This study summarizes the key differences in perceptions between male and female line level employees in the hospitality industry in Jamaica. It found that males were more likely to see their jobs as lifelong careers, have higher job satisfaction, and view promotions as the best job reward. Females were more present-oriented, less likely to see the industry as a career, and valued higher wages more. The findings suggest the hospitality industry perpetuates gender roles and stereotypes that influence career advancement opportunities and job satisfaction between male and female employees.
Social Travel Britain 2015 conference: Visit WiltshireMark Frary
Who do we think we are? A revealing presentation from VW about how they chose the word 'Timeless' to express their identity, and what interpretations it can be used for.
Read the associated case study 2. Reflect on the information cover.pdfChoices3
Read the associated case study 2. Reflect on the information covered in the assigned chapters for
the unit. 3. Compose and submit a paper o Formatting: double-spaced, Arial font type, 12-point
font size, 1 inch margins o Length: minimum three full pages; maximum five full pages o
Content: thoroughly examine the workplace culture from the perspectives of the different
generations represented in the case study discuss what Christopher should do to improve his
relationship with his immediate leader, the RGM (who is Generation X) discuss strategies
Christopher could use to positively influence the behaviors and attitudes of the older generation
of employees Should Christopher use different leadership styles while leading his team? Or,
should he use a mixture of leadership styles to breakthrough to his team? Identify which
leadership styles should be used with which employee population(s) and why.
Effective Management Strategies: Millennial Leaders Managing a Multigenerational Workplace
Theoretical Foundation Upon entering the new millennium, the workplace was faced with the
entrance of another generation of workers, which is Gen Y (Millennial). Previous studies have
examined the generational differences within the workplace. Cahill and Sadrak (2012) found that
while leaders are aware that the Baby-Boomer Generation are approaching retirement and may
have been advised of tensions among employees resulting from generational differences, most
leaders have made generational issues a low priority. Specifically, workforce employees within
the hospitality industry are more so diverse and multiethnic. Fierce competition and diversity
create new challenges for leading hospitality organizations (Chen and Choi, 2008). As these
multigenerational employees work together, it becomes more important to examine the
differences within these generational values. The Value in Understanding Generational
Leadership Style Differences This case study focuses on the leaders within Generation Y, or
Millennials who were born between 1978 and 2000. This workforce has to understand how to
lead and manage the generational differences in work values. Appreciation of the defining
characteristics of the Millennial generation has significance (Broadbridge and Maxwell, 2014).
There is an increasing challenge and demand for professionals and hurnan resource leaders to
create supportive work environments for an increasingly diverse population of multiple
generations in the workforce (Maier, 2011). For example, "understanding the differences
between these generations relative to organizational behavioral constructs could result in the
development of more effective human resource management strategies" (Chen and Choi, 2006,
p. 596). Leading a Multigenerational Workforce It is important to incorporate organizational
policies, procedures, and structures that fit the needs of the multigenerational workforce. Cahill
and Sadrak (2012) suggest that organizations need to develop not only lea.
Social Travel Britain 2015 conference: Visit WiltshireMark Frary
Who do we think we are? A revealing presentation from VW about how they chose the word 'Timeless' to express their identity, and what interpretations it can be used for.
Read the associated case study 2. Reflect on the information cover.pdfChoices3
Read the associated case study 2. Reflect on the information covered in the assigned chapters for
the unit. 3. Compose and submit a paper o Formatting: double-spaced, Arial font type, 12-point
font size, 1 inch margins o Length: minimum three full pages; maximum five full pages o
Content: thoroughly examine the workplace culture from the perspectives of the different
generations represented in the case study discuss what Christopher should do to improve his
relationship with his immediate leader, the RGM (who is Generation X) discuss strategies
Christopher could use to positively influence the behaviors and attitudes of the older generation
of employees Should Christopher use different leadership styles while leading his team? Or,
should he use a mixture of leadership styles to breakthrough to his team? Identify which
leadership styles should be used with which employee population(s) and why.
Effective Management Strategies: Millennial Leaders Managing a Multigenerational Workplace
Theoretical Foundation Upon entering the new millennium, the workplace was faced with the
entrance of another generation of workers, which is Gen Y (Millennial). Previous studies have
examined the generational differences within the workplace. Cahill and Sadrak (2012) found that
while leaders are aware that the Baby-Boomer Generation are approaching retirement and may
have been advised of tensions among employees resulting from generational differences, most
leaders have made generational issues a low priority. Specifically, workforce employees within
the hospitality industry are more so diverse and multiethnic. Fierce competition and diversity
create new challenges for leading hospitality organizations (Chen and Choi, 2008). As these
multigenerational employees work together, it becomes more important to examine the
differences within these generational values. The Value in Understanding Generational
Leadership Style Differences This case study focuses on the leaders within Generation Y, or
Millennials who were born between 1978 and 2000. This workforce has to understand how to
lead and manage the generational differences in work values. Appreciation of the defining
characteristics of the Millennial generation has significance (Broadbridge and Maxwell, 2014).
There is an increasing challenge and demand for professionals and hurnan resource leaders to
create supportive work environments for an increasingly diverse population of multiple
generations in the workforce (Maier, 2011). For example, "understanding the differences
between these generations relative to organizational behavioral constructs could result in the
development of more effective human resource management strategies" (Chen and Choi, 2006,
p. 596). Leading a Multigenerational Workforce It is important to incorporate organizational
policies, procedures, and structures that fit the needs of the multigenerational workforce. Cahill
and Sadrak (2012) suggest that organizations need to develop not only lea.
Assignment 1: Employee Turnover
Nowadays, the articulation "luxury" has been manhandled and is gradually losing its one of a kind centrality. Luxury lodgings are those sorts of hotels which are used by travelers and different people who require lifted desires for services. In this inn, guests pay a ton of money and they, consequently, expect an abnormal state of accommodation in everything going from the lodgings, the toilets, nature of food and diverse things arranged in an exorbitant inn. Exploration and the travel industry is the genuine driving reason behind lavish inns wherever all throughout the world. Similarly, the improvement of towns and adventures has provoked the establishment and movement of the lodging part. The investigation of people in different parts of the world has propelled a general advancement of awesome eateries on the planet today. Extended interest, compensation and the longing for the liberal lifestyle have moreover strongly affected the lavish inn segment. This paper endeavors to give the purposes behind high representative turnover in the hotel segment and measures.
High employee turnover is a critical concern affecting the hotel business in all parts of the world. Lavish lodgings fall in the administration ventures and along these lines needs to put expansive interests in staffing to keep up and get a better than average high ground over other aggressive associations in the zone. The accomplishment of Luxury lodging has been constrained by the associations between its workers and the guests. The lavish inn industry asks for high speculation concerning human work to accomplish an astounding upper hand (Kim, Song & Lee, 2016). Be that as it may, the rate at which laborers move to various vocations is high.
Staff positions in sumptuous inns contradict relying on the sort of the eating house. The specialist's zone unit delegated management, visitor services, and subordinate laborers. The administration specialists incorporate the supervisors of the secretaries. Visitor services area unit the laborers of United Nations organization offer services to the customers simply like the waiters/waitress and in this manner the housekeepers and subsequently the room attendees. In conclusion, the subordinate laborers incorporate the cleaners, landscapers, handymen among others. The director's area unit is at risk for coordination, staffing, sorting out and guaranteeing exercises of the building region unit running. Servants are the organization part and area unit responsible for right designation and the board of building rooms and lodgings. The work division comprises of the principal residential, associates, house organization individuals, and chaperons. The chaperons clean the rooms and confirm that visitors get the correct consideration. Clerk's area unit is subject for taking the cash and giving out receipts. They, in this way, encouraging overseas are the budgetary parts of the association. The receptionists.
While the recession may have pushed Millennials to say they have more realistic expectations about career advancement, hiring managers don’t yet see a change, according to The Future of Millennial Careers study that was released by the Career Advisory Board, presented by DeVry University.
How to Select and Identify High-PerformersProfiles Asia
In this webinar you will learn:
How to identify and hire the right people, for the right role the first time.
Ways to maximize employee productivity
How to increase retention of your top performers
And more...
If you are looking to engage top performers, retain talent and improve performance, then you will not want to miss this session. The webinar will illustrate talent management strategies for high impact positions that will bring success to your organization.
1Running Head NATURE OF WORK 7NATURE OF WORK .docxnovabroom
1
Running Head: NATURE OF WORK
7
NATURE OF WORK
NATURE OF WORK
Claudia Rangel
CCMH 540 week 1
Career and Vocational Counseling
Mrs. Cinthya Yaptangco
November 14, 2018
The nature of work has changed considerably over time with various factors being attributed to this change. The first way in which the nature of work has changed over time is through the advent of more advanced technologies with the progression of history. Today technological breakthroughs for instance in robotics, artificial intelligence, microelectronics, computer-integrated assembly, and manufacturing. Moreover, the proliferation in digital telecommunications depicted in the global reach of the Internet have all impacted the nature of work throughout the generations of their creation (National Research Council, 1999). These new technologies have made the nature of work to shift from being predominantly physically intensive to being more intellectually challenging with more emphasis being placed on an individual’s technical ability rather than their physical capacities.
The second way in which the nature of the work has also experienced change over time is through the effect of the demographic constitution of the workforce. These have become evident in the increasing presence of women in the workplace, the enhancement in the levels of cultural diversity in the workplace, and improvements in the education levels of the workforce. These factors have worked over the progression of time in changing the nature of vocation (National Research Council, 1999). These changes in the demography of the workforce have the led to a alteration in the forms of work since the labor market can get a more skilled workforce. Through the greater inclusivity of the hiring criteria, the improved educational qualifications of the workforce among other factors have helped in making the workplace to be more conducive and accommodating with the progression of time.
There have been significant changes in the attitudes towards work seen amongst people from different generations through the progression of time. The leading cause of conflict in the workplace, between generations, has been attributed to the perceived decline in the work ethic with the progress of time. For example generation, X has been tagged as the ‘lazy’ generation (Adams, 2000). The employers have made the complaint that younger workers do not display commitment in their output and only work the required hours and rarely go beyond its limits. The boomer's generation is known to be workaholics and is known to have started the trend. In addition to this, the traditional attitude to work has been in the description that they are the hardest working generation.
The nature of the relationship between work and personal life is often left unexamined because most people prefer to separate these two areas of their lives and to treat them as separate entities. Despite this, various connections have been found between the activities t.
Creating Value for Women Business Travelers: Focusing on Emotional Outcomes
Given the dramatic increase in women business travelers, addressing the needs of this
market segment has become increasingly critical for hotel companies. While previous
research has attempted to identify the specific items or features which women travelers
want from their hotel stay, this report suggests a more holistic approach to capturing this
market segment. Rather than emphasize the importance of specific items that fluctuate from one survey
to the next, this study instead suggests that managers focus on how combinations of services, amenities,
and facilities contribute to the desired affective responses sought by women business travelers. Based
on a review of the literature on gender and emotion, a model is presented that emphasizes the flexibility
managers have to accommodate women travelers within the context of a particular property. A
convenience survey of hotel managers’ perceptions of women’s preferences shows that women are
developing a clear and consistent message about the need to feel safe, comfortable, empowered, and
pampered. Guided by these themes, hotel managers are in an excellent position to go beyond a focus
on individual attributes and amenities to provide an experience that exceeds the expectations of this
dynamic and growing market segment.
Here are six key insights into what matters most to employees when it comes to creating a professional culture of belonging, according to our recent research.
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QUESTTON 1 25 points Save Answer
Describe the similarities and differences that exist between inpatient healthcare facilities and outpatient
healthcare facilities. Give three examples of inpatient fucilities and three examples of outpatient facilities. Be
sure to include information about the seryices each facility named provides.
Your response must be at least 200 words in length.
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Discuss the usage of data in health care today. As a heatthcare administrator, hcniv would you make the best
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Discuss how expanded life spans and the new opportunities people have to obtain preventive health
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You are the administrator of a 250-bed hospital in the Midwest. A recent report from your county tells you that
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35 years of age to 29 years of age, whlch is related to the opening of a new college campus. How will this
transition to a younger patient poputation afrect your facility? Are there services in your facility that may need to
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https://www.tandfonline.com/action/journalInformation?journalCode=whrh20
Journal of Human Resources in Hospitality & Tourism
ISSN: 1533-2845 (Print) 1533-2853 (Online) Journal homepage: https://www.tandfonline.com/loi/whrh20
How do changes in human resource management
practices influence employee engagement?
A longitudinal study in a hotel chain in the
Philippines
Alfred Presbitero
To cite this article: Alfred Presbitero (2017) How do changes in human resource management
practices influence employee engagement? A longitudinal study in a hotel chain in the
Philippines, Journal of Human Resources in Hospitality & Tourism, 16:1, 56-70, DOI:
10.1080/15332845.2016.1202061
To l ...
This survey gathered opinions and insights from HR Practitioners & Business Owners on managing cross generational workforce and effectively maximizing competitive advantage
According to the 2013 Gallup report, there are 20 million U.S. workers that are so disengaged at work that they actually do more harm than good.
What can an organization do to create an environment of thriving, motivated and engaged employees?
Creating a healthy and successful workplace culture through joyful, compassionate, people-centered leadership as exemplified by Scrooge’s first boss, Old Fezziwig in Dicken’s classic, A Christmas Carol.
1. "SEX MATTERS":
DIFFERENCES IN THE PERCEPTIONS OF MALE AND FEMALE
LINE LEVEL EMPLOYEES
ABOUT THEIR WORK
IN THE HOSPITALITY INDUSTRY IN JAMAICA
Spencer, Andrew J; Bean, Dalea M. GRADE / SCORE :
International Journal of Arts & Sciences 4. 9 (2011)
ProQuest document ID : 929269436 90
Human Resources
Management in
Cherly Prihatina Hospitality & Tourism
Batch 5
1263620003 Prof. Syamsir Abduh
2. Content
Introduction
Literature Review
Methodology
Finding & Discussion
Conclusion
4. …INTRODUCTION
High quality personalized
With nearly 3 million
service is dependent
visitors each year, it is no
on hospitality staff being
surprise that the travel
Employment in the professional, skilled, effiient
and tourism
hospitality industry is and flexible, while
industry accounts for nearly
grounded in service exhibiting friendly and
40% of Jamaica's GDP
hospitable characteristics.(
(Williams and Spencer,
Jayawardena and Crick
2010).
Works by Crick (2001b, (2000, p. 116))
2008) also
signify the importance of “people's attitudes Very little work has
explored the perceptions of
perceptions and are the platform from which workers in this most
expectations of both guests we deliver quality service crucial industry. Even fewer have
and and interactions with delineated their findings by gender,
and the existing works tend to focus
employees in Caribbean visitors"(Dunn and Dunn, on resort hotels and less on urban
hotels in creating 2002) business hotels.
personalized service in the
industry
This work attempts to fill
these major gaps in the
literature
5. LITERATURE REVIEW
Motivational factors in the hotel industry are many and varied and include:
monetary bonuses or benefits;
opportunities for advancement and promotion;
opportunities for increased job responsibility;
recognition from managers, colleagues, customers, and family;
challenging work;
feelings of accomplishment;
Employee motivation
development of self-esteem;
good working conditions;
good work schedules;
job security;
and being regarded as a good employee
(Chiang et al., 2008; Simonz and Enz, 1995).
Employee's perceptions of their occupational worth often surround these major indicators
6. …LITERATURE REVIEW
The hospitality industry has perpetuated distinctions in employment
according to society's understanding of typical gender roles.
Sex and Gender at work
The researchers seek to prove that employee perceptions do vary
based on their gender.
Some researchers note that gender is not an important indicator of
employee perceptions,(Silva ,2006)
Gender was not a major indicator of differences in employee
perceptions when compared to worker's age, level in the organization
and the number of years in the position. (Charles and Marshall ,1992)
versus Link between gender and perception
The interplay of gender and age are crucial to a study of employee
perceptions of their jobs, (Mooney and Ryan ,2009)
8. FINDINGS AND DISCUSSION
The data
represents Sex was the
statistically dominant
significant independent
relationships variable
at the 0.05 level.
An understanding of sex
There are and gender dynamics is
similarities or crucial.
disparities in Gender is a key indicator
of
the perceptions differences in employee's
of male versus perceptions of their jobs
female line level and their overall job
satisfaction.
hotel workers.
9. …FINDINGS AND DISCUSSION
Types of work
•71.4% of women as well as most man were resistant to the notion that some jobs
are better suited for them,
•both sexes overwhelmingly agreed (90.3%) that female dominated jobs in the
hospitality industry bore striking similarities to housework and males in particular
(94.1%) felt that there were "female-centric jobs" in hotels.
Prospects of working in the industry:
•94.1% of males chose the hotel industry as a first choice for work while only 26.2%
of females view the industry as a first choice;
Careers in the hospitality industry
•78% of males said they thought their jobs were lifelong careers ; while 85.7% of
females said they did not thought their jobs were lifelong careers.
•the 18-25 year old group tended to feel that they would move on to different
professions eventually,
•the 26-35 and 36-45 groups were likely to think that they were in it for the 'long
haul'
Self Esteem
.
92.2% of males felt that their jobs were important compared to 35.7% of females.
10. …FINDINGS AND DISCUSSION
Enjoying the working time and
Job Satisfaction
•72.3% of males said that their work was enjoyable : for most times (23.5%) or all the time
(58.8%).
• Negatively, Most females (64.3%) however felt that their work was enjoyable a few times (33.3%)
or never (31%).
•98% of males ranged from "somewhat satisfied" to "very satisfied" with their jobs,
• A relatively large number of females (47.6%) were at least "somewhat satisfied" with their jobs.
Interaction with guest and Self perception
Most men noted that their interaction was 'professional', 'good' or 'satisfactory', most women related
their experiences with guests as being 'excellent' and 'fun'.
Job Reward
•whereas females may enjoy guest interaction, they overwhelmingly saw wages
as the best reward for their work. While, 76.5% of males viewed a promotion
as the best reward for hard work (which supports them viewing their jobs as lifelong
careers) 64.3% of females valued increased income as the best reward.
.
Optimism of work
97.3% females at the line level observe that senior management posts tend to be
male dominated.
11. …FINDINGS AND DISCUSSION
Employees internalized the wider societal views on which jobs are better
suited for males and females. Female’s jobs were closely linked to emblematic
female personality traits, emotional labour or archetypical of female domestic
duties
Man were mainly involved in what could be considered higher skilled
professions as bartenders, chefs, cooks and maintenance technicians, which
require more specialized training.This explains why overwhelmingly more males
than females said that they opted for their jobs in the hotels.The women in many
cases, ostensibly 'stumbled' on their jobs and would require very little extra training
.This greater sense of job importance that men seem to have over their
female counterparts follows from the fact that the men tend to be in higher skilled
jobs and invested more in their training for these positions. It is therefore natural
that they would think their jobs are crucial to the organization and would also see
themselves as less dispensable than women would. While the women were
cognizant that their jobs were necessary to the smooth running of the hotels, they
were also acutely aware that they were replaceable, since scores of similarly
marginally skilled women are in the job market seeking employment opportunities
12. …FINDINGS AND DISCUSSION
Consistent with the previously mentioned about choice to work in the industry and views
of whether their jobs could be seen as lifelong careers. Men were more likely than
women to perceive their jobs as being desirable and secure
It should be noted that even though women in general were not as satisfied with their
work, they still tended to enjoy the social interaction with guests. Women
thought of themselves as friendly, were interested in listening to guest's problems, and
valued learning about the various cultures and countries from which the guests emanated.
This answers to Clark's (1997) question "why are women so happy at work?"
male hotel workers in the Bahamas ranked higher wages higher than female
hotel workers. Women enjoy the interaction with guests, they would not be
concerned only with monetary reward for their services; the job would be
reward in itself.
female tend to be apathetic to the "sticky floor" of hotel work where they at least will
earn a living, if nothing else. There is a pressing need for women to address immediate financial
obligations and therefore there is less emphasis on climbing the corporate ladder. Man
tendency to view the possibility of promotion as on par or even surpassing wages signifies that
they perceive themselves as having a great chance for upward mobility.
13. CONCLUSION
There are line clear
gender
Demands on family life
differences in hotel
may play a
employee
role in these
perceptions in urban
perceptions,
business hotels in
Jamaica
Due to the nature The demands of a
of the hospitality work supervisory role
place itself, it has and the requirements for
identified particular job advancement have
challenges for created significant
obstacles for hospitality
This research however
females. professionals who may only be
aspire to senior level generalized to the
positions. extent that contexts
bear similarities to
Jamaica
14. …Conclusion
• Females were much more present-time oriented and fatalistic in their approach
to hospitality work.
General • Female’s perception that male dominated management hierarchy make them
attitudes to quickly erodes thoughts of upward mobility.
work
• Female disinterest in building lifelong careers in the industry
• Female were not keen on saying that they were better suited for some jobs, they
identified however that they typically occupied certain jobs, which were not rapidly
mobile such as front desk clerk and housekeeper/room attendant.
• Males in particular revealed that there were male-centric and female-centric jobs in
Typically the hotel.
job • Male steer clear of what they believe to be female centric-jobs
• Male Held food and beverage jobs which provide for the quickest climb
up the ladder (Ladkin and Riley, 1996).
• Female perceived that working in the hospitality industry as having little opportunity
opportunity for advancement and job stability
for
advanceme • male perceptions that working in the hospitality industry as having opportunity for
nt and job advancement and job stability, many of male seek to build careers in the field.
stability • Male are motivated to invest in making life long professions
Chances • female's perceptions of the value of their work remain low
for upward • male's views about their work are improving
mobility
and job
stability
15. …Conclusion
• What to be done for females who obviously enjoy
some aspects of their jobs, but face challenges in
meeting both their long term physical and
implication psychological needs and which militate against
them having fulfilling and satisfying jobs in the
industry.
• This requires a complete restructuring of
implication ideologies about the functions in
the hierarchy, in terms of gender specific roles.
• Hospitality organizations must tap into the perceptions of
their employees who are most important to the success
of the organization, debunk the notion that men's work in
implication the industry is inherently more valuable than women's and
move towards meaningful strategies to remove the traces
of the sticky floor, on which women in particular, perceive
themselves to be.
16. "SEX MATTERS":
DIFFERENCES IN THE PERCEPTIONS OF MALE AND FEMALE
LINE LEVEL EMPLOYEES
ABOUT THEIR WORK
IN THE HOSPITALITY INDUSTRY IN JAMAICA
THANK YOU
Cherly Prihatina
Batch 5
1263620003