Facilitating Customer Support at Radisson Hotels

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Table of Contents

Introduction
Literature review
Research design
Conclusions and Recommendations
References

Introduction

Radisson Hotel is located in a number of the developed countries across the globe. In a bid to provide guest with maximum satisfaction, the hotels experience a number of challenges, with high level of competition in the hotel industry being the major concern, especially in Dubai. This has influenced the position of Radisson Hotels in the range of the most successful hotels in the country as well as across the globe (Soltani, 2003, p. 349).

This research paper seeks to investigate the challenges that affect the implementation of suitable programs that are able to facilitate customers’ support. Therefore, this research paper aims at formulating ways which will aid in the improvement of the principle of management and services at Radisson Hotels in order to be in line with the peculiarities of the region.

The study will also seek to answer the following question, how does improving the principles of management and services in Radisson Hotels relate with the local peculiarities and problems experienced in Radisson Hotels in Dubai as well as across the globe?

The study is an explanatory one because it explains whether employee motivation can lead to high production to the firm due to increased performance by the employees. In addition, it will explain the vital factors which can motivate employees and ensure enhanced performance.

Literature review

According to Kingie & Mesci (2010, p.65), motivation varys across individuals because of the different perspective they hold. In occasionally, it is the duty of the leaders to motivate those who work under them if an organization has to succeed and dominate the market. Thus, employee motivation must be emphasized (Merwe

& Coetzee, 2009, p. 167; Scroll et al., 201, p. 481). On the other hand, managers need to realize that employee motivation is directly linked to job satisfaction which in turn ensures increased productivity (Lu, 1999, P.63).

Maxwell and Knox (2009, p.57), argue that the main challenge has always been how to identify the most important factors which can motivate their employees and ensure good performance. One of the most basic way of motivating employees is by training them on the contemporary issues in the hotel industry.

This improves their skills and in turn increases productivity. In addition, they can be offerred food vouchers and gifts because such benefits motivates them (Scroll et al., 2011, p. 481)

Theoretical framework

The study will emphasis on the issues raised in the literature. To begin with, it will draw a correlative investigation to analyse the relationship that exists between reward allocation and employee motivation.

This implies that, if these job attitudes differ, then they should relate to varying work outcomes. This is important because of the concern in the literature that these attitudes are often treated as distinct without enough evidence of this distinctiveness.

The study will also intend to provide additional knowledge into the correlation between employee participation and motivation since the study on this area is incomplete. Consequently, this calls for reforms on how employee motivation and job enrichment correlates to each other.

On a broad view the study will look at the relationship between the independent variable that is represented by reward allocation, participation and job enrichment while the dependent variable represented by employee motivation.

Hypothetical development

To be able to accomplish this study, the researcher has proposed the following hypotheses: that there be a relationship between employee motivation and service processes theory; technological innovation and employee motivation; good working conditions and employee motivation and lastly the relationship between work promotions and employee motivation.

Research design

Purpose of the study

The study will seek to establish the kind of the relationship that exists between employee motivation and the general performance of the hotel by testing the hypothesis: If employee motivation is increased, then the performance will also increase.

Type of investigation

The research will be a casual investigation that will be backed by literature review, which will seek to establish the correlation between employee motivation and Radisson Hotel’s performance. The leading question in the investigation will be; does employee motivation increase performance in the Radisson hotel?

Study setting

This study will be a contrived one because such setting will enable the researchers to have full control over the participants who will be filling the questionnaires (Soltani, 2003, p. 349). The researchers will be able to gather information required as soon as possible. The respondents will be required to answer only the questions posed in the questionnaires

Research Interference

In this study, the researchers will ensure that interference is minimized as much as possible. The financial motivation that is normally given to employees will not be tested as one of the variables. This will certainly interfere with the general flow of the investigation. For that reason, the researchers will use a contrived form of investigation.

Unit of Analysis

This study involves only one unit of analysis; an organization, which is the Radisson Hotel in Dubai. The researchers are seeking to establish factors, which can be implemented in the hotel in order to motivate employees and hence improve the hotel’s performance.

The researchers have anticipated that non-financial motivations such as employee applause, job rotation and promotions will be effective in motivating the employees (O’Cass & Grace, 2004, p. 260; Shivers-Blackwell, 2004, p. 680).

Time Horizon

This cross sectional study will be conducted for a period of 6 weeks, and all answers to the survey questions and interviews will be reviewed at the end of the study. The formulation of questionnaire will be based on the qualitative studies emanating from articles that are grounded with theories of branding, innovation, service processes, as well as motivational theory.

A Likert 5-level scale will be used to assess the questionnaire, and this will measure the attitude of the participants with regard to the relationship between the dependent variables mentioned above and employee motivation.

Measurement of Variables

The dependent variable, the employee motivation will be assessed using variables like employee appreciation, work redesign, work rotation, compensation and training among others. The validity and the reliability of this design will be analysed to ascertain the study holds a clear objective in either accepting or denying the hypothesis.

Sample size

The study will have one hundred participants who will be purely employees drawn from companies found in hotel industry. This sample size represents approximately one eighth of the total number of employees so as to avoid biasness (Lu, 1999, P.63).

Data Collection Method

The data collection will entirely involve administering questionnaires. The participants will be requested to demonstrate the highest level of honesty while answering the questions. To avoid bias, the participants will be picked at random.

Discussion of Expected Results

The managers and economists of Radisson Hotels in Dubai will analyze the expected results of the strategy, which will be used in concluding the processes of decreasing the level of guests’ satisfaction. The results should be consistent with Wang and Krakover (2008) findings: that there is a positive correlation between services processes theory and employee motivation.

Therefore, increasing the level of service for the employees in the Radisson Hotels entails employee motivation, customers’ satisfaction, and delivering the pledge.

Conclusions and Recommendations

Developing appropriate working environment is the major force, which drives the motivation of employees in Radisson Hotel. It creates a state in which employees can discover their natural potential. It helps the hotel management to prevent the emergence of an environment in which employees feel frustrated and underrated, and as a result they lose the sense of belonging to the hotel’s system (Kwortnik, 2008, p. 294).

However, the hotel needs to take care when creating good working environment. Otherwise, there could be a possibility that the improvement of working conditions may fail to yield the desired results.

Limitations

Even though the study will attempt to employ casual investigation of the problem using a user-friendly approach that would encourage the participants to be open to each other, some of the research studies are likely to remain imperfect because some respondents are always uncooperative (Harrington & Ottenbacher, 2011, p. 452).

This is normally evident when it comes to discussing teamwork as a motivational factor, perhaps due to the sensitivity of this area because some responses can be termed as biased when one tries to challenge the employees who have no talents at an individual level (Naon, 2010, p. 51).

References

Harrington, R. J., & Ottenbacher, M. C. (2011). Strategic management: An analysis of its representation and focus in recent hospitality research. International Journal of Contemporary Hospitality Management, 23(4), 439 – 462.

Kingir, S., & Mesci, M. (2010). Factors affecting hotel employees’ motivation. Serbian Journal of management 5(1), 59-76.

Kwortnik, R. J. (2008). Shipscape influence on the leisure cruise experience. International Journal of Culture, Tourism and Hospitality Research, 2(4), 289- 311.

Lu, L. (1999). Work motivation, job stress and employees’ well-being. Journal of Applied Management Studies, 8(1), 61-73.

Maxwell, R., & Knox, S. (2009). Motivating employees to live the brand: A comparative case of employer brand attractiveness within the firm. Journal of Marketing Management 25(9/10), 55-71.

Merwe, W., Basson, J. S., & Coetzee, M. (2009). Non-financial recognition: Exploring employees’ preferences in a South African information technology organization. South African Journal of Labor Relations, 33(2), 75-99.

Naon, R. C. (2010). Modalities of non-financial motivation of employments within organizations. Annals of the University of Petrosani Economics, 10(4), 41-54.

O’Cass, A., & Grace, D. (2004). Exploring consumer experiences with a service brand. Journal of Product & Brand Management, 13(4), 257–268.

Schroll, A., & Mild, A. (2011). Open innovation modes and the role of internal R&D: An empirical study on open innovation adoption in Europe. European Journal of Innovation Management, 14(4), 475–495.

Shivers-Blackwell, S. L. (2004). Reactions to outdoor teambuilding initiatives in MBA education. Journal of Management Development, 23(7), 614 – 630.

Soltani, E. (2003). Towards a TQM-driven HR performance evaluation: An empirical study. Employee Relations, 25(4), 347 – 370.

Wang, Y., & Krakover, S. (2008). Destination marketing: Competition, cooperation or competition? International Journal of Contemporary Hospitality Management, 20(2), 126 –141.

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