Management Affects Employee Engagement in the Hospitality Industry
If
the organization ever has an ineffective manager, it knows how much it can
affect employee engagement. As described in the Gallup Business Journal (GBJ),
70% of the variance of team engagement is presented through manager quality
(Sorenson, 2013). Hence Presbitero, (2017); believes that the management places
an important role in the employee engagement.
On
the other hand, engagement is a management problem. If the employees do not engage
it reflects badly on the management. Employees naturally measure their
engagement and connection with an institution via their internal connections
and environmental situations. Also, no one has more influence over those
everyday interactions, operations, and processes than the managers or leaders
on the ground with them. Thus, these employees look to the management to share
their ideas, to be validated and appreciated for the contribution the employee
makes (Kaliannan, and Adjovu, 2015).
Also,
excellent and efficient managers fill the role that human resources (HR) cannot
– they make personalized relationships with their employees, harnessing individual
forces or strengths to motivate and empower their individual where they are
(Sorenson,
2013). In addition, leadership is an
intellectual ability and skill, and the organization's current management can
be trained to realize better and address their employees' needs. In order to do
this, the organization must first know what its employees want (Mone, et al, 2011).
According
to Luthans, and Peterson, (2002); the first phase of ensuring results within
the organization the management must understand what the organization's
employees want. Saratun, (2016), has found that there are three primary methods
managers improve engagement. They
believe that employees must be given an opportunity for growth and development.
Mainly, every employee wants to develop within
the organization. Additionally, development opportunities for employees across
the board are consistently high. This suggests that prioritizing employee
growth may substantially affect engagement, regardless of what the
organization's team is like. Growth opportunities not only affect engagement,
but they also affect performance. Also, employees who take benefit from
development programs feel more empowered and motivated and better equipped to
do their jobs (Sorenson, 2013).
Every
manager may assist by operating with their employees to build roadmaps and personalization
for their careers, suggesting employees and assigning work to projects based on
these purposes, and communicating and interacting with their team regarding development
possibilities within the organization (McManus and Mosca, 2015).
The
employee wants to be appreciated and recognized. Everyone likes to be
appreciated for their work. But employee appreciation and recognition are a
major cause of dissatisfaction and disengagement among employees. Managers are
the leading line of defense in this employee recognition program. In addition,
managers are the ones who work with people and may see and respond to
performance and progress in real-time. Also, managers have personal connections
with their workers, so recognition from their direct supervisors is usually
more genuine and meaningful. Additionally, employee recognition does not have
to be a significant initiative. When building an organization's recognition
program, organization can ask its employees how they desire to be identified (Kaliannan,
and Adjovu, 2015).
Employees also look for feedback and communication. Today's workforce values communication and regular feedback from their leaders. Usually, organizations consider yearly reviews to be enough – but if they only give formal feedback every year, they miss valuable opportunities or options to link with their employees. A study by Mone, et al (2011) shows that teaching employees and managers to have frequent, meaningful, and effective conversations about work anticipations and progress leads to higher performance and engagement. Daily meetings session with every team member is critical to establishing personal, genuine relationships with employees and provide managers valuable understanding of what motivates and demotivates their staff. By meeting daily with each team member, managers may build trust, nicely and better address employee problems, and support them achieve their purposes—resulting in more satisfied and more engaged employees. The managers can have brief weekly reviews and a more depth monthly review can work well. The organization can experiment with frequency to recognize depending on what works best for its employees (Mann, and Darby, 2014).
Learning, (2018), shares on how human resources (HR) may allow managers to engage employees. Hence the video shares that HR may play a significant role in helping and allowing managers' efforts. Thus, the following little tips can be used to support the organization's managers' engagement efforts.
It
is advices to collect employee feedback. Furthermore, managing people is
sometimes seen as throwing spaghetti in a wall and seeing what sticks.HR may
assist guess employee engagement solutions through allowing managers to collect
and study employee feedback via formal surveys. The survey will help reveal
employee opinions; recognize potential points of conflict in operations and
processes; identify gaps between corporate initiatives and employee experience
and collect actionable suggestions for improvement. The management is advised
to break down engagement data into actionable items. In order to enhance
employee engagement, the organization needs managers to believe in and create
it a priority. So, the easiest method is to decompress and break the data into
actionable things. Managers are more driven to solve problems when they
understand the issue and how to address it. For example, when HR shows their
engagement results, they demonstrate real engagement questions (as well as how
they were scored), such as "In the past week, I have received praise or recognition
for better work." By giving the individual things or sources that make up
the engagement score, managers are equipped to address issues at the source.
The
video also shares the leverage of engagement software. Employee engagement
tools or software can improve HR communication, enhance insights and data
collection, and help management initiatives. Furthermore, The Annual Report of
Aitken Spence Hotel Group shares that it is comfortable for HR to realize and
enhance performance across the firm and share the main insights with
management. Also, the intuitive and smart interface seamlessly combines into
the organization's workflow so elders or managers can uncover real-time
insights and utilize smart recommendations to prioritize activities with the
most extraordinary effect. With suitable tools and skills, the management will
be able to empower their staff for mutual success (Learning, 2018).
The
managements must also develop traits of motivation and encouragement. Most
often the employee looks for validation and appreciation. They also look for guidance
and mentorship. Such requests should not be scoffed at. The management must
understand the needs of the employee. They must be sensitive to these same
needs. Such self-sacrificial commitment towards the staff will ensure
engagement (Aitken Spence Hotel Group; 2021/20.
Reference
- Aitken Spence Hotel Group (2021/20); Annual Report
- Kaliannan, M. and Adjovu, S.N., 2015. Effective employee engagement and organizational success: a case study. Procedia-Social and Behavioral Sciences, 172, pp.161-168.
- Learning, G. (2018). HR Basics: Employee
Engagement. YouTube. Available at: https://www.youtube.com/watch?v=g9HjuA1JF18.
- Luthans, F. and Peterson, S.J., 2002. Employee engagement and manager self‐efficacy. Journal of management development.
- Mann, A. and Darby, R., 2014. Should managers focus on performance or engagement. Gallup Business Journal, 1.
- McManus, J. and Mosca, J., 2015. Strategies to build trust and improve employee engagement. International Journal of Management & Information Systems (IJMIS), 19(1), pp.37-42.
- Mone, E., Eisinger, C., Guggenheim, K., Price, B. and Stine, C., 2011. Performance management at the wheel: Driving employee engagement in organizations. Journal of Business and Psychology, 26(2), pp.205-212.
- Presbitero, A., 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), pp.56-70.
- Saratun, M., 2016. Performance management to enhance employee engagement for corporate sustainability. Asia-Pacific Journal of Business Administration.
- Sorenson, S., 2013. How employee engagement drives growth. Gallup business journal, 1, pp.1-
Agreed. Furthermore, as clearly defined leadership is the ability to influence the behavior and the work of a person or a group of people. Agarwal (2020) states that leadership is a crucial component that drives employees to work their best and at maximum capacity in order to achieve the goals of an organization.
ReplyDeleteThanks for sharing the information. And also, Leadership is the skill of inspiring a group of individuals to work together to achieve a common objective. In a corporate context, this might imply directing employees and colleagues with a plan to suit the needs of the organization (Billings and Moos, 1982).
DeleteGreat content Prabuddha. Additionally, growth and development opportunities, recognition and appreciation, communication and feedback are identified as the ways that the management can affect on employee engagement. Also, management has to make the engagement their priority (Ryba, 2020).
ReplyDeleteThanks for sharing the information. And also, indeed, the recession and globalization have caused a fundamental shift in human resources (HR). Service organizations now face a heterogeneous workforce with various backgrounds and ethnicities, varying skills, shifting needs, and high expectations (Baum, 2015).
DeleteYou have shared a smooth content. As for the contemporary scenarios, human resource activities are an ongoing challenge for hospitality and tourism employers across the globe where turnover rates are often in a considerable scale (Deery, 2002). Eliciting employee engagement, it is challenging to hospitality and tourism sector . This matters because high performance companies have been shown to have a large proportion of engaged employees (Purcell, 2006). This leads to consideration of what the levels of engagement are. McDonald’s is one of the notable example of an organization which has worked to identify ‘the key drivers of employee engagement and have significantly enhanced the commitment and performance of their workforce’ (Fairhurst, 2008, p. 321).
ReplyDeleteThanks for sharing the information. And also, Employee engagement is a procedure that enables employees to participate in managerial decision-making and organizational improvement activities according to their organizational level (Lawler, 1986). It is critical in the business because when employees believe they are being treated fairly, they are more engaged (Buamruk, et al., 2006).
DeleteAdmirably written. I’d further like to add that the hotel sector in particular, but all businesses, places a premium on employee engagement. Because the hotel sector is focused on providing excellent customer service, your staff are your single brand advocates. One mistake could mean the difference between a satisfied and a displeased consumer. Experienced, skilled employees are better equipped to give clients the greatest experience possible with ease and keeping them engaged is the best way to keep them on staff and happy with their jobs.
ReplyDeleteThanks for sharing the information. And also, As the number of customers grows, so do their expectations of service from the hotel industry. They expect the service to meet the highest global standards and to be supported by technological and operational skills. Salanova et al. (2005) discovered that the amount of participation affects the service climate. The way employees feel at work has an impact on the quality of their job as well as the happiness and loyalty of their clients.
DeleteGreat article Prabuddha, furthermore Employee engagement has been conceptualized in different ways, for example, according to Men (2015), it is the positive attitude held by the employees toward the organization and its values. The level of employee performance is highly determined by the level of commitment an employee has toward their organization and its values (Selvarasu & Sastry, 2014). An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organization (Ologbo & Sofian, 2013).
ReplyDeleteThanks for sharing the information. And also, According to Lockwood (1997), a high level of involvement encourages employees to take initiative and pursue learning objectives. Employees that are engaged learn new things, respond to opportunities, go above and above, support the organization, and participate in mentoring and volunteering. According to Schaufeli and Salanova (2007), engaged personnel are happier with their jobs and more dedicated to the firm.
Deletevery rich content with good literature, further the video you shared is very clear.
ReplyDeleteKahn (1990) was one of the first to theorize about work engagement. He described engaged employees as being fully physically, cognitively, and emotionally connected with their work roles.
Macey & Schneider (2008) study found the following:
The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviours as well as their antecedents and outcomes.
Further newly evolve concepts like Green HRM, matter a lot to have high employee engagement in new business contexts.
Thanks for sharing the information. And also, Hellevig (2012) highlights the key notion of employee engagement in his research. According to him, a company's management should actively work to develop a corporate culture of involvement and self-discipline, but he also points out that people's ability to participate varies by individual. Regardless of how hard you work, the activities may not provide the anticipated results. This should be considered while thinking about the results of efforts performed to engage employees.
DeleteAdding more to the post as per Ostroff (2004) it's essential to build a strong HRM System with characteristics such as consistency, consensus and higher level of distinctiveness.
ReplyDeleteAgree with your blog post content. Further, a survey can be used by managers to discover how their workforce feels about important topics, and employee commitment and enthusiasm are strongly connected with a company's success (Stanley et al, 2017). Additionally, surveys help in identifying areas for training and growth as well as tracking behavioral changes (Stanley et al, 2017). An engaged employee understands the business environment and collaborates with coworkers to enhance performance on the job for the firm (Ologbo & Sofian, 2013).
ReplyDeleteGreat content Prabuddha. Additionally since the employee engagement is crucial to the organization success we need to categorize all the employees according to way they strategically impotency to overall objective of the company base on their interest and influence to organization operation. This categorization and the prioritization are vital factors for robust strategic formylation process ( accordant to stakeholders mapping and engagement model)
ReplyDeleteEmployee engagement and organizational commitment can be linked. Followers who trust their leaders (Graen & Uhl-Bien, 1995) are given more latitude to perform their jobs, are given more challenging and preferred work assignments, have more interaction with and support from the leader, and receive more formal/informal rewards, all of which may serve to enhance attachment to the organization (Dansereau et al., 1975; Graen, 1976; Graen & Uhl-Bien, 1995; Liden & Graen, 1980).
ReplyDeleteActively engaging workers in the decision-making process increases overall company morale. Many companies have a distinct separation of power between management and workers; however, active employee involvement lowers that gap, opening the lines of communication between supervisors and employees (Dijk & Michal, 2015). As a functioning participant in the decision-making process, employees understand their ideas are an important contribution to the company, and gives them the power to influence the outcome of their work, leading to increased job satisfaction and a positive attitude, not only toward their position but also to the company itself (Lievens & Chapman, 2019).
ReplyDeleteThe management and the leadership has a great responsibility to keep the employees engaged in the work place (Taneja, Sewell and Odom, 2015). As you have very correctly mentioned, the management must be vigilant to understand the wants of the employees to direct them towards organizational goals.
ReplyDelete