According to this study, motivating potential score of temporary employees is significantly more than the motivating potential score of permanent employees (Hynes, 2015). According to this study the motivation potential score of temporary employees is higher because of, the core factor, namely desire of temporary staff to get converted into permanent staff. However, in the hospitality industry the temporary employees generally are not willing to make it a permanent job or a future aspiration in the hospitality industry as mentioned in the above explanations. Therefore, the measures needed to be implemented to remove the wrong perceptions in the minds of the employees regarding the careers in hospitality industry. Employees needed to be given information about the career path and the scope of growth in the company and to make the career choice in hospitality industry.
Some examples of hygiene factors, which lead to dissatisfaction, and motivators, which lead to satisfaction, are present above (Herzberg, 1966). DISPOSITIONAL MODEL OF JOB SATISFACTION This approach says that job satisfaction is relatively stable characteristic that stays with people over various situations. According to the conceptualization, people who like the jobs they are doing at one time also tend to like the jobs they may be doing at another time, even if the jobs are
Sustainability In Hospitality Sustainability is one of the single most important global issues facing the world. A clear understanding of the issues surrounding climate change, global warming, air and water pollution, ozone depletion, deforestation, the loss of biodiversity, and global poverty is essential for every future manager in the hospitality industry. Present and future hospitality executives need to know how sustainable management systems can be integrated into their businesses while maintaining and hopefully improving the bottom line. Over the past several decades, hoteliers have turned their focus to the importance of sustainability in the hospitality industry as it relates to hotel development and operations, including the environmental, economic and social impact. Sustainability is one of the most important issues currently facing our world.The hospitality sector has historically had a dramatic environmental impact through energy and water consumption, use of consumable and durable goods, and solid and hazardous waste creation.
Final Draft What are the most important characteristics of employee to possess in the hospitality industry? Presented to Ms. Imelda Marquez English Language Area De La Salle Lipa In Partial Fulfillment of the Requirements For Comski2 Term 2, School year 2014-2015 BY De Leon, Grenvil Araño, John Benedict Marasigan, Angelo Topic: Character traits of employees working on Hospitality Industries. Thesis Statement: Character trait is one of the many important ways of distinguishing one employee from another. Abstract The hospitality industry is one of the fastest growing industries. They priority the needs and wants of their costumer’s that’s why they need to hire competent employees who will work as a team, responsible and trustworthy.
Not all individuals are motivated by the incentives given; but they should have ambition and interest from their self to motivate themself. If an individual look for the incentives, he or she will perform as well as they could to obtain the incentives. Conversely, if an individual does not interested with the incentives given, they will not do good practices. Especially as front-line staff, it is a tough job in the hospitality industry, as they represent the big company to the customers. There are many chances to get customers with negative attitude, and could not respond with the same attitude, but the staff will be censure by the manager instead.
2.1 Gender gap in the hotel sector A study conducted by Brownell (1995), who studied the masculinity & femininity dissimilarity in the personality and career development among hotel managers, found that female workers are characterized by the strength of mind, desire, positive attitude, interpersonal skills and hard work which contributed to the career advancement of women. Women labour force is important in the hospitality industry (Doherty, 1997) and, even though women used to find it difficult to be in a managerial position, evidence now show that the trend is changing rapidly. In many service industries, it was noted that management is becoming more ‘feminine’, meaning to say that the qualities which used to be associated with women, such
Thus, a successful hospitality industry does not focus only product and services but in what way they are delivered. Superior service quality is the best strategy of differentiation. 2) Relationship building Building relationship with customers can benefit organization to generate revenues with developing brand reputations. To improve relationship with the external customers it was found that employees plays important role. Informal ways to build relationship with top management and front line employees is best means to build long-term relationship with customers.
Backgroud of the study The aim of this study is to investigate the employee satisfaction and its effects toward loyalty in hotel industry. According to Lise, 2004, “Happy employees are productive employees.” “Happy employees are not productive employees.” We hear these conflicting statements made by HR professionals and managers in organizations. There is misperception and argument among
Efficient systems are thought to lead to satisfied employees who are productive and committed to the organization. This is particularly important in the lodging sector of a tourism destination such as Turkey where employees are in contact with tourism and provide service on a day to day basis. Many hospitality businesses pay poorly, for example according to research in New Zealand. British male hospitality workers earn less than half the national industry average for men (Hoel & Einarsen, 2003), and the New Zealand Tourism Industry Association admits that pay is ‘uncompetitive’ (2006). Working conditions are difficult (O’Leary & Deegan, 2005), largely because of the hours needed to cope with the 24-hour nature of the industry, and supervisors and managers are often inadequately skilled.