Employee Engagement In The Hospitality Industry
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This document discusses employee engagement in the hospitality industry and the key role of line managers. It defines engagement as a state of mind characterized by vigor, dedication and absorption. Research shows engaged employees are 87% less likely to leave and are more productive. However, the hospitality industry has high turnover rates of 27.6% due to low engagement. The document identifies factors that drive engagement, such as safety, availability and meaningfulness. It suggests front-line managers can enhance engagement by distributing power, encouraging innovation, and acting as role models. Overall, the summary emphasizes the importance of engagement for reducing turnover in the hospitality sector and provides strategies for line managers to improve engagement among their employees.
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Table of Contents
1 Introduction 3
2 Reflective Observation 3
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4 Application 6
5 Conclusion 8
6 References 9
Introduction
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1130
The General Review of How Different
Leadership Styles Cause the Transformational
Change Efforts to Be Successful
Teoh Kae Nging1
Center for Southern New Hampshire University (SNHU) Programs, HELP
College of Art and Technology, Kuala Lumpur, Malaysia
Rashad Yazdanifard
Center for Southern New Hampshire University (SNHU) Programs, HELP
College of Art and Technology, Kuala Lumpur, Malaysia
Abstract
Organizational change refers to the transformation of an organization from its
current state to its desired future state. Organizational change helps to maintain
a competitive position as well as the companies’ sustainability in a competitive
market. There are different kinds of leadership styles that have strong
relationships with the growth of change. This research reviews the different
leadership styles, including commanding, supportive, inspirational, logical,
transformational, transactional and servant. Different leadership styles take up
different kinds of roles and use different actions when implementing
organizational change. In conclusion, this research concludes that different
changing processes require different leadership styles.
Keywords: Leadership, Culture, Motivating, Organizational change.
Cite this article: Nging, T. K., & Yazdanifard, R. (2015). The General Review of How
Different Leadership Styles Cause the Transformational Change Efforts to Be Successful.
International Journal of Management, Accounting and Economics, 2(9), 1130-1140.
Introduction
Organizational change arises when an organization transforms from its current state to
the desired future state (Gilley, 2005). “Change is a normal part of business” (Graetz,
Rimmer, Smith & Lawrence). Nowadays, the business environment forces companies to
undergo change in order to enhance their competitive position and their sustainability in
1Corresponding author’s email: [email protected]
http://www.ijmae.com/
International Journal of Management, Accounting and Economics
Vol. 2, No. 9, September, 2015
ISSN 2383-2126 (Online)
© Authors, All Rights Reserved www.ijmae.com
1131
a competitive market. According to Halkos, organizational change is the timely and
continuing adaption of ideas by companies to rapid changes in the market, through the
turnabout of structures, behaviours and processes which target the development and
advancement of the organization. Factors that drive the organization change are the
globalization of markets and evolving technology (Gilley, 2005). Hence, in order to
survive in that.
DOES SFO 2016 - Steve Mayner - Transformational Leadership
The document discusses transformational leadership and its importance for successful organizational change, particularly for DevOps adoption which often requires cultural change. It notes that organizational change initiatives have high failure rates, but transformational leadership can positively influence the factors contributing to success. The document reports on an experiment that found DevOps leaders invited to present at a conference exhibited strong transformational leadership behaviors. Overall, it emphasizes that transformational leadership is key to guiding organizations through necessary changes like DevOps adoption.
Gyensare et al. (2016)
This study examines the relationship between transformational leadership, affective commitment, and employee turnover intention in Ghanaian savings and loans companies. The researchers hypothesized that affective commitment would mediate the relationship between transformational leadership and employee turnover intention. Using structural equation modeling on employee survey data, they found that affective commitment fully mediated the impact of transformational leadership on employee turnover intention. Specifically, transformational leadership increased affective commitment, which in turn decreased employees' intentions to leave their jobs. This suggests that affective commitment is the mechanism through which transformational leadership influences employee retention in the Ghanaian context.
Organization performance and leadership style issues in education services
This document summarizes a study that examined the relationship between leadership styles (transformational, transactional, laissez-faire) and organizational performance among academic leaders in Malaysian public universities. The study found a positive correlation between transformational leadership and organizational performance, as well as transactional leadership and organizational performance. Transformational leadership had a medium correlation while transactional leadership had a small correlation. The study concluded that transformational leadership was the most commonly practiced and effective style among academic leaders.
048 integrating workers motivation
The document discusses motivation among the workforce, labour productivity, and quality management systems (QMS). It provides definitions and models of motivation, examining both content and process theories. Labour productivity is influenced by project size and complexity as well as worker skills, experience and motivation. A QMS follows ISO 9000 standards and involves identifying key processes. Integrating motivation, productivity and QMS is important, as high quality reduces rework and motivates workers, while poor planning and constraints can lower motivation and productivity. Subcontracting, supervision, salary, responsibility and other factors most significantly impact productivity.
048 Integrating Workers Motivation
The document discusses integrating workforce motivation with labour productivity and quality management systems (QMS). It covers several topics:
Motivation theories including those proposed by Maslow, Herzberg, and McGregor. Labour productivity is influenced by project size and complexity as well as worker skills, experience and motivation. A QMS follows ISO 9000 standards and aims to identify key processes. Integrating motivation, productivity and QMS is important - high quality reduces rework and increases motivation, while issues like delays reduce both. The document evaluates factors affecting these areas and how to improve integration.
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Employee Engagement In The Hospitality Industry
- 1. Employee Engagement in theHospitalityIndustryand the Key Role of Line - Managers SERVING TWO MASTERS?
- 2. Maxwell et al (2010) The Importance of the Human Element SERVICE PROVIDERPARTOF THE PRODUCT SERVICE STANGIBLE APPEARENCE ATTITUDES BEHAVIOR PERSONALITY
- 3. AIMS OF THE PRESENTATION Understand What Employee Engagement Is IdentifyThe Factors Engender Employee Engagement Provide Front-Line Managers With Implications
- 4. Strategy Employee Engagement Through Different Lens Shuck & Wollard (2010) State of Mind
- 5. Employee Engagement The Organizational Perspective Of engaged employees understand how to meet customer needs Engagement Productivity Engaged organizations grow profits 3 times faster than their competitors Profitability STRATEGY 130% Engaged employees work 4.5 days more 70% 300% MacLeod & Clarke (2009)
- 6. Kahn (1990) & Scaufeli (2002) Engagement is driven by safety, availability and meaningfulness and is externalized through vigor, dedication and absorption. DRIVERS VIGOR DEDICATION ABSORPTION OUTCOM ES SAFETY AVAILABILITY MEANINGFULNESS Employee Engagement The Scientific Perspective
- 7. The Drivers of Engagement Kahn (1990) SAFETY Social Support Leader-Member Exchange Workplace Climate Justice& Voice TransformationalLeadership ‘’Individuals are ready to engage themselves as long as the need for safety is met’’
- 8. The Drivers of Engagement Kahn (1990) AVAILABILITY ‘’Engagement largely depends on the disposition of a person to feel engaged, and it cannot be imposed by anyone’’ Orderliness Alertness Opennessto Experiences Duty Activation Absorption Vigour Dedication
- 9. The Drivers of Engagement Kahn (1990) MEANINGFULNESS ‘’Individuals who experience meaningfulness feel worthwhile, useful and valuable’’ Autonomy Development Opportunities Job Challenge Rewards & Recognition Variety
- 10. How Will We Enhance The Meaningfulness Of An Optimistic Person?
- 11. Engaged Employees Are 87% Less Likely to Leave The Organization Than Disengaged MacLeod & Clarke (2009) ENGAGED DISENGAGED
- 12. 2014 Total Turnover All Industries 15,7 % Banking & Finance 17,4 % Healthcare 17,5 % HOSPITALITY 27,6 % Insurance 11,7 % Manufacturing & Distribution 13,7 % Not-for-profit 15,6 % Services 12,5 % Utilities 8,6 % Levels Of Staff Turnover In The Hospitality Industry Compensation Force (2014) Low Levels of Engagement High Levels of Turnover
- 13. MULTIPLE ROLES SERVING TWO MASTERS Employees find themselves serving two masters, which might lead them to experience ROLESTRESS InternalMasters (Managers) External Masters (Customers) Employee Chung & Schneider (2002)
- 14. CENTRALIZATION OF POWER DISTRIBUTION OF POWER Leadership Style Is An Important Management Tool TRANSFORMATIONA L LEADERSHIP AUTHORITARIAN LEADERSHIP AUTONOMY TRUST ENGAGEMENT CONTROL DISTRUST APATHY Macey & Schneider (2008)
- 15. Maxwell et al (2010) Share Your Power To Inspire Others MEANINGFULNE SSENHANCEMENT FRONT-LINE MANAGERS ENCOURAGEINNOVATION LOOKFOR UNIQUE POTENTIALS SPENDTIME TEACHING HIGHLIGHT THE ROLEBENEFIT IMPLICATIONS
- 16. Maxwell et al (2010) Share Your Power To Inspire Others SAFETY CREATION FRONT-LINE MANAGERS EXPLAINWHY CHANGES ARE MADE SHAREIDEAS & INFORMATION PROVIDEEMPLOYEES WITH VOICE LISTEN TO YOUREMPLOYEES IMPLICATIONS
- 17. BECOME A ROLE MODEL Behave in an Engaging Way! Employees view their organization from the same perspective in which they view their front-line managers Truss et al (2012)
- 18. THANKYOU FOR YOUR ATTENTION Alexander Venetis 2015. Dissertation Project: “A Consideration of Employee Engagement amongst Hospitality Workers”. Supervisor: Dr Michael Pye. University of Hertfordshire Business School (MA Human Resources Management).
- 19. REFERENCES Chung, B.G. and Schneider, B. (2002), “Serving multiple masters: role conflict experienced by service employees”, Journal of Services Marketing, Vol. 16 No. 1, pp. 70-87. Compensation Force (2014) [Online] Available at: http://www.compensationforce.com/2015/03/2014-turnover-rates-by-industry.html Kahn W.A. (1990), “Psychological conditions of personal engagement and disengagement at work”, Academy of Management Journal, Vol. 33 No. 4, pp. 692-724. Macey, W., & Schneider, B. (2008). 'The meaning of employee engagement.' Industrial and Organizational Psychology, 1(1), p.p. 3-30 Macleod, D. and Clarke, N. (2009). Engaging for success: Enhancing Performance Through Employee Engagement: A Report To Government. Maxwell, G., Ogden, S. and Broadbridge, A. (2010) ‘Engagement in the Hospitality Industry’, Journal of hospitality and tourism management, 17(1), p.p. 53-61