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Lee, JungHoon. "Antecedents and consequences of employee engagement: empirical study of hotel employees and managers." Diss., Kansas State University, 2012. http://hdl.handle.net/2097/13653.
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Doctor of Philosophy<br>Department of Hospitality Management and Dietetics<br>Chihyung Ok<br>Employee engagement has received a great deal of attention in the last decade in the popular business press and among consulting firms and the practitioner community. They claim employee engagement is a new human resource practice that business organizations can use in order to cope with the uncertainty of turbulent industry conditions. However, in the academic community, the concept remains new, and therefore, the concept requires rigorous seminal studies to validate it. Given that practical interest in work engagement has outstripped the currently available research evidence, fundamental questions, like how it can be increased and how and why it benefits individuals and organizations, still require answers.
Therefore, this study empirically tested relationships among antecedents and consequences of employee engagement in the hotel setting. In particular, this study provided theory-based empirical evidence regarding whether employee evaluations of self (i.e., core self-evaluations) and perceptions of organizational environment (i.e., psychological climate) affect employee engagement. This study also investigated how employee engagement directly and indirectly leads to intrinsic rewards, job satisfaction, personal attachment to an organization (i.e., organizational commitment), and the leader-member exchange relationship (LMX). In accordance with the purpose and objectives of the study, 11 hypotheses were proposed based on several theories: Kahn's three psychological conditions theory, job demands-resources model, social exchange theory, and conservation of resources theory.
To test the hypotheses, data were collected from 394 hotel employees and managers in the United States. The proposed relationships were examined using hierarchical multiple regression and structural equation modeling. Results of hypothesis testing showed that core self-evaluations and three components of psychological climate (managerial support for service, interdepartmental service, and team communication) positively influence employee engagement. The results also revealed that employee engagement is positively associated with all the outcome variables. This study further demonstrated that LMX mediates the relationships of employee engagement with job satisfaction and organizational commitment; job satisfaction mediates the relationships between employee engagement and organizational commitment and between LMX and organizational commitment.
Given that employee engagement is an important current issue for hospitality companies, the findings should provide the hotel industry with a more complete picture of how employee engagement is associated with its antecedents and outcomes. A discussion of managerial implications is included along with theoretical implications of the findings, an evaluation of research limitations, and directions for future research.
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Lucas, Rosemary. "Employee relations in the hotel and catering industry." Thesis, Manchester Metropolitan University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337843.
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Kroeten, Christl Arwen. "Hotel Manager Strategies to Reduce Voluntary Employee Turnover." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5566.
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The voluntary turnover rate in the United States hotel industry is among the highest of all industries, resulting in lost revenue. The purpose of this multiple case study was to explore strategies hotel managers use to reduce voluntary employee turnover. The targeted population consisted of 6 managers from hotel businesses operating in the MidAtlantic region of the United States who successfully used strategies to reduce voluntary employee turnover. Job embeddedness theory, this study's theoretical framework, was used to describe reasons employees remained in organizations. Data were gathered via semistructured interviews, observational notes, and public business records regarding turnover or retention programs. Yinʼs 5-step analysis model was used to compile, deconstruct, reassemble, interpret, and draw conclusions from the data. Four themes emerged from data analysis: organizational support with property-level flexibility, feeling valued for individual contributions to the team, opportunities for training or advancement, and relationships with managers and peers. The results of this study may contribute to positive social change by providing strategies to reduce employee turnover in a historically low-wage industry, which may result in raising the quality of life for hotel employees, their families, and communities.
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Barbosa-McCoy, Vanessa Lizzette. "Hotel Managers' Motivational Strategies for Enhancing Employee Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2064.
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More than 600,000 employees depart the hospitality industry for a variety of reasons such as lack of motivational strategies (MS) of hotel general managers (GMs). The purpose of this multiple case study using census sampling was to explore what MS hotel GMs used to enhance employee performance. The 3 GMs of 3 full-service branded hotels with a guest capacity of 160-699 were randomly selected in South Florida. Data were collected from face-to-face interviews with the hotel GMs, employee performance evaluations, and results of guest and employee satisfaction surveys from the hotel GMs. Data analysis involved methodological triangulation to determine how motivation was captured and measured using interpreted data, verification through the member-checking process, and coding techniques such as mind mapping to identify reoccurring codes and categories. Through thematic analysis, 4 major themes emerged: workplace motivation, job satisfaction, positive performance, and social expectation. Findings from the 4 themes revealed that recognition and guest satisfaction unveiled a positive effect on employee performances and that motivation through community engagement gave employees reasons to perform well. The effectiveness of MS on employee performance was conceptualized by the expectancy theory to determine motivational triggers and the behavior engineering model to determine which MS led to improved performance. Social implications include encouraging hotel GMs to adjust and develop motivational strategies that engage employees to improve the employee-customer relationship and to increase community involvement which may promote positive social change.
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Cronin, Brendan. "Strategies to Reduce Employee Turnover in the Hotel Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6002.
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Hotel leaders face reduced profitability because of high employee turnover. Using Herzberg's 2-factor theory as the conceptual framework, the purpose of this multiple case study was to explore strategies that some hotel human resources managers used to reduce employee turnover. Data were collected from 5 hotel human resources managers in Massachusetts through face-to-face, semistructured interviews and a review of company documents. Data analysis using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and developing data-based conclusions resulted in 3 emergent themes: a retention strategy, a compensation strategy, and a training and development strategy. The findings indicated that the employee recruitment process, fair employee compensation and benefits, a focus on employee development, and recognition and appreciation of employees were pivotal strategies human resources managers used to reduce employee turnover. The findings may be valuable to hotel general managers, human resources managers, authors of training manuals, and hiring managers for creating strategies to reduce employee turnover. The implications for positive social change include the potential for hotel general managers to lower unemployment rates and improve the quality of life for the local community through lower employee turnover.
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Kittelberger, Tess. "The relationship between hotel managers' communication styles and subordinate employee attitudes and personal relationships /." Online version of thesis, 2009. http://hdl.handle.net/1850/8481.
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Tembi, Monica Nyamusa. "Employee turnover : housekeeping department of Rochester hotels /." Online version of thesis, 1991. http://hdl.handle.net/1850/10716.
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Zajdlewicz, Leah. "Predicting employee intentions to support a hotel re-brand /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe19211.pdf.
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Nwabuzor, Nathaniel. "Exploring Employee Retention Strategies in the U.S. Hotel Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5388.
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Organizational managers and business leaders struggle to retain hotel employees. The purpose of this qualitative, multiple case study was to explore the strategies that hotel managers use to improve employee retention and reduce turnover. The conceptual framework for this study was Herzberg's motivation-hygiene theory. The 4 cases were 4 different hotels in the midAtlantic region of the United States. Data were collected through semistructured interviews with 4 purposefully selected hotel managers (1 from each hotel) and document review. Data analysis consisted of compiling the data, coding for emergent and apriori codes, disassembling the data into common codes, reassembling the data into themes, interpreting the meaning, and reporting the themes. Five themes emerged from the data: driving forces for motivating employees, management strategies for retaining employees, strategies for improving workers' job performance, strategies for promoting employment commitment to the organization, and strategies for reducing turnover costs and encouraging job satisfaction in the hotel industry. Implications for positive social change include improving employee retention strategies that can lead to improved working relationships between the organization and its employees. Improved employee retention can lead to an improved organizational image among employees and other stakeholders within the community, which can contribute to the growth of local community.
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Davis, Odetha Antonnett. "Strategies for Low Employee Turnover in the Hotel Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5069.
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Employee turnover affects the profitability, performance, and customer service of an organization. The purpose of this multiple case study was to explore strategies that leaders in the hotel industry used to maintain a low rate of employee turnover. Motivation-hygiene theory was the conceptual framework for the study. The study population included 9 hotel leaders from 2 international hotels operating in Jamaica. Methodological triangulation involved the comparison of data from observation of hotel facilities and leaders' interactions with employees, review of company documents, and semistructured interviews. Data were analyzed into emerging themes using a Gadamerian hermeneutics framework of interpretation. Four major themes emerged from the data analysis: effective leadership strategies, favorable human resource management practices, good working conditions, and a family-oriented organizational culture. Analysis of the data showed that hotel industry leaders used a combination of these strategies to maintain low rates of employee turnover. The findings and recommendations may contribute to positive social change by providing hotel leaders with effective retention strategies, resulting in increased profitability and potential income continuity, thereby decreasing unemployment and moderating poverty.
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Sims, Melissa Bradberry. "Employee Satisfaction and Performance: A Study of the RC Hotel Company Kitchen Environment." ScholarWorks@UNO, 2004. http://louisdl.louislibraries.org/u?/NOD,177.
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Thesis (M.S.)--University of New Orleans, 2004.<br>Title from electronic submission form. "A thesis ... in partial fulfillment of the requirements for the degree of Masters of Science in Hospitality and Tourism Management"--Thesis t.p. Vita. Includes bibliographical references.
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Campbell, Alison Leigh. "An investigation of meeting planner satisfaction with hotel employee interactions." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ40399.pdf.
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Aranson, Anne (Anne Elizabeth). "An Assessment of Employee Satisfaction within a Major Unit of a Worldwide Hotel and Resort Management Company." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc279360/.
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The purpose of this study was to assess the satisfaction level of 240 employees of a single hotel property. The questionnaire, administered by the Corporate Director of Training, determined if a significant difference exists between overall satisfaction and individual departmental satisfaction regarding 11 dimensions: customer satisfaction, employee involvement/teamwork, work environment, training/development/evaluation, communication, compensation/benefits, supervision, resources, planning/goal setting, general, and departmental interaction. Percentages and t tests were used to analyze the data. Results of the study will help management recommend courses of action needed to address identified problem areas.
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Sverdlin, Oleg. "Affect of incentives on motivation of hotel workers a case study of the Grand Hotel Europe, St. Petersburg, Russia /." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998sverdlino.pdf.
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Liang, Zhiman, and Xin Ye. "The Employees' Roles on Service Delivery : Case Study on Haibin Hotel & Westin Hotel in China." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-7660.
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Aim: Nowadays, China‟s hotel industry has developed rapidly and makes a great contribution to service industry. Nevertheless, there are still various problems in the hotel industry. There is a lack of suitable human resource strategies to develop employees qualitatively and quantitatively, which is the main internal reason. Therefore, with the evaluation of whether the Haibin Hotel and Westin Hotel are aware of the importance of the employees in service delivery and research on how the two hotels develop people to deliver excellent service through human resource strategies, which ultimately reveal that service personnel is playing an extremely important role on excellent service delivery in this paper. Method: This paper investigates Haibin Hotel and Westin Hotel as multiple case studies to study the human resource strategies for delivering service quality through people. In order to examine the validity of previous relevant theories hence put forward the developed theory of service quality delivery chain through collecting and analysing data from telephone interview with managers and survey employees through questionnaires in both hotels. Result & Conclusions: With researching the human resource strategies for improving the employees' quality and quantity, and comparing the differences in service delivery through people in both hotels, we conclude that hotels should highlight that the service employees' play an extremely important role on good service delivery as well as specially emphasize on the service quality delivery through integrating the service culture and human resource strategies into the hotels. Suggestions for future research: One limitation is a lack of customer perception on service delivery. Another limitation is in the telephone interview which cannot yield complete information about the hotel. Two suggestions for further research have been put forward in this paper. One is to conduct more than three case studies that can make the data more rich and effective if the time allowed. Another is adopting face-to-face interviews to collect the qualitative data. Contribution of the thesis: This paper reveals how the important role of employees in service quality delivery and come up with a developed theory could be applicable to other hotels and provide the guideline for other hotels to improve the service quality delivery.
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Jaworski, Caitlin D. "THE EFFECT OF TRAINING, EMPLOYEE BENEFITS, AND INCENTIVES ON JOB SATISFACTION AND COMMITMENT IN PART-TIME HOTEL EMPLOYEES." Kent State University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=kent1353378997.
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Aziz, Yuhanis Abdul. "Empowerment and emotional dissonance : employee-customer relationships in the Malaysian hotel industry." Thesis, University of Nottingham, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.438448.
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Parttimaa, Jenny, and Mathilda Bäckström. "The Pursuit of Motivating Employees : The connection between employee turnover and reward packages in the hotel – and insurance industry." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-38227.
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Motivating employees is one of the management top priorities nowadays. Motivated employees are less likely to leave the company, which leads to lower turnover rate which in turn can lead to lower costs for the company. The purpose of this study is to illustrate how organizations can increase employees’ motivation and lower employee turnover by using reward packages.
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Jaruphongsa, Paisit. "Motivational preferences of hospitality workers a study of the Grand Garden Hotel, Sungai Kolok, Narathiwat, Thailand /." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998jaruphongsap.pdf.
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Novikova, Ksenia. "A STUDY OF CUSTOMER SATISFACTION FACTORS AND EMPLOYEE SATISFACTION IN THE HOSPITALITY INDUSTRY." OpenSIUC, 2009. https://opensiuc.lib.siu.edu/theses/520.
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The major purpose of this study was to identify customer and employee satisfaction levels and the most important satisfaction factors in the lodging industry by the example of two hotel properties of a resort on the East Coast. This study included a sample of 267 customers, while the exact number of employees was unknown. The customer satisfaction survey was prepared by the consulting agency. It was conducted in the form of a 10-minute telephone interview with the customers who stayed at the resort 30 days prior to the survey. The customers indicated their satisfaction levels with six areas of the customer experience at the resort such as dining experience, golfing experience, experience with spa, beach club experience, experience with facilities/activities, and guest problems experience. Top 10 and lowest 10 customer satisfaction factors were found for both hotels of the resort. Four similar factors out of 10 positive ones were found to be in both of the hotel properties. Nine similar factors out of 10 were ranked as least satisfying in both of the hotels. The range score between the highest and the lowest customer satisfaction rating for the Hotel A was found to be 1.44, and for B Hotel 1.6. As for the overall customer satisfaction in two hotels, the overall customer satisfaction for the Hotel A was 4.5 (90%), and for the Hotel B was 4.58 (91.6%). To identify the customer satisfaction factors, four areas were selected for the analysis: staff, room divisions, recreation, and conflict resolution. Satisfaction with Room Divisions received the highest overall mean scores (4.64-for Hotel A, and 4.83- for Hotel B), while Conflict Resolution area received the lowest satisfaction scores for both of the Hotels (4.51- for Hotel A, 4.48- for Hotel B). The employee satisfaction questionnaire was created by the human resources department of the resort. The employee satisfaction survey was represented by 12 areas: the company; vision/mission/values; interact; your job; your department; physical work environment; communications; leadership, supervision and management effectiveness; teamwork; pay, opportunity, and benefits; career development and training; quality; and demographic information. To determine the employee satisfaction levels, the mean percentage scores of all positive and negative employees' responses were calculated. Satisfaction with Your Department received the highest positive total percentage mean score of 81.1%, while satisfaction with the Interact program implemented by the resort received the lowest positive mean percentage score of 44.0%. Similar to customer satisfaction, the 10 top positive and 10 bottom negative employee satisfaction response questions were identified. The strong positive relationship (r=0.66) was found between the Hotel A and B of the resort and customer satisfaction factors. Those areas that were ranked high by the customers of the Hotel A were also highly ranked by the Hotel B customers. A Person's correlation coefficient was run on the relationship between the hotel property and customer satisfaction levels. The strong positive association was found between two hotel properties and satisfaction statements. Paired sample t-test was also run in order to determine if there was a significant difference in customer satisfaction in two hotels A and B based on the customer's responses to the questionnaire. The t equal to (-2.5), and the probability of (0.016) were found. There was found to be statistical significant difference between the Hotel A and B customer satisfaction statements.
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Chiang, Chun-Fang. "An expectancy theory model for hotel employee motivation : the moderating role of communication satisfaction /." Search for this dissertation online, 2006. http://www.lib.umi.com/cr/ksu/main.
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Brown, Eric Adam. "Dimensions of transformational leadership and relationship with employee performance in hotel front desk staff." [Ames, Iowa : Iowa State University], 2008.
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Mohamad, Mahadzirah. "A study of market orientation in the UK hotel industry : the consequences of satisfying service employees." Thesis, University of Exeter, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.244416.
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Romanelli, Amy E. "Creating a Training Manual for a Midwestern Boutique Hotel." Kent State University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=kent1468516085.
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Alibegovic, Sandra, Andrew Hawkins, and Mitesh Parmar. "Empowerment, Contextual Performance & Job Satisfaction - A Case Study of the Scandic Hotels in Jönköping -." Thesis, Jönköping University, Jönköping University, JIBS, Business Administration, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-11445.
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<p><strong>Purpose:</strong> The purpose of this study was to examine the relationship between job satisfaction among hotel employees as well as the relationship between employee empowerment and contextual performance behaviours.</p><p><strong>Background: </strong>Most managers and scholars emphasize that an organization’s most important tool for gaining a competitive advantage is its people and; in order for the firm to attain success employees must be involved and active. It has been argued that success within the hotel industry lies with customer satisfaction, of which is the result of overall job satisfaction of the employee. Most hotels strive to empower their employees in order to deliver better quality service. In addition, contextual performance behaviours are also common practice in such places where employees have a broad range of duties and tasks. Both empowerment and contextual performance behaviours are thus seen to provide overall job satisfaction.</p><p><strong>Method: </strong>The research approach used was that of a single case study, using a survey instrument to collect data on facets empowerment and contextual performance behaviours. The Scandic Hotels of Jonkoping were used for this purpose. The data collected were then analysed by way of factor analysis and multiple regression methods to validate the hypotheses formed in the theoretical framework.</p><p><strong>Findings and</strong></p><p><strong>Conclusions: </strong>Based on the results of the analysis, the majority of the hypotheses were supported. Training and rewards showed a significant relationship with overall job satisfaction. Job dedication behaviours also showed similar results. In addition, information sharing and trust and training and rewards proved to have interrelationships as facets of empowerment. Interpersonal facilitation and job dedication behaviours were also proved to be distinct behaviours within contextual performance.</p>
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Ghaffari, Cimin, Enkhmandakh Enkhluun, and Junyao Song. "Implementing Internal Marketing To Influence Front Line Employee Job Satisfaction : A Case Study of Scandic Hotel in Västerås." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-25298.
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Course: FOA214 Bachelor Thesis in Business Administration, 15 ECTS University: Mälardalens University School of Business, Society and Engineering Date: 2014, June 2nd Authors: Enkhluun Enkhmandakh, Cimin Ghaffari and Junyao Song Tutor: Zarina Osmonalieva Examiner: Eva Maaninen-Olsson Keywords: Hotel industry, service, internal marketing, front line employee, job satisfaction, Scandic Hotel. Research Question: How does Scandic Hotel in Västerås influence front line employee job satisfaction through internal marketing activities? Purpose of Research: The purpose of this thesis is to describe and analyze how hotels can influence front line employee job satisfaction through internal marketing. This thesis is useful for organizations in the hotel industry to gain a deeper understanding of the connection between internal marketing and job satisfaction as well as the outcome of job satisfaction. Method: This descriptive case study has used a deductive strategy. A qualitative approach was applied to collect the empirical data through interviews with the General Manager of Scandic Hotel in Västerås. Both primary and secondary data have been gathered to achieve the purpose. Within-case analysis was used to analyze the collected data. Conclusion: It was discovered that Scandic Hotel in Västerås acknowledges the importance of front line employee job satisfaction and is able to influence it through internal marketing activities. Through analyzing the theories and the empirical data two differences were found. It is believed that the result can be generalized to others in the hotel industry. The thesis also noticed a link between the four components of internal marketing and the five dimensions of job satisfaction.
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Gregersen, Peter Carl. "A leadership transfer framework to improve the retention rate in the private hotel industry." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/7160.
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The transference of knowledge and the creation of a knowledge vault within operations of the Hospitality sector is the cornerstone to the success of this dynamic contributor to the economy, not only as a skills developer, but also as a collective group of experts that unknowingly build a community of expertise that transfer knowledge amongst themselves within an organisation. Leadership that share knowledge, whether tacit or implied, leads to the development and knowledge growth from members to those who are exposed to the intricacies of decision making and business practices. This leads then to the skills development and retention of the participants who feel nurtured and fulfilled in the employment within the organisation and view themselves as valued members. The finding of this research reveals a correlation between knowledge sharing and the desire for job security that leads to the feeling of being nurtured and finding the employment positive and enjoyable. The transference of knowledge allows the receiver of the knowledge to develop to where the point of the receiver becoming an expert in their chosen field is attained and the collective of the mangers are developed to the level of a community of experts in their various fields. However the academic qualifications of leadership is low, the significance of this highlights the level of networking amongst themselves as paramount to the success of this multi million rand industry.
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Rossi, Eleonora. "Unwelcome: a study on the Employees´ Perspective on Sex Trafficking in the Hotel industry in Amsterdam." Thesis, Södertörns högskola, Turismvetenskap, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-45924.
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Sex trafficking is a form of modern slavery which includes the sexual exploitation of individuals for personal gain. It currently affects 4 million people globally, and around 9 thousand in Europe. Although it affects individuals of all genders, races and sexual orientations, women and young girls have been recognised as the most vulnerable segment, accounting for 72% of victims in Europe. Along these lines, the majority of suspected and convicted sex traffickers in Europe are male individuals. It has been described as a discrete and subtle crime, hidden in plain sight, affecting every facet of society. In the tourism industry, the most affected segment is the hotel sector, which possesses some characteristics which act as enablers of sex trafficking. However, previous research has failed to properly identify such characteristics. In fact, sex trafficking is generally a highly neglected topic in research. To fill the current research gap, the thesis aimed at identifying, from employees´ perspective, the factors of the hotel industry which act as sex trafficking enablers in Amsterdam. The latter was chosen as focus area mainly because of its legislate on on prostitution, which was legalised in 1999. Previous research has recognised such legalisation as a challenge for institutions fighting sex trafficking, and various authors have recognised the importance of scientific research to solve the issue in the area. Through 15 individual interviews and two online questionnaires, this thesis identified 15 factors which act as crime enablers in the hotel industry in Amsterdam. They have been divided into macro, meso or micro level, depending on their nature. Among the main findings there are: the impact of current legislations, the police, hospitability and transiency, training and ease of access. These findings stand out because redeemed as having the most potential in contributing to fighting the issue, if properly taken into consideration. They summarize the need for a proper support system designed by the police and the government, which takes into consideration hospitability and transiency as characteristics of the hotel industry exploited by sex traffickers and takes a closer look at hotels with inappropriate training and ease of access to the hotel rooms, as these might be more susceptible to sex trafficking. The thesis is descriptive in nature; thus, it does not aim at finding solutions to the findings. The thesis concludes by giving suggestions of further research, such as adopting a strategic approach to find solutions to the identified factors.
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Theresa, Zaina. "An investigation into the high turnover rate in the housekeeping department a case study of an international hotel in Auckland : this dissertation [thesis] is submitted to Auckland University of Technology in partial fulfilment of the degree of Masters in International Hospitality Management, December 2004." Full thesis. Abstract, 2004.
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Anderson, Andrew. "Decreasing Voluntary Employee Turnover in the Hospitality Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6508.
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The purpose of this qualitative multiple case study was to explore the strategies general managers of full-service hotels used to reduce voluntary frontline employee turnover. The conceptual framework for this study was Herzberg's motivation-hygiene theory. The 3 participants were hotel general managers in the midwestern region of the United States. Data were collected through semistructured interviews with 3 purposefully selected hotel general managers and by reviewing company documents. Data analysis consisted of gathering the data, coding for emergent themes, compiling the data into common codes, organizing the data into themes, interpreting the meaning, and reporting the themes. Four themes emerged from the data: employee retention, leadership characteristics, effective retention strategies, and ineffective retention strategies. The implications of this study for positive social change include the potential to decrease voluntary employee turnover in the hospitality industry. Positive results of decreasing voluntary employee turnover may include increased success within the hospitality industry, which might positively influence productivity, raise customer satisfaction, and increase organizational profits.
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Gould-Williams, Julian Seymour. "The impact of 'high performance' HRM practices on employee commitment, service quality and value : a study conducted in the hotel sector." Thesis, Cardiff University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.393968.
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Kim, Sun-Hwa. "An investigation into hotel employees' perception of green practices." Master's thesis, Orlando, Fla. : University of Central Florida, 2009. http://purl.fcla.edu/fcla/etd/CFE0002908.
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Herdman, Andrew Orr. "Explaining the Relationship Between the HR System and Firm Performance: a Test of the Strategic HRM Framework." Diss., Virginia Tech, 2008. http://hdl.handle.net/10919/26009.
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Recent meta-analytic treatments of the Strategic Human Resource Management literature suggest a relationship between the adoption of â high-commitmentâ HR practices and organization level performance outcomes (Combs, Lui, Hall & Ketchen, 2006). However, there is considerable variability in the manner in which the HR system construct is conceptualized and measured (Arthur & Boyles, 2007; Delaney & Huselid, 1996). Further, relative little attention has been given to how these systems of HR practices operate to influence organizational outcomes (Ostroff & Bowen, 2000). Drawing on the extant SHRM literature, the present study attempts to lend clarity to these issues by specifying and assessing a number of unique measures of the HR system. Several attitudinal, motivation and behavioral employee outcomes are also identified and assessed as possible mediators between the HR system measures and organizational outcomes. An integrated model proposing relationships both among these measures and their effects on various organizational outcomes is offered and tested.
Data obtained from 202 hotel locations provided mixed support for the proposed model of relationships. However, results generally support the relationships between measures of the HR System and important organizational outcomes. Findings also reinforce the utility of expanding the measurement of the HR system beyond the formally established HR programs, the need to better understand intra-organizational variability in HR systems along functional lines and the challenges and opportunities inherent in multi-respondent designs. Finally, the failure to demonstrate the mediating role of the specified human capital characteristics in HRâ s relationship with firm performance presents a continued challenge to future research to effectively model this relationship.<br>Ph. D.
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Erlandsson, Caroline, and Elin Gunnerstad. "Konflikthantering : Hur man motverkar konflikter i hotellbranschen." Thesis, Örebro universitet, Restaurang- och hotellhögskolan, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-68700.
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Law, Wai-fun Margaret, and 羅蕙芬. "A case-study of attitude surveys and their impact on organizational and management development." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1989. http://hub.hku.hk/bib/B31264359.
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LaFleur, Tobias C. (Tobias Christopher). "Improving the Quality of Hotel Banquet Staff Performance: a Case Study in Organizational Behavior Management." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc500375/.
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The banquet staff at a north Texas hotel were responsible for setting up 11 different functions (e.g., buffet dinners) for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were the result of weak antecedents, inefficient work procedures, inadequate training and a lack of motivating consequences. An intervention consisting of task checklists, feedback, goal setting, monetary bonuses, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on the quality measure (accuracy plus timeliness) in baseline, to 99.7% during the intervention phase. Performance decreased to 82.3% during a follow-up phase in which parts of the intervention were discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the intervention phase.
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Rangarajan, Suneet. "Differences between national culture and organisational culture effects on employee behaviour in international hotel chains located in urban India : this dissertation is submitted to Auckland University of Technology in partial fulfilment of the degree of Masters in International Hospitality Management, April 2008." Abstract. Full dissertation, 2008.
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Barrington, Melvin Norman. "A validation study of service complexity measures for employees in the hotel/motel front office." Diss., Virginia Polytechnic Institute and State University, 1987. http://hdl.handle.net/10919/74752.
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In spite of the increasing importance of the service industry, it has failed to receive much attention from researchers. This lack of attention is especially true of the hospitality segment of the service industry, and consequently, almost no attention has been paid specifically to hotels and motels.
This study explores the possible reasons for poor or inadequate service by attempting to first identify the important complexity variables of service, and second to evaluate how those variables relate to employee attitudinal reactions to their job.
A total of sixteen job characteristics, theorized to have a positive effect on service complexity, were empirically tested against attitudinal reactions measures. The data was collected from 212 front office employees in 25 different hotels and motels.
This study modified and evaluated an instrument (The Job Diagnostic Survey) that may be used to measure both complexity and attitudinal reaction variables. The modifications included the addition of nine new complexity variables. The results concluded that the modified instrument was internally reliable at an acceptable level for new research, and that there was strong evidence to support content validity and nomological validity measures which tended to favor the original variables over the newly proposed complexity variables.
Implications of this study highlight the fact that there is considerable uncertainty in the measurement of hotel/motel service operations. Therefore, additional research is necessary to more completely define the characteristics of service complexity and then to measure its effects on employee attitudes.<br>Ph. D.
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Goodsir, Warren. "Managing employee customer service interpersonal exchanges in the hospitality industry a New Zealand hotel case study : a thesis submitted to Auckland University of Technology in partial fulfilment of the requirements for the degree of Master in International Hospitality Management, 2008 /." AUT University, 2008. http://hdl.handle.net/10292/276.
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The continued growth of service industries and the development of the experience economy has highlighted the need for employees to have extensive social and interpersonal skills. The need for employee interpersonal skills is further emphasised by the extensive interaction between employees and customers, during the provision of customer service, in full service hotels. Despite the heterogeneous nature of the customer service environment, management expect that a consistent level of service will be maintained, while customers desire a unique experience that meets or exceeds their individual expectations. To ensure that both the needs of the organisation and customers are consistently met, management control of employee actions and behaviours is required.The aim of this study was to identify how hotel organisations and managers control employee interpersonal interactions with customers. The research also sought to identify the interpersonal and emotional capabilities employers require from employees to meet the needs of customers and present the desired corporate image. A qualitative, case study, research methodology was applied to understand the expectations of managers, the issues concerning managing employee interactions with customers, perceptions of employee capabilities, and beliefs about current management control strategies in a hotel environment. The research was conducted at four hotel properties belonging to one international hotel group. The data gathering methods included semi-structured interviews, documentation review and field notes.The research concluded that effective alignment of employee and management goal congruence first requires the alignment of managers' goals to the organisation. To ensure management's expectations, customers' expectations and employee actions and behaviours are aligned, management must also have a sound understanding of the organisation's brand and desired image. Cultural and social control mechanisms were found to be important, as they provided a consistent method of aligning employees' behaviour with the goals and expectations of management. The development of social cohesion and norms, through serial and investiture socialisation mechanisms, also helped to create self-managing teams that reinforced the goals of management. The study suggests that, due to the increasing diversity of the stakeholders' views and goals, some of the traditional management perspectives of hospitality may need to change to meet the needs of contemporary employees.
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Wan, Soi Kok. "Employees' behavior in an organization : (hotel grandeur)." Thesis, University of Macau, 1997. http://umaclib3.umac.mo/record=b1636789.
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DeSousa, Philip Joseph. "A need for an employee assistance program in the hospitality industry to help alcoholic employees." FIU Digital Commons, 1986. http://digitalcommons.fiu.edu/etd/2781.
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1)Area of investigation
This hospitality project will cover Alcoholism in brief, available detoxification programs and the relative need for an Employee Assistance Program in the hospitality industry to help the alcoholic employee.
2)Materials and methods that were used
Existing texts, professional and trade journals, government documents, phone conversations with industry leaders and the author's own experience in dealing with alcoholic employees.
3) Major findings
a. There are an estimated 10 to 12 million problem drinkers (including alcoholics) in the adult (18 and over) population or approximately 8 percent of the 150 million adult.
b. Liver cirrhosis (caused by alcohol) ranked as the sixth most common cause of death in the U.5.
c. Alcohol abuse cost the U.S. $116.7 billion in 1903, consisting of $18 billion in lost production, $50.6 billion in reduced productivity, $17 billion in health and medical ii costs, $10 billion in motor vehicle accidents, $4 billion in violent crimes, $3 billion in racial responses and $2 billion in fire losses. (All $ amounts are approximate figures.)
d. The rate of alcoholism is on an increase,
e. As of 1985, there was only one major hospitality company with a program to help alcoholic employees.
f. In the production and service industry, troubled employees used 3 to 4 more times as many medical benefits that their co-workers.
g. Alcohol abuse has been overlooked and/or ignored and/or accepted in the hospitality industry.
4) Results and Conclusions
a. Alcoholism in the hospitality industry cannot be ignored or accepted or overlooked any longer.
b. The benefits to be derived from a good Employee Assistance Program for hospitality industry would be endless.
c. There is an urgent need in the hospitality industry for a program to help alcoholic employees respond to available treatment and return to productive lives.
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Misdi, Masita. "Multigenerational Perspectives on Job Satisfaction among Hotel Employees." OpenSIUC, 2019. https://opensiuc.lib.siu.edu/dissertations/1758.
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Previous research has shown that job satisfaction contributed to better employee engagement and intention to stay in organizations. Hotel employees who are satisfied with their job pursue their job tasks in a quality manner which possibly will establish competitive advantage for hotel organizations. This study extended the prior work of intrinsic motivation from the job itself based on Job Characteristics Model by examining: (1) the differences in job satisfaction of chain hotel employees from three generations; Baby Boomers, Generation X, and Millennials, and (2) to compare and contrast the generational perspectives on job satisfaction. The job satisfaction was measured in terms of the core job characteristics, critical psychological states, aspects of the jobs, and feeling of other employees with similar jobs. The Job Diagnostic Survey (JDS) was used in this study with some demographic questions. A purposive sample of 108 chain hotel employees from five hotel chains in three counties in southern Illinois participated in this survey. One way ANOVA and Welch ANOVA were conducted to investigate the differences between groups. The Games-Howell post-hoc test was used to confirm group differences. Overall differences were found between Baby Boomers and Millennials and between Baby Boomers and Generation X. There were no overall differences found between Generation X and Millennials. The findings indicated that Baby Boomers have the most engagement in the workplace and have more intention to stay in hotel organizations.
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Lee, Olivia M. C. P. Massachusetts Institute of Technology. "The hotel as a complementary educational resource : evidence from the lives and careers of hotel employees." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/38655.
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Thesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 2007.<br>Includes bibliographical references (p. 135-139).<br>The identification of alternative venues of learning that provide people with life and professional skills is valuable in societies where educational resources are constrained. To better understand paths of learning not found in the traditional educational system, and the incidental benefits that accrue from those types of learning, this thesis examines the lives and careers of five-star hotel employees. The high-class hotel industry was chosen as an appropriate place in which to locate personal and professional benefits due to the sophisticated training programs offered in the industry and the multi-faceted nature of hotel work, which could potentially provide employees opportunities to gain a diversity of skills. By presenting one case in the hotel industry of a learning process that may be taking place more widely in other industries, the thesis seeks to provide evidence that could help governments more effectively reallocate educational resources. Based on criteria that included hotel type, hotel location, existence of training programs, and cooperation level of hotel employees, two hotels in Seoul, South Korea were selected for the study. Interviews were conducted in both hotels with employees from various departments and levels.<br>(cont.) Surveys were also distributed to a larger set of employees in both hotels. The findings from the interview responses were categorized into thirteen themes, each of which helped to uncover and pinpoint the life skills, professional skills, and benefits gained by employees as a result of the informal and formal education they received in the hotel. The themes are: 1) Educational background, 2) Hospitality industry entry motivations, 3) Job requirements, 4) Training programs, 5) Computer abilities, 6) Foreign language abilities, 7) Job function, 8) Cultural awareness, 9) Communities and networks, 10) Hotel environment and architecture, 11) Influences and impacts on: behavior, speaking manners, house design, image, and eating habits, 12) Future ambitions, and 13) Perceived benefits of training programs and hotel work. Survey responses were also categorized into corresponding themes, where appropriate. Both sets of responses were then analyzed. The analysis reveals that the benefits experienced by hotel employees include the acquisition of a number of life skills and professional skills applicable both within and outside the hotel.<br>(cont.) This thesis provides evidence that both training programs and informal on-the-job experiences are worthy of attention from governments, especially those seeking a new yet effective way of distributing their resources, because of the latent contributions and effects of hotel employment on the lives and careers of hotel employees. This thesis advocates that governments factor in unconventional sources of learning when formulating educational policies, so that they may be able to receive more value out of the resources spent on education.<br>by Olivia Lee.<br>M.C.P.
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Storm-Pallesen, Evelina. "Work-related Stress and Health among Hotel Employees in Malmø." Thesis, Kristianstad University College, Department of Health Sciences, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-4188.
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<p>Over the past three decades, there has been a growing belief in all sectors of employment and in government that the experience of stress at work has undesirable consequences for the health and safety of individuals and for the health of their organizations. Identification of factors responsible for stress and its management at its primary level has long term benefits both for employee and employer. The hotel is generally seen as a sector whose working environment involves many stresses and strains. It is very important to measure the stress level among employees and to identify the factors that create stress in order to lessen its impact on employee’s health and work. The aim of this study was to investigate possible relationships between various levels of occupational stress and socio-demographic characteristics of hotel employees and to apply Karasek's Demand /Control/Support Model to an analysis of the relationships between job type and perceived stress and stress behaviours among hotel workers.The objective was that the results should be able to be used in working out a health promoting organization. The data collection has been made by a questionnaire study answered by hotel employees of selected hotels in Malmø.</p><p>The results showed 39% of employees in a hotel industry feel that they are always or often stressed. Bad health was found among employees in high strain jobs (64%). Employees in iso- strain jobs were more stressed (61%) and had bad health (35%) in comparison to other job types. High job demands and low social support were associated with stress. High demands and low control were associated with presence of negative health. </p><p>Active jobs (OR=6, 79), bad health (OR=5, 14), unsatisfaction with work (OR=4, 61), lack of work experience (OR=3, 6), lack of support (OR=3, 02), p=0,028), low general demands (OR=4, 2) showed to be important predictors of work characteristics in stress perception. </p>
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Petcharak, Pattarinee. "The assessment of motivation in the Saint Paul Hotel employees." Online version, 2002. http://www.uwstout.edu/lib/thesis/2002/2002petcharakp.pdf.
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Foot, Kirsten Joan. "An exploration of factors that impact on levels of employee satisfaction and organisational performance : an organisational diagnosis." Thesis, Rhodes University, 2004. http://hdl.handle.net/10962/d1007951.
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Organisations today, regardless of their function, exist in an environment that is characterised by change. In order to maintain a competitive advantage it is vital that organisations manage such change and are sensitive to their human resource. It is imperative for organisations to understand and explore the factors that impact on employee satisfaction and overall organisational performance. The hospitality industry is an industry that is notorious for low levels of pay and long working hours, and often dissatisfied employees. This research focused on a hotel, that is part of an international chain of hotels, which has recently undergone a rebranding process (a change from within). This research aimed to assess and explore factors that impact on levels of employee satisfaction and organisation/hotel performance, in other words it aimed to 'diagnose' the hotel's current status. The research was conducted in two phases. Phase one made use of a widely used measure of job satisfaction, the job descriptive index (JDI), that looked at five facets of job satisfaction namely: pay, opportunity for promotion, co-workers, supervision and the nature of work. Phase two further explored the results of the JDI (staff being very dissatisfied with pay and promotions opportunity) and further explored other areas of the organisation/hotel with the use of an organisational development model, Weisbord's Six-Box Model (1990). The 'boxes' included areas of purpose, structure, relationships, leadership, rewards and helpful mechanisms. These areas were explored with staff using focus groups. Heads of departments (management) and the deputy general manager of the hotel were interviewed using a semi-structured interview format, exploring similar issues to those researched with staff. Results indicated problems in the hotel with regard to purpose, a severe lack of communication and staff feeling they have little chance for promotion as well as pay structures being perceived as unfair. The overall leadership at the hotel was described as erratic, and relationships between management revealed high levels of mistrust. Due to limited research in the South African hospitality industry, much of the literature available is based on experiences in the United States of America or the United Kingdom. For this research, the researcher had few previous published findings and was unsure of the many issues that could possibly arise. However, the intervention was enjoyable and recommendations have been provided for the hotel to consider, so the hotel can go from "good to great".
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Ozarslan, Lara. "BRANDING BOUTIQUE HOTELS: MANAGEMENT AND EMPLOYEES’ PERSPECTIVES." Kent State University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=kent1396893902.
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Mbane, Thandokazi. "Employee retention in selected hotels in Cape Town, South Africa." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2534.
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Thesis (MTech (Tourism and Hospitality Management))--Cape Peninsula University of Technology, 2017.<br>The hotel sector has been identified as experiencing the largest numbers of employees leaving their jobs within a short period of employment when compared to other sectors of the economy. The large number of employees leaving hotels within a short period of employment is perceived as detrimental towards business’ success. This research is about testing the strength of the relationship between employee retention variables and employee retention in hotels in Cape Town, South Africa. The researcher firstly consulted literature (secondary data) in order to understand the hotel employee retention phenomenon. From the literature findings, the objectives of this research were formulated. The research objectives were built based on the literature findings in order to assess the strength of relationships between employees’ perceptions of employee development, employee compensation, work engagement, good working relationship between line managers and subordinates, long working hours on the one hand; and employee retention in the hotel sector on the other hand.
As the research aimed at testing relationships between variables, a quantitative research method was deemed the appropriate approach. Structured questionnaire surveys, using non-probability sampling, were applied in the form of a convenience approach. Hotels willing to participate in the study were selected, as Cape Town has a large population of hotels. Data for this study was collected over a period of ten months. A bivariate analysis was applied in this research in the form of correlation and Chi-square tests, after descriptive statistics were done. Reliability tests also measured the level of internal relatedness of the variables used to explain employee retention and related constructs. The variables and constructs used in this study were tested for relationships. The major results showed that there are highly significant relationships between employee retention, on the one hand, and employee compensation, employee development, working relationship, work engagement, and working hours, on the other hand.
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Liu, Hsing-Huan, and 劉興桓. "The Effectives of Hotel Employee Emotional Acting Approach." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/fa9564.
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碩士<br>世新大學<br>觀光學研究所(含碩專班)<br>96<br>Abstract
The research not only focuses on first-line employees’ emotional labor at hotels, but also explores potential strategies of emotion acting and sincere expressions which employees use to deal with customers with friendliness. The intention is to see if employees are able to display positive emotions, one of their job requirements, by adopting 2 types of strategies of emotion acting, surface and deep acting respectively, and sincere expression. Also, the researcher wants to test the frequency of emotional exhaustion. Questioners are used to collect data, the participants of which are from 8 international and national hotels, such as Howard-Hotels, and City Hotel. 222 copies of the questionnaires are received. The findings are divided into 3 parts in terms of co-relation, regression analysis, intervening variables.
1) Surface acting and sincerely expression are significantly negatively correlated; surface acting is significantly positively correlated with emotion exhaust. Deep acting and sincerely expression are significantly positively correlated. There is a significant positive correlation both between deep acting and positive emotions and between sincere expression and positive expression. However, emotion exhaust is significantly negatively correlated with positive emotions.
2) Both 2 types of emotion acting strategies and sincere expression have significant prediction on emotion exhaust. In addition, both 2 types of emotion acting strategies and sincere expression have significant prediction on positive emotions. Emotion exhaust has significant predictions on positive emotions. Last, 2 types of emotion acting strategies also has significant prediction on positive emotions.
3) Identifying emotion exhaust as an intervening variables and put it into the relationship among 2 types of emotion acting, sincere expression, and positive emotions , the researcher found that emotion exhaust has great mediating effect. The lower emotion exhaust is, the more positive emotions first-line employees can display, and vice versa.
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WU, CHAO-HSIN, and 吳晁欣. "Expeoring hotel satisfaction and service quality of hotel employee based on Kano model-A case about Tao Garden Hotel." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/9x29d7.
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碩士<br>銘傳大學<br>觀光事業學系碩士在職專班<br>104<br>In order to improve the service level of Tao Garden Hotel, this study measured the satisfaction of hotel and servie quality of staff based on Kano model. The literature of customer satisfaction, service quality and Kano model were reviewed. Questionnare is used for data collection. The employees of Tao Garden Hotel and general comsumers were set as suvey target. 97 hotel employee sample and 256 consumer sample were collected for data analysis and the differences between such two samples are conducted. According to Kano model the Must-be quality elements, One-dimensional quality elements, and Attractive quality elements were extracted. Based on the finding, suggestions abourt manage practice are provided to hotel managers.