Hospitality workers’ reward and recognition

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hassan Younies ◽  
Tareq Na’el Al-Tawil
Keyword(s):  
United Arab Emirates ◽  
Hospitality Industry ◽  
Employee Performance ◽  
Recognition System ◽  
Employee Productivity ◽  
Content Type ◽  
Organizational Goals ◽  
Extrinsic Motivators ◽  
Compensation Program ◽  
Reward And Recognition

Purpose The purpose of this study is to investigate hotel workers’ preferences among the following pairs: intrinsic and extrinsic motivators and non-material and material factors. Design/methodology/approach The study used the quantitative method and a descriptive design to draw inferences about employees’ preferences for items intended as reward and recognition. Convenience sampling was used in selecting the respondents using a survey questionnaire as the research instrument. Findings This study has shown that hospitality employees differ in their preference for some material and non-material items signifying reward and recognition (RR). Management should take these differences into account when devising such incentives. The heterogeneous workforce structure in the United Arab Emirates may complicate the design of an RR system. Practitioners in the hospitality industry may note with interest that achieving employee performance and satisfaction is a complex exercise. The satisfaction that employees derive can be strengthened by focusing on Herzberg’s motivators while employee dissatisfaction could be prevented by addressing hygiene factors. Human resource personnel can achieve a measure of success while developing and administering a compensation program that stimulates effort related to work, tasks or accomplishment of goals. While motivated employees are expected to perform better, employee productivity according to certain research is related to the level of meeting ones’ needs. It is, therefore, important for organizations in the hospitality industry to consider the design of a well-balanced but flexible reward-recognition system that serves motivating employees toward the achievement of organizational goals and meet their own needs. Originality/value The writers included demographic information and employment characteristics as part of their study. They included 10 factors, such as language, ethnicity, age, years in company and department among others.

Predicting engagement and performance through firm’s internal factors

2019 ◽  
Vol 16 (5) ◽  
pp. 763-780 ◽  
Author(s):  
Zulqurnain Ali ◽  
Sadia Sabir ◽  
Aqsa Mehreen
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Employee Performance ◽  
Internal Communication ◽  
Equation Modeling ◽  
Internal Factors ◽  
Content Type ◽  
Organizational Goals ◽  
And Performance ◽  
Reward And Recognition

Purpose The purpose of this paper is to investigate how the firm’s internal factors influence employee engagement (EE), which, in turn, enhances the performance of textile employees. Furthermore, the present study pursues to address the indirect effect of EE on the relationship between the firm’s internal factors and employee performance. Design/methodology/approach Data were taken from 355 participants working in textile mills through a survey approach. Structural equation modeling was run to confirm the proposed model and structural relationships. Findings Results highlight that internal communication and reward and recognition are significantly related to EE, except for work‒life balance. Furthermore, EE has a significant effect on the performance of textile employees. Practical implications The present study helps the textile managers to improve employee performance while focusing on the firm’s internal factors of engagement. Proactive internal communication and reward system will help to bring a competitive edge and achieve the organizational goals. The findings also provide managers the information to reduce the organization interruptions in enhancing EE and performance. Originality/value This study covered the hidden gap in the previous literature on EE and performance, especially in the field of the textile sector by employing Kahn’s theory of engagement.

scholarly journals The impact of strategic transformation on employee productivity

2018 ◽  
Vol 17 (1) ◽  
pp. 55-57 ◽  
Author(s):  
John J. Oliver
Keyword(s):  
Longitudinal Analysis ◽  
Corporate Strategy ◽  
Employee Performance ◽  
Performance Outcomes ◽  
Employee Productivity ◽  
Operating Environment ◽  
Content Type ◽  
Operating Income ◽  
The Impact ◽  
Strategic Transformation

Purpose The purpose of this paper is to provide a strategic commentary on the interconnected areas of corporate strategy and employee performance by illustrating how two organizations adapted and transformed their businesses to the demands of digitalization and new media. Design/methodology/approach A longitudinal analysis (1995-2015) of employee productivity was calculated as operating income per employee for each firm and benchmarked against industry data. Findings Both firm’s corporate objectives and strategies were focused on ambitious levels of growth and the opportunities provided by an increasingly digital environment. However, the firms had transformed their businesses in different ways with distinct employee productivity performance outcomes. Practical implications This paper provides case studies of strategic transformation and argues that HR management strategies and practices need to be continually evaluated to assess their employee productivity in an uncertain digital operating environment. Originality/value This paper provides a longitudinal analysis of how media firms, Sky Plc and Pearson Plc, adapted, reconfigured and transformed their businesses to meet the demands of an operating environment characterized by inexorable changes in digital technologies. It presents data and conclusions on how the management of “human resources” had delivered different employee productivity outcomes over the long term.

Impact of flexible work arrangements on employees’ perceived productivity, organisational commitment and perceived work quality: a United Arab Emirates case-study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
M. Anaam Hashmi ◽  
Abdullah Al Ghaithi ◽  
Khaled Sartawi
Keyword(s):  
United Arab Emirates ◽  
Employee Productivity ◽  
Organisational Commitment ◽  
Flexible Work ◽  
Employee Outcomes ◽  
Work Quality ◽  
Content Type ◽  
Work Arrangements ◽  
The Relationship

Purpose This study aims to examine the impact of flexible work arrangements (FWAs) on employees’ perceived productivity, quality of work and organisational commitment (OC) with a special focus on the United Arab Emirates. It also analyses the mediating effect of employee happiness on the relationship between FWA and employees’ perceived productivity, OC and perceived work quality. Design/methodology/approach A quantitative, non-experimental correlational study was used for this research project. The study yielded numerical data, which were analysed using a deductive approach. The analysis aimed at exploring the relationships between the constructs, which were viewed as variables; these relationships were considered correlations, mediation and moderation. The sample comprises employees currently working at different public and private sector organisations, representing all major service industries in the UAE. Nine questions were used to assess the flexibility at work and six out of the nine questions were used to measure the level of FWAs using the Likert scale. Findings FWA has a significant and positive association with the employees’ perceived productivity, quality of work and OC. It was confirmed that happiness plays a mediating role in the relationship between FWA and employee outcomes. The facility allows employees to manage their personal and professional lives with ease using their preferred work method. This ability promotes employee satisfaction. In conclusion, managers and employees around the world should view FWAs as a positive tool to enhance employee productivity and OC, particularly in an emergency like the Covid-19 pandemic. Research limitations/implications The participants’ honesty was a limitation, which could raise questions on the validity of this study. This limitation arises when the self-report method is used for data collection. Use of multiple instruments could be another limitation. Practical implications Organisational leaders can use FWAs to improve employee outcomes. When an organisation grants flexible work options to employees, it implies that the organisation trusts its employees to complete the task. This factor motivates all employees to work with dedication, which is particularly true if the employees are creative people and wish to work on their preferred time and place. Originality/value This study is significant because the findings will allow managers to assess the benefits of using FWAs to improve employee productivity, particularly in the service sector. It combines the aspects of perceived productivity, OC and perceived work quality, as well as employee happiness to assess the role of FWAs in organisations. The study also investigates the influence of FWAs in improving these employee outcomes. Based on the literature review, this study on FWAs is the first of its kind in the UAE, the country using a truly multinational workforce coming from more than 100 countries and cultures.

The effect of physical environment comfort on employees’ performance in office buildings

2015 ◽  
Vol 33 (4/5) ◽  
pp. 294-308 ◽  
Author(s):  
Azlan Shah Ali ◽  
Shirley Jin Lin Chua ◽  
Melissa Ee-Ling Lim
Keyword(s):  
Case Studies ◽  
Physical Environment ◽  
Work Performance ◽  
Room Temperature ◽  
Employee Performance ◽  
Luminance Level ◽  
Field Studies ◽  
Employee Productivity ◽  
Content Type ◽  
Health Related

Purpose – Maintaining a comfortable physical environment in the workplace is claimed to be vital as it will create a “healthier” building with optimum environmental conditions, which enable employees to be healthier and have a lower absenteeism rate, and hence be more productive. Thus, the purpose of this paper is to deal with the importance of physical environment comfort in the office workplace. Evaluation was made of the office workers’ performance that is mainly affected by levels of comfort in the office. Design/methodology/approach – Three selected case studies were evaluated based on aspects of employees’ comfort, perceived health and absenteeism rate, by considering the elements of physical comfort that consist of room temperature, relative humidity and luminance level. The selected case studies were the Department of Development and Estate Maintenance of three research universities in Malaysia. Field studies were carried out using hygrometers and lux meters in measuring the said elements as well as post-occupancy evaluation, which involved 30 respondents for each case (total 90 respondents), to determine their perception of comfort and its effect on their health and absenteeism rate. Data collected were analysed using Statistical Package for the Social Sciences. Findings – The results suggest that employees did not find luminance level uncomfortable, when compared with room temperature, thus proving that employees are more sensitive to room temperature comfort. Furthermore, when the room temperature comfort was low, significant correlations were found with health-related issues such as feeling “stuffy”, being easily tired and having difficulty concentrating. Originality/value – This paper investigates the relationship between employee performance and a comfortable workplace environment. It could be concluded that an uncomfortable environment in an office workplace leads to health-related issues as well as increasing the absenteeism rate. High levels of employee absenteeism lead to decreased employee productivity, therefore affecting their work performance.

Ten commandments of Lean Six Sigma: a practitioners’ perspective

2018 ◽  
Vol 67 (6) ◽  
pp. 1033-1044 ◽  
Author(s):  
Jiju Antony ◽  
Sandeep Gupta ◽  
Vijaya Sunder M. ◽  
E.V. Gijo
Keyword(s):  
Six Sigma ◽  
Recognition System ◽  
Environmental Management System ◽  
Lean Six Sigma ◽  
Senior Managers ◽  
Content Type ◽  
Ten Commandments ◽  
Reward And Recognition ◽  
Organisational Strategy ◽  
Selection Of

Purpose The purpose of this paper is to provide lean and six sigma professionals and researchers of tomorrow with Ten Commandments of Lean Six Sigma (LSS). Design/methodology/approach The Ten Commandments of LSS are based on several years’ experience of four authors who act as researchers, LSS Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma and general quality management and continuous improvement. Findings The Ten Commandments in our opinion include: alignment of LSS initiative with organisational strategy, LSS project selection and prioritisation, selection of top talent for the project execution, leadership for LSS, effective training and design of appropriate curriculum for different LSS roles, development of reward and recognition system, LSS sustainability, Linking LSS with Organisational Learning and Innovation, Linking LSS with Environmental Management System Standards and finally LSS and Big Data. Research limitations/implications The key features outlined in this paper are based on the practitioners of LSS. The authors of this article are planning to pursue a global study to critically evaluate these commandments by various practitioners of LSS. Originality/value The senior managers and executives of various businesses can use these commandments of LSS as a guide to achieve and sustain competitive advantage.

The impact of new working practices on employee productivity

2019 ◽  
Vol 17 (2) ◽  
pp. 122-141 ◽  
Author(s):  
Jayantha Wadu Mesthrige ◽  
Yat Hung Chiang
Keyword(s):  
Hong Kong ◽  
Real Estate ◽  
Employee Performance ◽  
Negative Influence ◽  
Small Sample ◽  
Working Environment ◽  
Employee Productivity ◽  
Content Type ◽  
Consultancy Firm ◽  
The Impact

Purpose This study aims to analyse the impact on employee productivity of adopting the activity-based working (ABW) a form of new work practices (NWPs). A study of this nature has never been made in Asia. Design/methodology/approach A mixed methods design was used, which combined a comprehensive literature review, three interviews with senior professionals and a questionnaire survey with 37 office occupiers all from one international real estate consultancy firm in Hong Kong, as a case study, to analyse the impact of ABW on employee productivity. Findings Findings suggest that ABW influences employee productivity to a certain degree. Though both physical and behavioural working environmental factors influence employee productivity in general, the latter factors were relatively more influential. Interestingly, though space-per-employee has been reduced under the ABW, this has not affected employee performance negatively. However, findings indicate that distraction elements (e.g. interruptions, overcrowding and noise) do have a negative influence on employee performance. Research limitations/implications The scope of this exploratory study is limited to Hong Kong and to a small sample of respondents representing one international real estate firm. However, the results could be interpreted for critical learning in other similarly expensive real estate rental markets. Originality/value The study highlighted the impact of not only physical but also behavioural working environment factors on employee productivity. The maximum benefits of NWPs can only be accomplished by striking a balance between aspects of physical and behavioural working environments.

The role of sustainable HRM in sustaining positive organizational outcomes

2019 ◽  
Vol 68 (7) ◽  
pp. 1272-1292
Author(s):  
Abdulla Hasan Almarzooqi ◽  
Mehmood Khan ◽  
Khalizani Khalid
Keyword(s):  
Knowledge Sharing ◽  
United Arab Emirates ◽  
Organizational Support ◽  
Employee Performance ◽  
Organizational Outcomes ◽  
Mediating Effect ◽  
Employee Empowerment ◽  
Full Time ◽  
Content Type

Purpose The purpose of this paper is to investigate the interactional relationships between sustainable human resource management (HRM) and positive organizational outcomes, in the context of the United Arab Emirates (UAE), focusing on employees’ perception and mediation of the direct relationships drawing on the theoretical background of the social exchange theory. Design/methodology/approach Data were collected using a web-based survey (293 usable responses). Respondents were full-time employees from the UAE’s oil-and-gas sector. The proposed hypotheses were tested using hierarchical regression for direct and indirect relationships. Confirmatory factor analysis was used to confirm the validity of the proposed framework. Findings Sustainable HRM has a significant direct effect on sustainable employee performance and perceived sustainable organizational support. The mediating influence of organizational knowledge sharing (OKS) and employee empowerment were significant to varying degrees, proving the different interactions between the study constructs. Practical implications The mediating effect found for OKS and employee empowerment suggests that organizations should consider multiple combinations of practices to sustain positive outcomes, especially in dynamic markets. The alignment between different managerial practices can enhance anticipated organizational outcomes. Establishing knowledge-sharing practices will, therefore, help in enhancing employee performance, supporting the role of sustainable HRM. Empowering employees will also help in establishing a sense of perceived support that employees will value, leading to positive reciprocity from employees. Originality/value This study extends the literature on sustainable HRM and its links to positive organizational outcomes in the context of the UAE. The study also demonstrates that mediators of the direct relationships can have varying effects and associations with different organizational outcomes.

scholarly journals Human Resource Management in an Organization

2021 ◽  
Author(s):  
Yusriadi Yusriadi
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Essential Role ◽  
Employee Performance ◽  
Employee Productivity ◽  
Organizational Goals ◽  
Specific Goal ◽  
The Mind

Human resource management is organizing, implementing, and controlling human resources within the organization to achieve goals effectively and efficiently. Human resources, as one of the funds in the organization, play an essential role in the success of achieving organizational goals. Success depends on the ability of human resources to carry out their duties and functions. Employee performance is the result of the quality and quantity of work achieved by an employee in carrying out tasks following the responsibilities given to him. Productivity is servicing union input resources used in the production process. Motivation is a collection of behaviors that provide a foundation for someone to act in a way that directed to a specific goal. Seven crucial factors that are used to employee performance Work spirit is a condition of how an employee does the work every day. The higher the mind, the work will improve employee productivity.

Does leader-member exchange enhance performance in the hospitality industry?

2016 ◽  
Vol 28 (5) ◽  
pp. 969-987 ◽  
Author(s):  
Chung-Jen Wang
Keyword(s):  
Structural Equation ◽  
Hospitality Industry ◽  
Employee Performance ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Task Motivation ◽  
Member Exchange ◽  
And Performance ◽  
The Relationship

Purpose This paper aims to integrate leader–member exchange (LMX), creativity and performance research and to develop a model to investigate the relationships among LMX, task motivation, creativity and performance in the hospitality industry. Design/methodology/approach Structural equation modeling (SEM) with bootstrap estimation was conducted with a sample of 312 leader–employee dyadic data from international tourist hotels in Taiwan. Findings The results revealed that LMX positively affected performance and creativity. Most important of all, task motivation was found to mediate the relationship between LMX and creativity, while both task motivation and creativity were found to mediate the relationship between LMX and performance. Research limitations/implications With efforts to combine research variables into a unified theoretical model, this study is the first in the field of hospitality research which explores the two-path mediating effects of these relationships in an integrated SEM framework. More specifically, this study provides a synthesized perspective with bootstrap analyses to broaden hotel research with regard to LMX and examine its influences on employees’ creativity and performance. Practical implications The results of this study suggest that human resource departments in hotel companies should provide training programs for supervisors and employees to enhance their reciprocal relationships, and establish reward mechanisms to encourage the development of more creative services at work. Originality/value This study added to the literature with its use of a non-Western sample, and extended the prior research in the context of the hospitality industry. Overall, the conclusions provide empirical evidence in an integrated model that task motivation can strengthen the influence of LMX on creativity and can also nourish the influence of creativity on employee performance.

“Going beyond to deliver hip hospitality”: exploring motivation and job satisfaction of hospitality workers in Dubai

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Reimara Valk ◽  
Lina Yousif
Keyword(s):  
Job Satisfaction ◽  
United Arab Emirates ◽  
Hospitality Industry ◽  
Small Sample Size ◽  
Small Sample ◽  
Reciprocal Relation ◽  
Content Type ◽  
Prosocial Motivation ◽  
Hospitality Workers ◽  
Job Levels

Purpose This paper aims to explore the motivation and job satisfaction of employees in the hospitality industry in Dubai, using Herzberg’s two-factor theory of motivation. Design/methodology/approach This qualitative research encompassed 20 interviews with employees at four different job levels from a 4-star hotel in Dubai, selected through purposive and quota sampling. Findings Findings show that achievement, recognition and responsibility are essential motivators. However, these were sources of dissatisfaction amongst employees from the lower job levels. Leader quality is crucial to hygiene. Moreover, it is a key motivator and a powerful source of job satisfaction. Research limitations/implications This cross-sectional study entailed a small sample size of 20 employees from one hotel in Dubai. Therefore, the only generalisation to theory is permitted and not to a broader population, such as hospitality workers from other hotels in Dubai or any of the other six United Arab Emirates. Practical implications The two specific human resource programmes and practices presented in this paper can exert a positive influence on employees’ motivation and job satisfaction. This, in turn, will bring the hotel in a strong position to compete for motivated and competent human capital to deliver high quality guest services to gain a competitive advantage in the hospitality industry in Dubai. Originality/value This paper contributes to the literature first, by identifying the type of motivation of the hotel’s employees as follows: “prosocial motivation”, evoked by satisfaction with motivators and hygienes. Second, by presenting a “Satisfier and Hygiene model for Prosocial Motivation and Job Satisfaction”, illustrating the reciprocal relation between prosocial motivation and job satisfaction.

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