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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!
同時也有1部Youtube影片,追蹤數超過7萬的網紅The Michelle Chong Channel,也在其Youtube影片中提到,Ah Lian continues her popular ‘Brogging’ series during this extended Circuit Breaker period! She shares several hotlines that people can call during t...
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Yet another option for Yogurt lovers, originally started in KL, Miss Mi Yogurt extended their business operations to Raja Uda and then finally to Elit Avenue (Bayan Baru); bringing some of their best sellers and signature drinks up north to Penang. Decked out in shades of pink, the entire place feels dreamy and comfortable for a chill out session (over Yogurt drink). The menu is pretty standard (comparing to its competitor) and the price points are of mid-range. We had the Purple Rice Yogurt and Purple Potato Yogurt; we thought the Yogurt was slightly on the sweeter side and the Purple Rice lacked the much-sought after chewiness. The Purple Potato Yogurt was bold in flavour though. A good choice if you dislike the acidity in natural Yogurt.
Purple Rice Yogurt- RM13.50
Purple Potato Yogurt- RM13.50
Address: 1-1-16, Elit Business Park, 11950, Bayan Lepas, Penang.
Business Hours: 11 am to 11 pm. Opens Daily.
Contact Number: 6012- 640 2922
Stay tuned to Ken Hunts Food for more food posts!
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Some of us are wondering how come Singapore hasn't declared a lockdown yet, or why schools are not closed. This is your answer. Because once you go down that route, it is hard to un-lockdown... especially when you have no control of events happening around us.
That is why our method of escalating the measures step-by-step is more adaptable than the full lockdown immediately, which practically leaves us with a dead end. I've read some comments online that these are half-baked but if you lock Singapore down or close schools, when will you lift the lockdown or re-open schools? Already we now realise how some of these heightened measures have started to impact our usually-normal lives, how they have grounded planes, how they have adversely affected the livelihoods of people.
We might be heading for a full lockdown if everyone still remains complacent and nonchalent. So please stay at home if you are unwell, steer clear of crowds, practice physical distancing and please please please, DON'T go clubbing/drinking tonight just for that one last party. It's not worth it.
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Ah Lian continues her popular ‘Brogging’ series during this extended Circuit Breaker period! She shares several hotlines that people can call during this period for emotional sappork.
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INSTAGRAM
Michelle Chong - https://instagram.com/immichellechong/
Royce Lee- https://www.instagram.com/theroycelee/
Left Profile - https://instagram.com/leftprofile/
FACEBOOK
Michelle Chong - https://facebook.com/michellechongrocks/
Royce Lee - https://www.facebook.com/theroycelee/
Left Profile - https://facebook.com/LeftProfilePage/
EMAIL
For business/artiste enquiries, email us directly at diana@leftprofile.com
VISIT OUR WEBSITE
https://leftprofile.com/
ADDRESS
Left Profile | Huat Films
18 Howard Road #09-05 Novelty BizCentre
Singapore 369585
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Northfield Extended Stay, Northfield, Minnesota. 63 likes. No Credit Check. ... September 30, 2020 ·. Northfield Extended Stay updated their address. ... <看更多>