11 times more growth in EPS than did organizations with a ratio of slightly

11 times more growth in eps than did organizations

This preview shows page 15 - 17 out of 36 pages.

11 times more growth in EPS than did organizations with a ratio of slightly less than one engaged workers (Ott, 2007). Employee Engagement Practices in Full Services Hotels Hotels can break down into three main categories: full - service hotels, select - service hotels and limited - service hotels. These three types of hotel settings differ in budgetary and amenity -related differences. Limited - service hotels have lower room rates because these hotels cater to budget - conscious travelers. Whereas, full - service hotels demand a larger staff and facilities to accommodate guests with more luxurious amenities needs. Full - service hotels cater to more conference and business - type travelers. Typically, full - service hotel like a Marriott or Hilton offers its guest services such as bed turn - down, newspaper delivery, security guards, wake - up calls, room service and a shuttle to and from an airport or other nearby attractions. Limited - service hotel generally offers few services (“Full - Service”, 2015). STR Global defines full service hotels as generally mid - price, upscale or luxury hotels with a restaurant, lounge facilities and meeting space. Full service hotels offer minimum service levels, bell service, and room service (STR Global, 2015). Full - service hotels have at least one cocktail lounge and restaurant, and other facilities like spas and banquet rooms, dry cleaning and 24 - hour valet service (“Full - Service”, 2015). Employee Engagement Programs In general, full service hotels have realized the importance of human capital in differentiating themselves. These hotels consistently develop new practices and implement programs to improve level of engagement within their organization. In search of literature
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12 regarding employee engagement programs applied in full service hotels, four areas will be examined: employee communication, performance management, recognition and benefits, and corporate social responsibility. Employee communication. Kahn (1992) proposed communications as one of antecedents to influence employee engagement. MacLeod and Clarke (2009) also considered communication as a significant factor of engagement to increase employee performances. The effectiveness of communication, especially internal communication, directly decides whether engagement or disengagement occurs (Bakker, Albrecht, & Leiter, 2011). Hotel organizations strive to address issues of internal communications through setting up well - designed internal communication programs. Well - designed internal communication programs can successfully express values of the organization, as well as connect employees with business objectives. Hotel organizations establish employee communication channels as a bridge between employees and management. At Wynn Las Vegas/ Encore, the company creates an employee communication channel called The WIRE, which is a forward thinking, cutting edge employee intranet and is designated to provide important information employees need. This channel is accessible from work or home to read featured articles, news and alerts, to find
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