Transcript Empowering Service Personnel

Empowering Service
Personnel
PG Diploma in Hospitality Management
Customer Service and Quality Systems
– Session 4
1
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
2
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
3
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
4
Importance of Employees
Managers have limited power to:
• Change products or services
• Use different processes
• Change premises or location
Therefore, Managers must find:
• Better ways for employees to do their jobs
• Ways to motivate employees to exceed
expectations
5
What Motivates Employees?
Give your own ranking to these work-related goals:
1. Training opportunities to improve skills or learn new ones
2. Challenging work giving sense of accomplishment
3. Freedom to adopt own approach to the job
4. Keep up-to-date with technical developments
5. Fully use your skills and abilities on the job
6. Opportunity for advancement to higher level job
7. Receiving recognition when you do a good job
8. Opportunity for high earnings
9. Work with people who co-operate well with one another
10.Have a good working relationship with your manager
11.Have sufficient time for personal life and family
12.Work in a congenial and friendly atmosphere
13.Job that allows you to make real contribution to success of your organisation
14.Work in a department that is run efficiently
15.Security that you will keep job as long as you want it
16.Live in an area desirable to you and your family
17.Have good fringe benefits
6
18.Good physical working conditions
19.Work in a company that is regarded in your country as successful
Theories of Motivation
• McGregor – Theory X and Theory Y
• Maslow – hierarchy of needs
• Herzberg – hygiene and motivation factors
• Vroom – expectancy theory
7
McGregor
Theory 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
8
Maslow – Hierarchy of Needs
9
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
10
Maslow and Job Types
Researchers asked people from different job types
to rank work related goals
You 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
11
Maslow and Culture
• Nevis suggests that Maslow’s hierarchy reflects
western culture focusing on needs of individuals
• For Chinese he suggests:
Self actualisation in service of society
Safety
Physiological needs
Social belonging
• Other research suggests that Maslow’s hierarchy
is about the same from one culture to another
12
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
13
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
14
Vroom – Expectancy Theory
Individuals 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 1
Ability to Produce
PERSON
is motivated
TASK GOAL
to produce work
EXPECTANCY 2
Work will be Rewarded
OUTCOME 1
to receive pay
OUTCOME 2
to buy house
INSTRUMENTALITY
prediction of final outcome
15
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 situation
e.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.
16
Motivation Theories
• How useful is each of the theories we
have discussed so far?
• What do you feel are their limitations?
17
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
18
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
19
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
20
Empowerment
• Give employees authority to make
decisions
• Open and decentralised communication
system
• Reward and recognise those who assume
responsibility and perform well
21
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
22
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
23
Blanchard – Three Keys
• Key 1 – Sharing information with everyone
Let employees decide what they need to know to
do the job
• Key 2 – Autonomy through boundaries
Employees should work within organisational
values and goals with an understanding of roles
• Key 3 – Self-directed work teams
Groups who have responsibility for a specific
service or product
24
Enabling and Inhibiting Factors
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
Enabling Factors
• Front line staff are
responsible for service
quality
• Employees must operate
independently
• Supervision often difficult
• Service tradition
25
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
26
Case Study
• Discuss the Grand Hotel case study in
groups and make recommendations
27