關於 what is hospitality industry ，我們在網路上蒐集到這些相關的討論、資訊與評價

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MOTIVATIONAL FACTORS AND THE HOSPITALITY INDUSTRY

A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?

Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces - usually in the non-service sector - that emphasized fun and enjoyment as part of work-life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.

Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).

Lucas also points out that 'the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work' (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).

Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): '[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.' Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.

While it seems likely that employees' reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.

Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services ofhotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.

It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.

Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).

Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg's (1966) theory discusses the need for a 'balance' of these two types of needs.

The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover.

Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. 'Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously maintaining high levels of performance' (Tews et al., 2013).

Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.

Các từ vựng nổi bật:

critical (adj): then chốt
superior (adj): tốt hơn
accomplish (adj): trọn vẹn
retain (v): giữ lại
by contrast: ngược lại
extend (v): kéo dài
emphasize (v): nhấn mạnh
investment (n): đầu tư
competitive (adj): cạnh tranh
recognition (n): sự công nhận
substance (n): cốt lõi
foster (v): thúc đẩy
constructive (adj): có tính xây dựng
managerial (adj): thuộc quản lý
potential (n): tiềm năng
turnover (n): nghỉ việc
compensation (n): lương
morale (n): tinh thần
obstacle (n): chướng ngại
succinctly (adv): súc tích
retention (n): sự duy trì
predisposition (n): khuynh hướng thiên về
separate (adj): riêng biệt
sophisticated (adj): phức tạp
dichotomy (n): sự lưỡng phân
extrinsic (adj): từ bên ngoài
intrinsic (adj): từ bên trong
align (v): sắp hàng
delicate (adj): tinh tế
simultaneously (adv): đồng thời
adequate (adj): đầy đủ
break (n): giờ giải lao

Các bạn cùng tham khảo nhé!

【#迷上英式英文】英國首相Bojo復出後首次演說：I ask you to contain your impatience

演說全文：

Good morning.

I am sorry I have been away from my desk for much longer than I would have liked, and I want to thank everybody who has stepped up, in particular the First Secretary of State Dominic Raab, who has done a terrific job.

But once again I want to thank you, the people of this country for the sheer grit and guts you have shown and are continuing to show. Every day I know that this virus brings new sadness and mourning to households across the land, and it is still true that this is the biggest single challenge this country has faced since the war.

And I in no way minimise the continuing problems we face, and yet it is also true that we are making progress, with fewer hospital admissions, fewer covid patients in ICU, and real signs now that we are passing through the peak.

And thanks to your forbearance, your good sense, your altruism, your spirit of community, thanks to our collective national resolve, we are on the brink of achieving that first clear mission to prevent our national health service from being overwhelmed in a way that tragically we have seen elsewhere. And that is how and why we are now beginning to turn the tide.

If this virus were a physical assailant, an unexpected and invisible mugger, which I can tell you from personal experience it is, then this is the moment when we have begun together to wrestle it to the floor.

And so it follows that this is the moment of opportunity. This is the moment when we can press home our advantage. It is also the moment of maximum risk because I know that there will be many people looking now at our apparent success and beginning to wonder whether now is the time to go easy on those social distancing measures.

And I know how hard and how stressful it has been to give up, even temporarily, those ancient and basic freedoms - not seeing friends, not seeing loved ones, working from home, managing the kids, worrying about your job and your firm.

So let me say directly also to British business, to the shopkeepers, to the entrepreneurs, to the hospitality sector, to everyone on whom our economy depends-

I understand your impatience.

I share your anxiety.

And I know that without our private sector, without the drive and commitment of the wealth creators of this country, there will be no economy to speak of. There will be no cash to pay for our public services, no way of funding our NHS, and yes I can see the long term consequences of lock down as clearly as anyone, and so yes I entirely share your urgency.

It’s the government’s urgency.

And yet we must also recognise the risk of a second spike, the risk of losing control of that virus, and letting the reproduction rate go back over one, because that would mean not only a new wave of death and disease but also an economic disaster, and we would be forced once again to slam on the brakes across the whole country, and the whole economy, and reimpose restrictions in such a way as to do more and lasting damage.

And so I know it is tough, and I want to get this economy moving as fast as I can, but I refuse to throw away all the effort and the sacrifice of the British people, and to risk a second major outbreak and huge loss of life and the overwhelming of the NHS.

And I ask you to contain your impatience because I believe we are coming now to the end of the first phase of this conflict.

And in spite of all the suffering we have so nearly succeeded, we defied so many predictions, we did not run out of ventilators or ICU beds, we did not allow our NHS to collapse, and on the contrary we have so far collectively shielded our NHS so that our incredible doctors and nurses and healthcare staff have been able to shield all of us from an outbreak that would have been far worse.

And we collectively flattened the peak, and so when we are sure that this first phase is over, and that we are meeting our five tests, deaths falling, NHS protected, rate of infection down, really sorting out the challenges of testing and PPE, avoiding a second peak, then that will be the time to move on to the second phase, in which we continue to suppress the disease, and keep the reproduction rate, the r rate, down, but begin gradually to refine the economic and social restrictions, and one by one to fire up the engines of this vast UK economy, and in that process difficult judgments will be made.

And we simply cannot spell out now how fast or slow or even when those changes will be made, though clearly the government will be saying much more about this in the coming days.

And I want to serve notice now that these decisions will be taken with the maximum possible transparency.

And I want to share all our working and our thinking, my thinking, with you the British people, and of course, we will be relying as ever on the science to inform us, as we have from the beginning.

But we will also be reaching out to build the biggest possible consensus, across business, across industry, across all parts of our United Kingdom, across party lines, bringing in opposition parties as far as we possibly can, because I think that is no less than what the British people would expect.

And I can tell you now that preparations are under way, and have been for weeks to allow us to win phase two of this fight as I believe we are now on track to prevail in phase one.

And so I say to you finally if you can keep going in the way that you have kept going so far, if you can help protect our NHS, to save lives, and if we as a country can show the same spirit of optimism and energy shown by Captain Tom Moore, who turns 100 this week, if we can show the same spirit of unity and determination as we have all shown in the past six weeks, then I have absolutely no doubt that we will beat it together.

We will come through this all the faster.

And the United Kingdom will emerge stronger than ever before.

Thank you very much.

Hanns House 瀚寓酒店, a brand-new posh serviced suites hotel in Taipei, is the first to publicly offer a coronavirus home quarantine solution away from home. What made hotel owner Teresa Ma decide to accommodate people under quarantine at the risk of damaging the hotel’s image?

#COVID19 #quarantine #hotels

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