Investigative Study: Hotel Industry in Singapore
Abstract
The hospitality industry, which has become today one of the largest industries in the world economy continues to grow rapidly. There is strong competition among the enterprises of the hotel industry, the hotel and each enterprise seeks to gain its market segment. In order to not only keep their business, but also to develop the company in this sphere needs money, which can be obtained only from the client. Therefore, the hotel should be able not only to attract, but also to encourage the client to purchase their services, and to return again and again. The success of any organization, and especially the hotel business, depends largely on the personnel. The hotel staff are the most important link in the chain of income and profit in the hospitality industry. Organization of the work with the staff in the hotel - a very laborious and requiring a lot of attention activity. Therefore, each employee must be interested in working and giving all he got. This is possible in the event of a good working environment so that the employee can fully realize himself. In other words, the employee must be motivated in order to obtain the maximum revenue for the company and, as a result, he will receive a greater reward for labor.
Introduction
One of the main tasks of the enterprises of various forms of ownership and spheres of activity is the search for effective ways of labor management, providing the involvement of the human factor and achievement of the best production results. Over the past twenty-five years, only a few problems in control theory were discussed with such passion as the motivation and incentive for workers in commercial organizations. The motivation of employees in the hospitality industry is one of the hot spots, creating constant problems for managers. Until now, the motivation to work and the associated state of morality in the relations of production have been the most important factors in the success of any organization in the hospitality industry, which is largely dependent on effective interpersonal communication of the employee and client.
Although the quality of service is largely subjective and its assessment is carried out in terms of quality criteria in the sensations served, everyone knows that customer dissatisfaction with service in a restaurant or hotel depends on the provided service.
Studies show that the main reason for the client return is the customer service he was provided the first time. The first time the client is attracted by good advertising, rich interior and a huge variety of the menu, but the second time he comes for the professional work of staff and high quality service. A high level of motivation for quality work is, therefore, desirable not only from an organizational point of view, but in view of the direct and obvious impact on customers and their perception of quality of service.
The aim of this study is to determine the impact of staff motivation in Singapore hospitality industry. In order to achieve it we will need to accomplish the following objectives:
1. To find out what are the factors that affect staff motivation in Singapore hotel industry
2. To understand the types of influence of staff motivation in Singapore hotel industry
3. To find out how these factors are increased in hotel industry
Literature review
In the 20th century, the hotels in Singapore have attempted to devise a certain system for a better organization of their employee labor. However Pawan Budhar (2004) draws our attention to the fact that the management f Singaporean hotels had come up against many problems with its development. Joseph S. Chen (2007) provides us with a description of what the attitude towards the employee was in the 20th century and how it changed into the 21st. Jill Geisler (2014), Jim Harter and Donald Clifton (2016), Hadyn Ingram and Josef Ransley (2004), Kaye Beverley and Julie W. Giulioni (2012) all focus on the negative aspects that the ndustry was experiencing in regards to the employees. Nonetheless, all of them have provided an insight on how things have changed, and on what the focus was shifted.
Enda Larkin (2009) tells us that the recognition of the workplace as a motivating factor as such, is not the best way to motivate your emloyees. In addition to having a job and salary (Low, 2015), it is necessary to organize a special, separate system of measures aimed at encouraging employees to improve productivity.
According to Peter Murphy (2008), a definite wrong decision would be to promote the "punitive" motivation system. Perhaps this is the habit of cultural studies: to focus more on the blame for mistakes and less praise for their achievements. It should be borne in mind that the "punitive" measures should not be the only motivating factors so as not to create an atmosphere of tension and fear among the staff. Cheri Rukus (2011), Chris Shepardson and Heather Gibson (2011), Michae Stanier (2016), John Walker (2011) and Liz Wiseman and Greg McKeown (2010) have determined that fear blocks the desire to be creative, finding new, unconventional solutions, reasonable and justifiable risk. Therefore, the company, which is dominated by "punitive" incentive system, gradually loses the active and creative employees, which are driven away by the uncertainty.
Teresa Amabile and Steven Kramer (2011) focus on the mistake of not take into account the expectations of employees. This problem occurs when the management decides on the motivation of employees without obtaining their feedback (Sam Atkinson, 2014).
Do not take into account the interests of the employees of the company. Wanting to encourage employees for success, the company uses either the usual methods of motivation, or those who are "at hand", not always thinking whether indeed been a motivating effect (Borsenik and Stutts, 1997).
Lack of motivation system of monitoring. Manage and track the effectiveness of the incentive system - an important condition. Gary Chapman and Paul White (2012) claim that it must be carried out not only because employees are changing the expectations and interests: in addition, they are just getting used to the motivating factor, and it ceases to affect the efficiency of their work. By good quickly get used to everything!
Lack of motivation system support. It is not enough to develop a system of motivation, it is equally important to keep it in the "work" level. Motivation is an issue discussed in great detail by Edmonds (2014) and Jo Dehony (2014), who both see it as a direct influence factor.
The lack of information about staff motivation factors. Employees need to know on what incentive assessment by the management can expect after a good result in work (Kruse, 2012). The Company can be designed incentive system, but if employees do not know what awaits them, motivating factors will not affect their performance (Hemman and Ahmed, 2012).
Instability of the system of motivation. If the company's practice of determining motivational activities, should not be to abolish them without a good reason, such as for example the company's crisis and the need to save the financial, organizational, technical and other means. If you have to reduce the amount of social benefits, it is important that the head with the help of arguments persuaded the staff to exceptional need for such measures as described in the HBR guide to coaching employees (2014).
It is necessary to pay special attention to the fact that the motivation system is developed and implemented in line with the overall strategy of the enterprise (Lau, 2000). Keep in mind that the strategy itself is implemented in specific areas. And there should be a balance between the interests of the organization as a whole and the individual employees. The motivation system, according to Siong Lim and Joanne Lim (2013) should be adjusted and brought to the attention of each employee's line managers. From the line manager approach it depends largely on whether the proposed system would be motivating or demotivating factor.
Which is why many authors, among them are John Macaloon (2007), Joseph Michelli (2008), Jon Taffer (2013, Kenneth Thomas (2009, and Randal Upchurch and Conrad Lashey (2006) show that a better approach is viewed through the improvement of communication, creation of competition, increase the training, provide bonuses, nurture complicity, manage corporate events, promote leadership and always bear in mind the person factor.
Methodology – research design: qualitative research
The methodology of the study will include a detailed analysis of the available literature on the achievements and accomplishments of the hotel sphere in terms of human resources and its effect on the management and general success of the hotel facility, as well as the way hotel managers facilitate the improvement of the work process among their employees.
Data Analysis and findings
A modern hotel business is seriously lacking quality personnel. This applies particularly to mid-level professionals. In Singapore, this problem was felt with hypertrophic sharpness at the end of the 20th century. In this case, the problem was not so much that the industry, in its current form was relatively young, and that the incentive program in accommodation establishments was, to put it mildly, inadequate. This factor remains the weakest link in the management of the hotel (Atkinson, 2014).
Given that the average Singapore hotel income begins to slowly but surely increase with each year, the material factor ceases to be the determining in choosing a job. In the search stage, of course, it is one of the most dominant factors, but after joining the company as an employee, attention switches to the moral and psychological aspects. As a rule, a person relies on intangible promotion not less than for financial compensation. He wants to grow, to learn something new, get new experience and use it (Brenik and Stutts, 1997). No wonder, global hotel brands spend a huge amount of time and money at this aspect of the workflow. A person who does not occupy a high position in the company, the most important recognition and understanding of its importance in the overall structure of the hotel enterprise. Here are some examples of non-financial motivation (Amabile and Kramer, 2011).
Communication
Consider a situation where the head of department in the hotel has several subordinates. It is necessary to develop a plan for communicating with each of them. To take it a rule that every 45 days you need to devote an hour to talk to one of them. To think and to remember all the strengths and weaknesses of each individual. This is part of the people approach developed by the end of the 20th century and successfully applied in the Singapore hotel industry. Be sure to ask questions, to listen, to give an opportunity to express their opinions and ideas. Offer your solutions to a particular problem situation (Budhwar, 2014). Discuss future development plans, to praise for the work done, together cover the points that require the most attention, and propose improvement plan. This will help gain the trust of the staff, to give them a feeling that they are part of the team and a leader is in place. Sometimes, such an attitude can be directed not only to the working channel (Chapmand and White, 2012). However, it must be remembered that if you touch upon the personal problems of an employee, you should be ready to provide aid or assistance in solving the problems and not be intrusive and curious (Chen, 2007; DeHony, 2014). The most important thing - to accept the desire to share their questions – so they would have confidence in their superior. The issues of trust and confidence are of great importance to the people in Singapore.
Be the first - competition
Classical, but no less effective motivation is to encourage employees in the form of assigning them a certain title or status. For example: the program "Employee of the month, quarter, year," or some similar events encourage the individual to highlight themselves and single out. This will entail a competitive effect and will be a strong incentive to achieve high performance. Voting for these employees should be shared, let the whole team get involved. Such competitions are usually accompanies with bickering and fighting among the employees. In Singapore, though, this is used as part of the team-building strategy where people instead of making themselves stand out and being the best, in reality want to show that they are worthy to be part of the hotel team they are working at. By large this is a difference in mentality as compared to the West (Edmonds, 2014).
Training
A man comes to a new place of work, not only for the money but for the experience and knowledge that he will be able to buy. Singaporeans are rather well off people. They are content with their being and are more so looking for an opportunity of self-development, enhance their internal status and, for many, it is - the main factor for the continuation of work at the enterprise (Geisler, 2014). Many hotel chains at Singapore use a number of training courses to improve the skills. It can be internal trainings, or workshops that carry out specialized companies or industry professionals. Such events can be organized in conjunction with the other hotels. And it is not so important that the maids were trained to fill beds. Train can be as technological aspects, as well as psychological methods of teamwork, self-realization and ways to achieve results (Harter and Clifton, 2016).
Bonuses
The big hotel chains developed corporate tariff system. The staff have the opportunity to rest in the hotel chain on the minimum rate. In addition, the discount may be given to a number of other services (HBR guide, 2014). An illustrative example is a well-known corporate tariff of the international network:
a) special rates for accommodation of employees in all network hotels. This rate is fixed and is only for example 47 $ per room per night. This price does not match with the actual prices to the number in a particular hotel chain. Such a tariff the employee can get by presenting a special personal card, which is issued to him personally. However, there are few limitations. Accommodation is available for corporate rate if possible, as a rule, during low load. On the card the employee can book two rooms at the same time and get five breakfasts for the price of 5 $ per person (Hemman and Ahmed, 2012).
b) The employee is also given the opportunity to stay in one of the hotel chain for their friends and relatives at below market price. Such rate they can get on the basis of a special form, written out in the personnel department of his hotel.
c) A special 20% discount on restaurant services in the network, excluding alcoholic beverages.
g) Regularly during low season the hotel offers special rates for employees with a fixed set of services.
Such incentive measures can be applied not only at hotel chains, but also on the individual, through the conclusion of corporate contracts with other hotels, restaurants, shops, or by exchange rates (Ingram and Ransley, 2004).
In addition to the promotion of an employee, corporate rates have a qualitative effect. It is important to understand that a person will never understand how to sell a hotel room or service, while he does not use it (Lau, 2000). Perhaps special events at their hotel: a settlement worker for one day in a room that he himself was able to experience all of your service privileges. In addition, it can be noted that you can not see, and such views should be listened to. Such an incentive and motivation is not unique and is used by almost every hotel chain in the world.
Complicity
It is also particularly important to attach the average staff of life managerial staff, invited to management meetings, so that they can participate in the discussion of any issue (Larkin, 2009). An employee should feel that he is important and valued his opinion (Upchurch and Lashley, 2006). Once a year, you need to collect all the staff and tell what we seek, what successes we have achieved. Rate and thank each department and individuals (Lim and Lim, 2013). Share plans.
Events
Do not neglect the organization of corporate events. Atmosphere, a distraction from the work to realize and to show himself as a person and not just a cog in the mechanism, more than a positive effect on the job. A person should be able to exercise their creativity. After all, any manifestation of hospitality, in the first place and the hotel business, is somewhat similar to the theater, where you should always be on the scene and send the visitor only positive emotions (Bverly and Giulioni, 2012).
Be a leader and not a boss
It is important that the employees see their boss as someone they work with and not work for. This is no way implies that they should become ‘buddies”, no (Walker, 2011). This means that the employees will have greater confidence in a person who is willing to lead them to meet the aims set before them. The boss, manager, a person who has people under him bears the responsibility that everything will flow smoothly (Kruse, 2012).
Person Factor
Of course, the hotel industry has always been famous for the credo that the client comes first and that all his desires have to be met (Low, 2015). However, now qualified and willing to work employees are paid much more attention to that grump clients with no mood. In an extreme case when the manager sees his employee being harassed by a disgruntled customer, he usually takes over so that his employee will be less traumatized by the enraged person.
PESTE analysis of Singapore and the hotel industry
Political Factors.
Singapore is a democratic country. Political and Economic Risk Consultancy (PERC) has stated that Singapore has the lowest political risk. The hotel industry will enjoy a good political atmosphere within the country. Singapore has a corruption free and stable environment (Yeo, 2015).
Economic Factors.
Singapore economy is developing at a rapid pace. The government has managed to attract an immense amount of investors. Though the labor costs are increasing, the quality has significantly improved and Singapore is viewed as a popular destination both for tourism and business. In order to improve its economy Singapore has heavily invested into process, service and manpower (Yeo, 2015). Now this is paying off.
Social Factors.
Singapore is similar to any other Eastern and Oriental country. The family traditions are strong and thus respect is shown towards the older generation. The younger people though tend to follow the Western model of values and development. However, instead of a clash and conflict, these two viewpoints have united and been utilized for the good of the country (Yeo, 2015).
Technological Factors.
The main reason for such a rapid and swift advancement of Singapore is the technological ‘upgrade’ the country received in the last 10 years. Singapore has a very praise-worthy IT infrastructure, with the whole country being technologically innovative. The innovation process in the hotel industry involved a thorough analysis of the system and processes that existed previously and its consequent redesign aimed at a coherent integration and streamlining to increase efficiency. The Singaporean government achieved this through using technology and enabling it towards improvement. Further still the government established a Hotel Innovation Committee (HIC), which controlled that all hotels corresponded to the national standard (Yeo, 2015).
Environmental Factors.
The environmental laws in Singapore are very strict. Which is why the government is constantly trying to maintain and even improve the air and water quality (Yeo, 2015). Having had experience of being almost at the top of the list of the countries with the largest CO2 emission and carbon footprint, this small country has gone green and is implementing the top notch green technologies to facilitate its residents and guests.
Conclusion and recommendations
Managers of various ranks have come to understand that the motivation of people is determined by a wide range of their needs (Wiseman, 2010). In order to motivate a specific person, the manager must give him the opportunity to satisfy his essential needs through this course of action, which contributes to the objectives of the entire organization. Not long ago, managers could motivate subordinates almost exclusively through economic incentives, as determined by the behavior of people, mostly by the lower levels of their needs. Today the situation has changed. Due to higher wages and social benefits, even the people on the lower levels of the organization hierarchy, are at relatively high levels of Maslow's hierarchy (Macaloon, 2007).
As a result, we can conclude that the hospitality industry enterprise CEO must carefully monitor his subrdinates in order to decide what are the active needs that drive them. As over time, these needs change, you cannot expect that the motivation that worked once will work effectively at all times (Michelli, 2008).
Methods of meeting the needs of the higher levels
Social needs
1. Let employees do a job that would allow them to communicate
2. Create the team spirit at the workplace
3. Conduct periodic meetings with subordinates
4. Do not try to destroy the informal groups that have arisen, if they do not cause damage to the organization as a whole.
5. Create conditions for the social activity of members of the organization outside its framework
Requirement of respect
1. Offer a subordinate more meaningful work
2. Provide them with positive feedback on the results achieved
3. Appreciates and encourage the progress of subordinates
4. Involve subordinates to the formulation of objectives and decision-making
5. Delegate subordinates new rights and powers
6. Promote subordinates through the ranks of the career
7. Provide training and retraining, which increases the level of competence
Requirements for self-expression
1. Ensure subordinates opportunities for training and development that would make full use of their potential
2. Let the subordinate into complex and important work that requires full commitment from them
3. Encourage and develop subordinates creativity
The applicability of the theory of justice in managerial practices
The main conclusion of the theory of justice for the practice of management is that as long as people do not start to believe that they receive fair compensation, they will tend to reduce the labor intensity. However, the perception and evaluation of justice is relative and not absolute. People compare themselves with others in the same service or other services with employees doing similar work (Murphy, 2008). Since the productivity of employees in assessing their remuneration as unfair (because the other person is doing similar work and receives more) will apply, they have to explain why there is such a difference (Tafer, 2013). If the difference is due to different remuneration of labor efficiency, it is necessary to explain to employees who receive less than that, when they reach the level of effectiveness of their colleagues, they will receive the same level of reward.
The applicability of the theory of expectations in management practice
Managers who want to increase the motivation of the workforce, the expectations theory provides for this various possibilities. Since different people have different needs, the specific rewards are valued differently. Consequently, the company's management of the hotel should offer rewards to match with the needs of employees and align them. Quite often the reward is offered for the evaluation of the employees (Ruskus, 2011).
Managers need to create a high but realistic level of results expected from employees, and impress upon them that they can achieve them if exert force (Stanier, 2016). The way in which employees assess their strength depends on what management expects from them. It should be remembered that the workers will be able to achieve the performance level required for consideration of a valuable reward, if they would be delegated with the authority level that their skills will sufficient for the task.
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