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					 International Hospitality &
      Tourism Research
         Conference
           Spring 2010
Presented by: Daphne, Kevin & Steve
Employee Incentive Management in
      Xian’s Hotels, China
         Zhang, Xibei (Bruce)
          Date: May 2009
Outline
• Background Information
• Aim & Objectives
• Employee Incentive Management
• Incentive Theories
• Issues of Employee Incentive Management
• Findings
• Research Critique
• Q&A
Background Information




           Five Star hotel in Xian, China
  Aim




Employee Incentive Management Analysis in Xian, China
Objectives




   Foundations for Incentive Management
Objectives




    “Designs” ̴̴̴ Effective Incentive Systems
Objectives




     The Needs of Incentive Schemes
Objectives




     Common Incentive Programmes Use
Objectives




    Incentive Programmes in China Hotels
              Definition of
     Employee Incentive Management




Employee Motivation; Reward; Performance
(Beardwell & Claydon, 2007; Pinder, 1998; Mitchell, 1982)
               Functions of
      Employee Incentive Management




Employee Satisfaction      Customer Satisfaction
             (Harley & Hooman, 2007)
        Main Incentive Theories in History




        Content Theories VS Process Theories
(Maslow, 1943; Herzberg, 1968; Vroom, 2005; Beardwell & Claydon, 2007)
     Contemporary Method
    of Employment Incentive




Communication; Benefits; Teamwork
      (Boella & Goss-Turner, 2006)
 Individual’s inducement & implication
        for psychological contract




Interexchange of Employee’s Achievement
              (Feiertag, 2005)
     Concerned Issues of
employee incentive management




 Misunderstanding of Motivator
     (Chapman, 2007; Shi, 2007)
Key Findings

• Employee Incentive Scheme
“Training is the best motivation for employee from our hotel;
 training could develop employee personal skills and also
 help their future career.”

• Employee Incentive Factors
“You may copy our operation, but you cannot copy our
 culture.”
Key Findings

• Compensation
“For most employees, the salary is the most important
 aspect.”

• Training
“If you are not working hard on your job today, you will be
 working hard for searching a new job tomorrow.”
Key Findings

• Psychological Contract
“Managers should understand and trust their staff, praise
 staff excellent performance, and listen to advice and
 suggestions from staff impersonally. “

• Fairness
“Employee incentives must be fair but fairness doesn’t
 mean each employee has to have equal rewards.”
Research Critique

• Generalization

• Limitation

• Reliability
References
•   Adams, J.S., 1963, ‘Toward and understanding of inequality’, Journal of Abnormal and
    Social psychology, 67:422-436
•   Beardwell, J & Claydon, T, 2007, Human resource Management, 5th Ed,
•   Boella, M & Goss-Turner, S, 2006, Human Resource Management in the Hospitality Industry, 2nd
    Ed, MPG Books Ltd., Bodmin, Cornwall
•   Feiertag, H, 2005, Better business outlook a reason to think about incentives, Hotel & Motel
    Management; 4/18/2005, Vol. 220 Issue 7, p10-10, 1/2p
•   Hurley, R & Estelami, H, 2007, An exploratory study of employee turnover indicators as
    predictors of customer satisfaction, Emerald Group Publishing Limited, Vol.21, Issue 3, Page
    186-199
•   Maslow, A.H., 1943, ‘A Theory of Human Motivation’, Psychological Review, 50, PP. 370-96
•   Mitchell, T.R., 1982, ‘Motivation: New Directions for Theory, Research, and Practice’, Academy of
    management Review, Vol.7, No.1, January 1982, PP.80-8
•   Pinder, C., 1998, Work motivation in organization behavior. Upper Saddle River, NJ: Prentice
    Hall
•   Ray, R, 2004, the right reward, Business Travel World; Dec2004 Supplement, p20-21, 2p, 1c
•   Shi, L., 2007, ‘A Analysis of Stars Hotel compensation System optimizes Design’, Dongbei
    University of Finance & Economics, 10/12/2007
Thank You For Your Attention

				
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