Analysis Of The Issue

Describe about the Strategic Human Resources Planning?

Work places an important role in everybody’s live. It is quite difficult to lead and enjoy life without doing any work productively. However, there are some factors that actually lead to the drive our work. This decides whether the employee or the individual is satisfied or not with his or her work. This is what is generally termed as the job satisfaction. This job satisfaction is so important that its deficiency generally creates reduced and lethargic organizational commitments (Mafini and Dlodlo, 2014). Due to this absence of satisfaction, the employees generally quit the job and switch to other organizations. Further, the motivation actually drives the goals of an individual and lack of motivation drives dissatisfaction in the work (Seklecka, Marek and Lacala, 2013).

Based on this concept, the report would quote the analysis of the Gold Sands Hotel in Gold Coast. This report would begin by discussing the issues that the organization is facing being a five star hotel. Then, it would discuss some of the relevant motivational theories to link the employee satisfaction level with the organization. This report would be concluded by giving some recommendations to improve and a brief summary of overall discussion.

The Gold Sands Hotel in Gold Coast is one of the five star hotels that have huge percentage of Japanese guests and second largest with in Australia. However, it is found that the hotel, do not satisfy the Japanese guests compared to the Australian, that is the satisfaction level among the Japanese customers is lower compared to the Australians. The issues reported by the Japanese visitors are communication or language issue, not resolving issues like booking or tour and also constant dependence on the management before taking any decision that results in delay of resolving the issue. Apart from the customer dissatisfaction, the employees are also dissatisfied with the working environment of the organization. This is leading to high turnover rate at the hotel from past few years. Most of the employees shift to other similar organization after few months.

If the above issue is linked with the employee motivational theories, it can be stated that absence of motivation in the working environment is actually creating this issue. Employees reported that there is no proper reward system in the organization for their performance or effort they put in. According to Vroom’s expectancy theory, there exist three factors that develop a force of motivation for employees to work (Korzynski, 2013). These include instrumentality which mainly refers to employees’ perception about the receiving of their desire, promised by their managers, expectancy refers to various employee expectations about their capability and belief and lastly the valence factors that refer to the emotional orientations with the outcomes that are rewards (Belcourt, McBey and McBey, 2010). The formula of the motivation theory is as shown below in the figure:

Figure 1: Vrooms Expectancy Theory

Source: https://sites.google.com/site/motivationataglanceischool/vroom-s-expectancy-theory

Additionally, according to the theory of motivation of Taylor, employees principally work for getting money. His contention about scientific management passes on that basically doling out work to the workers is not profitable; rather it is imperative to connect the ability of the employees with the job performance. This persuades the personnel to put more exertion at work they are doing (Fernandez and Pitts, 2011). Thus, Gold Sand employees who put their best exertion in meeting the hierarchical targets ought to get higher pay.

Vroom’s Expectancy Theory

Further, the new comers in the organization have reported that there is absence of socialization and proper mentoring in the organization. Further, it is also reported that the organization do not meet the promises made during the interviews. Additionally communication is also another issue that the organization is facing. This issue can be linked with the theory of Elton Mayo (Roos and Van Eeden, 2008). According to Mayo, money or pay alone is not the single motivational factor; instead also the social needs of the employees should be taken care of. Actually, two main factors determine the motivation of the employees behind the work; that is – external factors like promotions, incentives, holidays etc, and internal factors like learning new skills and acquiring knowledge (Gilmore and Williams, 2009). Mayo recommends that there should always be a rational feeling between the employees and the managers (Mafini and Dlodlo, 2014). Effective communication can help to reduce the clash that can occur between the manager and employees due to deviation between feeling of productivity and feeling of emotions among the managers and the employees respectively (Korzynski, 2013). Similarly, the motivational theory of Frederick Herzberg states that the motivation of employees depends on two factors- extrinsic factors that are mainly forced by the external environment like socialization, work-life balance, working conditions etc and the intrinsic factors like career advancement, personal growth, promotion, sales incentives etc are the internal factors that force the employees to put in more effort as shown below in the figure. These two factors actually decide the satisfaction and dissatisfaction level of the employees in the organization (Kim and Min Park, 2014).

Figure 2: Herzberg Two Factors

Source: Elwood, 2013

Additionally, the Maslow’s Hierarchy theory as shown below:

Figure 3: Maslow’s Hierarchy Theory

Source: https://www.mirkocasagrande.com/maslows-hierarchy-of-needs/

All employees have prerequisites that must be fulfilled, and that they will work towards satisfying those needs (Yang and Kassekert, 2009). A need is the thing that a man requires. He expected these needs could be engineered by criticalness in a movement of steps known Maslow’s Hierarchy of needs (Franklin, 2010). There exist five different types of needs that every employee expects to be fulfilled by the organization (Gilmore and Williams, 2009):

Self- Actualization needs: This is the final need in the hierarchy where the employee tries to fulfil the actual desire or expectation in life. May be leading a team, or becoming a manager etc. (Sverke, 2009)

Esteem needs: This need mainly incorporated feeling of self-regard. These regards can be prestige, self-respect, achievement, reputation in the organization etc.

Belonging Needs: All employees feel to be recognized in a group they are working in. This need includes relationship with the co-workers and also the family members after work.

Safety Needs: Here, the employees need a physical and mental protection from the organization. Over stress can always cause to bad results.

Physiological Needs: These are the basic need, where the organization needs to pay a minimum wage to fulfil the basic needs like food, cloth, shelter.

Taylor’s Scientific Management

These are some of the needs that the hotel lacks in fulfilling. Further, it is also reported that performance management process is also not conducted in a formal way. It is generally conducted by the department head in an unstructured (Seklecka, Marek and Lacala, 2013). This shows that the Hotel lacks in following the five elements of performance management system that are setting clear objectives for the employees, effectively measuring the employee performance, giving proper feedback based on the result, setting reward system based on the outcome, and amending activities and objectives for coming future (Mafini and Dlodlo, 2014).

Figure 4: Performance Management System

Source: https://www.projectguru.in/publications/models-and-theories-of-performance-management-system/

According to Goal Setting theory of performance management, by setting proper goals for the employees, the managers can help to improve their performance and motivate them for their superior performance and effort. Setting goals make them realistic. Similarly, the expectancy theory states that the performance of an employee is mainly impacted by the expectation and these goals help them to modify their behaviour accordingly (Salaman, Storey and Billsberry, 2005). However, the Gold Sand Hotel lacks in all these functions.

The below mentioned recommendations can help to improve the issues:

The reward system of the Gold Sand should be linked with the Taylor’s motivational theory. The rewards packages should be based on the quarterly overall performance and the target meeting system of the organization. All the rewards should be cash amount that would give the employee money support and also motivate both their personal and professional life (Durkin, 2010).

Gold Sand should also implement “Taking break” framework. This would help the employees to socialize. During the working employees should get a Lunch Break of 1hour and an evening break of 15mins. Further a recreational break after working hours where the some indoor games can be arranged like carom, table tennis, etc for recreation. Further “Lifestyle Break” can be offered for maximum 4weeks were employees can go out for vacation, then a “career break” can be taken for 5 years where the employees can develop their career and can join back.

Every week, there should be one-one discussion with the supervisors in a formal way to understand the work issues and weakness of the employees. Further, a weekend meeting can help the employees to know about the latest job information and also value rewards.

It is also recommended to follow the job rotation process where the employees get a chance to work in other departments and get experience of other occupations (Faizan Mohsan, 2012).

An implementation of open door policy can help the organization to develop relationship and good communication among the employees and the managers (Heathfield, 2015).

Conclusion

In conclusion, this report has effectively highlighted the issues that the Gold Sand Hotel is facing presently being a 5 star hotel. The report starts by analysing the issues; each issue has been linked with the motivational theories and performance management theories to understand where the organization is lacking in. Then analysing all the issues, finally proper recommendations have been made that can help the organization to improve and increase the satisfaction level of the organization.

References

Belcourt, M., McBey, K. and McBey, K. (2010). Strategic human resources planning. Toronto: Nelson Education.

Durkin, D. (2010). How To Keep Employees Motivated. [online] Forbes. Available at: https://www.forbes.com/2010/09/16/employees-motivation-business-forbes-woman-leadership-communication.html [Accessed 17 Mar. 2015]

Faizan Mohsan,, (2012). Impact of job rotation on employee motivation, commitment and job involvement in banking sector of Pakistan. AFRICAN JOURNAL OF BUSINESS MANAGEMENT, 6(24).

Fernandez, S. and Pitts, D. (2011). Understanding Employee Motivation to Innovate: Evidence from Front Line Employees in United States Federal Agencies. Australian Journal of Public Administration, 70(2), pp.202-222.

Gilmore, S. and Williams, S. (2009). Human resource management. Oxford: Oxford University Press.

Heathfield, S. (2015). 7 Easy Ways to Motivate Your Employees. [online] About.com Money. Available at: https://humanresources.about.com/od/motivationrewardretention/a/employee_motivation.htm [Accessed 12 Mar. 2015].

Kim, S. and Min Park, S. (2014). Determinants of job satisfaction and turnover intentions of public employees: evidence from US federal agencies. International Review of Public Administration, 19(1), pp.63-90.

Korzynski, P. (2013). Employee motivation in new working environment. International Journal of Academic Research, 5(5), pp.184-188.

Mafini, C. and Dlodlo, N. (2014). The relationship between extrinsic motivation, job satisfaction and life satisfaction amongst employees in a public organisation. SA Journal of Industrial Psychology, 40(1).

Roos, W. and Van Eeden, R. (2008). The relationship between employee motivation, job satisfaction and corporate culture. SA Journal of Industrial Psychology, 34(1).

Salaman, G., Storey, J. and Billsberry, J. (2005). Strategic human resource management. London: SAGE in association with the Open University.

Seklecka, L., Marek, T. and Lacala, Z. (2013). Work Satisfaction, Causes, and Sources of Job Stress and Specific Ways of Coping: A Case Study of White-Collar Outsourcing Service Employees. Hum. Factors Man., 23(6), pp.590-600.

Sverke, M. (2009). The importance of the psychosocial work environment for employee well-being and work motivation. Scand J Work Environ Health, 35(4), pp.241-243.

Yang, K. and Kassekert, A. (2009). Linking Management Reform with Employee Job Satisfaction: Evidence from Federal Agencies. Journal of Public Administration Research and Theory, 20(2), pp.413-436.