.
DOCUMENT
The purpose of the research we undertook for this Conference Paper was to investigate whether marketing campaigns for specific types of drinks could be directed towards age cohorts rather than towards intercultural differences between countries. We developed consumer profiles based on drinking motives and drinking behavior by age cohorts. We hypothesized that differences between countries in the youngest age groups are smaller than in the older age groups, where country specific tradition and culture still plays a more prominent role. We, therefore tested, from the data obtained by the COnsumer BEhaviouR Erasmus Network (COBEREN), the hypothesis that the extent to which the age specific profiles differ between countries increases with age. The results confirm our hypothesis that the extent to which drinking motives differ between countries increases with age. Our results suggest that marketing campaigns which are directed towards drinking motives, could best be tailored by age cohort, in particular when it concerns age group 18-37 and more particular for beer, spirits and especially premix drinks. Marketing campaigns for non-alcoholic beverages should be made specific for the British countries and the Western countries, but even more effectively be made specific for the age cohort 18-37.
DOCUMENT
Purpose As a step toward more firmly establishing factors to promote retention among younger employees in the hospitality industry, this study aims to focuses on fun in the workplace (fun activities, manager support for fun and coworker socializing) and training climate (organizational support, manager support and job support) as potential antecedents of turnover in a European context. Design/methodology/approach Logistic regression was used to analyze the impact of fun and training climate on turnover with a sample of 902 employees from Belgium, Germany and The Netherlands. Data on fun and training climate were obtained through surveys, which were paired with turnover data from organizational records. Findings With respect to fun in the workplace, group-level manager support for fun and coworker socializing were significantly related to turnover, but not fun activities. With respect to training climate, individual-level job support was significantly related to turnover, but not organizational support and manager support. Research limitations/implications As the data were obtained from employees from one organization, further research would be valuable with additional samples to substantiate the generalizability of the results. Practical implications Given the challenge of turnover, organizations should foster informal aspects of fun in the workplace and learning opportunities to promote retention. Originality/value The study examined the fun–turnover relationship in a context outside of the USA where previous fun–turnover research has been conducted, and it examined fun relative to training climate, which has not been studied heretofore. This study also investigated group- and individual-level effects of both fun and training climate on turnover.
DOCUMENT
