- Autor
- Wszendybył-Skulska Ewa (Jagiellonian University in Krakow, Poland)
- Tytuł
- Motivating Hotel Employees in Poland
Motywowanie pracowników hoteli w Polsce - Źródło
- Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, 2019, nr 10 (63), s. 235-247, tab., bibliogr. 37 poz.
Research Papers of Wrocław University of Economics - Słowa kluczowe
- Hotelarstwo, Motywowanie pracowników, Technologia, Praca
Hotel industry, Motivating employees, Technology, Labour - Uwagi
- Klasyfikacja JEL: J81, L83, M12
streszcz., summ. - Abstrakt
- Ważne miejsce w literaturze przedmiotu zajmują analizy dotyczące skutecznych sposobów motywowania pracowników. Przez wiele lat badania nad motywacją do pracy dotyczyły głównie płac. Współcześnie coraz większą uwagę skupia się na wykorzystywaniu w procesie motywacji narzędzi pozafinansowych. Motywowanie pracowników do pracy w hotelu obejmuje obecnie wiele spersonalizowanych instrumentów motywacyjnych. Celem niniejszego opracowania jest sprawdzenie, jakiego rodzaju motywatory są najczęściej wykorzystywane przez zarządzających hotelami w Polsce w motywowaniu pracowników liniowych. Badania wykazały, że hotelarze w Polsce najczęściej stosują takie motywatory, jak atmosfera pracy, relacje interpersonalne, okazywanie szacunku i uznania, nagrody i premie, wynagrodzenie, elastyczny czas pracy. Najrzadziej stosowane są zaś rozwiązania cyfrowe mogące wspomóc codzienną pracę pracowników, komunikację ze współpracownikami i przełożonymi oraz ich rozwój.
Research into the effective ways of motivating employees occupies an important place in the literature of the subject. For many years the research on motivation to work has mainly been focused on the payment. Nowadays, more and more attention is given to using the non-financial tools in the motivation process. Today, motivating employees to work in the hotel industry includes a number of personalized incentive instruments. The purpose of the study is to check what types of motivators are most often used by hotel managers in Poland to motivate line employees. The research has shown that hoteliers in Poland most often use such motivators as work atmosphere, interpersonal relations, showing respect, rewards and bonuses, salary, and flexible working hours, while the least used are those based on digital solutions that can support the daily work of employees, communication with colleagues and superiors and their development. - Dostępne w
- Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie
Biblioteka Główna Uniwersytetu Ekonomicznego w Poznaniu - Pełny tekst
- Pokaż
- Bibliografia
- Çetin, I. (2013). Motivation and its impact on labour productivity at Hotel business "a conceptual study". International Journal of New Trends in Arts, Sports & Science Education, 2(1), 70-79.
- Cheng, A., and Brown, A. (1998). HRM strategies and labour turnover in the hotel industry: A comparative study of Australia and Singapore. International Journal of Human Resource Management, 9(1), 136-154.
- Consultants of Hospitality Administrators International. (2012). The employee turnover - the challenge. Retrieved 12 September 2019 from http://www.cha-international.com/The-Hotel-Employer-Turnover
- Deery, M. A., and Shaw, R. N. (1999). An investigation of the relationship between employee turnover and organizational culture. Journal of Hospitality & Tourism Research, 23(4), 387-400.
- Deloitte. (2017). Rewriting the rules for the digital age (Deloitte global human capital trends report). Deloitte University Press.
- Deloitte. (2019). Leading the social enterprise. Reinvent with a human focus (Deloitte global human capital trends report). Deloitte University Press.
- DiPietro, R. B., and Condly, S. J. (2007). Employee turnover in the hospitality industry: An analysis based on the CANE model of motivation. Journal of Human Resources in Hospitality & Tourism, 6(1), 1-22.
- Enz, C. A. (2001). What keeps you up at night? Key issues of concern for lodging managers. Cornell Hotel and Restaurant Administration Quarterly, 42(2), 38-45.
- Eurostat. (2017). Tourism industries - employment in 2016. Retrieved from: https://ec.europa.eu/eurostat/statistics-explained/index.php/Tourism_industries_-_employment#The_tourism_industries_employ_over_13_million_people_in_the_EU
- Gordon, S., and Adler, H. (2017). Employee perceptions of well-being and organizational wellness offerings: A study of line-level employees in select-service hotels. Journal of Human Resources in Hospitality & Tourism, 16(3), 308-330.
- Karatepe, O. M. (2009). The effects of involvement and social support on frontline employee outcomes: Evidence from the Albanian hotel industry. International Journal of Hospitality & Tourism Administration, 10(4), 326-343.
- Karatepe, O. M., Beirami, E., Bouzari, M., and Safavi, H. P. (2014). Does work engagement mediate the effects of challenge stressors on job outcomes? Evidence from the hotel industry. International Journal of Hospitality Management, 36, 14-22.
- Karatepe, O. M., and Uludag, O. (2007). Conflict, exhaustion, and motivation: A study of frontline employees in Northern Cyprus hotels. International Journal of Hospitality Management, 26(3), 645-665.
- Kingir, S., and Mesci, M. (2010). Factors that affect hotel employees motivation, the case of Bodrum. Serbian Journal of Management, 5(1), 59-76.
- Korzynski, P., Mazurek, G., and Haenlein, M. (2019). Leveraging employees as spokespeople in your HR strategy: How company-related employee posts on social media can help firms to attract new talent. European Management Journal.
- Kovach, K. A. (1987). What motivates employees? Workers and supervisors give different answers. Business Horizons, 30(5), 58-65.
- Lee-Ross, D. (2005). Perceived job characteristics and internal work motivation: An exploratory cross-cultural analysis of the motivational antecedents of hotel workers in Mauritius and Australia. Journal of Management Development, 24(3), 253-266.
- Leisink, P., and Steijn, B. (2009). Public service motivation and job performance of public sector employees in the Netherlands. International Review of Administrative Sciences, 75(1), 35-52.
- Maroudas, L., Kyriakidou, O., and Vacharis, A. (2008). Employees' motivation in the luxury hotel industry: The perceived effectiveness of human-resource practices. Managing Leisure, 13(3-4), 258-271.
- Mhlanga, O. (2018). Customer experiences and return patronage in airport hotels: Evidence from OR Tambo International Airport, South Africa. Acta Commercii, 18(1), 1-11.
- Pandey, S. K., Wright, B. E., and Moynihan, D. P. (2008). Public service motivation and interpersonal citizenship behavior in public organizations: Testing a preliminary model. International Public Management Journal, 11(1), 89-108.
- Pizam, A. (2015). Salaries and wages in the US lodging industry: Are they as low as the general perception? International Journal of Hospitality Management, 51, 157-158.
- Polski LinkedIn w liczbach. (2019). Retrieved from https://sharebee.pl/blog/polski-linkedin-w- liczbach-2019.)
- Ritz, A. (2009). Public service motivation and organizational performance in Swiss federal government. International review of administrative sciences, 75(1), 53-78.
- Romer, H. (2014). Best practices for BYOD security. Computer Fraud & Security, (1), 13-15.
- Rowley, G., and Purcell, K. (2001). 'As cooks go, she went': Is labour churn inevitable? International Journal of Hospitality Management, 20(2), 163-185.
- Sarzyński, K. (2016). Bring Your Own Device (BYOD) - szansa czy zagrożenie dla przedsiębiorstwa? Organizacja i Zarządzanie: Kwartalnik Naukowy.
- Smith, D. (2015). Most people have no idea whether they're paid fairly. Harvard Business Review, (12).
- Society for Human Resource Management and Global Force. (2018). SHRM/Globoforce employee re- cognition report, 2018.
- Szafrański, A., and Piasta, J. (2019). Stres w pracy hotelarza. Retrieved 9 September 2019 from http://www.e-hotelarstwo.com/tematy/raport?more=1847466946
- Tang, T. L. P., and Chiu, R. K. (2003). Income, money ethic, pay satisfaction, commitment, and unethical behavior: is the love of money the root of evil for Hong Kong employees? Journal of Business Ethics, 46(1), 13-30.
- Taylor, B. M. (2015). The integrated dynamics of motivation and performance in the workplace. Performance Improvement, 54(5), 28-37.
- Tokarz-Kocik, A. (2018). Motivation as a source of human resource risk in hospitality enterprises. Theoretical approach. Journal of Economic and Social Development, 5(2), 44-53.
- Wasike, M. C. K., and Ndivo, R. M. (2015). Efficacy of motivation strategies in addressing employee motivation needs in Kenya's hotel sector. African Journal of Hospitality, Tourism and Leisure, 4(1), 1-10.
- Wszendybył-Skulska, E. (2013). Motivácia a odmeňovanie zamestnancov v hotelierstve. Ekonomická Revue Cestovného Ruchu, 46(2).
- Wziątek-Staśko, A. (2016). The extent of managers' motivation as a determinant of leadership quality. Ekonomia i Zarządzanie, 8(1), 37-46.
- Yeboah, M. A., and Abdulai, A. (2016). Evidence of Herzberg's motivation - hygiene theory in small and medium enterprises through the lens of a three-star hotel. International Journal of Research -GRANTHAALAYAH, 4(11), 23-36.
- Cytowane przez
- ISSN
- 1899-3192
- Język
- eng
- URI / DOI
- http://dx.doi.org/10.15611/pn.2019.10.17