Radisson Blu is a well-known business hotel, belong to one of the fastest growing hotel companies in the world, The Rezidor Hotel Group. Currently, Radisson operates over 155 hotels in Europe, the Middle East and Africa. Radisson Blu is a first class full service hotel brand with key differentiators such as the 100% Guest Satisfaction Guarantee and the Yes I Can! spirit of service.
There are 117 employees in Radisson Blu in Aarhus, were 22 are hired in the housekeeping department. This is also the department where only foreign people works and most of them do not speak Danish. In addition to that, the employees are not enough competent and it is hard to motivate them. As a consequence, company needs to focus on employee's motivation.
This project will investigated how motivation tools used by Radisson influences their employees and how it can be improved. In particular, the centre of attention will be on housekeeping department. The investigation of Clime analysis (yearly questionnaire on job satisfaction within all full time employees) results will present the current level of job satisfaction and will show elements for improvement. The interviews within employees should clarify their expectations and needs. Such study should give the insights to better respondent and leading to higher job satisfaction and in the same time better job performance. Also the study will test the importance of effective motivations methods used in the company. The study will be conducted within the employees of housekeeping department and its manager.
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The purpose of this assignment is to get the framework of how to motivate employees of housekeeping department in Radisson Blu Aarhus.
In order to make a realistic and applicable report, on how to do so, the following three key questions have to be answered. The questions that should be answered are:
What makes housekeepers feel motivated?
What are company's current actions in order to motivate their employees?
What are the recommendations in order to motivate housekeeping department?
The paper work will be focus only on the housekeeping department and be based on a 10 employees' interviews and the interview with the department manager. The scope of the project does not allow approaching the bigger group of respondents.
Methods and Models
The problem statement is based on analyse of motivation method used in that particular hotel and examine their effectiveness. In the research the housekeeping departments will be questioned. It will be done through the interviews with managers and number of employees. Through that primary research it will be presented how this department meet the challenge to fulfil Radisson motto 'Yes, I can!' and promised '100% guest satisfaction'.
The report will also conduct a literature review on motivation theories. Moreover,
the paper will also include results of Radisson's yearly survey on employee satisfaction, Clime analysis (with the focus on our department).
Company and department description
Radisson Blu Aarhus belong to the Razidor Hotel Group, which is one of the fastest growing hotel companies in the world. The main goal of the company was and still is to bring the best service to their customers. The company offers ranges of: rooms, meetings and events, food and beverages.
Yes I Can! Is the core service philosophy of the Rezidor Hotel Group, which stands for hotel's service philosophy to always offer alternatives and seeking the best possible solution in all situations.This is especially true for a service company as Radisson, which all the time is searching for new ways to attract customers and is trying to satisfy them in every aspect. This consider input and effort all particular departments.
As the results of Clime analyses for housekeeping department were the lowest it can effect hotel vision. As the houskeepers expectations towards their working place are low, their individual effort is also the minimum they give. This aspect will be presented later on in relation to the Expectancy theory.
The housekeeping department also struggle with the very high number of pregnancy and maternity leaves in the recent time. As there is 13 maids, who works full time 6 of them is currently on maternity leaves. This means that it is necessary to involve more part time workers, who gives lowest results and service and also effect full time employees, who needs to work harder.
Always on Time
Marked to Standard
Moreover, this depertment contend with short employed time, as many girls come and leave within one year. It cost a lot of time and money spend on a training of new people and also
It has often been observed that people in such a low-status job have relatively high absenteeism. It is especially a problem for the presented hotel, which has a
large number of employees in their housekeeping department, a job where there a little job requisites as well low pay. The absenteeism in this department leads to a number of costs; including sick pay and wages for temps. The average number of sick days pr.employee is almost double for HSK compared to other departments with, generally considered, high absenteeism.
In an attempt to decrease the number of sick days, the immediate management in HSK has taken a number of initiatives, from august 2008 and onwards. These include; paid Danish courses, employee of the month reward, and cake on Fridays. Initially, these initiatives had a positive effect, noticeably decreasing the number of sick days within HSK. However, these initiatives only had a short lived effect which might be explained by the phenomenon coined the Hawthorne effect. The stated effect concerns the increase in worker productivity when exposed to various conditions, however, eventually the effect depletes and productivity returns to the original levels. This effect is visible from the sick day report of 2009.
As one of the most integral departments within the hotel, the Housekeeping Department is responsible for the immaculate care and upkeep of all guest rooms and public spaces. In a competitive hotel market, it is service and cleanliness that really make an impact on the guests and determine whether they will return.Â
Houskeping department has 19 full time employees includes it's manager and supervisor.
The vision of this department is: Keeping It Clean, which means that they keep the cleanness instead of general cleaning. Unfortunately with the budget of high number of 20 rooms per maid it can be very hard. As also cutting the cost and saving leads to the higher number of rooms per maid, which have very bad influence on the standard of rooms. It also effect negatively housekeepers, which
The structure of the department is presented below:
2 x Room Attendants
12 x Houskeeping Maids
2 x Lobby Attendants
Graph 1: Houskeeping Department Structure
Due to the high level of diversity around housekeeping employees the manage has to understand their demographic and psychographic characteristic. The manager is responsible for hiring new people, Yes I can treing, checking the rooms ( 5 rooms per day), pepraring working plan, salries.
The supervisor is responsible for training the new girls, checking the rooms (Rooms Check Control - 10 rooms per day), checking up the Super rooms, preparing working plan.
Two rooms attendants are in charge of checking up the rooms as taking care of general cleaning (special cleaning of the drains
Lobby attendats are in charge of public area.
Up until now Radisson has full-time and part-time employees, which counted 117 in total. Most of the employees work for the comapny about 5 to 10 years at the moment and they are mainly Danes.
In the houskeeping department work 22 employees and most of them work more then 2 years for Radisson. 15 of them is on the full time contract of 160 hours per month, 5 on the agree contracts from 40 to 120 hours. There are two persons responsible for this department, the manager and the supervisor. Morover, they all are international.
The houseekping really dependent on its workers. First of all, every new employee needs aproximetly 3 months of training. Even though cleaning the rooms is a routine work, is hard and required a lot of focus and practice. It is not possible for a fresh person to do the work of the normal employee. Its need time and supervisor attention and guidlance to teach somebody to fulfil it proper. Secondly, the job satisfaction is extremely important to keep people for a longer time. To often change of the employees influence badly rooms standard and also motivation of the other girls, which have more work after the new persons.
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The current educational background of houskeepers is diversed: one part of them has no higher education but they treat their work permanent employment place, and another part has higher education and plan to do this job until finding a proper one. only 5 persons in this department can speak Danish.
Language problems can cause lower self esteem and leads to lower motivation. If the Radison will continue with Danish lessons( they were only carry on for half a year, until summer 2009) the self esteem of their employees will increase because they will start to achive personal educational goals. Additionally, a self assured workforece will ultimately become a more competent and productive workforce. Moreover, productivity will improved as the level of communication will increased.
Current economical situation
Currently, economical situation in Denmark is still weak in connection with last year financial crisis. Last year brought a high number of reduction in the hotel and full time contracts were stop for a whole 2009. Moreover, hotel was trying to save in all possible ways, from changing the beds in stayovers rooms each third day to turning off the light on the floors in the day time. Full time employees were required to work more and to perform more work then used to. That influence hotel standard as there were less employees to perform the work.
Workers are the fundament of every company, especially of a service company. Radisson Blu must not only strive towards the satisfaction of its customers, but towards the satisfaction of its employees. To avoid drawbacks that would have negative influence on every aspect of a company, the management must keep the workers satisfied, assure that they are motivated to do their best and that they and the company's interests would synchronize.
motivators in housekeeping
To begin, housekeeping is not 'glamorous' occupation. Cleaning up after others for living is not, nor has it ever been, somebody's dream. Housekeeping is viewed by a majority of Danish population as being at the bottom of the occupational hierarchy in terms of status, pay, benefits and intrinsic worth.
Even in the hotel industry, housekeeping are among the lowest paid of all workers in the hotel.
Thus, the housekeeping department has traditionally attract individuals who posses minimal level of education, skills, and self-esteem.
Even the management position in housekeeping department has an image problem.
In order to manage houskeping employees more effectively, there need to be understanding of their demographis and psychographic characteristic. As in the Radisson Blu AArhus, diversity among housekeeping emploeeys is common. The fallowing housekeeping characteristic can be found in this hotel:
cultural diversity - there are people form different cultures
variety of languages and some have problems to communicate in English
little or low level of education
some with emotional or economical problems
Manager want employees to be more productive, accomplish their duties in more effective, efficient manner. Juliet Thompson would like to also reduce absentism and insubordination. People in houskeping shoud be happy and competent. The manager need to empower the employees
hotel is a seven day operation place where all the major task need sto be performed with absolute regularity.
Currently used motivators
Herzberg's Motivation-Hygiene 
Herzberg's Motivation-Hygiene theory consists of two kinds of factors - hygiene factors, which make the employees dissatisfied and motivators, which make the employees satisfied. Radisson is partly implementing this theory. One of the hygiene factors is salary, in this area the company is trying to compete with the rest of the hotels in the Aarhus. As there are a lot of other hotels offering job, they have to keep their salaries at least on the same level as the others hotel to motivates their employees. The second are benefits available Radisson's employees. This includes: employee discount price for the company's hotels around the world, free membership to the fitness center, discount for airport bus (from Aarhus to billund).
Cognitive Evaluation Theory 
The Cognitive Evaluation Theory proposes that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding may conclude in the decrease of the overall level of motivation. The extrinsic motivators could be high pay, promotions, good supervisor relations and pleasant working conditions whereas the intrinsic motivators are achievement, responsibility and competence.
Houskeeping uses the intrinsic motivators for their staff. They try to give responsibility to the employees. During the project every employee has responsibility in their teamwork. Unfortunately, sense of responsibility is not a motivator for half of employees. The company use extrinsic motivators when they use bonus payment system for people in the administrative part of the company. Extrinsic motivator for the building constructors is that the company is providing with social guaranties to their workers.
3.1.3 Reinforcement Theory and Equity Theory 
Reinforcement Theory claims that behavior is a function of its consequences - that reinforcement conditions behavior. The above mentioned theory ignores the inner state of the individual and concentrates solely on what happens to a person when he or she takes an action. In the theory is also implemented as some of their employees get higher salaries depending on their skills. Skill - based payment system is also in line with the equity theory, because individuals compare their job inputs and outcomes with those of others and then with an intention to eliminate any inequities. It motivates employees to gain more skills.
Recognize good work done - Employee of the Month - Pittsburgh motivator of recognision.
The achievement motive -
Provide excitement in the job by job enrichment, job rotation and job anlargment, (hygiene factor- nature of job converted to motivator - chaleng in job, achivment motive
Accountibilty gives a worker a purpose in life and the need to do his job well.
Analysis based on Expectancy theory
Motivation is the will to perform.
As a conclusion it should be said that Houseeping department has to improve the use of motivators to guarantee the total satisfaction of its staff. By that way the employees will become more productive, efficient and loyal, which will make it possible for the houskeepers to actually meet the goals of the management and
Interview design (see Appendix A)
In order to design qualitative and useful interview, the problem-centered interview was chosen. The problem-centered interview has developed in the context of biographical research interested in professional biographies of different group of people. This type of interview is characterized by three central criteria: problem centering, object orientation and process orientation  .
The reason for choosing the problem-centered interview is topic; there is no need to discuss problem in focus group, because we do not need to get the discussion. This is small project and due to the lack of time, money and human resources it is impossible to conduct deep analysis.
By analyzing the data we will hopefully get a better viewpoint of elements, which makes housekeepers motivated. The results will then be used for recommendations to Radisson in order to motivate their employees.
For analyzing the data a particular technique have been chosen - Traditional discourse analysis instead of choosing coding analysis. The answers are going to be analyzed the way they actually are.
A personal contact gives the chance for the interviewer to explain any uncertain information to the respondent. This method was chosen to learn about employees' knowledge, needs and satisfaction and to measure these magnitudes in the general employees group.
The Climate Analysis is the annual survey, using a highly developed and detailed questionnaire, measures the company's working climate on a set of standards, including communication, development opportunities, feedback and appraisal, leadership and company image and culture. The results do not only mirror the current climate, but also are the basis for activity plans in order to further develop and improve internal processes.
2009 has been an extremely challenging year - but despite the crisis and contrary to many companies in the industry worldwide,
Respect, in the HSK department, is extremely low in comparison to the rest of the hotel. This could be due to differences in how respect is shown and perceived within the different cultures. However, contrary to the lack of professional know-how, (Appendix 3, p. 5, point 16) there seems to be several discussions concerning improvement. Taking this into account it could be that the meetings do not generate enough valuable information and thus, employees do not gain enough from their meetings. The reasoning behind this could be attributed to cultural and communication barriers or not willing to share information based on the arguments mentioned above concerning individuals withholding information for know-how. For the hotel as a whole, it seems extraordinary efforts are not rewarded sufficiently, compared to the HSK department whose score is significantly higher than the average. (Appendix 3, p.5)
The employees seem very satisfied with the in-house training; however, some (15% who disagree) do not
always feel that there is enough support for the employees to try again. (Appendix 3, p.6)
Ethical standards as well as safety and environment are not problematic areas as all of these areas have been met with positive responses and high scores.
Cooperation and workers morale will be hire if they will work in the smaller group, teams then as they perform as individuals in the large group of people. Smaller groups - better performance- person do not feel any more as one of many.
Team scheduling- work toghther and have free together
Each person has own floor and cleaning performance within this are is primarly responsibility of this person, and performance is masured on an individual basis - low team spirit. It also make them to be more self- interest and puts company goals on the second place - working in the small groups will helps make competitive individuals be a part of goal oriented group.
It also couse higher level of absentism and tardiness as people do not feel bound with the department. And do not take to consideration how negative it effect the general performance.
Ones take cleaness in rooms as personal pride, but unfrotuantelly gust mainly remember the bed cleaning. As the girls will start to help each other and help the poorest persons to improve general performance.
Even though the whole department is one team, creating the smaller, individual teams will incredible increase peoples responsibility and gives better outcomes.
Predominantly, employees seem satisfied, with a majority (more than fifty percent) agreeing positively with the various areas. However, when looking at sick days, that HSK are accounted for, there is a visible problem.
Analysis based on Maslow's hierarchy of needs theory
How the model is working
In Maslow's needs theory particular outcomes will be measured by employees in the workplace which are dependent on their certain needs. In the houseleeping case, the fundamental requirements may vary sharply, because of the fact, that employees have a different background in connection with competence and cultureal difference. As a consequence, their needs, satisfaction and motivation will wary wildly.
The hierarchy ranges through five levels, from at the lowest level physiological needs, through safety needs, love needs, esteem needs, to the need for self-actualization at the highest level  .
According to Maslow, the more basic needs have to be more or less fulfilled before high-level needs will be activated and influence behavior.
Analysis of employees according Maslow's hierarchy of needs
The interviews approached 10 housekeepers, supervisor and the manager. The interview guide was based on Maslow's hierarchy of needs and Hackman and Oldham work design theory. The employees were interviewed in order to identify the level of hierarchy in whichhotel service are.
The needs start from bottom and the examination how they inmpact human beings is made.
these are the basic needs for survival as food, water,clothing, shelter. The Radisson meets them by providing free meals that satisfy need for food, uniforms for clothing needs, housing,
184.108.40.206 Security needs
when survival is no longer en ever present danger there is a tendancy to become more concern with preserving this good fortune. The security needs are both physical and emotional. The employees wants to be sure that the company they are working in is physically safe from anything that can endanger the body. The hotel provides locks, fire warnings systems, security staff to satisfy these needs. A workers need for emotional security comes in many ways. First is a need to be welcomed into the company, then they want to know what is expected of them through job description,they want to be treat with courtesy and respect, safty working conditions and safty traing, performance evaluation are all organisational processes meant to give employee emotional security.
human beings are social animals. They prosper and grow when intreactiong with others. Membership to a group is powerful motivator. Employee are givin identity cards to identify them with the organisation. There are social activities going on when employees can spend free time together and socialise.
220.127.116.11Status and sel esteem
while status is the way other perceive us, self esteem is the way we perceive ouerselv. Employees are givin ranks and uniform to distinqusih them within the organisation. Radisson have a hierarchy that sets chain of command. People can anspire for higher positions in the organisation to improve their status. Self esteem is a little bit tricky. The first step towards is to give employee respect and dignity. Self esteem is also givin by bestowing authority and empower employees. Employees are encourage to participate in the progress of oragnisation and to give ideas and views.
18.104.22.168 Self actualization
this is a state wherehuman beings reach their potential and are able to control and contribute to the environment. Organisatio provide the conditions for people to attainthier full potential through delegation, training and development, job rotation,challenging task. Employees want to feel that they have word in the organisation.
Grpups provide pride, importance and security to the individual.
Analysis based on Job Design Theory
How the model is working
According to Hackman and Oldham, there are five most important characteristics which could be used to explain the motivating scope of a job. The characteristics are: skill variety, task identity, task significance, autonomy and feedback.
Core Job Characteristics
Critical Psychological States
Figure 1: Core components of Job Design Model
According to the model, the way jobs are recognized in terms of these five key job characteristics influence critical psychological states of the work. These reactions, includes experienced meaningfulness of work, felt responsibility and knowledge of results. Jobs seen as high in the all key job elements are expected to be seen as more meaningful by workers, expected to create greater feelings of responsibility and to provide indications to workers about the quality of work.
Critical psychological states are expected to explain variability in four precise work outcomes which are: general job satisfaction, internal work motivation satisfaction, high growth satisfaction, and hard work effectiveness. In addition, the linkages shown in the model (Figure 1) are expected to be moderated by "growth need strength". The linkage is expected to be significantly stronger for those employees who are highly motivated to learn and develop on the job.
Analysis of employees according Hackman and Oldham Job Design Theory
This theory tells about how elements in the job are organized: skill variety, task variety, task significance, autonomy and feedback. The company uses the Job Design Theory as they train employees how to be more affect in their work and also invited them for information courses in relation to 'Yes, I can' and Responsible Business, however the employees do not have possibility to fulfill more tasks in the firm. and also their everyday work is expanded by job enlargement and job enrichment. There is also no rotation and employees do not shift from one task to another.
Every morning in the company starts with distribution of the assignments. The assignments for employees are distributed according their qualification, working time in the company, personality and sense of responsibility. Sometimes, during the day, manager is supervising employees as verifying how the work is done.
Houskeeping job provides wide skill variety,.
As it mentioned above, qualification of houskeepers is average, it is possible to divide employees in 3 groups:
Good qualified employees - 50% of total employees
Average qualified employees - 20% of total employees
Poor qualified employees - 30% of total employees 
Skill variety in housekeeping department is also depends on persons qualification and to which group employee belongs to. Job in this department will provide much variety for people who is in possession of qualified skills. Employee will use different skills in his job, because he has knowledge and aptitude to do different tasks. For the 2nd type employee - average qualified, job will provide less skills variety, because he is not qualified and able to do all the activities, which supposed to be done. As for poor qualified employees, houskeeing job provides with low skill variety. In Radisson that type of employees usually are helpers or get the routine job. According to the interview, for 50% of employees their job provides with variety of work. For another 50% procures low variety of work.
In housekeeping department the work specialization is low. This is because of the fact that the employees do not rotate to often and do not perform different kind of work. they never perform or receive training outside their own field, but do variable tasks within it.
In conclusion, job as a houskeeper in Radisson do not gives the opportunity to do relatively highÂ number of different activities and requirement of different skills is medium. The meaningfulness of job in connection with skill variety is medium.
Task identity in houskeeping departmentis influenced by the way work is allocated to employees. Every day girls get the list with approximately 19-20 rooms. Sometimes there is less romms and some extra taske as checking the minibars in the rooms or special cleaning of some parts. On the morning meeting which take around 20 min, the manager or supervisior give girls information on special groups coming to the hotle, VIP guest, special gusts requirments and different activiteis in the hotel at the moment. The manager is expecting employees to identify and care about the job they do. Nevertheless, not all employees always care.
The form of employee's involvement is varying in the department. On one hand, some employees are doing all the work very precisely andcare about give in the best service to the guest and the hotel performance. On the other hand, there are others who just want to finish their work no matter with what result and do not identify themselves with the company. The employee involvement depends on his qualifications. Based on an interview, half of respondents are performing small parts of a projects/details, the other half is performing whole complete piece of project.
Basically, all building constructors have opportunity to complete their work. In addition to, the work is organized so the employee could see project through to its final consummation. Moreover, in some cases, employees are unable to perform their job from beginning to end, due to lack of materials, resources or weather conditions.
The work is performed individual, moslty because employees are not willing to take responsibility for someone else job and at the same time
Task significance supplements task identity. The understanding is that motivation increases when employees understand why they are doing what they are doing, as well as its effect.
In housekeeping deprtment, each employees work is relatively significant, if one's performance is unsatisfied, it has straight influence on the guest, which can lead to his dissatisfaction and negative behavior to other employees. The actions of one employee may affect a lot of other employees dependent on how well the work is performed. Furthermore, if employees will do their job wrong, it may have an impact on other people lives. Task significance is low. Morover according to the Clima analysis their work is not respect amongs the working place
With task significance, the job becomes meaningful and with meaningful job there is an increase in motivation. Without task significance, employees are doing something because it's their job. In the case of houskieeping when employees were asked about their work, they were easily describing how they are performing their tasks. Nevertheless, when they were asked to explain why they do their assignments, they became unclear and doubtful (30% of respondents). For instance, helpers are not sure how they affect other employees by performing their job, as well how it affects customers, business results and corporate goals.
In Radisson collaboration between departments is possible, and often seen. Usually they collaborate on a daily basis. Therefore the level of departmentalization is low.
In conclusion, houskeepers job Radisson is meaningful and important, even thouth many of them feel unappreciate. Work provides with high involvmentto has an impact on guest satisfaction and hotel performance.
In houskeeping autonomy in connection with freedom is very low. There alwayas a scheme for the requried task; employee cannot freely change his assignment. There are also given guidlance how to perform work and how everything needs to look like. Girls doesn't not have possiblility to any creativity in the job they do.
Autonomy in connection with independence is relativly high as they moslty work alone. In addition to that, manager is supervising the work during the day. She is coming and checking the work. According to the interview, only 50% answered that managers are putting responsibility on them. Reason for that is that big part of employees is not willing to take the responsibility for their performance.
The decision making in this devision is centralized, which means that decisions are made by manager. However, sometimes employees are trying to influence the decisions which they do not agree with.
it is a small company with relatively small number of employees, there is no need of implementing self-managed groups. Technical manager has all building constructors as subordinates while executive manager has technical manager and building constructors as subordinates. As a consequence of that, the span of control of the company is low.
To sum up, the autonomy of houskeeper work is low. Employees have low sense of responsibility for their work performance.
In this particular business, it is necessary to give feedback for employee. In Radisson feedback is given by managers or by supervisor. Thera are also yearly personal meetings with the manager. The feedback is given to know how employee is doing and where he needs to be improved, to learn new things, to improve her work.
According to the Clima analysis, housekeeping manager do not provides feedback often on how well employees areÂ performing as they are working, that means that employees do not have opportunity toÂ find out how well she is doing. Managers always assign work to
All in all, job in is provided with feedback about employee's performance; employee obtains information about effectiveness of his performance and it is possible for him to observe his actual result.
According to analysis of job design based on "Job characteristics model of work motivation" by Hackman and Oldham, we may say that houskeepersdoes experience relatively low skill variety and task identity of work, high task significance, low autonomy and medium feedback from job. In addition to, moderators' requirements are slightly fulfilled, as a consequence of that, there is relationship between core job characteristics, critical psychological states and outcomes. As a consequence of that, we may state that houskeepers experience meaningfulness of their work and knowing of the actual results of the work activities, though employees does not experience high sense of responsibility for outcomes of the work.
According to the job characteristics model, there is a significant relationship between the job characteristics and internal motivation, nevertheless, Radisson employees feeling medium desire of growth satisfactions (poor qualified workers are satisfied with the opportunity to learn new things on the job, for qualified employees the amount of learned things is low) and experience medium fulfillment with their supervisors and co-workers (medium general job satisfaction). Due to those facts, internal work motivation is medium-low, as well as work effectiveness.
Good/medium qualified employees
Poorly qualified employees
Opportunity for development
Opportunity to influence decisions
According to the interview, physiological and safety needs are not fully satisfied, due to that fact; all building constructors are motivated by money and some of them by future safety. According to interviews, good/medium qualified employees are motivated by responsibility, provided by them from managers. In addition to, work creativity and opportunity to influence decisions. Poorly qualified employees are motivated by chance for learning, growth and development, in order for personal accomplishment or for getting higher payment.
Summary and Recommendations
What makes housekeepers feel motivated?
What are company's current actions in order to motivate their employees?
What are the recommendations in order to motivate housekeeping department?
First of all, find out what motivates the best the long time employees to perform better. This can be done by one on one interviews in distraction- free setting.
In the housekeeping department these meeting are supposted be handel once a year. Due to the short period of employment it should be carried out every have a year. It will help to noticed some problems earliers and maybe avoid so often leaving.
Second, the department should find out what are the reasons of leaving. It will help to improve in some areas and hopefully avoid future depart.
Third, the manager should pay better attention to the employees needs and acceptation regardless wages, benefits and working conditions.
In all the aspects anonymity and distraction- free seting should be apply to recived the most honest and usefull information.
Moreover, to avoid such a high number of leaves the hiring process should be more efficient. Even thought if it will be a little bit more costly and and time- consuming, it will evade from hiring improper person, who will quit in the short time or give appalling results.
In addition to, by providing employees with learning and training, their job will include various activities.:
Based on analysis, motivators as: money, responsibility, creativity and opportunity to influence managers decisions in connection with project; gives good/medium qualified employees feeling to be motivated. In addition to, money, future safety and opportunity for professional development are motivators for poorly qualified building constructions.
Currently, managers are using medium salary (comparing with another hotels in Aarhus), social guaranties, experience of responsibility and different type of payment depending on employees' qualification as motivators.
The purpose of this assignment was to establish a framework for housekeeping department employees' motivation. Based on analysis, houskeepers are not enough motivated, however there is a lot of possibilitites to motivate them in the future.
Welcome to the Radisson SAS Scandinavia Hotel, Aarhus, which is situated in the city centre near the famous Town Hall and the Aarhus Music Hall.
8 good reasons to decide on the Radisson SAS Scandinavia Hotel
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