EMPLOYEES' MOTIVATION

An investigation into the impact of recognition on employees' motivation in Westin Resort

Table of Contents

Abstract3

Chapter 14

Introduction4

Chapter 29

Literature Review9

Overview of Westin Resort10

Talent management and management development12

Factors Influencing Management Development in Hospitality and Tourism15

Important work performance variables for resort employees20

Job satisfaction drivers22

Managerial Skills and Competencies25

Hospitality Management Careers28

Hospitality Management Development Practices30

Chapter 334

Methodology34

Supervisor Ties39

Coworker Ties41

Stranger pairs42

Chapter 444

Results and Findings44

Chapter 548

Discussion48

Chapter 651

Conclusion51

References55

Abstract

This paper sets out to examine the relationship between work performance and job satisfaction within Front Office department in Macao's Westin Resort and to attempt to determine how job satisfaction may be enhanced to improve work performance and to provide an inventory of leader behaviors likely to enhance employees' innovative behavior, including idea generation and application behavior.

Chapter 1

Introduction

The twenty-first century has ushered in changes that have been both unprecedented and unpredictable in many sectors of the business world, including the hospitality and tourism industry. Globalization, technological advances, and worldwide economic crises, among others, have put the hospitality and tourism industry in an environment of uncertainty and unpredictability, which calls for different management and educational mindsets in order to achieve success. Gone are the days when textbooks and conventional wisdom are consulted and referred to when prescribed solutions are needed (Russell and Murphy, 2004) particularly in an environment in which the only condition we can be certain of is uncertainty.

The nature of the business environment we are now confronting calls for a different set of management qualities, of which entrepreneurship, leadership, adaptability, risk-taking and creativity (thinking out of the box) must be the vital components. Indeed, such entrepreneurial-type people will be highly sought after because they are likely best suited for the turbulent economic conditions of today and tomorrow (Macoby, 2001; Russell and Murphy, 2004). To survive, the new global economy must be an entrepreneurial economy where entrepreneurial leadership will take center stage (Zahra, 1999). In order to be an effective and successful leader in such an ever-changing business environment, hospitality managers must demonstrate these management qualities in their work environment.

One challenge confronting hospitality researchers and educators is to make certain that their efforts in research and teaching address these changing needs (Russell and Murphy, 2004). Examples of leaders in the history of hospitality and tourism industry, such as Conrad Hilton, Walt Disney, Kemmons Wilson, and J. Willard Marriott, have provided us with valuable lessons we can learn from. In addition to these leaders with global significance, there are also regional leaders who are lesser known but whose leadership skills and entrepreneurial spirit are equal to, or perhaps even more, exceptional.

Mr Harris Rosen, President and CEO of Rosen Hotels and Resorts in Orlando, Florida, embody such an example. He has demonstrated entrepreneurial and leadership qualities, such as seeing opportunities in times of economic downturn, creativity and risk-taking, that have made his business successful over the past several decades, a benchmark for success in an ever-changing and competitive business environment. He has also earned tremendous respect in Central Florida for his passionate support and dedication to education, as well as his philosophy of giving back to ...