Are they friendly? Are they helpful? Are they courteous? Are they anticipating my needs? (Marriott 2007)
Setting a motivation plan
Mayfield and Mayfield measured the effect of positive leader communication on worker performance and job satisfaction. They measured the impact of motivating language on full- and part-time employees. Their motivating language focused on three elements: direction-giving ("what should I do?"), empathetic ("speaking with understanding") and meaning-making ("transmitting the rules within the institution"). Thus, motivating language was interpreted in a more structured and job-related way than it is sometimes interpreted. As expected, both full- and part-time employees responded well in measurable performance and satisfaction elements.
Underlying assumption: Theory Y employees
Theory Y, the other half of McGregor's postulate, assumes that employees are naturally inclined to want to perform well. The underlying assumptions include:
Work is a natural element for employees
People want to perform well, given a chance.
Rewards should motivate key goals, such as self-fulfillment and a feeling of accomplishment.
Most people are creative and ingenious, and are willing to employ these qualities on the job.
Bernhardt and Bailey outlined research of the hotel industry in the U.S. In which unions and employers work together to improve employee motivation (Bernhardt 1998). The ultimate goal of the programs was to improve turnover and motivation. The primary motivators for employees were to give them several functions, and to give them positive feedback.
Training
Judy Siguaw and Cathy Enz of Cornell studied the best practices in hotel operations across the industry in the United States. They were particularly impressed by the ongoing training program for staff at Marriott's new York Marriott Financial Center Hotel. In addition to its formal employee training program, they instituted a program whereby each department gave monthly updates on the performance of their department, and how that department was helping to achieve the hotel's two main goals: improving guest satisfaction and employee morale.
Cross-training is particularly important. In the previously-noted study (Bernhardt 1998), an additional finding for motivation is that cross-training not only improved employee satisfaction, but it also increased teamwork. At the Ritz-Carlton in Dearborn, Michigan, cross-training is central to their success. Everyone from the PBX central exchange to the room service department is trained to greet the customer by name by referring to a specific customer document known as OSCAR.
Specific recommendations for Hotel Paradiso
Teamwork
At present, the diagnosis indicates that Hotel Paradiso employees work in "silos," which means that each function may have minimal interaction with others. Since the guests' expectations are to have a seamless experience (as with the OSCAR system at the Ritz-Carlton), it is important that the employees present a 'team face' to the customer.
For that reason, the hotel management needs to convey its overall goals -- customer satisfaction and employee satisfaction -- in a unified way. Rather than setting individual punishments for team goals not met, Hotel Paradiso should set team goals across functions. Towards that end, HR proposes a three-point program:
Establish teams across functions (for example, oriented towards shifts rather than functions).
Have the teams meet with management to discuss general goals. Management should then give the team the freedom to set specific tactics and measures to meet overall goals.
Have the teams meet on a weekly basis to assess performance to goals, and monthly with management (including HR) to present their progress.
Motivation
The keys to motivation are a fundamental assumption that employees want to do well, and receive positive feedback that enhances their feelings of self-worth. Part-time employees are particularly difficult to motivate. Given the findings of the Bernhardt study, it makes sense to give part-time and service employees the opportunity to cross-train, and to set their own objectives. In that way, the relatively small full-time staff of 45 employees can fill in for absent employees, and relieve some of the overwork complaints that have been generated. This is primarily a...
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