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激勵因素與酒店業
A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?
酒店要經營成功，一個至關重要的因素就是培養並保持其僱員高水準的表現。這是如何達成的？企業應當在人力資源管理(簡稱 HRM)方面投入哪些做法來找到和留住優秀僱員呢？
Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces - usually in the non-service sector — that emphasized fun and enjoyment as part of work-life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.
有些酒店會試圖為其員工提供一流的工作條件。這個理念源自於有一些工作場所——通常是在非服務性領域——會強調樂趣與享受來作為保持工作生活平衡的一部分。相比較之下，服務行業，且更具體來說也就是酒店業，傳統上並沒有將這些做法進行延展以滿足員工的基本需求，例如良好的工作環境。
Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002)
Pfefler(1994)強調說，為了在全球商業環境下成功，各家公司必須在人力資源管理(HRM) 方面有所投入，以確保它們招到比其競爭者擁有更高技能與能力的僱員。這種投資將為它們帶來競爭力方面的優勢。雖然這種員工發展的重要性已經廣受認同，但酒店業一直以來的主流現象都是人力資源方面的各項措施不如人意(Lucas,2002)。
Lucas also points out that 『the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work』(Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).
Lucas 還指出，「HRM 做法中的內容被設計出來似乎並不是為了增強與僱員之間的建設性關係，也不是為了呈現這樣一種管理方法，能賴以培養和挖掘人們的最大潛能，哪怕僱員們也許已經大體上對自己工作的很多方面感到滿意了」(Lucas,2002)。此外，或許正因為如此，員工高流動率一直是整個酒店行業中反覆出現的一個問題。在眾多離職原因裡有：低薪酬、少福利、惡劣工作環境，以及處處妥協讓步的員工士氣與心態(Maroudas et al., 2008)。
Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): 『 Providing support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization. 』 Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.
Ng 與 Sorensen(2008)的研究證明：當管理者為僱員提供了認可、激勵員工團結合作並移除那些影響了高效工作的障礙時，員工們就會感到更有義務留在這家公司。這一點由Michel et al.(2013)言簡意販地總結了出來：「為員工提供支持給了他們更好地完成自己工作的信心，以及留在這家企業的動力。」因此，酒店業公司可以通過改善和提升其工作條件來加強其員工的工作動力和穩定性。這些條件都必然與工作環境有所關聯。
While it seems likely that employees』 reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.
雖然貌似員工都傾向於以消極態度看待自己的工作環境，而這種傾向性又會影響到他們對自己工作特點的反應，然而沒有任何證據可以支持這種假想(Spector et al.,2000)。不過，一旦有了機會，很多人都能就自己工作場所的某些方面抱怨上幾句(Poulston,2009)。在員工感受與其工作內容本身之外的工作條件——特別是公司政策、薪酬和假期之間，存在著極強的相關性。
Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services of hotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.
這樣的情況對於奢侈酒店市場來說尤為棘手，因為在這個領域中，需要藉助一套成熟完善的HRM 方法來達成的高質量服務被公認為是競爭優勢的一個核心性來源(Maroudas et al.,2008)。從真正意義上來說，酒店員工所提供的服務就代表了他們的行業(Schneider and Bowen,1993)。這種代表性通常都僅僅限於客人的體驗。這顯示出：奢侈酒店提供的客人的居住環境與其僱員的工作環境之間，存在著一道巨大的鴻溝。
It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.
因此，對於酒店管理者來說，開發出能讓他們用以激勵和留住高水平員工的 HRM 手段，是至關重要的。這就要求他們能理解：在不同管理層級上和在員工職業發展的不同階段裡，能激勵員工的因素分別是哪些(Enz and Siguaw,2000)。這也就意味著，酒店經理們如果了解哪些做法最有利於增加員工滿意感和留職率，將是極有好處的。
Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).
Herzberg(1966)提出：人們有兩種主要需求，第一種是外在激勵因素，它與人們開展工作的背景環境而不是工作本身有關。這包括工作條件與職業安全感。當這些因素不利時，就可能會造成人們對工作的不滿。但是，了解這一點非常重要：僅僅只滿足這些需求並不能達成滿意感，而不過是減少了不滿意感而已(Maroudas et al.,2008)。
Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg’s (1966) theory discusses the need for a 『balance』 of these two types of needs.
員工也有內在激勵需求或者驅動力，其中包括成就與認同這樣的因素。不同於外在因素，驅動力因素在理想狀況下也許可以達成工作滿意感(Maroudas et al.,2008)。Herzberg(1966)的理論探討了在這兩種需求之間找到「平衡」的必要性。
The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States, It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover. Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. 『Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously maintaining high levels of performance』 (Tews et al., 2013).
工作中的樂趣感作為一項驅動因素所具有的影響力也有人進行過探索。比如，Tews、Michel和 Stafford(2013)開展過一項研究，專門關注美國一個連鎖主題餐廳中的員工。結果發現，趣味活動對於員工表現有著良性影響，而管理者對於尋找樂趣行為的支持會對降低流動率有著良性影響。他們的研究發現支持了這樣一個觀點：樂趣感也許的的確確有著有益的影響力，但是必須小心謹慎地對那種樂趣感進行範圍限定，以使其同時符合公司目標和員工性格特點。「管理者們必須學會如何在允許員工有自由在工作時間內好好享受而同時又能保持高水平表現之間取得微妙的平衡」(Tews et al., 2013)。
Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.
Deery(2008)推薦了好幾個可以在公司層面上採納的做法，以留住優質員工並幫助其平衡工作與家庭生活。那些尤其適用於酒店業的手段包括：允許在工作日內有充足的休息次數、能讓家人也參與其中的員工活動，以及提供體檢與福利機會。