Reflective Journal: Stamford Plaza Sydney Airport Employee Management

This reflective journal analyzes the employee management practices at the Stamford Plaza Sydney Airport. The journal, written by a Food and Beverage Attendant, focuses on various aspects of the hotel's human resource strategies. It examines how the hotel attracts and retains its workforce, emphasizing the importance of career advancement opportunities, fair remuneration, and staff empowerment. The analysis includes discussions on the role of training and development, competitive compensation packages, and effective communication in achieving organizational goals. The journal highlights how these practices contribute to employee motivation, job satisfaction, and overall hotel performance, referencing relevant academic sources to support its arguments. The author concludes by emphasizing the significance of these strategies for the hotel's success.

Running head: STAMFORD PLAZA SYDNEY AIRPORT 1
Stamford Plaza Sydney Airport
Student name:
Student ID:
University name:

Stamford plaza Sydney Airport 2
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 to Dhar, (2015), the hotel can achieve this
through training 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 concerning attendant performance must be communicated and
those working towards the hotel goals must be recognized and rewarded to motivate them (Choi
et al., 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 Airport 3
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 Airport 4
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.