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 of hotel 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 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.
Nguồn: Cambridge IELTS 14
GIẢI THÍCH
| Đáp án | Trích dẫn | Giải thích |
|---|---|---|
| 1. E (Enz and Siguaw) | Đoạn 8: “This requires an understanding of what motivates employees at different levels… This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.“ | Tuyên bố: “Hotel managers need to know what would encourage good staff to remain.” (Các nhà quản lý khách sạn cần biết điều gì sẽ khuyến khích nhân viên giỏi ở lại). Nghiên cứu của Enz and Siguaw (2000) ngụ ý rằng việc hiểu được điều gì thúc đẩy nhân viên là có lợi để tăng sự hài lòng và retention (giữ chân) nhân viên. |
| 2. D (Ng and Sorensen) | Đoạn 4: “Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together… employees feel more obligated to stay with the company.“ | Tuyên bố: “The actions of managers may make staff feel they shouldn’t move to a different employer.” (Hành động của người quản lý có thể khiến nhân viên cảm thấy họ không nên chuyển sang chỗ làm khác). Nghiên cứu của Ng and Sorensen chỉ ra rằng khi người quản lý làm những việc nhất định, nhân viên cảm thấy more obligated to stay (có nghĩa vụ phải ở lại) hơn, đồng nghĩa với việc họ cảm thấy không nên rời đi. |
| 3. B (Lucas) | Đoạn 3: “Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).” | Tuyên bố: “Little is done in the hospitality industry to help workers improve their skills.” (Ngành dịch vụ ít làm gì để giúp công nhân cải thiện kỹ năng của họ). Lucas (2002) chỉ ra rằng các phương pháp HRM trong ngành là “underdeveloped” (kém phát triển), điều này ngụ ý rằng rất ít hoạt động phát triển kỹ năng được thực hiện. |
| 4. D (Ng and Sorensen) | Đoạn 4: “Ng and Sorensen (2008) demonstrated that when managers… motivate employees to work together… employees feel more obligated to stay with the company.” | Tuyên bố: “Staff are less likely to change jobs if cooperation is encouraged.” (Nhân viên ít có khả năng thay đổi công việc hơn nếu hợp tác được khuyến khích). Nghiên cứu của Ng and Sorensen cho thấy việc motivate employees to work together (thúc đẩy nhân viên làm việc cùng nhau) – một hình thức khuyến khích hợp tác – khiến nhân viên muốn ở lại công ty hơn. |
| 5. C (Maroudas et al.) | Đoạn 3: “Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).” | Tuyên bố: “Dissatisfaction with pay is not the only reason why hospitality workers change jobs.” (Sự bất mãn với lương không phải là lý do duy nhất khiến nhân viên ngành dịch vụ thay đổi công việc). Nghiên cứu của Maroudas et al. (2008) liệt kê nhiều lý do (many cited reasons) cho việc nhảy việc, trong đó “low compensation” (lương thấp) chỉ là một trong số đó. |
| 6. YES | Đoạn 3: “Among the many cited reasons are low compensation… and compromised employee morale and attitudes (Maroudas et al., 2008).” | Tuyên bố: “One reason for high staff turnover… is poor morale.” (Một lý do cho tỷ lệ nhân viên nghỉ việc cao… là tinh thần kém). Thông tin trong bài trực tiếp liệt kê “compromised employee morale” (tinh thần nhân viên bị tổn hại) là một trong những lý do được trích dẫn. |
| 7. NO | Đoạn 6: “While it seems likely that employees’ reactions… could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000).” | Tuyên bố: “Research has shown that staff have a tendency to dislike their workplace.” (Nghiên cứu đã chỉ ra rằng nhân viên có xu hướng không thích nơi làm việc của họ). Thông tin trong bài phủ định điều này: “no evidence exists to support this hypothesis” (không có bằng chứng nào tồn tại để ủng hộ giả thuyết này). |
| 8. NO | Đoạn 9: “When these factors [extrinsic, including working conditions and job security] 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).” | Tuyên bố: “An improvement in working conditions and job security makes staff satisfied with their jobs.” (Cải thiện điều kiện làm việc và an toàn công việc khiến nhân viên hài lòng với công việc của họ). Lý thuyết của Herzberg được trích dẫn trong bài nói rõ: việc đáp ứng các nhu cầu ngoại sinh (như điều kiện làm việc) chỉ làm giảm sự bất mãn, chứ không tạo ra sự hài lòng. Thông tin trong bài mâu thuẫn với tuyên bố. |
| 9. NOT GIVEN | Đoạn 11: “Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day…” | Tuyên bố: “Staff should be allowed to choose when they take breaks…” (Nhân viên nên được phép chọn thời điểm nghỉ giải lao…). Bài đọc chỉ đề cập đến việc cho phép nghỉ ngơi đầy đủ (“adequate breaks”), nhưng không đề cập đến việc nhân viên có được tự do lựa chọn thời gian (“choose when”) nghỉ hay không. |
| 10. restaurants | Đoạn 10: “For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States.” | Từ cần điền chỉ loại hình chuỗi cửa hàng mà nghiên cứu được thực hiện. Bài đọc ghi rõ đó là một chuỗi “themed restaurants” (nhà hàng theo chủ đề). |
| 11. performance | Đoạn 10: “It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover.” | Nghiên cứu phát hiện ra rằng các hoạt động vui chơi có tác động tích cực đến “performance” (hiệu suất làm việc) của nhân viên. |
| 12. turnover | Đoạn 10: “…and manager support for fun had a favorable impact in reducing turnover.” | Sự hỗ trợ của quản lý cho các hoạt động vui chơi có tác động tích cực trong việc giảm “turnover” (tỷ lệ nghỉ việc/thay đổi nhân sự). |
| 13. goals | Đoạn 10: “‘Managers must learn how to achieve the delicate balance…’ …the framing of that fun must be carefully aligned with both organizational goals and employee characteristics.” | Các hoạt động vui chơi cần phải phù hợp với “organizational goals” (mục tiêu của tổ chức). |
| 14. characteristics | Đoạn 10: “…the framing of that fun must be carefully aligned with both organizational goals and employee characteristics.” | Các hoạt động vui chơi cũng cần phải phù hợp với “employee characteristics” (đặc điểm của nhân viên). |
