This study investigates the influence of generational diversity on human resource management (HRM) strategies within Thailand’s hotel industry, where Baby Boomers, Generation X, Millennials, and Generation Z increasingly work side by side. The research addresses a key gap in understanding how generational differences impact recruitment, retention, and training in the Thai hospitality context. Utilizing a mixed-methods approach, data were collected from 385 hotel employees through structured questionnaires and 30 in-depth interviews with HR professionals and staff across five major tourism regions. Quantitative analysis using ANOVA and regression techniques revealed significant generational differences in technology use, communication preferences, and work-life expectations, with younger cohorts favoring digital platforms, flexible arrangements, and interactive learning. Thematic analysis of qualitative data highlighted issues of leadership expectations, perceived fairness, and the need for inclusive training formats. The results indicate that we need to replace standardized HR practices with tailored, generation-sensitive strategies in multigenerational settings, as they are ineffective. Grounded in Generational Theory and Strategic Human Resource Management (SHRM), this study contributes both theoretical insights and practical frameworks for developing inclusive HRM practices. It offers actionable guidance for HR professionals aiming to enhance employee engagement, reduce turnover, and foster organizational resilience in Thailand’s dynamic hospitality sector.
Suksawat et al. (Wed,) studied this question.