Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

West Indies Yacht Club Resort Case

No description
by

Jason Tong

on 3 December 2012

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of West Indies Yacht Club Resort Case

West Indies Yacht
Club Resort Case
Vivian Li
Sherry Liu
Ronnie Cheung
Jason Tong High expatriate turnover Motivate the teams rather than the individual by giving bonuses and rewards in the whole department

Motivate via better quality of work life or work place and environment and not via career advancement opportunities or material things

Hire expatriate managers who are committed to living on site to reduce a 'swing' of behaviors of the local staff depending on the presence or absence of the managers

devise and implement a group bonus system with the blessing of most senior co-workers, to be tried out as soon as possible. Solutions Identify the problems
Identify the reasons
Give Solutions
Make recommendations Low employee motivation Cultural differences and local practices and beliefs

Lack of affective commitment
-no emotional attachment
-no sense of belongings

Not achievement-orientated
-Money can’t motivate them

High job security
-labour regulations prohibit laying off local staff during low seasons
-->not worry about losing jobs despite bad performance Rising number of guest complaints Tension between expatriate and local staff members (1)Cultural Differences
-different working styles: Achievement VS Nurturing
-hard to work with locals
-don’t know how to motivate local staff

(2)Personal Problems

(3)Difficulties in adapting to the environment
-don’t understand each other
-lack of commination
-conflicts with locals (1)Drop in quality of service because of inadequate staffing during peak season and attutide or perception of the locals about their responsibilties and duties, lack of enthusiasm and interest in their clients and job.

(2)Lack of communication between HQ and hotel about overbooking
-Local staff don’t understand their duties (1)Behavioral differences
-local staff --> collectivism
-expatriate staff --> individualism

(2)different personalities, communication and integration problems
-growing gap between local and expatriate staff

(3)inappropriate leadership/management styles

(4)Low morale due to high expatriate turnover
-expatriate workers leave frequently
-local staff don’t bother to make friends with them Appropriate management style
-Give clear instructions to staff
-People-oriented: concern for staff needs
-Be tough but considerate

Training for managers
-Talks & seminars
--> know more about local culture
-Soft-skill workshops High expatriate turnover Rising number of guest complaints Evaluations of performance
-give timely feedback and advice
-->understand weaknesses and improve

Training for local staff
-basic working skills
-give guidance of how to serve the customers

Have clear goals
-clarify role perceptions Tension between expatriate
and local staff members Regular social gatherings
-more communication and understanding
-build team spirit

Festival and birthday parties
-have fun together
-build friendship

Company trips Low employee motivation Providing more attractive incentives
-holidays
-allowances: housing, education
-welfare: medical care

Group rewarding competition
-introduce an optimal level of competiveness
-promote team work
-work together to achieve goals
Full transcript