關於 better compensation ，我們在網路上蒐集到這些相關的討論、資訊與評價

13.08.2021, My common birthday with 🐷🐷🐷🐷🐷 🎂again! The cake was tailored made by my former colleagues and boss. It was so unique and I didn’t dare to make a cut neither to taste it. And it’s been keeping in my fridge until now.
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But every single time I opened the fridge door, this triggered my memory working in this restaurant. I paid several lum sumps for the restaurant’ Grand Opening ceremony but the restaurant was just shut down the week after. And I didn’t get my salary for 3 months which I deserved for and the payments from my own pocket. Labor Department been reported, but the compensation was not a fair deal at all. Therefore, I lost almost $150-200 thousands because this incident, this was all my savings already. Wish Tomorrow Shall Be A Better Day 💪🏻
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13.08.2021, 又到了我和🐷🐷🐷🐷🐷的共同生辰，Happy Birthday To Us 🎂 蛋糕是2018年同事和老闆訂製致送的，捨不得切，更捨不得吃，放在雪櫃到今天。
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但當每一次打開雪櫃門，就會記起就是在這家餐廳工作，自己帶錢上班，到最後公司拖欠薪金三個月，到再最後要到勞工處解決，到再再最後賠償不足，以致來回損失十幾廿萬的儲蓄。希望明天會更好💪🏻
🤠
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大家記得戴口罩😷勤洗手🤲🏻🚿留家抗疫💪🏻
Stay Home Stay Safe & Healthy & Happy!
Wear Mask 😷 Wash Ur Hands 🤲🏻🚿
🤠
*拍照前請先打招呼詢問一下哦
*拍照前請先注意交通安全哦
*狗狗上廁所時請不要拍照哦
*我清理和拿著狗狗便便時請不要拍照哦
*摸狗狗前請先問一下
*我們鼓勵人與人之間應該多聯繫
*打個招呼拍拍照何樂而不為
*PleaseGreet&AskBeforeYouSnap
*PleasePayAttentionToTrafficBeforeYouSnap
*PleaseDoNotSnapWhenDoggiesPeeAndPoo
*PleaseDoNotSnapWhenAmCleaningAndCarryingTheirPoops
*PleaseAskBeforeYouPat
*WeEncourageHumanEngagement
*NothingToLooseToSayHi
🤠
#WE5 #Shibaland #Shibainus #shibas #ShibaGang #GrandpaDogTraining #Grandpa狗噏 #DogTraining #MutualRespect #WE5ShibaFamily
#多尊重少包容 #文明旅遊 #柴犬 #HKShibas #ShibaFamily
#HKShibas #香港柴犬
#DiscoverHongKong #DogsofInstagram #DogPhotography #WE5Story
#GrandpaPhotoGraphy
#LoveWillKeepUsTogether
#只要不投降就是成功 #不要棄養 #AwesomeHongKong @hk_dog_owners
#HappyBirthday

Why so serious? Coz taking care of our patients is serious stuff!

When the @RESCUsg phone rings, night or day, it's time for the squad to regroup, suit up, hit the road and bring the medical clinic right to the comfort of your home!

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- Luyện Reading, tìm từ vựng hay

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!

I'm totally fine with people smoking around me, but don't act victim when government increases tax for smokes. Look at it as a fine or compensation; you might feel better.

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Former workers of Bukit Jalil estate were not happy with the proposal made by the City Hall in meeting yesterday.

In July 1980, the estate was acquired by the government for the purposes of development. DBKL had even hired the residents - through private contractors - to tap rubber.

Since 1994, however, the rubber trees have made way for such development projects as the ultra-modern Bukit Jalil sports complex and the equally impressive Bukit Jalil Golf Club.

While not against development, the only thing the residents have asked for is reasonable compensation for abandoning the houses that have been their homes for over four decades.

We want our own house. Weve been living here a long time, almost 60 years. We just want our own house, said spokesperson S Thiakarajan, 54


Video by Indrani Kopal





Former workers of Bukit Jalil estate yesterday rejected a fresh proposal by the government to resolve a 30-year relocation plan.

Human Resources Minister Datuk Dr S Subramaniam's latest attempt at resolving their woes hit a snag when the workers refused to the accept the minister's offer.

City Hall acquired the 28-acre estate for development in the 1980s and as compensation, offered between RM6,000 and RM11,000 to each of the 93 families.

There were also offered low-cost flats in nearby Taman Muhibbah worth RM 80,000, at a 40 percent discount.

But after working for more than 50 years in the estate, the workers felt they deserved better and wanted houses instead.

While 51 of them have moved into the flats temporarily, the remaining families have refused to budge.

Full story in Freemalaysiatoday
http://freemalaysiatoday.com/fmt-english/news/general/3417-govts-latest-offer-to-ex-estate-workers-hits-a-snag.