1 Empowering Service Personnel PG Diploma in Hospitality Management Customer Service and Quality...
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Transcript of 1 Empowering Service Personnel PG Diploma in Hospitality Management Customer Service and Quality...
1
Empowering Service Personnel
PG Diploma in Hospitality Management
Customer Service and Quality Systems – Session 4
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Objectives
• Understand theories of motivation in the work place.
• Understand the need for employee empowerment in the hospitality industry
• Understand the means by which employees may be empowered
• Understand the organisational conditions in which empowerment may be implemented
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Review
• What is the difference between data and information – give examples?
• Explain PMS, CRS and GDS.
• Questions on knowledge management – final slide of last week’s presentation
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Characteristics of Hospitality
• Active participation of employees interacting with guests
• Limited opportunity for inspection or testing of service
• Employee is the representative of the organisation
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Importance of Employees
Managers have limited power to:• Change products or services• Use different processes• Change premises or locationTherefore, Managers must find:• Better ways for employees to do their jobs• Ways to motivate employees to exceed
expectations
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What Motivates Employees?Give your own ranking to these work-related goals:1. Training opportunities to improve skills or learn new ones2. Challenging work giving sense of accomplishment3. Freedom to adopt own approach to the job4. Keep up-to-date with technical developments5. Fully use your skills and abilities on the job6. Opportunity for advancement to higher level job7. Receiving recognition when you do a good job8. Opportunity for high earnings9. Work with people who co-operate well with one another10.Have a good working relationship with your manager11.Have sufficient time for personal life and family12.Work in a congenial and friendly atmosphere13.Job that allows you to make real contribution to success of your organisation14.Work in a department that is run efficiently15.Security that you will keep job as long as you want it16.Live in an area desirable to you and your family17.Have good fringe benefits18.Good physical working conditions19.Work in a company that is regarded in your country as successful
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Theories of Motivation
• McGregor – Theory X and Theory Y
• Maslow – hierarchy of needs
• Herzberg – hygiene and motivation factors
• Vroom – expectancy theory
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McGregorTheory X• People dislike their work• Most people must be
controlled and threatened before they will work hard enough
• The average person prefers to be directed
• People dislike responsibility• People like unambiguous tasks• Employees desire security
above all else
Theory Y• Work is as natural as play or
rest• Employees will direct
themselves if committed to the aims of the organization
• Job satisfaction leads to commitment to the organization
• Under proper conditions people not only accept but seek responsibility
• Employees will use their imagination, creativity and ingenuity to solve problems
• Intellectual potential of average employee are only partly used
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Maslow – Hierarchy of Needs
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Maslow’s Assumptions
• Lower level needs must be satisfied before higher level needs become motivators
• Once a need is satisfied it is no longer a motivator
• There are more ways to satisfy higher level needs than lower level needs
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Maslow and Job Types
Researchers asked people from different job types to rank work related goalsYou have already done this yourself – see slide 6
• Professionals gave priority to goals corresponding to high Maslow needs
• Clerks gave priority to goals corresponding to middle Maslow needs
• Unskilled workers gave priority to goals corresponding to low Maslow needs
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Maslow and Culture• Nevis suggests that Maslow’s hierarchy reflects
western culture focusing on needs of individuals• For Chinese he suggests:
• Other research suggests that Maslow’s hierarchy is about the same from one culture to another
Self actualisation in service of society
Safety
Physiological needs
Social belonging
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Herzberg – Hygiene and Motivators
Hygiene Factors• working conditions • security• salary• interpersonal relations• status• policies and
administration
Motivation Factors
• achievement
• recognition
• responsibility
• growth / advancement
• interest in the job
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Content Theories
Maslow and Herzberg are known as “content theories”:
• Based on the concept of hedonism
• Assume that individuals seek to satisfy all needs
• Assume homogeneity of needs and individuals
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Vroom – Expectancy TheoryIndividuals have different sets of goals and can be
motivated if they believe that:• positive correlation between efforts and performance• favorable performance will result in a desirable reward• reward will satisfy an important need• desire to satisfy the need is strong enough to make the
effort worthwhile
EXPECTANCY 1Ability to Produce
EXPECTANCY 2Work will be Rewarded
PERSONis motivated
TASK GOALto produce work
OUTCOME 1to receive pay
OUTCOME 2to buy house
INSTRUMENTALITYprediction of final outcome
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Vroom’s Three Variables• Valence - Management must discover what
employees value.• Expectancy - the belief that output from the
individual is linked to the success of the situation e.g. “If I work harder then this will be better.”
• Instrumentality - the belief that the success of the situation is linked to the expected outcome of the situatione.g. “It's gone really well, so I expect praise.”
Vroom’s theory questions the assumption that people know or feel that action leads to a result.
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Motivation Theories
• How useful is each of the theories we have discussed so far?
• What do you feel are their limitations?
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Hofstede
• Power Distance - expectations regarding equality among people
• Uncertainty Avoidance – tolerance of ambiguity and unstructured situations
• Individualism/Collectivism – relationship between the individual and the group
• Masculinity – tendency to support traditional gender roles
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Scores on Cultural Dimensions
Country Power Distance
Uncertainty Avoidance
Individualism Masculinity
UK 21 12 96 84
US 30 21 100 74
Arab 89 51 52 58
China 89 44 39 54
France 73 78 82 35
Germany 21 47 74 84
India 82 17 62 63
Percentile rankings: 100 highest, 50 middle
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Pay and Motivation
• Research shows no simple relationship between pay and motivation
• Attempts have been made to stimulate employee interest in company financial performance through:– Profit-sharing– Share ownership
• Linked with consultative managerial style which may be the more motivating
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Empowerment
• Give employees authority to make decisions
• Open and decentralised communication system
• Reward and recognise those who assume responsibility and perform well
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Participative Management Style• Encourage people to express their concerns• Describe a proposal as tentative• Record ideas and suggestions• Look for ways to build on ideas and suggestions• Be tactful in expressing concerns about a
suggestion• Listen to dissenting views without being
defensive• Try to utilise suggestions and deal with concerns• Show appreciation for suggestions
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Ritz-Carlton Credo
“We are ladies and gentlemen serving ladies and gentlemen”
• The Ritz-Carlton Hotel is a place where genuine care and comfort of our guests is our highest mission
• We pledge to provide the finest personal service and facilities for our gests who will enjoy a warm, relaxed yet refined ambience
• The Ritz-Carlton experience enlivens the senses, instils well-being, and fulfils even the unexpressed wishes and needs of our guests
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Blanchard – Three Keys
• Key 1 – Sharing information with everyoneLet employees decide what they need to know to do the job
• Key 2 – Autonomy through boundariesEmployees should work within organisational values and goals with an understanding of roles
• Key 3 – Self-directed work teamsGroups who have responsibility for a specific service or product
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Enabling and Inhibiting Factors
Enabling Factors• Front line staff are
responsible for service quality
• Employees must operate independently
• Supervision often difficult• Service tradition
Inhibiting Factors• Managers uncomfortable
with empowerment• Employees feel asked to
do more for same pay• Low wages + high turnover• Lack of training• Pressure for profits
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Tools for Implementation
• Executive Leadership – commitment from the top
• Policies in Place – boundaries and autonomy established
• Training – employees must be equipped
• Information Sharing – free dissemination of all relevant information
• Organisation and Structural Change – enable self-directed work groups
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Case Study
• Discuss the Grand Hotel case study in groups and make recommendations