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Glassdoor 公佈2021美國最佳50大職業
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繼最佳雇主(企業)後，Glassdoor根據美國薪資高低、工作滿意度與職缺數三個數據面向，排出最佳50個職業，沒有意外的，前9名都是資通訊有關的工作，第10名是牙醫，第11名又是資訊類(前端工程師)，第12名則是人力資源經理，是目前所有非理工類/醫科，排名最佳的職業。雖然薪水不如13名的策略規劃經理，但職缺機會較多。這個排名告訴大家，能夠吸引、留住與激勵資通訊人才的人資經理，可能是HR的關鍵成功要素。至於HR倒底該不該也懂一點理工知識，就讓我們繼續看下去。
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Glassdoor根據人資經理的職缺條件發現目前最多的關鍵字是: 策略思維、領導力、協作力、諮詢技巧、影響力、溝通與HR商業夥伴 (HRBP)。
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https://www.glassdoor.com/List/Best-Jobs-in-America-LST_KQ0,20.htm
- 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!
Tag your #bff.❤️
1. They say they’re a #freelancer, as opposed to a job-hopper
By 2020, freelancers are expected to make up 50% of the workforce. Nevertheless, since employers still frown upon job-hopping, turn your biggest hurdle into an advantage by coming across as more independent, reliable & able to complete projects without supervision.
2. They know their best option is to walk in with their resume
Instead of applying for jobs #online & coming across as another faceless #resume & cover letter, show some courage & determination by going directly to the #company with your #resume. Show that you’re willing to go above & beyond to get #work done.
3. They know wearing glasses improves their chances
Hiring #managers & #employers have a biased perception on how interviewees #look. Employers naturally assume you’re smarter & more reliable with glasses.
4. They know employers only care about the numbers
Fancy #job titles don’t mean anything. Include a number reflecting what you’ve accomplished on your resume.
Eg, Instead of just saying you built a better customer relationship management system for your company, if you told them you built a customer relationship #management system that resulted in $40,000 more revenue & a 7% improvement in customer support satisfaction—now that’s more #impressive.
5. They arrive with a #checklist of the immediate value they can provide
Compile a list of what you can do for the company once you start & show that you can provide immediate #value.
6. They join companies with less than 20 employees, if they’re looking for #growth
The earlier you’re in a company, the more risk you have to take & more #responsibility you must pick up - factors that quickly push you up the learning curve. It’s harder but well worth it. If you’re interested in small companies without a brand but with a ton of potential, check out AngelList.
7. They make sure their social media presence is squeaky clean
Use #socialmedia to your advantage. 93% of hiring managers admit to reviewing a candidate’s #social media profile(s) before making a final decision.
-From dianegottsman.com, lifehack.org #Success #Sunday
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