This purpose of this study is to ascertain U.S. hospitality and tourism management student's perceptions of jobs in the industry. To undertake this, students were asked to identify which factors were important when choosing a career and whether the hospitality and tourism offers these. Additionally, students were asked their perceptions towards a number of dimensions relating to careers in the hospitality and tourism industry. Overall, it is clear that respondents are generally happy with the careers being offered in hospitality and tourism and are committed to pursuing careers in the industry.

The aim of this article is to explore the linkage between Generation Y's career expectations and aspirations on the one hand and employee engagement on the other. The article includes primary work on the views of Generation Y undergraduate students with work experience in the hospitality industry. The questionnaire was developed by the authors to focus expressly on identified aspects of Generation Y's views on their careers. Across two universities in Scotland, the views of 122 respondents with work experience mainly in the hospitality industry are analysed. The Generation Y respondents in this study signal that their early experiences in the hospitality industry act to discourage them from pursuing careers in this sector. This is a generation that is apparently self-centred and demanding. It seems to have high initial career expectations and higher aspirations still for long-term careers that the hospitality industry can do more to meet. Expectations and aspirations centre mainly on their personal career development, or employability factors. They involve both employee and employer inputs, notably determination to succeed and good pay respectively. While based on a relatively modest sample size, the article suggests pointers to hospitality industry employers on how to engage Generation Y in order to support business performance. Above all, graduate recruitment and career development that is clear, structured, fair and equal is sought by Generation Y, especially for females. By responding to Generation Y and with further research, hospitality organisations may be better placed to attract and retain Generation Y graduates. More, they may encourage employee engagement.

Today's learners live in a digital age and there is much anecdotal evidence to suggest that students in the 21st century would prefer the electronic delivery of learning materials and lecture content using a range of tools that enable them to access information anywhere anytime (see, e.g., Oblinger & Oblinger, 2005). This study is an evaluation of tourism marketing students' expectations and experiences of lecture podcasting. The aim of the study was to quantify students' expectations of podcasting, and compare and contrast this with their actual usage of the new learning technology. The study was designed specifically to answer two questions: is podcasting just a fad or does it enhance student learning, and will it be widely embraced by both domestic and international undergraduate students?

This article considers the impact of the new generation of employees entering the hospitality workforce and the changes in management paradigms that will be required to successfully recruit, select, train and motivate Generation Y (Gen Y) to achieve the goals of the organisation, given the strategic importance of human resource management in creating competitive and sustainable service organizations. This article also analyses the current state of thinking on Gen Y's work-related values, attitudes and behaviours and reviews the research that has been conducted to date on Gen Y in the workplace. A discussion is provided on how these values and attitudes will potentially interact with prevailing hospitality management paradigms, before presenting a research framework that depicts the potential relationships between the key variables and identified themes. Following this, six propositions are presented regarding Gen Y's work-related values and attitudes in relation to hospitality employment. The article concludes with an outline of the intended direction for future research.