THE IMPORTANCE OF EMPLOYEE ENGAGEMENT IN THE HOSPITALITY INDUSTRY
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Published:
Jul 18, 2018
Keywords:
Employee Engagement Hospitality Industry Challenges and Opportunities Consequences, Strategies
Main Article Content
Abstract
The term employee engagement has gained considerable popularity in recent years. Nowadays, the hospitality industry is growing very rapidly and generates employment for local people on a large scale. This paper explores the need for organizations in the hospitality industry. Their managers should have both technical and people management competencies in order to obtain their employee engagement. An engaged employee is aware of business context, contributes significantly to the performance of the organization and becomes an asset for the organization. The author attempts to review the various available literature and research work on employee engagement and describes to the readers how it is important to hospitality organizations. This paper also focuses on the challenges and opportunities for the hospitality businesses, the consequences of employee engagement and the strategies of how to gain employees engagement in an organization.
Article Details
How to Cite
Pornmit Kulkalyuenyong พ. ก. (2018). THE IMPORTANCE OF EMPLOYEE ENGAGEMENT IN THE HOSPITALITY INDUSTRY. Dusit Thani College Journal, 10(1), 269–282. Retrieved from https://so01.tci-thaijo.org/index.php/journaldtc/article/view/136608
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Academic Article
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References
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Bakker, A.B. and Leiter M.P. (2010). Work Engagement: A Handbook of Essential Theory and Research, New York: Psychology Press.
Ban, O. (2007). Tehnici promotionale si specificul lor in turism, Editura Economica.
Baumruk R., and Gorman B. (2006). Why Managers Are Crucial to Increasing Engagement, Melcrum Publishing.
Cacioppe R. (1999). “Using Team-individual Reward and Recognition Strategies to Drive Organisational Success.” Leadership and Organization Development Journal. 20, 6 (August 1999) : 322-331.
Endres, G. M., and Mancheno-Smoak L. (2008). “The Human Resource Craze: Human Performance Improvement and Employee Engagement.” Organizational Development Journal. 26, 1 (Spring 2008) : 69-78.
Gebauer, J., and Lowman, D. (2009). Closing the Engagement Gap: How Great Companies Unlock Employee Potential for Superior Results, New York: Portfolio Penguin.
Gerstner, C. R., and Day, D. V. “Meta-Analytic Review of Leader–member Exchange Theory: Correlates and Construct Issues.” Journal of Applied Psychology. 82, 6 (December 1997) : 827- 844.
The Gallup Organisation (2004), Available: www.gallup.com. Access : October 1, 2015.
Harter, J. K., Schmidt, F. L., and Hayes, T. L. “Business-unit-level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A meta-analysis.” Journal of Applied Psychology. 87, 2 (May 2002) : 268–279.
Harter, J. K., Schmidt, F. L., Killham, E. A. and Agrawal, S., T. L. “Q12® Meta-Analysis: The Relationship Between Engagement at Work and Organisational Outcomes.” (Online). Available : www.gallup.com/consulting. Access : September 15, 2015.
Hawkins, R. and Bohdanowicz, P. (2012). Responsible Hospitality: Theory and Practice, Oxford: Goodfellow Publishers.
Hellevig, J. (2012). Employee Engagement in Russia: How to Build a Corporate Culture of Engagement, Customer Focus and Innovation, Helsinki: Russia Advisory Group.
Hewitt Associates. (2004). Employee Engagement Higher at Double Digit Growth Companies, Research Brief, Hewitt Associates LLC.
Johlke, M. C., and Duhan, D. F. “Supervisor Communication Practices and Service Employee Job Outcomes.” Journal of Service Research. 3, 2 (November 2000) : 154-165.
. “Supervisor Communication Practices and Boundary Spanner Role Ambiguity.” Journal of Managerial Issues. 13, 1 (Spring 2001) : 87-101.
Karsan, R. and Kruse K. (2011). We: How to Increase Performance and Profits through Full Engagement, New Jersey: John Wiley & Sons.
Kerr S. (1997). “General Electric Makes Its Reward System Pay.” Management Development Review. 10, 7 (December 1997) : 279-281.
Krell, E. “The Unintended Word.” HR Magazine. 51, 8 (August 2006) : 50-54.
Kysilka, D. and Csaba, N. “Employee Turnover in the Hospitality Industry.” Facultatea de Stiinte Economice. XIX (2013) : 377-384.
Lawler, E. E. III. (1986). High Involvement Management, San Francisco: Jossey-Bass.
Lawler E E. and Mohrman A.S. (2003). Creating Strategic Human Resources Organization: Trends and New Directions. Standford: Stanford Business Books.
Lawler, E. E. “Creating High Performance Organizations.” Asia Pacific Journal of Human Resources. 43, 1 (April 2005) : 1-17.
Ledford, G.E. Jr. (1993). Employee Involvement: Lessons and Predictions. In J. R. Galbraith & E.E.Lawler III (Eds.), Organizing for the Future: New Approaches to Managing Complex Organizations. San Francisco: Jossey-Bass.
Lockwood, N.R. “Leveraging Employee Engagement for Competitive Advantage: HR's Strategic Role.” HR Magazine. 52, 3 (March 2007) : 1-11.
Marques, J.F. “Enhancing the Quality of Organizational Communication.” Journal of Communication. 14, 1 (June 2010) : 47-58.
Maltz, E. “Is All Communication Created Equal?: An Investigation into the Effects of Communication Mode on Perceived Information Quality.” Journal of Product Innovation Management. 17, 2 (March 2000) : 110-127.
Michaels,E., Jones, H.H., and Axelrod, B. (2001). The War for Talent, Boston: Harvard Business Review Press.
Moschis, G. P.(1992). Marketing to Older Consumers: A Handbook of Information for Strategy Development , Connecticut : Praeger.
O’Connell, M. and Kung, M.C. “The Cost of Employee Turnover.” Industrial Management. 49, 1 (January 2007) : 14-19.
Ott, B. “Investors Take Note: Engagement Boosts Earnings.” The Gallup Management Journal. (June 2007).
Perrin, T.(2003). “Working Today: Understanding What Drives Employee Engagement.” The 2003 Towers Perrin Talent Report. (August 2003).
Robinson, I. (2006). Human Resource Management in Organizations. London: CIPD.
Saks, A.M. “Antecedents and Consequences of Employee Engagement.” Journal of Managerial Psychology. 21, 7 (July 2006) : 600-619.
Salanova, M., Agut, S. and Peiro, J.M. “Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate.” Journal of Applied Psychology, 90, 6 (November 2005) : 1217–1227.
Schaufeli, W. and Salanova, M. (2007). Work Engagement: An Emerging Psychological Concept and Its Implications for Organizations, Managing Social and Ethical Issues in Organizations, Information Age Publishers.
Welch, M., Jackson, P. R. “Rethinking Internal Communication: A Stakeholder Approach.” Corporate Communications: An International Journal. 12, 2 (March 2007) : 177–198.
Bakker, A.B. and Leiter M.P. (2010). Work Engagement: A Handbook of Essential Theory and Research, New York: Psychology Press.
Ban, O. (2007). Tehnici promotionale si specificul lor in turism, Editura Economica.
Baumruk R., and Gorman B. (2006). Why Managers Are Crucial to Increasing Engagement, Melcrum Publishing.
Cacioppe R. (1999). “Using Team-individual Reward and Recognition Strategies to Drive Organisational Success.” Leadership and Organization Development Journal. 20, 6 (August 1999) : 322-331.
Endres, G. M., and Mancheno-Smoak L. (2008). “The Human Resource Craze: Human Performance Improvement and Employee Engagement.” Organizational Development Journal. 26, 1 (Spring 2008) : 69-78.
Gebauer, J., and Lowman, D. (2009). Closing the Engagement Gap: How Great Companies Unlock Employee Potential for Superior Results, New York: Portfolio Penguin.
Gerstner, C. R., and Day, D. V. “Meta-Analytic Review of Leader–member Exchange Theory: Correlates and Construct Issues.” Journal of Applied Psychology. 82, 6 (December 1997) : 827- 844.
The Gallup Organisation (2004), Available: www.gallup.com. Access : October 1, 2015.
Harter, J. K., Schmidt, F. L., and Hayes, T. L. “Business-unit-level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A meta-analysis.” Journal of Applied Psychology. 87, 2 (May 2002) : 268–279.
Harter, J. K., Schmidt, F. L., Killham, E. A. and Agrawal, S., T. L. “Q12® Meta-Analysis: The Relationship Between Engagement at Work and Organisational Outcomes.” (Online). Available : www.gallup.com/consulting. Access : September 15, 2015.
Hawkins, R. and Bohdanowicz, P. (2012). Responsible Hospitality: Theory and Practice, Oxford: Goodfellow Publishers.
Hellevig, J. (2012). Employee Engagement in Russia: How to Build a Corporate Culture of Engagement, Customer Focus and Innovation, Helsinki: Russia Advisory Group.
Hewitt Associates. (2004). Employee Engagement Higher at Double Digit Growth Companies, Research Brief, Hewitt Associates LLC.
Johlke, M. C., and Duhan, D. F. “Supervisor Communication Practices and Service Employee Job Outcomes.” Journal of Service Research. 3, 2 (November 2000) : 154-165.
. “Supervisor Communication Practices and Boundary Spanner Role Ambiguity.” Journal of Managerial Issues. 13, 1 (Spring 2001) : 87-101.
Karsan, R. and Kruse K. (2011). We: How to Increase Performance and Profits through Full Engagement, New Jersey: John Wiley & Sons.
Kerr S. (1997). “General Electric Makes Its Reward System Pay.” Management Development Review. 10, 7 (December 1997) : 279-281.
Krell, E. “The Unintended Word.” HR Magazine. 51, 8 (August 2006) : 50-54.
Kysilka, D. and Csaba, N. “Employee Turnover in the Hospitality Industry.” Facultatea de Stiinte Economice. XIX (2013) : 377-384.
Lawler, E. E. III. (1986). High Involvement Management, San Francisco: Jossey-Bass.
Lawler E E. and Mohrman A.S. (2003). Creating Strategic Human Resources Organization: Trends and New Directions. Standford: Stanford Business Books.
Lawler, E. E. “Creating High Performance Organizations.” Asia Pacific Journal of Human Resources. 43, 1 (April 2005) : 1-17.
Ledford, G.E. Jr. (1993). Employee Involvement: Lessons and Predictions. In J. R. Galbraith & E.E.Lawler III (Eds.), Organizing for the Future: New Approaches to Managing Complex Organizations. San Francisco: Jossey-Bass.
Lockwood, N.R. “Leveraging Employee Engagement for Competitive Advantage: HR's Strategic Role.” HR Magazine. 52, 3 (March 2007) : 1-11.
Marques, J.F. “Enhancing the Quality of Organizational Communication.” Journal of Communication. 14, 1 (June 2010) : 47-58.
Maltz, E. “Is All Communication Created Equal?: An Investigation into the Effects of Communication Mode on Perceived Information Quality.” Journal of Product Innovation Management. 17, 2 (March 2000) : 110-127.
Michaels,E., Jones, H.H., and Axelrod, B. (2001). The War for Talent, Boston: Harvard Business Review Press.
Moschis, G. P.(1992). Marketing to Older Consumers: A Handbook of Information for Strategy Development , Connecticut : Praeger.
O’Connell, M. and Kung, M.C. “The Cost of Employee Turnover.” Industrial Management. 49, 1 (January 2007) : 14-19.
Ott, B. “Investors Take Note: Engagement Boosts Earnings.” The Gallup Management Journal. (June 2007).
Perrin, T.(2003). “Working Today: Understanding What Drives Employee Engagement.” The 2003 Towers Perrin Talent Report. (August 2003).
Robinson, I. (2006). Human Resource Management in Organizations. London: CIPD.
Saks, A.M. “Antecedents and Consequences of Employee Engagement.” Journal of Managerial Psychology. 21, 7 (July 2006) : 600-619.
Salanova, M., Agut, S. and Peiro, J.M. “Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate.” Journal of Applied Psychology, 90, 6 (November 2005) : 1217–1227.
Schaufeli, W. and Salanova, M. (2007). Work Engagement: An Emerging Psychological Concept and Its Implications for Organizations, Managing Social and Ethical Issues in Organizations, Information Age Publishers.
Welch, M., Jackson, P. R. “Rethinking Internal Communication: A Stakeholder Approach.” Corporate Communications: An International Journal. 12, 2 (March 2007) : 177–198.