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1fae=ingLiU is continuously enhancing the quality of its management. From various perspectives, the motivation of employees is closely linked to the development of human needs and the evolution of society. Employee growth is inseparable from the development of their organizations. From an employee’s perspective, work is primarily for compensation. After training, managers can enhance employees' sense of responsibility. When employees receive praise from their superiors or gain customer recognition, their self-worth increases, leading to improved performance and service quality.
From a managerial viewpoint, although service quality is ultimately delivered by employees at the moment of interaction with guests, much of it stems from the manager's influence. In the long run, the hotel industry has often misunderstood employee management—failing to respect staff and focus on building loyalty and confidence. Employees are shaped by guest interactions and may feel frustrated with internal management. If their need for respect is unmet, they cannot provide quality service to customers.
From a societal angle, there is still a stigma in Chinese culture that views the service industry as low-status. While many hotels promote the slogan "the customer is God," this can unintentionally lower the self-esteem of service staff, reducing their desire to be respected. Therefore, it is crucial to strengthen employee encouragement and support.
Building strong relationships with guests is one of the most valuable experiences in the 21st-century hotel industry. Surveys show that 44.6% of guests prefer to be treated like family, 28% like leaders, and less than 10% want to be seen as gods or emperors. This highlights the growing preference for family-like service, which requires better-trained staff. In reality, service quality is more influenced by mindset and guest awareness than technical skills. To improve hotel services, we must move beyond rigid management and emphasize concept-driven approaches.
To achieve this, it's essential to guide employees’ thinking, strengthen their values, and build a solid foundation for family-style service. The next step is to focus on incentives. Effective incentives can greatly motivate employees and drive better performance.
The realization of incentives can be illustrated through a comparison of two different cultural models.
Model I, shown in Figure A, represents a hierarchical structure where communication flows from the general manager down through directors, managers, and clerks. This centralized model leads to information distortion and delays, causing quality issues in employee operations.
In contrast, Model B emphasizes open communication and empowerment. Employees have direct access to senior management when needed, ensuring timely responses and improved service quality. This model fosters trust, innovation, and a sense of ownership among staff.
Other ineffective models include bureaucratic behavior, where employees prioritize pleasing supervisors over meeting guest needs, and frustrated employees who feel powerless to resolve customer issues, leading to dissatisfaction and poor service.
A successful model encourages employee creativity, grants autonomy, and empowers staff to make decisions that directly benefit guests. When employees feel valued and trusted, they become more confident and motivated, resulting in happier customers.
To implement these changes, organizations should set clear goals aligned with employee needs, foster positive relationships, create a supportive work environment, and adopt participatory management styles. Effective incentives must align with human behavior and ethical principles to truly inspire employees.
Ultimately, the key to success lies in focusing on the well-being and motivation of employees, ensuring that their needs are met, and creating a workplace where both staff and guests feel valued and respected.