Buzz
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.
According to Pfeffer (1994), succeeding in a global business environment requires organizations to invest in Human Resource Management (HRM) to acquire employees with superior skills and capabilities compared to their competitors. This investment provides them with a competitive advantage. Despite recognizing the importance of employee development, the hospitality industry has historically lacked effective HR practices (Lucas, 2002).
Lucas also notes that HRM practices in the hospitality industry do not seem geared towards fostering positive relationships with employees or enabling a managerial approach that fully harnesses people’s potential, even though employees generally express satisfaction with many aspects of their work (Lucas, 2002). Consequently, high turnover rates persist, attributed to reasons such as low pay, insufficient benefits, poor working conditions, and diminished employee morale and attitudes (Maroudas et al., 2008).
Ng and Sorensen (2008) demonstrated that when managers acknowledge employees, encourage teamwork, and eliminate barriers to effective performance, employees feel more committed to their organization. This sentiment was succinctly summarized by Michel et al. (2013): '[S]upporting employees instills confidence in performing their duties better and motivates them to stay with the organization.' Therefore, hospitality organizations can boost employee motivation and retention by enhancing workplace conditions, which are intrinsically tied to the working environment.
While it appears probable that employees' responses to their job conditions could be influenced by a predisposition to view their work environment negatively, there is no evidence to support this idea (Spector et al., 2000). However, given the chance, many individuals will discover something to criticize about their workplace (Poulston, 2009). There is a strong correlation between employees' perceptions and specific aspects of their work environment distinct from the job itself, such as company policies, salary, and vacations.
These circumstances are especially concerning in the luxury hotel sector, where high-quality service, requiring a sophisticated approach to HRM, is seen as a crucial competitive advantage (Maroudas et al., 2008). In essence, the actions of hotel staff represent their industry (Schneider and Bowen, 1993). This representation has traditionally been limited to guest experiences, highlighting a disparity between the guest experience offered in luxury hotels and the working conditions of their employees.
Therefore, it is imperative for hotel management to develop HRM strategies that enable them to inspire and retain competent employees. This necessitates an understanding of what motivates employees at various management levels and career stages (Enz and Siguaw, 2000). This suggests that it is advantageous for hotel managers to comprehend which practices are most conducive to enhancing employee satisfaction and retention.
According to Herzberg (1966), people have two primary types of needs, the first being extrinsic motivational factors related to the context in which work is performed rather than the work itself. These include working conditions and job security. Unsatisfactory fulfillment of these factors can lead to job dissatisfaction. Importantly, however, meeting these needs does not result in satisfaction but merely reduces dissatisfaction (Maroudas et al., 2008).
Employees also have intrinsic motivational needs or motivators, such as achievement and recognition. Unlike extrinsic factors, motivator factors ideally lead to job satisfaction (Maroudas et al., 2008). Herzberg's (1966) theory emphasizes the need for a 'balance' between these two types of needs.
Exploring the impact of enjoyment as a motivational factor in the workplace has also been undertaken. For instance, Tews, Michel, and Stafford (2013) conducted research focusing on employees at a series of themed restaurants in the United States. They discovered that enjoyable activities positively affected performance, and managerial encouragement of fun reduced turnover. Their findings endorse the idea that enjoyment can indeed be beneficial, but how this enjoyment is framed must align carefully with both organizational objectives and employee characteristics. 'Managers need to learn the delicate balance of allowing employees the freedom to enjoy themselves at work while maintaining high levels of performance' (Tews et al., 2013).
Deery (2008) has proposed several measures at the organizational level to retain valuable staff and help maintain a work-life balance. Particularly relevant to the hospitality sector are provisions for adequate breaks during the workday, staff events involving families, and opportunities for health and well-being.
Questions 1-5
Look at the following statements (Questions 1 – 5) and the list of researchers below.
Match each statement with the correct researcher, A-F.
Write the correct letter, A-F, in boxes 1-5 on your answer sheet.
NB You may use any letter more than once.
1. Hotel managers need to know what would encourage good staff to remain.
2. The actions of managers may make staff feel they shouldn’t move to a different employer.
3. Little is done in the hospitality industry to help workers improve their skills.
4. Staff are less likely to change jobs if cooperation is encouraged.
5. Dissatisfaction with pay is not the only reason why hospitality workers change jobs.
List of Researchers
A Pfeffer
B Lucas
C Maroudas et al.
D Ng and Sorensen
E Enz and Siguaw
F Deery
Questions 6-9
Do the following statements agree with the claims made by the author in the Reading Passage?
In boxes 6-10 on your answer sheet, write
YES if the statement agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this
6. One reason for high staff turnover in the hospitality industry is poor morale.
7. Research has shown that staff have a tendency to dislike their workplace.
8. An improvement in working conditions and job security makes staff satisfied with their jobs.
9. Staff should be allowed to choose when they take breaks during the working day.
Questions 10 – 14
Complete the summary below
Choose ONE WORD ONLY from the passage for each answer.
Write your answers in boxes 10-14 on your answer sheet.
Enjoyment in the workplace
Tews, Michel and Stafford carried out research on staff in an American chain of 10……………………… . They discovered that activities designed for staff to have fun improved their 11……………………… , and that management involvement led to lower staff 12………………………….. . They also found that the activities needed to fit with both the company’s 13………………………….. and the 14 …………………………. Of the staff. A balance was required between a degree of freedom and maintaining work standards.
Responses
- E (“It is therefore essential for hotel management to develop HRM practices …different stages of their careers (Enz and Siguaw, 2000).”)
- D (“Ng and Sorensen (2008) demonstrated that when managers provide recognition … stay with the company.”)
- B (“Lucas also points out that “the substance of HRM practices … full potential of people.”)
- D (“Ng and Sorensen (2008) demonstrated that when managers provide recognition … stay with the company.”)
- C (“Among the many cited reasons are low compensation, … employee morale and attitudes (Maroudas et al., 2006).”)
- YES (“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)
- NO ( “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.” -> Không có chứng cứ xác thực, trái ngược với đề bài)
- NO ( “Significantly, though, just filling these needs does not result in satisfaction, but only …. …”-> Những yếu tố này không giúp làm tăng sự hài lòng của nhân viên đối với công việc -> Trái ngược với đề bài)
- NOT GIVEN (Không đề cập)
- Restaurants (“For example, Tews, Michel and Stafford (2013)… from a chain of themed restaurants in the United States.”)
- Performance (“It was found that fun activities had a favorable impact on performance ….”)
- Turnover (“… had a favorable impact in reducing turnover”)
- Goals (“…but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics”)
