Increase of Loyalty of the Staff of Hotel Enterprises Based on the Use of Privileges Programs for Employees

2020 ◽  
Vol 9 (1) ◽  
pp. 32-37
Author(s):  
M. Zhukova ◽  
V. Zhukov
Keyword(s):  
Staff Turnover ◽  
Continuous Training ◽  
Management Mechanism ◽  
Personnel Policy ◽  
Effi Ciency ◽  
Project Groups ◽  
Hospitality Sector ◽  
Work Empowerment ◽  
Personnel Control ◽  
Formation Of Groups

It is impossible to work effi ciently in the hospitality industry, ensure high occupancy of rooms, provide highquality hotel services without professional and loyal staff at the hotel, as hotel employees are one of the components of a hotel product. Therefore, almost every hotel has the task of organizing such a personnel management mechanism that would increase the loyalty of employees, intensify their activities aimed at improving the effi ciency of the hotel. The article considers the peculiarities of the personnel policy in the hospitality sector, presents all groups of material and moral factors that motivate staff to increase the effi ciency of work in a hotel, and also highlights the industry’s main problem — staff turnover on linear positions in hotels. To increase employee loyalty, international hotel operators are actively using privilege programs for their employees. The article analyzes privilege programs for employees of three large hotel operators and, based on a survey of employees of a large Moscow hotel, it is revealed that the privilege program used in the hotel has a number of signifi cant shortcomings and is not a decisive factor in building staff loyalty to the hotel. The article shows that currently for hotels the availability of loyal employees is not so much relevant as it is necessary and expedient to direct the eff orts of the personnel policy to increase the activity of employees, increase their involvement in the company. For this, the authors recommend hotels to use the following various mechanisms and methods: the formation of groups / collectives (project groups) to solve the tasks; targeted management using a variety of personnel control and coordination tools; staff rotation with a change in the nature and content of work; empowerment of employees to eliminate the monotony of labor; organization of a system of continuous training for employees; the use of a variety of material incentive systems.

scholarly journals EFFICIENCY OF LABOR RESOURCES USE AT AIRCRAFT INDUCTRY ENTERPRISES IN UKRAINNE

2021 ◽  
Author(s):  
Mariia Andriienko ◽  
Arina Kovalenko
Keyword(s):  
Turnover Rate ◽  
Machine Building ◽  
Optimal Placement ◽  
Enterprise Management ◽  
Actual State ◽  
Staff Turnover ◽  
Personnel Policy ◽  
Labor Resources ◽  
Effective Use ◽  
Labor Potential

The article considers the current state of use of labor resources at enterprises engaged in aircraft construction and emphasizes the importance of personnel policy management. The article describes the method of assessing the use of labor potential for machine-building enterprises and analyzes the state of effective use of labor potential. The implementation of the analysis at the enterprises of the aircraft industry should begin with an assessment of the company's availability of the required number of staff, the adequacy of qualified personnel and staff turnover. The task of this assessment is to identify reserves for saving labor resources for their rational and optimal placement, loading and use. Labor supply includes a study of staff turnover, which is calculated on such indicators as the turnover rate on admission, the turnover rate from disposal, the turnover rate. The evaluation of indicators that characterize efficiency (namely: average number of employees, average monthly wages, output, labor productivity) on the example of aircraft companies such as SE "Antonov" and SE HMZ "FED" based on reporting data. The personnel policy of SE "Antonov" and SE KhMZ "FED", which includes the number of employees and areas of improvement of enterprise management, is analyzed. The dynamics of these indicators for 2018 and 2019 are substantiated and the reasons for the change of these indicators are identified. Also in the article indicated efficiency of labor resources is carried out through management as in order to successfully and rationally distribute the work potential should be purposeful regulation of the enterprise in the areas of efficiency management to ensure compliance with the actual state of the enterprise to the specified parameters. The article describes the main tasks of human resource management are as follows: effective use of labor potential at the enterprise; improving the organization of working conditions and jobs; conducting motivational activities for staff; ensuring a sufficient number of workers in production in accordance with the qualifications and specialization; improving the personnel policy of the enterprise. The ways of increase of efficiency of use of labor resources on the basis of management of activity of the enterprises of aviation branch and personnel policy are offered.

Knowledge Cultures, Competitive Advantage and Staff Turnover in Hospitality in Australia's Northern Territory

2010 ◽  
pp. 203-229
Author(s):  
Kalotina Chalkiti ◽  
Dean Carson
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Idea Generation ◽  
Knowledge Retention ◽  
Northern Territory ◽  
Staff Turnover ◽  
Knowledge Mobilization ◽  
Structured Interviews ◽  
The Face ◽  
Hospitality Sector

This chapter investigates the strategies used by hospitality businesses in the Northern Territory (NT) of Australia to remain competitive in the face of high rates of staff turnover. The authors suggest it could be beneficial to foster a symbiotic relationship between staff and knowledge retention with an explicit focus on the social aspects of managing knowledge in a hospitality environment. The authors propose a knowledge mobilization or flow strategy to complement staff and knowledge retention strategies. Creating and sustaining a competitive advantage through knowledge management (KM) practices that recognize the industry’s specific context and allow it to compete for customers and staff in the global marketplace is imperative for the NT hospitality sector. The proposed strategy could make hospitality businesses more adaptable in the face of staff turnover and more flexible by fostering a context that nurtures the mobilization or flow of disparate and person specific knowledge. This chapter describes and critically reviews what is known about staff turnover in hospitality, the case study destination and its hospitality sector. Semi-structured interviews with 13 managers of hospitality businesses and representatives of industry organizations and the destination marketing organization (DMO) in the NT revealed current and desired strategies for managing turnover as well as how turnover affects relationships, knowledge management and idea generation.

Errors of Russian Entrepreneurs in Staff Incentive

10.12737/5794 ◽  
2014 ◽  
Vol 3 (5) ◽  
pp. 48-52
Author(s):  
Кряжова ◽  
S. Kryazhova
Keyword(s):  
Human Resource ◽  
Incentive System ◽  
Staff Turnover ◽  
Social Basis ◽  
Effi Ciency ◽  
Western Experience ◽  
Modern Russian ◽  
External Motivation

This article discusses the problem of motivating staff in Russia. Many entrepreneurs make mistakes in staff incentive: one does not understand the importance of human resource, another pays attention only to external motivation, someone forgets about the importance of non-monetary factors. Nevertheless, all these errors signifi cantly reduce effi ciency and increase staff turnover, which leads to lower profi ts of the business and increase of costs. This article highlights the major errors of modern Russian entrepreneurs in the fi eld of staff incentive, and proposes measures to improve the incentive system to retain and increase the effi ciency of the staff . Focusing on the Western experience the article also provides new and innovative forms of stimulation, which can be implemented by any company; little cost is associated with implementation of recommendations proposed. Social basis within Russian organizations forms simultaneously with the introduction of new forms of motivation.

Personnel’s Motivation to Self-organize Labor Activity

2015 ◽  
Vol 4 (4) ◽  
pp. 25-30
Author(s):  
Маслов ◽  
Yevgyeniy Maslov ◽  
Абакумова ◽  
Nadezhda Abakumova ◽  
Нехаев ◽  
...  
Keyword(s):  
High Performance ◽  
Self Organization ◽  
Internal Motivation ◽  
Individual Motivation ◽  
Effi Ciency ◽  
Unstable Environment ◽  
Main Components ◽  
Psychological Features ◽  
Personnel Control ◽  
Stimulation Of

The article discusses the problem of increase of effi ciency of work of employees on the basis of formation of aspiration to self-organization, self-government and internal motivation. The problem arose owing to unstable environment. Modern management looks for internal mechanisms of regulation of employees’ behavior in the conditions of the changing environment. It is the behavior which is based on self-organization, self-government, internal motivation. Authors attempt to defi ne the “self-organization of work of the personnel” category and its main components. Thus they consider in detail internal motivation of work as one of the main components of self-organization. Specifi c Psychological features of the personality induce, stimulate the worker to high-performance work and activity. In Russia Modern systems of compensation are used for formation of internal motivation. In these systems workers handle clear purposes on achievement of result through the system of indicators; this promotes self-organization of the worker when performing the work. The article off ers the following as conditions for self-organization: selection and development of the employed personnel, control minimization, stimulation of an initiative and innovative off ers, individual motivation and stimulation, development of the system of the improving innovations in the organization.

scholarly journals Intellectual capital in the system of human resources policy of the diplomatic service

2020 ◽  
Vol 8 (5) ◽  
pp. 40-51
Author(s):  
Rostyslav Palagusynets
Keyword(s):  
Intellectual Capital ◽  
Modern Society ◽  
The United States ◽  
Main Function ◽  
Continuous Training ◽  
Personnel Policy ◽  
Personnel Assessment ◽  
Systematic Training ◽  
The Cost

The article defines the essence and significance of intellectual capital, its place in the system of personnel policy of the diplomatic service. Various definitions of intellectual capital, which in their works were provided by such scientists as A. Chukhno, VL Inozemtsev, O, Kendyukhov, G. Nazarova and others, are considered. It is determined that intellectual capital is a complex system concept, which is considered by scientists taking into account the needs of modern society, which requires a constant exchange of information and replenishment of knowledge. It is emphasized that intelligence passes into property only when under the influence of brain abilities something useful is created, which is endowed with a certain form: databases, lists of information, descriptions of processes, reports and more. The main function of intellectual capital is determined, which is to accelerate the growth of profits through the implementation and formation of the necessary relationships and things, knowledge systems of the enterprise, which, in turn, ensure its highly efficient economic activity. The updated personnel policy in the diplomatic service envisages strengthening the role of the desk officer of the political unit, projecting changes for 2 years and increasing the transparency of the introduction of personnel assessment by the 360 method.It is established that the success of the diplomatic service depends on a balanced personnel policy aimed, in particular, at the growth of intellectual capital. The experience of organizing the personnel work of the diplomatic service of the United States of America is studied. The main problems are formulated and recommendations for improving the personnel policy of the diplomatic service are based on the analysis of world experience.In order to increase the value of intellectual capital, the need for quality education of employees of the diplomatic service, continuous training and self-education of ambassadors and staff, as well as the creation of a personnel reserve in the diplomatic service was emphasized. In addition, it is unacceptable to reduce the cost of diplomatic service. In order to advance in their careers and advance to higher positions, diplomats must be able to undergo systematic training and be experts in at least two regions and speak at least two (three) languages.

Work Empowerment Questionnaire

1999 ◽  
Author(s):  
Diane Irvine ◽  
Peggy Leatt ◽  
Martin G. Evans ◽  
Ross G. Baker
Keyword(s):  
Work Empowerment

Radiological safety and assessment of the performance of X-ray systems in veterinary facilities

2020 ◽  
Author(s):  
S. Economides ◽  
C.J. Hourdakis ◽  
C. Pafilis ◽  
G. Simantirakis ◽  
P. Tritakis ◽  
...  
Keyword(s):  
Decision Making ◽  
Radiation Protection ◽  
Atomic Energy Commission ◽  
Atomic Energy ◽  
Regulatory Control ◽  
Continuous Training ◽  
X Ray ◽  
The Public ◽  
Radiological Safety ◽  
High Level

This paper concerns an analysis regarding the performance of X-ray equipment as well as the radiological safety in veterinary facilities. Data were collected from 380 X-ray veterinary facilities countrywide during the on-site regulatory inspections carried out by the Greek Atomic Energy Commission. The analysis of the results shows that the majority of the veterinary radiographic systems perform within the acceptable limits; moreover, the design and shielding of X-ray rooms as well as the applied procedures ensure a high level of radiological safety for the practitioners, operators and the members of the public. An issue that requires specific attention in the optimization process for the proper implementation of veterinary radiology practices in terms of radiological safety is the continuous training of the personnel. The above findings and the regulatory experience gained were valuable decision-making elements regarding the type of the regulatory control of veterinary radiology practices in the new radiation protection framework.

Sign in / Sign up

Export Citation Format

Share Document