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Serving with a Smile: Motivating Exceptional Service

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Lai Slow

on 12 February 2014

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Transcript of Serving with a Smile: Motivating Exceptional Service

Serving with a Smile: Motivating Exceptional Service
Learning objectives
How hospitality organizations motivate their employees to provide outstanding guest service
how organizations reinforce and reward guest - centered employees.
How outstanding hospitality organizations fulfill employee needs
How playing roles can improve guest service.
How modern hospitality organizations enhance guest service by empowering employees
how leadership and authority work in organizations and why employees accept authority.
is a simple idea that is difficult to put into practice. To motivate means to
instill a desire within a person
that encourages the person to act
Roles of Managers in Motivating their employees
Understand what employees need and want so that rewards can be aligned with these interests
Know what tools are at their disposal to help motivate employees.
Understand how employees react to both financial and non financial rewards and how these rewards motivate employees to perform, and
Understand how their roles as managers and leaders are critical for doing all this effectively and in a way that is seen as fair and trustworthy.
is a simple idea that is difficult to put into practice. To motivate means to
instill a desire within a person
that encourages the person to act.
Financial Rewards
Recognizing a Job Well Done
Making the Job Fun
Empowering the Employee
Limitations and Potential Empowerment
Empowerment maybe less appropriate if:
the basic business strategy emphasizes low cost, high volume operations
the tie to most customers is short term
technology used is simple and routine
the business environment is highly predictable, and
employees have low growth needs, low social needs, and weak interpersonal skills.
Employee empowerment can be highly successful and rewarding if:
service is customized or personalized.
customer relationships are long term
technology used is complex
the environment is unpredictable
employees have high growth needs, social needs, and strong interpersonal skills
Do satisfied employees perform well
Are high performers satisfied
Are the customers of satisfied high performers also satisfied
maintains that organizations need to relate rewards directly to performance.
If Employees Believe or Expect
That achieving this performance level will lead to promised rewards.
If employees value these rewards sufficiently,
they will be motivated to put in the
effort necessary to get the rewards.

That they can achieve a certain performance level
They must give their employees confidence that their skills and capabilities are enough to receive rewards if they put in the effort.
Managers must ensure that employees believe that if they exert more effort, the management will give the rewards as promised.
Essential steps in order to motivate employees to perform effectively:

They must provide the array of rewards that employees believe are worthwhile to satisfying their needs.
Survival Needs
Social Needs
Recognition Needs
Achievement Needs

Survival Needs

Most basic” employee needs. Most people seek to work for a business do so in large part because they need satisfied by employment is earning enough money for living.

Social Needs
“Sense of belonging” this can be helpful in managing employee direction and behavior in the workplace.

Formal Groups
Informal Groups
Benefit of Formal and Informal Group
Provide opportunity to share dreams ambitions,
challenges, joys, problems
of life with someone has
great value to a person.

Recognition Needs
Everybody likes to be appreciated. This is the desire for praise and attention from colleagues and superiors.
It lets employees know that what they did is the desired behavior and the management is aware of their behavior and likes what they see.
The key to preserve and build the desired organizational culture.

Achievement Needs
“Legitimate sense of importance” If the employees believe that what they are doing is important, they will highly energize to give incredible effort to make the important task happen.
Achievement needs can also be fulfilled while satistifying social needs.

Explaining how they fit within the overall organizational effort.
Providing clear job descriptions.
Setting clear and specific goals.
Reinforcing cultural norms and values.
Continuously communicating the expected managers say, do and write.
Role Theory
It is a way to explain how the organization, group or work team influences the behavior of its members. People behave in their roles in fairly predictable patterns, which are usually influenced by others.

The Way Roles Affect Behaviors

Attitude, service orientation, personality, interpretation

Oral instructions, training ,
Requests, nonverbal cues,
social norms

Role Senders Role Receivers
Managers, co-workers,
guests, society
The employee
Expectations Behaviors

Role Sent Role Received

The Cast Member Theory
This role is a unique way to enhance the nature and performance of the job. Everyone in the organizational cast should play a role in a public performance
Role Conflicts
This continual process of playing different roles is full of potential and real conflicts for guest-service employees . A person who is sent different role expectations by different people may feel conflict and confusion.

Clarifying the Role
Managers need to spend time and energy in minimizing employee role conflict and maximizing role clarity. When the organization and its leadership don’t spend the necessary time clarifying employee roles expectations, the potential for conflict is great.

Emotional Labor and Role Playing
Front line hospitality employees who interact with guests have to be good at performing what is termed emotional labor. These employees not only need the skills, ability and knowledge o perform the service, which may require some physical labor, but also need whatever it takes to perform the service in a certain way.

Most managers are familiar with the value for the overall organization of GOAL SETTING for individual employees and units.

Setting a specific and challenging goals leads to higher performance levels rather than telling people to “do their best”.

Goals should satisfy SMART criteria.

Specific, Measurable, Attainable, Result oriented, and Time bound

These SMART criteria allow employees to know where they are supposed to be heading, and what it will look like when they get there.

Goal setting keep from people from wasting time doing trivial matters.

The goal-setting has two desirable outcomes:

It produces logical and complete picture of how each part of the organization can contribute to its over-all success.

It shows to all members of the organization what they do and how they do them can add value to the organization.

Management by Objectives (MBO)
MBO is a process of having each employee set specific and measurable goals and then using the achievement of those goals as a main motivator for the employee’s performance assessment.

Setting definite goals is an important but difficult thing to do.

Doing it takes time and effort most especially for tasks whose performance outcomes are difficult to measure. But, the benefits achieved by employees to set goals make the effort worthwhile.

✅Knowing what employees need and want is only half the battle; you need to figure out how are you going to connect rewards and behaviors so that, in the process of fulfilling their needs, you elicit from employees the exceptional performance that you desire.
The Power of Positive Reinforcement
A well-accepted psychological principle is that if you reward desired behaviors and don't reward undesired behaviors, you will get more of the desired behaviors and fewer of the undesired ones.
Managers and Authority
Authority - acceptance theory
Preconditions for employee acceptance of authority
the employee must understand the directives
the employee must believe that directive is consistent with the organization's goals.
the employee must believe that the directive is consistent with the employee's own goals.
the employee must be physically and mentally able to carry out the directives
Managers and Authority
Securing Employee Compliance with Directives
Effective managers issue directives that comply with the four preconditions.
Effective managers ensure not just clear communication from the subordinate to the manager and between subordinates.
People joining an organization expect to do job-related tasks.
Members enforce each other's compliance
Managing Fairly
Behavioral integrity describes the fit between what the leader says and what the leader does.
Leaders and the Changing Environment
As hospitality leaders try to strike the inducements-contributions balance that will motivate employees to perform at their best, they must remain responsive to the ever changing environment: increased diversity, more work teams, greater global competition, cultural shifts, new technologies, - the list goes on.
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