Introduction
The competition of the hospitality industry becomes fierce. With people 's increased demand for travel, the demand of hotels seeking employees who have the excellent skills to solve problems independently is also increasing. Using incentives is the common way for managers to retain outstanding employees. Nowadays, the traditional incentives have transferred from single financial incentives to more new various incentives that are more attractive and fit to some employees ' pursuits of career. Empowerment is one of the new incentives in current hospitality management. In many researches about empowerment have proved that empowerment plays a big role in promoting employee performance. Of course, there are always two sides to everything.
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Intrinsic incentives also include a sense of achievement, responsibility, job satisfaction, purpose, involvement and ownership (Adonis, 2006). Generally, empowerment is an effective intrinsic motivations to aspire employees (Pearce, 2012). A successful manger should take the advantage of power to achieve employees ' self-efficiency. The process of empowerment is the process of transferring power, as well as the cultivation of employee 's loyalty (Gershon, 2006). When the employee is empowered, generally he may feel a responsibility to use this power in a correct way and keep team works more efficiently with this power. The behavioral change starts from the change of employee 's attitude (Gershon, 2006). However, if employees are indifferent to the usage of power, the empowerment may not get worked on these people. On the other hand, some employees fear to shoulder responsibilities. They are afraid that the additional works will come with the empowerment, also they don’t want to take the additional pressure due to the added responsibility. Even more, they are afraid of being responsible for decision making, because empowerment will easily reveal their mistakes on decisions. They don 't want to expose themselves under all attentions so as to protect the current position from accusation if something goes wrong (McIntire, 2014). That is why in some particular circumstances, a part of employees are still willing to be motivated by financial incentive or tangible
When compared, both theories achievement – power- affiliation theory and expectancy theory resemble each other. Both theories can be utilized as strategies for gaining employee buy-in for the upcoming change. Achievement-power-affiliation theory, persons have a specific goal in mind to work towards, and takes responsibility for their own actions. I feel this theory will be effective in promoting employee acceptance of the upcoming changes due to the fact that some employees like to stand out from others in departments, and others may be motivated to stand out with new changes. Expectancy Theory persons, also have goals in mind, but their way to achieve their goals are that is based on past experiences and self confidence. I also feel the expectancy theory will be effective in promoting employee acceptance of the upcoming changes because most employees will know in advance that they will be rewarded by pay increase, advancements in the departments. Expectancy Theory people are committed, and motivated so because organizations rely heavily on employees to produce quality of goods and services produced in organizations.
extremes of a manager having no desire to give up his control over his employees and
Many business managers today are not aware to the response that motivation can have on their business. The size of the business is not a factor when considering motivation: whether you’re trying to get full potential from one hundred or an individual everyone is in need of some form of motivation. It is something that is tackled differently by different organisations and the reasonability of its integration lies with all the supervisors of staff. It is essential to understand the various tactics that managers and supervisors will use to motivate there working staff, also why it’s important to initiate extrinsic and intrinsic motivation techniques with the correct work design into the work place for optimum results. “There is only one way…to get anybody to do anything. And that is by making the other person want to do it” Dale Carnegie.
Unfortunately, being inspiring to employees is not enough. These situations occur when employees face challenges in accomplishing goals. In such situations, a leader needs to exercise power and influence to push forth the desired goals. While the course identified five sources of power, I believe only three should be considered for an effective leader. The first is legitimate power (6), which is often considered the first source of power in the organizations I have worked in. The source of power comes...
study of the Hotel employees in relationship to servant behavior highlights many of the other advantages to servanthood discussed previously. However, the study finds that implementation of servant leadership and its outcomes are not automatically effective. (Wu et al., 2013) This is especially true for the hotel and customer service industries. To alleviate this potential barrier the authors suggest combining servant leadership with other tactics such as reward systems and setting firm expectations.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
Robbins and Judge define motivation by means of three elements. The first element is defined as being the process that account for an individual’s intensity which is concerned with how hard a person tries. The second element is direction that benefits the organization and the third element is persistence which is a measure of how long a person can maintain effort. Motivation is also driven by certain situations that vary between individuals and within individuals, at different times. (Robbins & Judge, 2007, p.186) These elements should not only be expected from employees but from managers as well.
majority of employees need motivation to feel good about their jobs and perform optimally. Some employees are money oriented while others find acknowledgment and accolades personally motivating. Motivation levels within the workplace have a point-blank impact on employee effciency. Workers who are driven and excited about their jobs carry out their obligations/duties to the best of their capacity and generation numbers increment therefore. An impetus is an inspiring impact that is intended to drive
Delegation is the method of giving decision-making authority to lower-level employees. For the process to be successful, a worker must be able to obtain the resources and cooperation needed for successful completion of the delegated task. Empowerment of the workforce and task delegation is closely interrelated. Empowerment occurs when upper-level employees share power with lower-level employees. This involves providing the training, tools and management support that employees need to accomplish a task. Thus, the employee has both the authority and the means to accomplish the work. Even though authority can be delegated, responsibility cannot; the person who delegates a task is held responsible for its success in the end. Thus the assigned worker is liable for meeting the goals and objectives of the assignment (Camp 2006).
Employee empowerment can be a powerful tool. The leadership style can increase efficiency and effectiveness inside an organization. Empowerment can also increase productivity and allow managers more tim...
Empowerment is another feature of post bureaucracy. It represents organizations awarding power and authority to those lower in the organizational hierarchy (Knights & Willmott, 2007). To some extent empowerment could be beneficial to a organization because empowerment would allow the workers to work...
In today's complex business environment; traditional approaches like monetary incentives are not the only prime motivators. In addition to expecting financial incentives for their performance, employee's expectations are much more. Appreciation, recognition and opportunities for personal growth; must be catered for to harness maximum productivity. Furthermore in an era where change is imperative for the organisation's survival, highly motivated employees, represent flexibility and show willing to change; a vital component for the success of any organisation.
December 2009). Researchers from various organizations unequivocally agree that managers can use an employee’s intrinsic motivation to gain the maximum output from that employee as well as support the employee in achieving his personal career goals as stated by (George N. Root III 2016). According to (Thomas, K) managers should help their employees understand self-management process that involves four steps to increase intrinsic motivation. Those steps may perhaps be nominated as a sense of meaninglessness, of choice, of competence and as a sense of progress. One of the successful strategies that managers can take into consideration is to clearly define strategic visions and goals set by an organisation. Moreover, by providing a broad vision of a company, managers demonstrate a warm sense of meaningless for an employee that makes him feel like there is an opportunity for him to accomplish something of real value, something that matters in the big picture as said by (Thomas, K 2009). In addition, Managers should make employees feel like their job is a choice, not a requirement in order to encourage employees to demonstrate intrinsic willingness to perform better. Nevertheless, some organisations emphasize that managers can experience numerous issues in increasing intrinsic motivation. For instance, an intrinsically motivated employee will only be able to do the particular task depending on “interesting, challenging, and has personal meaning based on the satisfaction they receive from performing the activity itself” (Giancola, 2014, p. 25). Essentially managers would face issues with increasing an employee’s performance when an extremely vital task has been assigned to the employee that has no interest in undertaking the given task. Although In my mind,
Power is not without influence. One has influence when one has power. Power and influence are key components when a person is trying to achieve organizational goals. Power is divided into two categories; position and personal (Schermerhorn, Hunt, and Osborn, 2003). Power-based on a person’s position has six bases: coercive, reward, legitimate, process, information and representative (Schermerhorn, et al., 2003). The coercive power base is defined as being dependent on fear. A person will react to this power out of fear of the negative results that might occur. A manager has the power to suspend or terminate an employee this gives the manager coercive power over the employee. The opposite of coercive power is reward power. People comply with the wishes or directives of another because doing so produces positive benefits. In the organization context it can apply to promotions or favorable performanc...
So psychological empowerment measures the extent to which employees perceive they are allowed to use their own initiative and judgment in performing their jobs (Hartline and Ferrell, 1996). In sum, psychological empowerment reflects an active orientation to work, and pass on the notion that individuals not only want to, but are able to, shape their work role and context. Psychological empowerment is a process because it begins with the interaction of one’s personality characteristics within the work environment; then the interaction of environment with personality shapes the empowerment cognitions, which in turn motivate individual behavior (Spreitzer, 1995). Each dimension of psychological empowerment dimensions will be discussed with coming