Navigating Generational Diversity in the Thai Hotel Industry: A Cross-Cultural Examination of Workforce Dynamics

Martin  Goerlich; Thanapon Suksawat

doi:10.60027/iarj.2026.e290645

Authors

Martin Goerlich Stamford International University, Thailand https://orcid.org/0009-0007-2914-1463
Thanapon Suksawat Stamford International University, Thailand https://orcid.org/0009-0006-4474-7159

DOI:

https://doi.org/10.60027/iarj.2026.e290645

Keywords:

Generational Differences, Human Resource Management, Thai Hospitality Industry, Thai Cultural Values, Employee Recruitment, Employee Retention, Training and Development

Abstract

Background and Aims: Thailand’s hospitality industry has been globally recognized for its outstanding service quality, but at the same time also faces increasing complexity because of an increase in a multigenerational workforce. This study explores how generational diversity, from Baby Boomers, Generation X, Millennials, and Generation Z, that has been shaped by Thai cultural values and various levels of technological exposure, interacts with human resource management (HRM) practices. Particularly for recruitment, retention, and training. This research aims to provide actionable recommendations, based on empirical insights and culturally responsive strategies for managing generational differences in the Thai hotel sector. To guide this cross-cultural examination, the study draws upon various cultural dimensions from Hofstede, Trompenaars, Hall, and others, and Thai-specific concepts such as “kreng jai” to better interpret how cultural norms influence intergenerational perceptions, communication styles, and workplace expectations.

Methodology: A quantitative approach was used, surveying 385 hotel employees across five tourism regions via stratified sampling. A structured questionnaire assessed perceptions related to technology use, job satisfaction, communication preferences, and training needs. The survey instrument was systematically designed and pre-tested to ensure clarity, relevance, and consistency across diverse generational cohorts, thereby reinforcing the reliability and validity of the data collected. Descriptive and inferential statistics, including ANOVA and regression analysis, identified significant generational differences.

Results: Results show that younger cohorts value flexibility, digital engagement, and purpose-driven work, while older generations emphasize job stability, formal processes, and hierarchical leadership. Thai cultural traits, such as high-power distance, collectivism, and “kreng jai,” strongly influence these generational preferences, shaping communication and leadership expectations.

Conclusions: The study concludes that a one-size-fits-all HRM approach is no longer viable. Instead, culturally informed and generation-sensitive HR strategies are essential to enhance engagement, reduce turnover, and promote organizational cohesion. These findings provide practical guidance for building inclusive, high-performing workplaces in Thailand’s competitive hospitality sector. Future research could explore the transferability of these culturally responsive HR models to other Southeast Asian nations facing similar demographic and cultural dynamics, thereby broadening their regional applicability.

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