Employee Motivation Strategies: Applying Ritz-Carlton's Model

This report investigates employee motivation strategies, emphasizing the Ritz-Carlton approach. It highlights the importance of employee engagement, the benefits of fostering a sense of ownership, and the impact of leadership in motivating employees. The report suggests applying Ritz-Carlton's methods to enhance employee performance and job satisfaction, ultimately leading to improved business outcomes. It references academic sources to support the ideas and provides a detailed analysis of how motivation affects the workforce. The study focuses on how employee motivation increases effort, commitment, and innovation within a company. This report suggests methods to increase staff enthusiasm by encouraging employees to go beyond their responsibilities and work with the company. The report also considers the importance of the employee’s self-identity in the company.

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Recruiting the right candidate for the right job is not a complete assurance of best
performance Christensen (Hughes, & Rog, 2008). The qualified employee needs to be
motivated in order to do their best (Lazaroiu, 2015). Therefore, my recommendation is to
motivate employees based on Ritz-Carlton’s approach to their workforce and I believe the
same can be applied to Polynesian spa Rotorua. An example of employee motivation strategy
used by Ritz-Carlton is to permit them to instill a sense of ownership through employee
motivation. This will make the employees feel the company is theirs and it is part of their
own self-identity.
Ritz- Carlton leadership center (Paryani, Masoudi, & Cudney, 2010) achieves employee
motivation through encouraging each employee to go above and beyond the expected in order
to develop an exceptional, long-lasting and individual association with their clients. This will
also encourage the staff to volunteer ideas, methods and innovative solutions for problems
(Saco & Goncalves, 2008), thus creating satisfaction and enhance employees’ motivation to
work (Delmar & Wiklund, 2008). The study by Nohria, Groysberg, & Lee (2008) found out
that employees are best motivated by first winning their confidence and they will focus all
their energies to work.
Employee motivation is the extent to which employees bring their effort, commitment, and
innovation to their jobs (Briscoe, Tarique, & Schuler, 2012). Thus, if employee motivation is
applied to spa employees, its personnel will have a sense of identity with the business which
will then give them the motivation to focus all their energies to their jobs and thus make a
difference.

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References
Briscoe, D., Tarique, I., & Schuler, R. (2012). International human resource management:
Policies and practices for multinational enterprises. Routledge.
Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving
employee recruitment, retention and engagement within hospitality
organizations. International Journal of Contemporary Hospitality
Management, 20(7), 743-757.
Delmar, F., & Wiklund, J. (2008). The effect of small business managers’ growth motivation
on firm growth: A longitudinal study. Entrepreneurship Theory and Practice, 32(3),
437-457.
Lazaroiu, G. (2015). Employee motivation and job performance. Linguistic and
Philosophical Investigations, 14, 97.
Nohria, N., Groysberg, B., & Lee, L. E. (2008). Employee motivation. harvard business
review, 86(7/8), 78-84.
Paryani, K., Masoudi, A., & Cudney, E. A. (2010). QFD application in the hospitality
industry: A hotel case study. Quality Management Journal, 17(1), 7-28.
Saco, R. M., & Goncalves, A. P. (2008). Service design: An appraisal. Design management
review, 19(1), 10-19.