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Showing posts with the label training and development

Hotel Management and Service Improvement Through Job Embeddedness

Casa del Mar Hotels and resorts hire a higher percentage of service employees and are constantly seeking ways to improve on service delivery. To create seamless service it is necessary to have stronger performance the moment the bell person takes the customers bags to the server who delivers their order. Research in job embeddedness helps to highlight how training, empowerment, and rewards can lead to higher levels of performance by service workers. Yet this research also indicates that rewards and training may not be the most important consideration. Job embeddedness is a concept that refers to, “the combined forces that keep a person from leaving his or her job” (Yao et. al, 2004,pp. 159). This concept can include compensation, organizational fit, personal abilities, management style, etc… The concept is closely associated with employee satisfaction in terms of how and what employees feel about the organization. Turnover rates and poor performance can be expensive fo

Developing Strong Socialization Processes in the Workplace

New employees are often confused about the expectations and requirements of their new positions and the organization where they work. These uncertainties result in feelings of stress, confusion, anxiety, awkwardness and uneasiness (Louis, 1980). Such feelings create insecure inaction that begins to clear up the longer the employee is employed. Yet managers can speed up the socialization process by developing stronger communication networks and transference of information through a proper socialization process. One of the first things new employees look for to clear up this confusion is a point of reference. This typically is the person they are first introduced. Such points of reference are based upon interpersonal communication and the information they can secure through the work network. This point of reference is fostered from another employee, organizational information, or their managers (Barge & Schlueter, 2004). It is important for managers to understand precisel