|
If a satisfied, motivated
workforce is the key to success, what is the key to
creating a satisfied, motivated workforce? In research we have
conducted with a variety of hotels and hotel companies, the results
are consistently the same. The key to creating a satisfied, motivated
workforce is to create a positive, supportive work environment for the employees.
In our employee satisfaction research, we focus on the
relationship of variables and factors to employee satisfaction. We
analyze survey items and group similar variables into factors, or
dimensions of satisfaction. The emergence of factors is based
entirely on the number and context of survey items.
Based on a standard survey, we found that nine factors emerged.
These factors are: hotel/organization, work climate,
department/work group climate, departmental communication,
supervisory communication, personal feedback, job introduction,
empowerment, role clarity, and compensation. In nearly every
case, the compensation factor (pay and benefits) received the lowest
performance score. But when we look at the relationship of factors to
overall satisfaction through correlation or regression, compensation is
generally nearer the bottom of the list. The factors that rise to the top
are the factors that deal with the work environment, departmental/work
group climate and hotel/organization work climate. These factors are made
up of questions that address respect (“other employees respect me” and
“managers respect me”), supervisory interaction (“my manager listens
to me” and “my manager offers guidance for job-related problems”)
and teamwork (“my department/hotel works together as a team”).
|
If we borrow from Herzberg’s taxonomy, compensation can be
considered a “dissatisfier,” something that can create
dissatisfaction but has little upside (unless carried to an unrealistic
extreme). The work climate is a “satisfier,” something that can
create satisfaction and loyalty.
Consider the situation. If an employee feels that there is a negative
work environment, they are most likely miserable as they come to
work each day, showing up to “punch the clock.” They are not
looking forward to their workday and are probably considering other
employment. Compensation may be irrelevant in this scenario. If
compensation is poor, the employee is likely to leave employment
sooner. If compensation is fair, the employee is likely to hang
around. But is a “hanging-around” employee the employee you need?
The “I am satisfied with my pay but miserable in my worklife” situation
is not a situation that provides for a motivated workforce.
Consider the reverse situation. If an employee feels that they are
respected in their department/hotel, they are more likely to enjoy
coming to work where they feel a part of a team. They are more
likely to initiate positive action and contribute to the team effort
because they know their efforts are appreciated. Compensation may
again be irrelevant. If compensation is poor, the employee may have to
make a personal decision on future employment, but they will be more
likely to put forth a positive effort while they work. If compensation is
considered fair, you have a satisfied, loyal employee.
Dr. Dan Mount, CHA from the Penn State School of Hospitality
Management, is also an honored UniFocus Research Advisory Board Member.
Reprinted from FocusEd, Fall 2004 edition.
|
