This article discusses the practices that hotels can implement to attract and retain hotel attendants. It covers topics such as career advancement opportunities, fair remuneration, staff empowerment, and competitive remuneration packages.
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Running head: STAMFORD PLAZA SYDNEY AIRPORT1 Stamford Plaza Sydney Airport Student name: Student ID: University name:
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Stamford plaza Sydney Airport2 Introduction This is a hotel that is reported to be among the top 5 prestigious hotel located in Australia. Its convenient location enables it to provide quality services to travelers who come in the city. The services that they provide are dining services, gymnasium, sauna and conference rooms. All rooms are equipped with televisions and Wi-Fi to make hotel environment attractive. It has received Skytrax award to approve its unique services that it offers to its potential customers. The reflexive journal will analyze hotel practices that attract, retain, empower hotel attendants. Competitiveness of its remuneration packages will also be discussed. Practices that attract and retain workers Opportunities for career advancement Different employees have different skills that fit their job description. The hotel should provide opportunities that enable attendants to learn and grow in their career. This will be an added merit of attracting and retaining hotel attendants. According toDhar, (2015), the hotel can achieve this throughtraining and development forums. Fair remuneration Compensations awarded to employees is also a method of attracting and retaining workers (Martin & Ottemann, 2016). Underpayment for the rendered services increases the chances of attendants quitting the organization completely. Better salaries attract new and existing attendants to work towards achieving hotel mission of making profits. Staff empowerment It is a management strategy that entails allocation of required resources that will ebable attendants to make decisions without manager’s supervision. To empower staffs, efficient communication concerning company’s objectives and missions will enable attendants to work towards the hotel goal. Feedback concerningattendant performance must be communicated and those working towards the hotel goals must be recognized and rewarded to motivate them(Choi etal., 2016).Staffs can also be empowered through trainings. An organization can invest in training opportunities that increase skills and competencies of attendants. Acquired skills
Stamford plaza Sydney Airport3 improves hotel operation. Empowerment reduce supervision and promotes creativity and innovations among hotel attendants. Remuneration packages These are benefits that hotel attendants receive in addition to their salaries. The benefits include accommodation and meals allowances (Rathnayaka, 2017). If the hotel offers competitive remuneration packages, it will attract new workers and retain existing attendants. These packages are motivating mechanisms that enable workers to contribute their best efforts towards the hotel targets. Conclusion It is evident that organization put in place measures that attract and retain their workforce. Attendants weigh strategies put in place in accordance with their standards and decide whether to join or quite the hotel. Hotel attendants must be provided with opportunities for enhancing attendants career path to prevent them from looking for greener pastures. Empowering attendants built their trust and confidence in making decisions towards hotel targets. Care should be taken when giving sensitive information for decision making. Remuneration packages should be competitive enough to attract and retain hotel attendants.
Stamford plaza Sydney Airport4 References Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational commitment.Tourism Management,46, 419-430. Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment.Human resources for health,14(1), 73. Martin, T. N., & Ottemann, R. (2016). Generational workforce demographic trends and total organizational rewards which might attract and retain different generational employees.Journal of Behavioral and Applied Management,16(2), 1160 Rathnayaka, G. U. (2017). Organizational Factors Determine Employee Turnover of Health Care Sanitary Employees A Survey of a Sri Lankan Hospital.