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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!
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motivation, job satisfaction 在 Leanne Szeto 司徒兆殷 Facebook 的最佳貼文
為什麼要活得如此「瘋狂」?
我喜歡交朋結友,一見社交聚會的機會就會參上一腳。而無可避免地,我總是遇上這樣的問題:「你一定是個專業運動,那你參加過什麼比賽?」我便告訴他們:
「嗯,我是個三項鐵人運動員,我最喜歡鐵人賽和越野跑。」他們驚訝的模樣我亳不驚奇。
一直以來,不少人都曾試圖說服我去找一份「正常」職業。對他們來說(尤其那些抱著中國傳統思想的人們),當一個職業運動員並非一項「正常」工作,更談不上安穩,他們會鼓勵我接受那些「更有社會地位」的工作。 (慶幸的是,父母自我十三歳參加第一場比賽以後,便百分百支持我當運動員這份「怪異又瘋狂」的職業)。
年少時的我對這瘋狂生活的解說是為了追求榮耀。站在頒獎台的最高處是多麼有趣、多麼的令人興奮。擊敗對手更令這樂趣和興奮倍增,莫說再加上那些獎品!
然而當我長大了,我也開始問自己為什麼。 「我之所以選擇每天折磨自己只是為了榮耀嗎?除了物質奬項,還有什麼別的值得我去追求?」我反覆思量細想,又經歷了幾個艱苦比賽,終於找到了真締:榮耀和個人成就都只是錦上添花,真正的幸福感在於改進和超越自己的過程。每當我親歷見証自己打破了個人記錄,或是參加了另一種新賽事,都會令我感到熱血沸騰,無比溫暖和滿足。所有訓練的艱辛和刻苦、忍耐都不算什麼了。
我承認,專業訓練確實極具挑戰,而追求不斷進步這條路可以甚為艱辛。但我深信,這樣的追求是人類最美好的美德。未來的人生路,我將繼續以此求進的心態努力前行。
#QuestionMadness
#50YearsofExploration
#TheNorthFaceHK
#NeverStopExploring
#Athletes
Why live a life perceived as mad?
I love meeting new people and always jump at the opportunity for new social gatherings. Whenever I do the inevitable line of questioning comes up: “You must be a pro in sports. What kind of races you have tried?” And I will tell them, “Oh, I am a tri-athlete, and I’m especially interested in ironman and ultra-trail-running.” Their surprised look is no surprise to me.
Over the years, many have tried to persuade me to have a “normal” career. For them (especially those with a more traditional Chinese mindset), being a professional athlete is not a “formal” job, let alone a secure one. They encourage me to take on “more respectable” jobs. (Thankfully my parents have fully supported my “weird and mad” career as an athlete since my first race in 13.)
As a younger athlete, my answer to this mad life was the pursuit of glory. Standing on the top of podium was fun and exciting. And beating your competitors doubled the fun and excitement. Not to mention the prizes!
As I got older, I started to question my motivation. “Is glory the only reason that I choose to torture myself every day? Other than material gain, is there something worth being pursued?” After some serious thinking, and a few arduous races, I finally found the place of truth: Glory and personal achievement is just icing on the cake. True happiness lies in the process of progressing and surmounting oneself. Each time I witness myself breaking a personal record, or joining a new type of race, great warmth and satisfaction flows through my veins. All the tedious and painstaking training I have endured pays off.
I admit, professional training is challenging and the road of continual improvement can be tough. But it is this search which, I believe, is the very best virtue of humanity. I will always bring along this progressive mindset with me on my journey through life, ever onward.
#QuestionMadness
#50YearsofExploration
#TheNorthFaceHK
#NeverStopExploring
#Athletes
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