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Introduction
One of the most important things to highlight in managing workplaces in industries today is the ability of superiors to maximize the potentials of their employees. Managers play a vital role in supervising the conflict and change in the workplace that specifically points out to hospitality industry. The principles of empowerment should be evaluated in order to comprehend with the issues relating to hotel and resort industry.
Hospitality industry is a large industry, which basically requires a thorough supervision in three distinct areas. The industry consists of management, servers and the kitchen workers that have significant roles in the operation of the whole establishment (Wood, 1992). It has been noted that implementing the strategies in the industry is a very much effective way of confronting the critical challenges that are faced in the workforce. It has identified the strategies used by the representatives of the industry from different hotel and resort industries with regard to the efforts and challenges of implementing workforce related strategies to solve the conflicts (Boxall, 1997). However, some challenges that they face are quite intricate for a single firm to solve and thus it needs to be affiliated with other firms to be able to come up with an effective management where in issues in hospitality industry should be evaluated. How managers implement workplace empowerment is important with the variations in the industry. Conflicts that may arise between the workplaces should be evaluated to as one of the grounds for an effective management. It depicts a greater responsibility for the managers to develop a full comprehension of the strategies that backs up its principles.
Discussion
Effective management in hotel and resort industries include the consideration of issues relating to the factors such as the image, recruitment, retention, language skills, soft skills and regular training for the employees (Hogan, 1992). Hospitality accounts for the careers that are possible for all the qualified workers and hence the firm should expand in this sense with the consideration of maintaining a good image for the people especially the youth. Recruitment should also be seen as an important factor to be addressed as it is widely seen in youths. Efforts should be on the recruitment strategy in order to achieve the employment demands (Barrows, 1990). Also, a challenge in a hospitality industry considers retention. Usually, hotel and resort industries have had difficulties in maintaining the skilled workers that contributes for the success of the organization. This is because of the negative images that are depicted from a specific firm and thus affects other firms. This should be put on a highlight when supervising the conflicts and challenges on the management (Sarabakhsh, Carson and Lindgren, 1989). Language skills are also a requirement in which effective management runs through. Large percent of the hospitality industry needs further trainings and development when it comes to its workforce because of the fact that they barely speak and rely more on the actions and roles that they perform. This may respond to a good customer service that can be found in the workplace with the consideration of being in the hospitality industry (Sarabakhsh, Carson and Lindgren, 1989). Communication is a key factor that may lead the business to its success and thus drops the gap between cultures. Being in a hospitality industry requires its people to promote uniformity and minimizes divergence between its key players. Thus further trainings have to be implemented to address this issue before implementing empowerment in the workplace.
Soft skills, in contemporary business’ perspectives, are often a need for accomplishing a customer-oriented field. Scenarios in hotel and resort industry are very much acquainted with its guests and empowerment in the workplace is essential. This can be done through regular trainings and certifications of skills. The industry calls for consistency and portability where in trainings and skills development are given importance. A lot of employers today are empowering their workplaces by giving their employees internal training programs which sometimes are difficult to keep an eye on because of the acquired skills (Haynes and Fryer, 1999).
Indeed, effective management of conflict and change in the workplace of hospitality industry needs a deep comprehension and ability to implement empowerment principles within the hotel and resort industry. The behaviour of an organization should be carefully scrutinized to be able to perform corresponding actions on the strategy (Iverson and Roy, 1994). Taking for consideration the perspectives of the theories of human behaviour fulfils some part of the conflicts and change in the workplace. Differences among individuals obviously accounts for the roles that they play in an organization. But there are specific principles that need to be identified and reflect with varying individual perceptions. Understanding the irregularities in a workplace allow certainty just like for example in a hotel and resort industry, managers have to predict continuously what the guests expect from the business with the changing mode of trends. Many people depend on the level of skill required in a modern workplace which consequently accounts for empowerment (Sarabakhsh, Carson and Lindgren, 1989).
In hospitality industry, employees need to understand their position and how they are able to contribute to the growth of the company and to their success as an individual employee as well (Purcell and Quinn, 1995). One important thing to give emphasis on is the feedback. It provides appropriate and certain information regarding the performance of an employee through the experiences and observations by their superiors that probably may account for a positive identification or a helpful response. It may strengthen the lines between the employee and the company and thus the whole workplace. A well-organized feedback caters to an open communication between the two and administers the links of information which helps identify the training needs and opportunities for the workplace (Hogan, 1992). Knowing the performance of an employee does matter for the whole business environment. This does not imply competition internally though, but is a way of setting the workplace into a higher level.
The association of feedback in a firm recognizes a job well done. In addition to, superiors should initiate the feedback and for the performance of their employees and be bale to define accord evaluation for each cases. The superiors should also do looking for opportunities taking into consideration the changes that the firm encounters. The hospitality industry scopes varying set of enterprises that gives hospitality services in which the employees perform roles that has something to do with satisfying customers through accommodations, meals and drinks and this emerges in the market where challenges for the managers (Marchington and Harrison, 1991). With that in mind, workplace in this industry needs further development of successful techniques that will be accounted for each employee’s benefits and how their career path maintains its growth.
Diverse it may seem but a good strategic management can answer the requirements of a successful hospitality industry. A number of people that works in the hospitality industry are not working for full time and this is a growing trend (Hogan, 1992). This signifies the realities of the industry where in a need for an effective management on the changes should be taken account. The shifts of schedules are usually in this case and largely needs considerable attention for the managers. This is upon looking into the sense of predictability. Thus, managers should be able to identify the needs of the employees and serve as a way of strengthening the workplace (Timmo, 1993). Thinking of the ways to maintain the skilful workers in the organization is indeed a great idea that will be very essential for the whole industry. Workplace is comprised of the employees and employees then should be treated accordingly in order to perform well.
Conclusion
Hotel and resort industry requires as much as a lot of efforts to maintain its capabilities to operate as a hospitality industry. Managers need to take into considerations the key factors in order to maintain the efficacy of the strategies in managing the conflict and changes in the workplace. Basically, extensive understanding of the whole situations in the workplace is attributed for the empowerment principles of the organization and establishment of consistency with regard to trainings. For many people, success in career is largely a task of the skills in understanding each vital role in a workforce (Marchington and Harrison, 1991). This affects the total system and greatly needs a thorough understanding of how each should be driven into a customer-oriented industry which is the hospitality industry. Typical managers do not think of managing the employees in a given tie as they have but nowadays, it is important to build rapport with the workforce in order to satisfy empowerment.
Effective management account for extensive comprehension of what the firm needs and for its success and the needs of the employees which will drive the workplace into a higher level. Development of the strategies should also maintain consistency with what other firms are implementing in order to pattern the existing and new trends in the industry. The ability of the organizations to implement workplace empowerment caters to the relationship of the employers and its employees (Marchington and Harrison, 1991). More often than not, team building is included in the effective management of conflict and changes in the industry. Trainings and seminars are to ensure that the employees are skilled enough for their respective positions and team building is for the rapport inside the organization.
Thus, it is true that a deep understanding is needed for the firms to implement empowerment in workplaces, as it has to consider different factors and identify vital roles in the business. The skills and abilities of the employees and the efficacy of the managers in implementing their management strategies can identify the level of the workplace. However, in contemporary businesses, innovation on the use of strategy should be carefully observed in order to respond to the ongoing trends among hospitality industry. This entails the adaptation of principles which will be effective as an over all management techniques that covers the organization and the employees.
References
Barrows, C. (1990). Employee turnover: Implications for hotel managers. F.I.U. Hospitality Review, pp. 24-31.
Boxall, P. (1997) Models of employment and labour productivity in New Zealand: An interpretation of change since the Employment Contracts Act. New Zealand Journal of Industrial relations, 22(1): 2-36.
Haynes, P. & Fryer, G. (1999) Effectiveness of quality-focused human resource management strategies: A hospitality industry case study. Paper presented to the CHME/EuroCHRIE Conference, University of Surrey.
Hogan, J. J. (1992). Turnover and what to do about it. The Cornell Hotel and Restaurant Quarterly, pp. 40-45.
Iverson, R. D., & Roy, P. (1994). A causal model of behavioral commitment: Evidence from a study of Australian blue-collar employees. Journal of Management, 20, 15-41.
Marchington, M. & Harrison, E. (1991). Customers, competitors and choice: employee relations in food retailing. Industrial Relations journal, 22(4): 286-99.
Purcell, K., & Quinn, J. (1995). Careers and choices in hospitality management: An international survey. London: International Hotel Association.
Sarabakhsh, M., Carson, D., & Lindgren, E. (1989). The personal cost of hospitality management. The Cornell Hotel and Restaurant Quarterly, pp. 73-76.
Timmo, N. (1993) Employment relations and labour markets in the tourism and hospitality industry. International Journal of Employment Studies, 1(1): 33-50.
Wood, R.C. (1992) Working in hotels and catering. Routledge, London.
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