identified in the output or input ratio of their efforts as well as their referent groups, they will try and adjust their input to ensure they reach a perceived equity. The equity theory indicates that the higher a person perceives equity, the more motivated they will be (Latham, 2012). In case a person perceives the working environment to be unfair, they will be demotivated. The common referents that an employee utilizes include self-inside (the worker`s experience in another position within the organisation), self-outside (the experience outside the organisation), other-outside (the perception of the worker of people outside the organisation, and other-inside (the employee view regarding the workers inside the company) (Latham, 2012).

The worker`s input entails the contributions that entitle someone to rewards. Inputs can be assets that need rewards or liabilities that call for costs (Bolino & Turnley, 2008). The common inputs in the workplace include time, ability, education, hard work, experience, adaptability, effort, skill, loyalty, enthusiasm, supporting other workers, tolerance, trust, determination and personal sacrifice. The outcome or output involve the negative or positive results that originate from input (Bolino & Turnley, 2008). When the ratio of inputs to output (outcome) is very close, the worker ought to be very satisfied with her job (Steers, Mowday & Shapiro, 2004). The typical outcomes involve employee benefit, job security, stimuli, thanks, reputation, expenses, responsibility, recognition, praise and sense of achievement.

The equity theory comprises of four propositions. The first proposition is that people seek to maximize their output (outcome) whereby the outcomes include rewards minus the cost (Swinton, 2006). The second proposition is that the group can maximize their collective rewards through creating an acceptable system that ensures equity allocation of costs and rewards for the members. Thirdly, in case people find themselves contributing to an inequitable association, they will become distressed (Swinton, 2006). Finally, the people who perceive that they work in an inequitable association will try and eliminate their distresses through an attempt to restore equity.

2.1.3 The Job characteristics theory

The Job Characteristics Theory (JCT) was established by Oldham and Hackman. This theory is widely utilized in studying how a given job characteristics affect the job outputs (outcomes) as well as job satisfaction. The model argues that the task itself is a fundamental motivator to the employees (Saavedra & Kwun, 2000; Serhan, Tsangari & Business, 2015). Thus, JCT offers a set of principles to be implemented to enrich job. The initial JCT model proposed five core job characteristics including autonomy, feedback, skill variety, task significance, and task identity (Fried & Ferris, 1987). These characteristics impact on the work-related outcomes including absenteeism, turnover, motivation, performance and satisfaction based on three psychological states (experienced responsibility, knowledge of results and experienced meaningfulness) (Oldham et al., 2005). Every job has the five characteristics to a lesser or greater extent. However, no combination of these features makes a given job ideal (Fried & Ferris, 1987). Therefore, it is the function of job design to modify the degree of every characteristic to acclimate the overall job with the employee who is undertaking it. This alignment is vital since the employee comes with psychological states that tolerate the job and impacts on job outcomes when they are combined with the core characteristics (Serhan, Tsangari & Business, 2015).

2.1.4 Generational theory

Karl Mannheim proposed the theory of generation in one of his most developed essay of 1923 regarding the challenge of generation (Li et al., 2013; Lyons et al., 2015). The theory argues that people are largely influenced by the social-historical setting especially the notable events they were involved in actively during their youthful age. Based on the shared experience, they give rise to social cohorts that in turn impact on the events that shape the future generations (Benckendorff & Moscardo, 2013). The perspective and social consciousness of the youth who reach maturity at a given time and location (generational location) is influenced by the main historical events of the same age hence becomes a generation in reality (Lyons et al., 2015). Mannheim emphasizes that not every generation will achieve a distinctive and original consciousness. The theory notes that social change might take place slowly without an occurrence of chief historical events (Garrick, Pendergast & Geelan, 2017). However, these events are likely to take place in the era of accelerated cultural and social change. In the current study, the Millennial generation presents a challenge since they vary from the earlier youth cultures. They are a product of rapid technological changes, contemporary beliefs, and other modern aspects.

2.2 Conceptual Framework

2.2.1 Millennials

The Millennials entails the most recent workforce regarding their generation who are entering most organizations today. Meister and Willyerd (2010) argue that Millennials were born from 1980 to 1999 after the X and Baby Boomer generations. The Baby Boomers include those born between 1945 and 1964, and the X generation entails persons born from 1965 and 1980. Unlike the Baby Boomers and Generation X and other older generations, the Millennial employees have developed a tendency from doting parents contact with diverse individuals and structured lives (Ferri-Reed, 2010; Ferri-Reed, 2014). They have a varying perception on work life and what they expect from the employers or employment. Millennial employees are well-educated, able to multi-task, have high self-confidence, are skilled in technology and have excessive energy. Accordingly, they have higher expectations and prefer working in teams. They seek challenges, but work-life balance is another important commodity (George, 2014).

Cunningham (2016) asserts that the millennial generation is the biggest age group to come into existence after the baby boom. As this group increases rapidly within the labor market, the employers are needed to make changes in their engagement models (Park & Gursoy, 2012). The motivation, satisfaction of needs, engagement of employees and retention will not stop to be a managerial priority. However, it is time to rethink and consider careful regarding the strategies to be utilized to cultivate as well as retain the Millennials today and in the future. Ferri-Reed (2010) argues that the millennial employees are changing the way work is done as they employ technology and are team-oriented. Coupled with the socially-minded new generational workforce, they have a desire to be creative (George, 2014; Cunningham, 2016). The Millennial workforce has grown in the period when information is omnipresent hence can solve new and tougher problems by offering creative solutions (Ferri-Reed, 2014).

2.2.2 Motivation

Motivation is a theoretical concept utilized in explaining people`s behaviors. Motivation provides answers about people`s desires, needs, and actions (Lăzăroiu, 2015). The psychological models define motivation as a cycle whereby the thoughts will influence the behavior; the behavior will drive performance and performance impacts on one`s thoughts. In relation to the human resource, motivation is the workforce`s intrinsic passion regarding work, and it drives one to accomplish a given task. It is an internal drive that results in an individual deciding to do a certain action. Dobre (2013) argues that people`s motivation depends on biological, social, emotional and intellectual factors. Thus, motivation is a multifaceted concept that entails intrinsic driving force that can depend on external forces (Köhler, 2016).

The employers are tasked with a responsibility of figuring out how to motivate their workforce. This calls for an understanding of the nature of individuals, the dissimilarities of people and their perceptions (Muogbo, 2013). Unfortunately, offering high pay packages, additional bonus, and benefits, as well as compensated leave, might not always increase motivation levels (Dobre, 2013). It has been noted that to create a motivating environment for the workforce; the employers should provide intrinsically satisfying factors and well as the extrinsically encouraging aspects. Motivation can entail the fulfillment of the needs and expectations of the workers and ensure a workplace that allows the workforce to remain motivated. Fletcher et al. (2013) note that the motivation of the Millennial workforce is challenging. The Millennials seek workplaces where their seniors will trust them and offered creative freedom as well as flexibility (Köhler, 2016). The Millennials are increasingly digital and expect the workplace to have technologies to define how they work and interact. On the other hand, Millennials have a low tolerance for disrespect and inauthenticity (Muogbo, 2013; Lăzăroiu, 2015). They treasure respect and will gravitate toward people who are accessible and open-minded.

2.2.3 Entitlement

Entitlement is a concept that involves an attitude or the way people perceive life. The individuals who are entitled believe that they need to earn more than what they get (Westerlaken, Jordan & Ramsay, 2016; Klimchak et al., 2016). They argue that they earn something since they are owned and since they are entitled to it. They obtain what they want since they want it but not because of what they do. The entitled workers are believed to be lowly motivated, and it further destroys productivity. The sense of entitlement is thought to originate from the social justice theory (Westerlaken, Jordan & Ramsay, 2016). Typically, the entitlement concept is based on the principle of right that comes from the ideologies of social equality and enfranchisement. It influences what people perceive to be fair or equitable and hence make people feel entitled to expect something and use it (Stavrou & Ierodiakonou, 2015). The Millennials are increasingly entitled. They make a list of demands including ensuring that their personal talent is recognized and they feel that they make a difference to the organization beyond just offering a return on investment. Millennials argue that they are not just numbers but world changers (Newman et al., 2016). While many scholars argue that millennial employees are increasingly entitled and have unjustified positive self-perceptions, no empirical examination has been undertaken to ascertain whether these claims are false or true.

2.2.4 Employee satisfaction

Employee satisfaction entails the level to which a person is happy with his/her work as well as the role the job plays in one`s life (Kim & Moon, 2016). The degree to which the employers will prioritize the satisfaction the employees varies depending on the industry, the organization and others. Many scholars claim that employee satisfaction is an essential element achieved through motivation, positive moral and achievement of the goal (Martins & Martins, 2014; Edmans, Li & Zhang, 2014). The literature on satisfaction tends to distinguish between cognitive and affective satisfaction. Affective satisfaction involves the cumulative total of the pleasurable emotions as well as feelings that are connected with the job (Edmans, Li & Zhang, 2014). The cognitive satisfaction includes the rational satisfaction due to specific facets of work including the daily responsibilities or the remuneration offered. Many theories surround workforce satisfaction. For instance, the dispositional framework of motivation asserts that people are inclined to a certain extent of satisfaction notwithstanding the industry or work done (Bebenroth & Ismail, 2014). The Range of Affect Theory that was established by Locke Edwin in 1970s indicates that based on one`s expectations, employee satisfaction is influenced by the gap between what a person expects from his job and what they are getting (Edmans, Li & Zhang, 2014).

The challenges of managing and ensuring satisfaction for the human capital in the hospitality industry have been researched (Kim & Moon, 2016; Productivity Commission, 2015). The management policies utilized and practices influence the satisfaction of the workforce as well as their skills, behaviors, knowledge and attitudes. These are crucial factors for organizational performance (Bebenroth & Ismail, 2014). The HRM practices including career development and training seek to make the employees happy, motivate them and satisfy them hence ensuring that the retention levels are high. Ultimately, it results in satisfied and loyal employees and satisfied customers. The performance of the hospitality firms is driven by staffing and other human resource issues such as motivation and satisfaction (Martins & Martins, 2014). Thus, the Human Resource Management has a strategic role in the tavern and hotel management.

The figure underneath presents the conceptual framework for this proposed study.

Figure 2: Conceptual framework for this research

3.0 Methodology

This chapter presents the methodology that will be employed in undertaking this project including the research design, data collection, ethical considerations and data analysis. Also, the section addresses study limitations, delimitations, and risk management.

3.1 Research Design

The proposed study entails examining the millennials who are employed within the hotels and taverns sector to obtain their opinions and perceptions concerning the effect of entitlement on job satisfaction and job motivation. This study will adopt the qualitative approach which is commonly utilized in social studies particularly in the political science, sociology and anthropology disciplines. Qualitative research has been widely employed in the hospitality industry to examine different issues regarding employees such as motivation, satisfaction and performance management (Taylor, Bogdan & DeVault, 2015). The qualitative technique involves an inquiry approach that intends to explore the how and why behind a given decision as well as what, where, who and when.

As indicated earlier, this study will employ a qualitative method. A qualitative researcher has an understanding regarding a given event or phenomenon (Smith, 2015). A qualitative study can start as a grounded theory approach whereby the research has no previous comprehension of the phenomenon being explored (Taylor, Bogdan & DeVault, 2015). One of the popular methods of qualitative approach involves a case study that examines a purposive sample widely to understand a given phenomenon effectively. The researcher will exploit the case study approached coupled with the grounded theory based a three-stage research design. The case study approach excels at ensuring the researcher understands a complex object or issue and can even add strength or extend experience regarding what is familiar through previous study (Yin, 2013). A case stresses on extensive analysis of a limited number of situations, conditions or events as well as their relationship. In this case, the case study will be utilized in exploring the opinions regarding millennial employees. The case study approach has been employed across different platforms for many years especially in social science to explore the contemporary and real-life issue. Yin (2013) describes a case study as a technique or empirical inquiry that allows the researcher to investigate a contemporary event, issue or phenomenon within the context of real-life. A case study generally provides answers of at least one of the questions beginning with why or how (Hancock & Algozzine, 2015).

For the ground theory, it attempts to create theories based on the gathered data to comprehend a social issue (Wolfswinkel, Furtmueller & Wilderom, 2013; Strauss & Corbin, 1990). Grounded theory operates in reverse fashion as compared to other social research in the positivist tradition. A study that employs grounded theory can start with a question or a collection of qualitative data (Wolfswinkel, Furtmueller & Wilderom, 2013). The researcher usually reviews the gathered data, repeated ideas to discover elements and concepts that are tagged with codes (Charmaz, 2014). As more data is gathered and data is re-examined, codes can be clustered into different concepts followed by categorization. The categories generated usually become the foundation of a new theory (Charmaz, 2014). This study will employ a systematic arrangement of actions to achieve an inductively developed grounded theory concerning different events of millennials. The three-staged approach is highlighted beneath.

Stage one: The researcher will obtain ethical clearance from the University if Central Queensland Department of Human Research Ethics Committee. After that, the researcher will arrange to access the organizations that will be studied including two taverns and two hotels located in Whitsundays region. The intent of this phase is to obtain baseline information about the operations of the taverns and hotels. The contents of the hotel websites and Government tourism websites will be examined to gain insight of the organizations. The researcher will also develop an interview questionnaire to be utilized in the study and tested with other students to eliminate errors identified and any irrelevant information while ensuring that the questions are very appropriate. Additionally, the potential participants will be determined.

Stage two: This phase will involve the collection of documents and reports from the hospitality industry websites, media releases, and government websites. These sources of information will be reviewed to gain initial data and understandings concerning the operations of the taverns and hotels to be studied. The approach is very appropriate since it is specific and precise as well as offers in-depth information about the millennial employees. Nonetheless, the researcher will have to negotiate to obtain the documents to be utilized as some documents may be hard to retrieve. This stage shall entail the conducting of interviews to obtain data. Non-managerial millennial workers will be interviewed and recorded, and transcription, as well as coding and analysis, shall be done later. The grounded theory approach will be incorporated in case the obtained data does not reach saturation.

Stage Three: This phase will involve data analysis. This section will be explained further in the data analysis section.

3.2 Data collection

The researcher will collect primary based on case study and examine documents from the organizations under review. Data will be collected through questionnaires. The contributors will be quizzed by the researcher based on semi-structured questionnaires. Semi-structured interviews involve data collection approach that ensures the participants can give open answers (Horton, Macve & Struyven, 2004). It allows the generation of new ideas during the interviewing process. The study will also utilize content analysis data collection process which are large and heterogeneous manual or computer-aided methods for the contextualized interpretations of reports or documents that are generated through the communication process (Eby et al., 2005; Whiting, 2008). Content analysis involves an approach to studying and retrieving data which is meaningful from documents (Stemler, 2001). For this study, documents, reports as well as websites of the organization under study will be examined and the media releases. For the interviews, they shall be recorded for later analysis. Therefore, two data collection approaches will be utilized including interviewing and content analysis. The reason behind using two techniques for gathering data is to allow the methods to complement one another.

3.3 Data Analysis

The data analysis process will be undertaken in stage three as mentioned about. The analysis of qualitative data intends to reveal the bigger picture and comprehension by utilizing data to describe a given phenomenon. This study will employ qualitative data analysis (QDA) which involves systematic coding approach whereby each step will generate results including codes, theories, relationship and categories based on open, axial as well as selective coding (Miles et al., 2013; Sgier, 2012). The Nvivo collation software will be employed in developing a coding databank for finding mutual themes and arrangement regarding the millennial employees` entitlement, workforce satisfaction, and motivation extents. The findings of the research will be presented in graphical, textual and tabular forms for easier understanding and readability.

3.4 Ethical consideration

A study that involves human subject usually faces ethical issues. Thus, it is vital to put into place strategy to mitigate the ethical issues. This research will commence after complying with the National Ethics Application form that will be approved by the Queensland University of Human Research Ethics Review Committee. The management and participants will be informed of the purpose of the research in details. After that, a written consent shall be obtained from the hotel and tavern managers as well as the millennial employees offering permission to take part in the study. The study shall maintain confidentiality and the privacy of the respondents. No information shall be disclosed to a third party without prior knowledge of the participants. The obtained data shall be kept under key and lock as well as password protection of documents. In presenting the results, the participants` name will not be included. Additionally, the participation in this study is entirely voluntarily. Therefore, any individual can withdraw from the study without any punishment.

3.5 Study Limitations

This research project will have the following limitations. First, the study will concentrate on the millennial workforce in the two hotels as well as two taverns located in Whitsundays. Thus, the obtained findings will be applicable to this particular context. Only the perceptions and beliefs of the Millennials will be relevant to this project. Since this study is anticipated to take place between May and September of 2017, the obtained findings may vary due to the time of data collection.

3.6 Study Delimitations

The delimitation of this study includes the limitation of the workplace behavior of the Millennial employees within Whitsunday taverns and hotel. The study is within the scope of a master’s research. The researcher aims at exploring job motivation, employee satisfaction and entitlement of the millennial employees.

4.0 Research plan

4.1 Risk Management

All research projects have risks especially the typical uncertainty of the methods as well as goals in the research that need robust risk management (Bozorgnia et al., 2014). Contingency planning can be used as a preventive strategy for creating a plan that minimizes or prevents the risks in research. The researcher will evaluate the likelihood of any adverse events as well as consequences to make sure that the research project is successfully completed with minimal risks. (Teller & Kock, 2013) A comprehensive risk assessment will be undertaken by the Central Queensland University Ethics department after confirming the candidature of the research has been submitted for approval. The table beneath outlines the potential risks and emergencies during the research and essential mitigation strategies to minimize negative effects of the risks of the research.

Table 1: The likely risks and mitigation strategies

4.2 Gantt Chart

The table underneath presents a Gantt chart depicting the plan for this study.

Table 2: The Gant chart outline of the research plan

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Appendix

A.   Proposed Chapters

1. Chapter 1: Introduction including Background Information, Research questions, Objectives, and Aim, Research Problem, Significance of the Study and overview.
2. Chapter 2: Literature Review on Millennials, Motivation, Satisfaction, entitlement and correlation between entitlement and job satisfaction. The chapter will also include the Conceptual Framework and theories.

• Chapter 3: Methodology involving the Research design, Study Site, Data collection, Ethical Consideration and Data Analysis.

1. Chapter 4: Results and Discussion of the obtained Results.
2. Conclusion: A highlight of the entire project including the key aspects.

B.   Questionnaire

Demographic information

Age:

Educational level

1. Primary school
2. Secondary school
3. College level/ university level
4. Postgraduate
5. Others

Sex:

How many years have you stayed in your current organization?

Study Questions.

What do you consider as the most important motivator?

Does your organization offer you enough compensation for the work done?

What are the common benefits and package offered to workers in your organization?

Does the organization offer opportunities for growth and development?

Do you consider you managers and supervisors abusive?

How can you describe the management and leadership of the organization?

Are you happy with your work?

If happy with you work, what makes you happy?

If you are unhappy with your work, what makes you unhappy?

Do you anticipate to leave your current workplace to seek better conditions?

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