Enhancing Performance in the Hospitality and Fitness Industry
HTM 312
Course Project
Question: What are the best techniques for enhancing performance in the hospitality/fitness industry today?
Strong performance in an organization is critical. Performance occurs not only at the firm-level, but at the individual-level as well. The most fundamental of the two levels is the individual-level, which comes from the performance of the employee. While individual-level performance is critical, the ultimate goal is to improve firm-level performance. Firm-level performance is vital for the long-term continuation of a business and generates profits, as well as determines a company’s stock price. This paper will examine a few of the top techniques that can be used for enhancing performance in the hospitality and fitness industries today. In order to attain firm-level performance it is critical to first ensure that individual-level performance is being achieved, and motivation is the key component. According to the text Human Resource Management by Angelo S. DeNisi and Ricky W. Griffin, motivation determines how a person will exert his or her effort. A high level of motivation will result in a more productive and dedicated employee, while a low level of motivation in an employee will often yield the bare minimum in terms of efficiency and productivity. Motivation at work is a critical determinant of what will occur on the job (DeNisi 424). The text focuses on various types of theories that are seen to motivate employees. These theories consist of need-based theories, process theories, such as expectancy, reinforcement, and equity, and a goal theory. One of the most basic and well-known theories of motivation is Maslow’s Hierarchy of Needs. This model specifies five levels of needs that are capable of motivating behavior. The most basic of these needs would be physiological and then security, belongingness, esteem, and self-actualization. As an employee would go through these needs, they are most motivated when
Course Project
Question: What are the best techniques for enhancing performance in the hospitality/fitness industry today?
Strong performance in an organization is critical. Performance occurs not only at the firm-level, but at the individual-level as well. The most fundamental of the two levels is the individual-level, which comes from the performance of the employee. While individual-level performance is critical, the ultimate goal is to improve firm-level performance. Firm-level performance is vital for the long-term continuation of a business and generates profits, as well as determines a company’s stock price. This paper will examine a few of the top techniques that can be used for enhancing performance in the hospitality and fitness industries today. In order to attain firm-level performance it is critical to first ensure that individual-level performance is being achieved, and motivation is the key component. According to the text Human Resource Management by Angelo S. DeNisi and Ricky W. Griffin, motivation determines how a person will exert his or her effort. A high level of motivation will result in a more productive and dedicated employee, while a low level of motivation in an employee will often yield the bare minimum in terms of efficiency and productivity. Motivation at work is a critical determinant of what will occur on the job (DeNisi 424). The text focuses on various types of theories that are seen to motivate employees. These theories consist of need-based theories, process theories, such as expectancy, reinforcement, and equity, and a goal theory. One of the most basic and well-known theories of motivation is Maslow’s Hierarchy of Needs. This model specifies five levels of needs that are capable of motivating behavior. The most basic of these needs would be physiological and then security, belongingness, esteem, and self-actualization. As an employee would go through these needs, they are most motivated when
Cited: Adelson-Yan, Jeff. "The Importance of Employee Engagement for High Performance Results." Business 2 Community. 17 Mar. 2012. Web. 14 Apr. 2012. <http://www.business2community.com/strategy/the-importance-of-employee-engagement-for-high-performance-results-0144924>. DeNisi, Angelo S., and Ricky W. Griffin. HR. 3rd ed. Mason, OH: South-Western, 2011. Print. Hewitt, Patricia. High Performance Workplaces. Department of Trade and Industry, July 2002. Web. 14 Apr. 2012. <http://www.bis.gov.uk/files/file26555.pdf>. MacLeod, David, and Nita Clarke. Engaging for Success: Enhancing Performance through Employee Engagment. Rep. United Kingdom: Department for Business, Innovation, and Skills, 2009. Print. Wiley, Jack W. The High Performance Model: Driving Business Results by UnderstandingDrivers of Success. Rep. Kenexa Research Institute, 2009. Print.