msc_ mate_torok _2016-june
TRANSCRIPT
I
Edinburgh Napier University
Master of Science
In
Hospitality and Tourism Management
By
Máté Zoltán Török
June, 2016
HIGH PERFORMANCE WORK PRACTICES
AND THEIR OUTCOME IN THE LUXURY
HOTEL INDUSTRY, THE CASE OF THE
RITZ-CARLTON BAL-HARBOUR, MIAMI
I
HIGH PERFORMANCE WORK PRACTICES
AND THEIR OUTCOME IN THE LUXURY
HOTEL INDUSTRY, THE CASE OF THE
RITZ-CARLTON BAL-HARBOUR, MIAMI
by
Máté Zoltán Török
Matriculation Number: 40185527
June, 2016
RESERCH PAPER SUBMITTED IN PARTIAL FULFILMENT FOR
THE DEGREE OF MSc (Hons.) HOSPITALITY AND TOURISM
MANAGEMENT,
UNIVERSITY OF ULSTER
II
Declaration
I agree to work within Edinburgh Napier University’s Academic Conduct
Regulations1 which require that any work that I submit is entirely my own2.
The regulations require me to use appropriate citations and references in
order to acknowledge where I have used any materials from any sources. I
understand the new Extenuating Circumstances Regulations and I am
declaring myself fit to submit this coursework/assessment/exam.
I am providing my student Matriculation Number (above) - in place of a
signed declaration – in order to comply with Edinburgh Napier University’s
assessment procedures.
1 These form part of the Student Disciplinary Regulations - A useful website on Academic Conduct requirements and how you can ensure that you meet them may be accessed through the Student Portal, via the Plagiarism icon. Please note that breaches of Student Disciplinary Regulations, such as Plagiarism and Collusion, may be investigated and penalised. 2 If the assignment brief specifies this is a group assignment, the Matriculation Numbers for all group members must be included on this coversheet. The work must then be entirely the work of the group members, who agree collectively to the statement in the declaration.
III
Abstract
The aim of the current study is to understand how a specific bundle of four
high performance work practices (such as training, open leader-employee
communication, empowerment and reward system) needs to be implemented
in order to ensure not only enhanced employee engagement –and
performance but greater organisational profit as well; in the specific case of
The Ritz-Carlton Bal-Harbour, Miami.
The present research draws on various existing academic literature and it
uncovers how the above mentioned performance enhancing practices are
applied in the hotel being analysed. Furthermore, the effectiveness of the
analysed HPWPs is put under the scope too from both the management’s
and the employees’ perspective in order to get more complex and precise
research results.
The constantly changing market and increasing competition in the luxury
hotel industry require companies to continuously seek new ways to attract
guests and to be able to exceed their expectations. Since employees can be
considered the company’s most important assets in establishing and
maintaining a solid position on the market, the investment in their
development and well-being is inevitable. The research findings have shown
that in today’s society the investment in various HPWPs is also expected by
most of the talented and motivated employees who are continuously eager to
embark upon a new stage of their professional development and ready to
outperform when managerial support along with a sound and motivating work
environment is provided.
The conclusion emphasizes the utmost importance of the constant
communication of the overall company goals with the proactive participation
of the management team. This way the excellent service performance of the
employees can be utilized in a way that the organisational goals are attained
and the whole company can increase profit in a long run.
Key words: HPWP, employee engagement, well-being work performance,
profit, training, effective communication, supportive leadership,
empowerment, reward system
IV
Acknowledgement
This dissertation is a partial fulfillment of the requirements for the degree of
Master of Science in Hospitality and Tourism Management of Edinburgh
Napier University. I would like to express my gratitude to every people who
have helped me on the way and made this research come to existance.
First of all, I would like to thank my whole family, my girlfriend and her family
too. They have supported me throughout my whole college education and
stood by me throughout the difficult times, too. I would like to express my
special gratitude to my mother whose knowledge and support helped to
accomplish the present research.
Moreover I would like to thank Mr. Martin Jost whose comments, feedbacks
and guidance helped me on my way to succeed finishing this study.
Finally, I would also like to thank for all the participants of my research who
provided me with all the rich and valuable data throughout the interviews.
Without their help I would never have been able to finalize my research.
V
Table of Contents
Declaration ................................................................................................................ II
Abstract ..................................................................................................................... III
Acknowledgement ................................................................................................... IV
1.1. Background information ........................................................................ - 1 -
1.2. Rational ................................................................................................... - 2 -
1.3. Research method outline ...................................................................... - 5 -
1.4. Aim and objectives ................................................................................ - 6 -
Chapter 2. Literature review ............................................................................... - 7 -
2.1. Introduction ................................................................................................ - 7 -
2.2 Theoretical overlook .................................................................................. - 8 -
2.2.1. Resource based View ....................................................................... - 9 -
2.2.2. Job demand-resource model ......................................................... - 10 -
2.2.3. Social-exchange theory .................................................................. - 12 -
2.2.4. Leader-member exchange theory ................................................ - 15 -
2.2.5. AMO model ...................................................................................... - 18 -
2.3. Review of existing empirical researches and defining the concept of HPWPs ............................................................................................................. - 19 -
2.3.1. From HPWPs to performance excellence ................................ - 20 -
2.3.2. Excellent performance on the organisational level .................... - 21 -
2.3.3. Still existing debate ......................................................................... - 23 -
2.3.4. The research site ............................................................................. - 24 -
2.4. Research model ...................................................................................... - 25 -
Chapter 3. Methodology .................................................................................... - 27 -
3.1. Aim and objectives ................................................................................. - 27 -
3.2. The approach .......................................................................................... - 28 -
3.3. Sampling, data collection, and data analysis ..................................... - 29 -
3.4. Credibility and confirmability ................................................................. - 32 -
3.5 Dependability and Transferability .......................................................... - 34 -
3.6. Limitations ................................................................................................ - 36 -
Chapter 4. Findings ............................................................................................ - 37 -
4.1. Training and its effectiveness ............................................................... - 37 -
4.1.1. Company culture ............................................................................. - 37 -
4.1.2. Technical trainings .......................................................................... - 39 -
4.2. Leader-Member exchange (LMX) ........................................................ - 40 -
4.2.1. Clarification of the expectations .................................................... - 40 -
4.2.2. Supportive leadership and coaching ............................................ - 42 -
VI
4.2.3. Communication of the company goals ......................................... - 43 -
4.3. Empowerment ......................................................................................... - 45 -
4.4. Reward system ....................................................................................... - 47 -
4.5. HPWPs and profit ................................................................................... - 48 -
Chapter 5: Discussion ........................................................................................ - 51 -
5.1. Trainings .................................................................................................. - 51 -
5.2. Leader – Member exchange (LMX) ..................................................... - 52 -
5.3. Empowerment ......................................................................................... - 53 -
5.4. Reward system ....................................................................................... - 55 -
5.5. Financial outcome .................................................................................. - 57 -
5.6. Summary .................................................................................................. - 58 -
Chapter 6. Conclusion and Recommendation ............................................... - 59 -
6.1. Conclusion and recommendation ........................................................ - 59 -
6.2. Recommendations for further researches .......................................... - 64 -
References ............................................................................................................... 65
Appendices ............................................................................................................... 70
Appendices 1. Interview scripts ......................................................................... 70
Appendix 2. Interview transcribes ..................................................................... 86
Respondent 1. .................................................................................................. 86
Respondent 2. .................................................................................................. 99
Respondent 3. ................................................................................................ 112
Respondent 4. ................................................................................................ 120
Respondent 5. ................................................................................................ 130
Respondent 6. ................................................................................................ 139
Respondent 7. (Trial interview) ................................................................... 148
Respondent 8. ................................................................................................ 158
Respondent 9. ................................................................................................ 165
Respondent 10. ............................................................................................. 175
Respondent 11. ............................................................................................. 184
Respondent 12. ............................................................................................. 191
Respondent 13. ............................................................................................. 200
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1.1. Background information
Service industry and hospitality industry are considered one of the most
labour-intensive and competitive businesses. Despite the significant
technological development, the biggest value for customers is still added by
the dedicated, well-educated, and trained employees (Agarwal, Rafat,
Sageer, 2012; Yoon & Young, 2013). Since, the long term success and profit
of the labour-intensive industries highly depend on the outstanding
performance of their employees, claimed by Szamosi and Serafini (2015),
service excellence is emphasised as an utmost priority.
As Mei Lu- et.al (2015) mention, to be able to reach the desired, service
orientated demeanour organisations have to implement a distinctive way of
human resource management (HRM) which is able to foster the performance
of the employees.
In today’s complex and continuously changing business environment, the
number of hotel businesses increases in a fast phase. On the one hand, due
to the growing competition hotels have to face an evolving pressure to work
more efficiently by using fewer resources, yet provide unique and excellent
service. On the other hand, it also enables people to make their travelling
decision based on their unique preferences.
This particular nature of competitiveness, the continuously changing
economic environment, the human capital intensiveness and the fast
escalation of guest demand increases the significance of the understanding
of effective performance enhancing HRM practices, called: high performance
work practices (HPWPs) (Kroon et. al, 2013) and their organisational
outcomes (Kroon, Van der Voorde, Timmers, 2012; Lee & Ok, 2014).
Karatepe (2013) postulates that hospitality employees have to face various
challenges during their everyday routine. To be able to overcome these
obstacles and to solve guest problems workers have to take ‘the extra mile’,
feel dedicated and happily absorbed in their work. Vestal (2012), in line with
Karatepe (2013), claims that excellent individual work performance and real
contribution to the overall organisational goals requires a positive work
related state of mind which is characterised by vigour, absorption, a high
level of dedication and loyalty (Karatepe, 2013).
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The above mentioned attributes are shared by the engaged and highly
committed associates of the organisations who are eager to outperform,
deliver the demanded service excellence and create memorable experiences
for the guests (Bedark & Pandita, 2013; Cahill et. all, 2015; Clark, Loxton,
2012; Vestal, 2012). Karatepe and Vatankhah (2014) also argue that the
above positive work outcomes require a work environment where HPWPs
are present.
The existence of HPWPs in HRM is not a new paradigm. Patel and Conklin
(2012), cited by Timiyo (2014), explain the phenomenon as a set of
employee management practices that positively affect the attitude, and
performance of the employees. Aligned with the above mentioned
researchers, Huselid (1995) states that HPWPs are considered the most
effective performance enhancing HRM practices which are capable of
expanding the workers’ knowledge and increasing their work related
technical skills and abilities. In a work environment where HPWPs are
implemented workers are invited to embrace the organisational culture and
values, understand what professional service means and how to deliver it in
order to create guests for life and contribute to organisational success.
1.2. Rational
Although, various researchers claimed that HPWPs are able to positively
influence organisational performance outcomes (Johnson and Brown, 2014;
Karatepe, 2013; Applebaum et. al, 2000; Özralli, 2015; Kroom, Van De
Voorde, Timmers, 2012; Sparsam, Sung, 2005), researches can be found
which argue whether the above mentioned linkage can be indeed determined
(Neumark and Capelli, 1999; Kallenberg, 2006; Wright et al., 2005).
Revealing what exactly and how influences the connection between HPWPs
and the organisational outcomes been a focus of the academic researches
for decades. Emphasising the complexity of these researches, the above
mentioned linkage between the two variables (HPWPs and organisational
economic performance) is often addressed as ‘the holy grail’ or the so called
‘black box’ stage (Ruzic, 2015).
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While some of the researches have shed light on the intermediate part
between the two end point of the above linkage, and discovered that HPWPs
could majorly increase the employees’ job performance (Karatepe, 2013;
Sparham and Sung, Applebaum et. al, 2000; Özralli, 2015; Li, Sanders and
Frenkel, 2012), others (Neumark and Capelli, 1999; Liang et. al 2012) argue
that the application of various HPWPs is indeed able to change the
employees work performance in a certain manner that their contribution to
the organisational goals and economic performance becomes significant.
This study provides a contribution to the existing empirical researches
related to HRM literature with specific attention to the HPWPs. In the current
research, the author concentrates on the enhancing effect of a bundle of four
HPWPs on the performance of the employees. Moreover, throughout the
analyzation of rich qualitative data, he attempts to uncover how greater
organisational profit can be reached through the enhanced individual work
performance. These practices are: training, open leader-employee
communication, empowerment and reward system.
Although, within the existing literature researches can be found which aims
to provide valuable information about the HPWP- employee performance -
organisational profit linkage, only a limited amount of researches could be
found that have been conducted in a tourism setting (Karatepe, Vatankhah,
2014); and even smaller amount in the luxury hotel industry (Karatepe,
2013). This recognisable lack of theoretical researches on the HPWPs and
their outcomes requires the development of such theories which are
applicable for hotel businesses and which aim to reveal how HPWPs through
increased employee performance could help to ensure the long term survival
of the business (Ruzic, 2015).
By observing the existing academic literature, only a very limited amount of
qualitative researches has been identified which were conducted on the field
of HPWPs (Garman et al. 2014; McAlearney et al. 2013). Moreover, a lack of
empirical researches has been found, especially within the luxury hotel
industry, where the author was unable to find any. Based on the above
mentioned research gaps the author contemplates to add a fresh perspective
to the existing empirical data by providing rich qualitative information on the
observed HPWPs and on their outcomes within the luxury hotel industry.
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In order to achieve that, the present examination is focused on one of the
world’s most recognised luxury brands, The Ritz-Carlton. In the case of the
Ritz-Carlton brand the implementation of HPWPs are regulated and
delegated from the corporate headquarter. It is mandatory for each members
of the brand to implement and merge the observed practices into the hotel’s
philosophy and organisational culture. The Ritz – Carlton’s key success
factors and its organisational culture are built upon the effective application of
different HPWPs which are considered in the present research.
Thus, through the examination of certain HPWPs implemented by the Ritz-
Carlton Bal-Harbour, Miami, valuable information could be provide for other
customer service professionals especially in the hospitality and more
specifically in the luxury hotel industry. Moreover, the research results and
conclusions could give additional guidance for companies which freshly
joining the hospitality market and sought to understand how better profit
could be achieved by applying effective performance enhancing HRM
practices.
Finally, the present study by being focused on Miami, Florida in the United
States of America, attempts to deliver additional results to past researches
within the hospitality industry in another period of time and between other
geographical, demographical, socio-cultural and political settings.
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1.3. Research method outline
In order to gain the necessary information for the current research,
qualitative research method is used. This method allows the author to better
understand the researched phenomenon and to create new theories in the
case of the hotel being analysed (Cresswel, 2003; cited by Research
Rundown World press, 2014). According to Bailey, Hennik and Hutter (2011),
qualitative research methods enable the author to gather valuable, deep and
personal information from the study participants, identify issues from their
point of view and reveal their perception on the application of the researched
topic. Bailey, Hennik and Hutter (2011) claim, that qualitative researches are
useful to gain in-depth data on the participants’ beliefs, views, experiences
and behaviours. Moreover, this kind of research is also widely used, in order
to understand social interactions among people or to reveal and explain
complex business processes. Therefore, based on the above described
nature of the qualitative research method it can be stated that it is suitable for
the present study.
On the one hand, the current study is focusing on the perception and
feelings of employees regarding the researched four observed HPWPs and
their individual outomes (enhanced engagement, well-being and work
performance). On the other hand, through qualitative semi-structured
management interviews the author attempts to uncover how the high quality
employee performance could be leveraged in order to can increase
organisational profit based on the case of the Ritz-Carlton Bal-Harbour,
Miami.
In order to successfully gather the necessary qualitative data, twelve semi-
structured interviews have been conducted. First of all, the management of
the hotel have been interviewed, which has been followed by the interviews
of the line employees. Six interviews were conducted with the line hotel
employees and six leaders have been questioned.
As a sampling method for the current study, quota sampling has been
chosen, which, according to Explorable (2015) forms a part of the non-
probability sampling methods. Employees had to be selected from different
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age groups, marital status, educational background and department they
work at, in order to support the study in reaching its goal. Six member of the
hotel’s management has been questioned. Human resources, food and
beverage, rooms division and sales department were all represented in the
study by various managers or directors of the departments. As far as the line
employees concerned, numerous departments from the hotel were
represented (food and beverage, front office, guest relations, housekeeping)
as well during the research. By using quota sampling the author had the
chance to purposefully select the necessary number of participants who has
the required traits and characteristics to represent the whole ‘population’ of
the hotel the best and help to gain a valid overview on this complex research
topic (Laerd, 2012).
1.4. Aim and objectives
The aim of the present research is to understand how the observed bundle
of four high performance work practices (such as training, open leader-
employee communication, empowerment and reward system) needs to be
implemented in order to ensure not only enhanced employee engagement –
and performance but greater organisational profitability as well; in the specific
case of The Ritz-Carlton Bal-Harbour, Miami.
In order, to be able to achieve that goal, the author has set the following
objectives:
Critically analyse the above bundle of HPWPs in order to be able to
conclude whether a strong connection between their implementation and an
elevated level of employee engagement as well-as well-being indeed exists.
Determine, whether high level of employee engagement has a positive
motivating effect on excellent individual work performance.
Find out, how the above superior performance of the individuals can
be leveraged in way that higher organisational profit is achieved in The Ritz –
Carlton Bal-Harbour, Miami.
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Chapter 2. Literature review
2.1. Introduction
In todays’ economic environment where the globalisation highly enhanced
the competition among businesses within the service industry, hotels and
especially their employees have to exceed the guests’ expectation and fulfil
even their unexpressed wishes and needs in order to stay on the market and
overcome their competitors (Li, Sanders and Frenkel, 2012).
This statement can be aligned with Grant’s (1991) resource-based view
framework (RBV). Grant (1991) cited by Akio (2005) postulates that individual
employees, with their specific knowledge, skills and abilities are crucial
resources of the companies especially in the luxury hotel industry. Akio
(2005) also states that the non-imitable human resources are key
determinants of the companies’ outstanding performance, therefore their
correct and efficient management must be held as a priority and their
engagement must be fostered.
HPWPs are effective tools to manage the human workforce of the
organisations and to build employee engagement. According to Timiyo
(2014) HPWPs received significant attention throughout the past decades.
Although some scholars refer the concept differently, such as Purcell (2006)
as high commitment management (HCM), Delaney and Huselid (1996) as
progressive HRM practices (PHRMPs) or Kallenberg et al. (2006) as high
performance work organisations (HPWOs), the objectives and core principles
behind these terminologies are the same.
Therefore, given the engagement –and commitment building as well as
performance enhancing nature of the HPWPs, the present study will build
upon the assumption that by implementing a bundle of four HPWPs, (through
the help of strong employee engagement), greater individual work
performance could be achieved; and by correctly leveraging that, greater
organisational profit can be reached in the examined hotel.
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In the next part of the current study the author will firstly, focus on
introducing important theories and models which will form a strong theoretical
background for the present paper. Therefore, firstly the resource based view
theory (RBV) and the Job Demand – Resource model (JD-R) will be
introduced, which will be followed by the Social Exchange Theory (SET) and
the Leader-Member Exchange theory (LMX). Finally, the Ability-Motivation-
Opportunity model (AMO) will be explained.
While the RBV will shed light on the specific importance of the human
labour force in today’s business environment, the JD-R model will provide a
great overview of the specific job characteristics which can strongly affect the
well-being and engagement of the workers. Secondly, the SET will be
introduced to provide a better understanding, why employee engagement
can be achieved by facilitating different HPWPs. Furthermore, the leader-
member exchange theory (LMX) will be unveiled to specify the general view
of the SET in a hotel business setting. Furthermore, the ability-motivation-
opportunity (AMO) model will be explained alongside with the service-profit
chain which together will uncover the positive effects of employee
engagement on the organisational performance and financial return.
Finally, after having thoroughly studied various concepts and theories which
attempt to explain how the facilitation of HPWPs can lead to organisational
profit, various existing empirical researches will be examined.
2.2 Theoretical overlook
In the next part of the current paper the author aims to provide a broader
theoretical overlook of the HPWPs and to introduce other linking theories in
order to reveal the HPWPs’ possible effects on employee engagement -and
and work performance as well as on the overall organisational profit. First of
all, the Resource Based View (RBV) and the Job Demand-Resource model
(JD-R) will be brought out.
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2.2.1. Resource based View
Although, the history of this organisational resource theory goes back
decades its importance in today’s global and demanding market cannot be
questioned (Bučiūnien & Kazlauskaité, 2008). Companies nowadays have to
withstand strong competition and overcome various obstacles such as
increasing organisational capabilities, continuously renewing, implementing
modern technology and increasing profit in order to be able respond to the
changes of a strongly volatile market, satisfy the constantly evolving needs of
the customers and to reach competitive advantage. (Bučiūnien &
Kazlauskaité, 2008).
The Resource-based View (RBV) investigates how competitive advantage
can be can be achieved by using various resources which stand at the
organisations’ disposal (Almarri & Gardiner, 2014). These resources from a
broad perspective can be considered as any assets of a company which can
be utilized to attain organisational goals and to ensure high performance on
the company’s critical success factors (Barrutia & Echebarria, 2015).
According to Barney (1991) cited by Ruzic (2015) companies can gain and
maintain competitive advantages over their rivals, by applying their most
valuable, key resources. These resources are peculiar for each organisation.
They cannot be copied or imitated by other companies and they are
considered as core sources of business success (Ruzic, 2015). Barrutia and
Echebarria (2015), claim that the key role of the companies’ leaders is to
identify these resources and handle them as sheer priorities of the firm. In
addition, they also postulate that the long-term applicability of these unique
assets, throughout continuous investment, has to be secured.
But why the RBV is used as one of the frameworks of the current research?
Which assets of the companies can be considered as key elements for the
achievement of sustainable competitive advantage? The integration of the
RBV into the realm of strategical studies legitimized the Human Resource
literature’s allegation which identifies the educated, well-trained and
motivated employees as particularly important source of competitive
advantage in every organisation (Wright et al., 2001). Bučiūnien and
Kazlauskaité (2008) in their study attempts to explain what really makes
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employees a true source of competitive advantage. They postulate that
individuals with high cognitive ability are able to effectively participate in
socially complex human interactions. Moreover due to the above listed
potentials their capability to be transferred between technologies or markets
is undeniable. The above statements are further reinforced by Wright et al.
(2011) who claim that human resources, referred as “human capital pool”, of
the companies, due to their knowledge, skills and abilities, have the potential
to contribute to achieve the organisational goals. Ruzic (2015) also adds that
throughout their outstanding performance sustainable competitive advantage
can be reached and a strong position on the market can be secured (Ruzic,
2015).
In spite of the ongoing argument whether human resources or their
management provides more value to the organisations and helps them to
maintain long term success (Wright et al. 1994; Lado & Wilson, 1994) the
author will accept the proposal of Dunford, Snell and Wright (2001) and
Boxall and Purcell (2003) who state that human resources and their
management brings the greates result together. Althaugh, individuals can be
viewed as key sources of competitive value without proper management and
continous development of their knowledge, skills and abilities they sustained
competitive advantage cannot be reached. Therefore in the following part of
the current paper the author will focus on different theories frameworks and
models which help to understand how the employees can be successfull
managed and how their engagement and performance can be fostered.
2.2.2. Job demand-resource model
The next theory has been chosen to be introduced in the current paper is
the Job Demand-Resources (JD-R) model. As it has been already discussed
in the present paper, competitive advantage and financial growth can be
gained through the utilization of engaged, well-educated, knowledgeable and
high performing human labour (Ruzic, 2015). The JD-R model, introduced by
Bakker’s and Demerouti (2006) provides a broad overlook of how different
job characteristics can profoundly affect the above mentioned characteristics
of the employees. Therefore, its more detailed analysis is inevitable. Bakker’s
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and Demerouti’s (2006) model not only can be taken as a great starting point
for various other theories which will be discussed in the present study, but
due to its framework nature it can be implemented in numerous occupations,
thus also in the hospitality business.
The JD-R model is not the first which puts different job characteristics under
the scope. Hertzberg’s (1968) Two-Factor model or the Effort-Reward
Imbalance model of Siegrist (1996), are good examples of other scholar’s
theories which examined the effects of a limited amount of job characteristics
on employees. However, the JD-R model in order to overcome some of the
limitations of these previous theories allows examining a wide variety of job
characteristics and their effects on individuals (Van den Broeck, 2012).
According to Demeatouri et al. (2001) job-demands refer to different
psychological, physical, organisational and social aspects of the job which
demand continuous effort from the employees, thus they are linked to
different emotional and cognitive costs. As they claimed, unfavourable work
environment, high work pressure or the overload of emotionally exacting
guest interactions can possible lead to exhaustion, burnout or impaired
health.
Based on the above statements it is vital that employees are provided the
necessary support in order to successfully recoup from the negative effects
of the job demands. This support by Bakker and Demerouti (2006) is referred
as job resources. Job resources are different physical, psychological, social,
or organisational aspects of the job which not only able to provide functional
help in achieving organisational goals but can effectively foster personal
growth and decrease the various costs associated with the job demands.
Job demands and resources can be found throughout every level (task,
social relations and organisational level) of the organisation. For decades
workload and autonomy were in the focus of researches. Therefore, today
they are considered as general characteristics which can be found across
jobs. Besides the above mentioned classical job demand -and resource the
JD-R model aims to include other job characteristics in the research context
which became also general in contemporary jobs. Work-home interference
and emotional demand alongside with the home demands –and resources
are also taken into account. Therefore, it can be stated that the JD-R model
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offers a solution for the observation of the broad context of the workers’ job
both within and outside of the organisation. Moreover, it also creates a bridge
which connects various job demands –and resources to different outcomes
through the concept of burnout and employee engagement (Van den Broeck,
2012).
It has been mentioned earlier in the current paper that in the hospitality
industry the expectations towards the performance of the employees are not
less than perfect, moreover, they often have to work long hours under high
pressure. Accordingly, the risk of negative job demands is severe. In order to
reduce the negative impacts of these job demands employees have to be
both extrinsically and intrinsically motivated. Workers have to be granted the
required resources on the organisational level (competitive monetary
compensation, career opportunities), on the interpersonal level (managerial
support), on the work level (task clarity and involvement in the decision
making process), and on the task level (authority, empowerment, and
feedback) too (Bakker and Demeatouri, 2006). That way their engagement,
commitment and well-being can be fostered.
In order to gain a better insight how these negative effects can be avoided
different theories and models will be introduced in the following sections of
the current paper. Since hospitality employees undergo several interpersonal
interactions daily (with the guests, managers and their peers) a deeper
analysis of the nature of these social interactions will be undertaken.
2.2.3. Social-exchange theory
As Lee et al. (2014) claim, the SET aims to uncover the nature of the
relationships among individuals. However, according to Emmerson (1976),
SET should rather be considered as a framework than simply as a theory.
Since SET is strongly focused on the exchange of valued resources between
participants, this theory is well applicable in the hospitality industry.
Moreover, it provides important contribution to the HPWPs -and engagement
literature. Based on the above facts, it can be stated that the contribution of
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the SET to the current research is unquestionable and its introduction and
analysis is required.
Set provides a theoretical explanation why the discussed HPWPs could
positively influence the engagement and well-being of the employees. It has
been stated by Blau (1964), cited by Lee et al. (2014) that during any social
exchange, whether physical-material goods are being transferred or not,
various feelings, such as satisfaction, anger, happiness and other immaterial
elements can be exchanged between the parties. Blau (1964) also claims
that the different levels of satisfaction, dependence, independence and
interdependence can significantly influence the strength of the relationship
between the participants. The above statements is further reinforced by
Cropanzo and Mitchell (2005), who postulate that interdependent
transactions have the ability to build strong, high-quality relationship among
individuals.
Just as its name suggests, the SET originates from sociology and social
psychology, however it shows significant similarities with economic and
business theories as well, such as the rational choice or the expected- and
maximum utility (Lee et al., 2014). In spite of the fact that there are distinctive
views regarding the subtleties of SET, the majority of the academics agree
on the fact that individuals throughout their decision making process undergo
a particular cost-benefits evaluation. They tend to weight their alternatives
and the possible outcomes of their decisions in order to be able to make a
better and more beneficial one. Therefore, it can be concluded that a valued
resource will only be transferred to the other party when another similarly
valued resource is offered in-exchange (Emmerson, 1976). This mutually
beneficial exchange is often addressed as reciprocity.
Although, different social-exchange rules have been discovered, reciprocity
especially in the business world is an often cited norm which governs the
behaviour of the exchanging parties. However, it is important to take into
account that reciprocity can only be applied when interdependence between
the participants exists (Coulson et al. 2014). Most basic human interactions
are based on mutual reciprocation, since individuals tend to respond in a
manner similar to the manner acted upon them. Essentially, the theory of
- 14 -
reciprocation, states that while positive actions lead to positive responses,
negative actions trigger negative counter actions (Lee et al., 2014).
When an exchange takes place between two parties there are always costs
and benefits between the participating individuals, which can also be
categorised as gains and losses. On the one hand, costs are considered as
the negative aftereffects of the exchange and are manifested in the form of
valuable resources such as, time, energy or money. On the other hand,
benefits or rewards are the positive outcomes of the transactions and usually
appear in the form of status, money, love, goods or services (Coulson et al.
2014).
In the present research context the organisational outcomes of a bundle of
four HPWPs are observed. SET is closely related to the literature HPWPs.
When a high-quality relationship is maintained between employees and
managers, moreover, when they are communicated the companies’ goals
and empowered to strive towards them in their own way, workers tend to
invest more effort and time in their jobs.
SET, just like numerous other social, behavioural theories has its limitations
and critics. In spite of the arguments and theoretical disagreement regardin
this theory, the importance of the SET in the organisational and behavioural
science is non-questionable. As Cropanzano and Mitchell (2005) claim, SET
predicts a positive relationship between the parties, which is strengthened
over time, by sharing values, building trust and a constantly maintaining a
high level of satisfaction. When this balance between the participants exists,
there is a possibility for a high-quality relationship.
This high-quality relationship between leaders and line employees in the
hotel industry is considered as an utmost priority. It has been stated when a
high-quality relationship between managers and subordinates exists, which is
characterised by mutual respect and emotional support, employee
engagement can be fostered. Therefore, the next important theory which will
be examined in the current paper Leader-member exchange (LMX) theory.
LMX is rooted in SET and explains how a greater level of employee
engagement can be achieved through a high quality relationship between the
management and line employees. This theory is well applicable in a
hospitality setting and therefore its more in depth observation is required.
- 15 -
2.2.4. Leader-member exchange theory
As it has been already discussed in the present research, contemporary
businesses and their employees in the hotel industry have to face various
challenges on a daily basis. High guest expectations towards immaculate
service require enthusiasm, sensitivity, flexibility and patience among many
other skills from the hotel workers. In order to keep employees motivated,
committed and make them able to provide the desired high quality
performance they have to be provided the necessary resources and have to
be supported (Li, Sanders and Frenkel, 2012; Bilgin, Demirerb, 2012; Ruzic,
2015; Bakker & Demerouti’s, 2006).
The LMX theory claims that managers and supervisors have an important
role in shaping the performance and attitudes of the workers. Linden et al.
(1997) found that through their everyday work routine, managers and their
employees undergo various social exchanges and these exchanges highly
affect the attitude and work performance of the workers.
According to Scandura and Lancau (1996) while a high quality relationship
between leaders and subordinates leads to organisational commitment,
loyalty and total engagement, a low quality relationship could cause higher
turnover and dissatisfaction. Truckenbrodt (2000) claims that low quality LMX
is rooted in the lack of interaction between leaders and members and it fails
to motivate employees to contribute to the organisational goals beyond the
demands of their job description. However, when leaders succeed to
maintain a positive relationship with their employees and support them
emotionally and socially too, the general sense of well-being and the
engagement of the workers will be enhanced; moreover, a high level of
mutual respect can be noted (Li, Sander and Frenkel, 2012).
In the luxury hotel industry support from the leadership tends to be
delivered in different forms. Empowerment, coaching, performance
appraisals or individual face to face feedbacks are effective managerial tools,
which are able to increase the knowledge and professional skills of the
employees. However, supporting leaders often go beyond the application of
the above mentioned tools and tends to provide emotional – and social
support for all their subordinates (Li, Sander and Frenkel, 2012). When the
- 16 -
above discussed resources are given for the employees, their positive
perception towards the leadership can be increased. Thus, based on the
rules of the already mentioned reciprocation they tend repay the support by
becoming more engaged and committed with the company and going beyond
their described responsibilities (Altinoz, Cakiroglu, Cop, 2012).
Wu and Chen (2015) in their research draw attention to another important
factor which can foster high quality LMX, employee engagement and work
excellence. They state, to understand how the perception of the employees
vary in a degree they perceive the above discussed managerial support and
resources; and how it can affect their engagement and performance is vital.
In their research they emphasise the importance of the fulfilment of
employees’ psychological contract, with specific attention to the hotel
industry. As they describe the phenomenon, based on Rousseau’s definition
(1995), employees’ psychological contract can be explained as a set of
beliefs, which is shaped by the organisation and lays down the terms of an
exchange agreement between workers and their employers. This special
contract represents an agreement between the firm and its employees which
includes their mutual obligations in their work relationship Wu and Chen
(2015).
Therefore, it can be stated that if both parties agree, the fulfilment of the
psychological contract can be successfully fulfilled. When employees are
able to perceive the expected supervisory support, adequate payment,
opportunity for development, empowerment, future promotion or job security,
they are more likely willing to outperform, become engaged and strive for a
high quality LMX and contribute to the organisational goals (Wu and Chen
2015).
High quality leader-member relationship and empowerment form an
important part of the current paper’s focus and they play a major role in the
building employee engagement, aid greater work performance and foster
greater organisational profit. However, it is a difficult and time-consuming
task to build high quality relationship between leaders and line members
where effective open communication and mutual support exist. The
Leadership making model (LMM) describes the building of high quality LMX
as a life cycle.
- 17 -
According to LMM at the beginning of their encounter, leaders and
employees come together as strangers. At this moment their relationship and
exchanges are formal and contractual. None of the parties strive to perform
better, provide more support or show more constructive behaviour than it is
prescribed in their job description (Graen and Uhl Bien, 1995). Secondly, in
order to elevate the relationship to the second, so called acquaintance stage,
an offer for an enhanced working relationship has to be made by the
managers and it has to be accepted by the employees. In that stage of the
relationship maturity, the parties tend to overstep the barriers appointed by
their independent organisational roles. Therefore, information is shared more
effectively and a greater level of support is noted between the leaders and
subordinates both on work -and personal level (Graen and Uhl Bien, 1995).
Finally, through the continuous equitable return of favours and the
maintenance of mutual respect, the relationship between the parties enters to
the final stage, which is classified as mature partnership exchange. At this
final point the exchanges between the participants are exceedingly
developed which may form a strong base for a long term reciprocity, high
performance and future organisational success (Graen and Uhl Bien, 1995).
However, As Li, Sander and Frankel (2012) claim, high level LMX
accompanied with employee reciprocity may not evidently beneficial for the
whole organisation. Reciprocity tends to be rather interpersonal than
organisational. They also postulate that reciprocation not necessarily
comprehend the obligation towards the organisation. Therefore, a high
quality LMX not always succeed to influence the employees’ behaviour and
performance in a manner that it can contribute to the higher goals and to be
valued by the organisation. In order to fill the above identified research gap
the examination of further models, theories and existing empirical researches
is required.
Since the main goal of this research is to find out how different HPWPs can
increase organisational profit, through the positive effects of employee
engagement, the review of such models which aims to uncover and explain
the nature of this linkage is essential. Therefore, firstly the ability-motivation-
opportunity (AMO) model will be put under the scope which later will be
followed by the examination of various existing empirical researches.
- 18 -
2.2.5. AMO model
According to Kroon, Van De Voorde and Timmers (2012) the three letters
(AMO) stands for three elements or practices, which together construct
sustainable high level employee performance and aids organisational profit.
In the acronym of AMO, A, refers to workers individuall ability, that they are
able to deliver high quality performance. Since abilities directly correlate with
the employees’ performance their improvement must be taken into account,
through the implementation of different HPWPs. Thus specific recruitment
system and extensive trainings are strongly suggested (Kroon, Van De
Voorde and Timmers, 2012).
Secondly, M, stands for the motivation of the employees, both intrinlsically
and extrinsically. This statement can be alligned with Hertzberg’s (1957) cited
by Stello well-know and widely applied theory. Based on his, two factors
motivational theory, there are two distinctive factors which affect employees,
satisfaction, engagement and therefore, their performance. These are the
motivation – and hygiene factors. According to his results, hygiene
(extrensic), factors, such as financial rewards, raises or other factors which
aim to establish a more favourable work environment, are fail to provide real
motivation for the workers. Although, they are effective tools to prevent
arising job-dissatisfaction, they are unable to contribute to employee
satisfaction or engagement. On the other hand, motivation factors, such as
promotion, involvement and empowerment can motivate workers intrinsically,
thus are able to elevate the level of their satisfaction and foster engagement
(Yusoff, Kian, Idris, 2013). By applying these motivation factors the employee
engagement level emerges and the obligation of the employees to pay back
the recieved benefits and support for the organisation through eminent
performance, is strengthened.
Finally, the O component of the AMO modell represents the given
opportunity for the workers to perform. This element strongly connected to
the empowerment literature. Empowering leaders, tend share their power
with the subordinates. They involve them in the decision making
process,(involvement, communication) and give higher level of authonomy
(authority, empowerment). Furthermore, more meaningfull jobs alongside
- 19 -
with more responsibilities, are offered. Throughout all the above support,
empowering leaders are able to influence the psychological empowerment of
the workers, therefore trigger a greater level of engagement and positivelly
affect the profit realisation of the business (Özaralli, 2015; Quińones, Van
den Broeck, Hans de Vitte, 2013).
It can be concluded that every single element of the AMO bundle, in
connection with HPWPs, serves a specific goal: (A), high employee
performance, (M), high employee commitment, (O), high employee
empowerment (Kroom, Van De Voorde, Timmers 2012). Therefore, it can be
stated that the correct implementation of the model supports the achieving
greater employee engagement –and work performance. Moreover it supports
the achievement of the organisational goals and contributes to the
companies’ profit.
As Ruzic (2015) postulates higher organisational profit is stimulated by the
loyalty of the customers. In order to make guests in the hotel businesses
satisfied and in a long-term loyal, high performance from the dedicated
employees is expected. Therefore by combining the discussed theories and
models, the assumption can be made that if employee engagement is
reached, through the implementation of an effective bundle of HPWPs, and
the maintenance of a high level LMX, together with HRM contingency, guest
loyalty could be reached and thus higher financial return for the hotel could
be accounted (Ruzic, 2015; McCracken and Watson, 2008).
2.3. Review of existing empirical researches and defining the concept of
HPWPs
As it is already established in the existing literature, human resources are
the vital yet expensive commodities within organisations. Therefore, for all
organisations especially for such labour intensive businesses as hotels the
biggest challenge is to be able to amplify efficiency and to aid creativity, while
keeping costs under control to can produce financial growth for the whole
company and for the shareholders. To be able to understand how effective
HRM practices can positively influence organisation-wide outcomes a vast
- 20 -
body of theoretical research, called Strategic Human Resources
Management (SHRM) has been formed (Combs et al., 2006). The varieties of
performance enhancing HRM practices which are considered by SHMR
researchers are called HPWPs.
2.3.1. From HPWPs to performance excellence
In the following part of the present chapter the author will focus on
introducing previously conducted empirical researches and their findings on
the different outcomes of HPWPs. Firstly the focus will be put on the
examination how HPWPs affect outcomes on the level individuals.
Afterwards, it will be examined, based on the existing research material,
whether the assumed positive outcomes of the examined practices on the
employees’ engagement and individual performance could lead to
organisational success.
HPWPs are found to be associated with performance excellence. It has
been claimed that throughout a proper implementation of these practices
motivates employees to increase their performance. But how is this excellent
performance achieved on the personal -and also on the organisational level?
Why employees tend outperform in an environment where HPWPs are
present. This question has been the focus of various researches. Ramoo,
Abdullah and Piaw (2013), after studying the employees of Malaysian
hospitals concluded that throughout the effective use of HRM practices
stronger organisational commitment can be built Binoy, J. (2012), Innovative
human resources past also found a linkage between innovative human
resource practices and organisational citizenship behaviour (OCB). In his
research an Indian software developing firm has been examined. The
conclusions of this research are important in terms of the present paper. Both
in hospitality and in the software industry business success is highly lays on
the performance of the talented, creative, energetic and well-educated
employees; and in order to ensure their high performance their well-being
and engagement have to be fostered (Barrutia & Echebarria, 2015; Ruzic,
2015; Wright et al., 2001). Besides the above studies another empirical
research which presents a relationship between HPWPs and greater
- 21 -
employee performance was conducted by Kuvaas (2007). Through the
analyzation of multiple national banks in Norway he revealed that when a
work environment is created where opportunities for employees are given to
improve their skills, knowledge and attitude they tend to become more
motivated engaged and committed.
2.3.2. Excellent performance on the organisational level
So far numerous empirical researches have been presented which sought
explain the linkage between HPWPs and employee engagement. However,
in order to get a step closer to the aim of the present research researches,
studies which aimed to reveal whether engagement can be realized in
greater individual and organisational performance has to be examined. There
are numerous organisational outcomes which can be observed
One of the most complex and comprehensive empirical research has ever
been done was conducted by the Corporate Leadership Council (2004). They
draw results by analysing the engagement surveys of over fifty-thousand
respondents from all over the globe, who worked in ten different industries.
They identified a vast amount of levers which simultaneously affect the
commitment of the workers. In conjunction with the SET (Emmerson, 1976;
Lee et al., 2014) they revealed that employees in return for the received
support (HPWPs) tend go above and beyond, improve their performance and
stay with the company.
The above introduced findings can be aligned with the main theory of the
SHRM which claims that by applying HPWPs the work related knowledge,
skills and abilities (KSAs) of the employees can be enhanced thus better
work performance can be noted. These practices include for example
selective recruitment, employee training opportunities, empowerment,
participation and ownership, comparatively high wages, employment-security
or incentive payment based on performance. In addition, it has also been
claimed that when employees are provided the above job resources they
tend to become more engaged, deliver outstanding work performance and
- 22 -
stay loyal to the company (Applebaum et. al, 2000, Combs et al., 2006;
Kroom, Van de Voorde, Timmers, 2013; Karatepe, Vatankhah, 2014).
The HPWPs examined in the present research are closely related to the
above mentioned ones. Thus, the author assumes that employee trainings,
empowerment and a performance based reward system will be able to
enhance employee engagement and higher work performance. However to
be able to meet the aim of the present paper, the connection between
HPWPs and organisational performance outcomes, in the specific case of
this paper the organisational profit, has to be uncovered. The question how
the individuals’ excellent performance throughout the aiding effect of
engagement could result greater organisational profit still has to be
answered.
High level exchange, mutual respect and reciprocity between leaders and
line employees is one of the most crucial and effective ways to build
employee engagement and foster individual -and organisational
performance. However, as above it has already been explained, high level
LMX on its own cannot doubtlessly guarantee greater organisational profit as
a result due to its interpersonal nature.
Buller and Mcevoy (2011) postulates, that if the aggregated discretional
employee behaviours, rooted in reciprocity, could be utilised in order to
achieve organisational goals, they could increase the performance of the
workers in a certain way that the whole company could profit. Naqvi and
Nadeem’s (2011), defines HPWPs as a bundle of effective performance
enhancing tools used by companies’ human resources management team,
which by operating in a complex system and supported by additional HRM
practices can lead to a ‘win-win’ situation where employees, such as
businesses can profit.
By combining the thoughts of the two above researchers, the author
speculates that in order to ensure the success of the LMX and to fruitfully
apply the examined HPWPs on the organisational level, the company goals,
values and procedures have to be effectively and continuously
communicated towards all employees.
The key system which delivers this information is the human resource
management (HRM) of the companies. The application of HPWPs (extensive
- 23 -
trainings, effective leader-member communication) alongside with the
consistent and continuous communication of the organisational goals help
employees to understand how high performance can be achieved and how it
is defined by the organisation. Moreover, through empowerment, the workers
have the chance to apply their incremental KSAs, gained through the
trainings. Finally, upon successfully accomplishing their assigned tasks and
contributing to the overall business goals they can be rewarded. Thereby,
further motivated to stay engaged and keep up their excellent performance
(Li, Frankel and Sanders 2012).
2.3.3. Still existing debate
There are various reasons why the confusion around this phenomenon still
exists and why some of the researchers still uncertain about the effects of
different adapted HPWPs on employees and on the organisations. Despite
the vast amount of existing researches in this topic, the results are still
inconsistent and the universal, significant and positive effects of the
performance enhancing work practices on employee engagement and
especially on organisational profit is still not unquestionably proven (Neumark
and Capelli, 1999).
Neumark and Capelli (1999) examined not only the organisational
productivity but labour cost as well. Thereby, the comparison between the
gained benefits of the employees and the organisation become possible. In
spite of the fact that a positive correlation between the usages of innovative
work practices and employee benefits (higher involvement, higher
compensation) has been noted, the positive effect of the HPWPs on the
overall financial growth has not been significant. Moreover, in many cases
the increased labour cost tends to offset any increase in productivity that may
occur (Neumark and Capelli, 1999).
In another research, carried out by Wright et al. (2005), cited by Timiyo
(2014), the authors claim that by applying HPWPs derived from ‘effective’
HRM practices the individual KSAs of each employee can be increased,
therefore, could lead to surplus organisational performance. However, ‘good’
- 24 -
HRM practices, such as motivation or development cannot necessarily aid a
change in employees’ behaviour and therefore, they might fail to positively
exert organisational outcomes.
To sum up, from the above presented discussion the author concludes that
the examination of the effectiveness of HPWPs is challenging. There are still
unresolved issues related to this phenomenon which provides room for the
present paper and also for future researches. Moreover, the positive
connection between HPWPs engagement and organisational performance is
not yet undebatable. In addition, other distraction arises from the fact that so
far, studies failed to prove the universal applicability of HPWPs regardless of
the business sector or field where the companies are operating in.
In spite of these confusing facts which still encircle the concept of HPWPs,
the above discussed studies have shown the existence of a strong
relationship between bundles of performance enhancing practices employee
engagement and greater employee performance. Based on the above
statement and the positive reinforcing effects of HRM contingency, the author
contemplates to reveal whether through the application of HPWPs plus the
consistant communication of the company goals greater profit can be
achieved.
2.3.4. The research site
The Ritz Carlton Bal-Harbour, Miami, is a small sized boutique hotel (95
hotel rooms) which has recently become a part of the prestigious brand
portfolio. In the case of the observed hotel a bundle of four HPWPs
(employee trainings, effective leader-member communication, empowerment
and reward system) have been recently implemented, alongside with other
HRM practices, in order to increase employee engagement and ensure
organisational profit.
Since the researched property just became a member of an already
established and worldwide well-famed company in October, 2014 the
expectations of the guests towards the hotel instantly increased. Nothing
less, than excellence is accepted. The key of survival on the highly
- 25 -
competitive luxury hotel market is to deliver implacable guest service and
perfect high-end products. In order to achieve that, as the existing literature
suggest, the hotel has customize the corporate HPWP bundle and ensure
that it indeed can effectively increase employee engagement, improve guest
service and contribute to greater organisational profit.
2.4. Research model
In this previous part of the current study the author’s attempt was to
introduce important and often cited frameworks, theories, models and
empirical researches, which aims to explain how employee engagement can
be reached by implementing different HPWPs and how it can positively affect
the individuals work performance, moreover how the work performance can
be enhanced in a certain manner that the outcome would be profitable for the
whole organisation.
This research, as it has been already stated, focuses on a bundle of four
effective performance enhancing work practices. These are: training,
communication, empowerment and reward system. As the LMX theory, the
RBV or AMO model claim, by applying these practices employee
engagement can be fostered, the individual work performance can be
increased and possibly greater profit can be realised.
Firstly, even if managers hire promising candidates, through selective
recruitment system, without the necessary organisational culture oriented
and task specific trainings they will not be able to deliver the expected
service excellence. Therefore, an excessive training system is highly
recommended.
Secondly, after having the necessary KSAs of the employees, through
effective and open communication a high quality relationship between
workers and managers have to be established (LMX). This high quality
relationship is considered as the foundation of reciprocity.
Thirdly, as the theory of the employees’ psychological contract, such as the
AMO model states, workers have to be given the chance for autonomy.
Letting them to work towards the organisational goals in their individual,
effective way can increase their self-efficacy and strengthen OCB such as
- 26 -
increase the level of their engagement. Therefore, empowerment should be
handled as sheer priority.
Finally, when organisational goals are achieved or when exceeding
performance is recognised according to Hertzberg’s two-factor theory on
work motivation and the AMO model, workers have to be rewarded and
further motivated by financial benefits (hygiene factor) or more importantly by
intrinsic motivators (promotion, involvement in decision making, giving more
responsibility).
Based on the previously explained logic, the author assumes, that this
bundle of four HPWPs have a positive effect on employee engagement,
higher engagement triggers better work performance which is finally being
resulted in greater organisational profit when the 0
- 27 -
Chapter 3. Methodology
3.1. Aim and objectives
The aim of the present research is to understand how the observed bundle
of four high performance work practices (such as training, open leader-
employee communication, empowerment and reward system) needs to be
implemented in order to ensure not only enhanced employee engagement –
and performance but greater organisational profit as well; in the specific case
of The Ritz-Carlton Bal-Harbour, Miami.
In order, to be able to achieve that goal, the author has set the following
objectives:
Critically analyse the above bundle of HPWPs in order to be able to
conclude whether a strong connection between their implementation and an
elevated level of employee engagement as well-as well-being indeed exists.
Determine, whether high level of employee engagement has a positive
motivating affect on excellent individual work performance.
Find out, how the above superior performance of the individuals can
be leveraged in way that higher organisational profit is achieved in The Ritz –
Carlton Bal-Harbour, Miami.
- 28 -
3.2. The approach
Given the complexity of the present study it is required to obtain rich data
about the researched phenomenon. As Bricki and Green (2007) mention,
qualitative research method is appropriate when a topic is attempted to be
observed deeply and when the experience and perspectives of the research
participants aimed to be unveiled. Mason (2002), claims that in order to
successfully gather deep, personal data which helps to understand the
complex social reality of individuals, groups or institutions, qualitative
research is beneficial to be undertaken. Bell, Burmaran and Mills’s (2010)
claim ca be aligned with the above statement. They claim that by uncovering
what individuals think and feel, as well as why they arrived to their current
mind-set could help to develop a well-rounded conceptual understanding of
researched phenomenon.
As it has already been explained above, the present paper focuses on the
individual and organisational outcomes of HPWPs with specific focus on the
luxury hotel businesses. Firstly, on the individual level it attempts to reveal
how these practices affect the engagement and work performance of the
workers. Secondly, on the organisational level it is aimed to be uncovered
how better work performance could be utilized in a certain manner that the
organisational profit is strengthened.
Mason (2002) also postulates that qualitative researches can be
approached differently. A critical approach uses qualitative research method
to be able to analyse a research phenomenon, uncover its possible existing
issues and to find out how it could be made better (Elliott & Timulak, 2005).
Based on the above discussed nature of qualitative research method and the
objectives of the present research, the author have decided on the
application of qualitative research method, which can facilitate the critical
analysation of the researched HPWP phaenomenon.
In order to be able to achieve the above research objectives both the
employees’ and the leadership’s perception about the research topic have to
be uncovered. Silverman (1993) in his study introduces a variety of
qualitative research methods. He states that observation is a crucial part of
qualitative researches. Throughout observation authors have the chance to
- 29 -
immerse in a new culture and to better understand the researched
phaenomena. Qualitative studies, unlikely to the quantitative ones prefer to
use interviews with open-ended questions on a smaller sample, in order to
accesses and rich data.
Moreover as Silverman (1993) states that transcripts and audio recordings,
which are mostly used in qualitative researches can form a reliable source of
information which through critical analysation can be used to develop new
theories.
In the case of the present paper the above introduced methodological steps
were followed. The author spent a whole year in the Ritz-Carlton Bal-
Harbour. Throughout this period of time he had to chance to understand and
embrace its organisational culture which is built upon the effective
implementation of HPWPs. In addition, the observation phase was followed
by the conduct of face to face, semi structured interviews. The population of
the study was carefully, purposively selected and bear significant traits and
characteristics which makes them an appropriate ‘subjects’ for the research
(Bricki and Green, 2007). During the above mentioned interviews the
participants had the chance to express their experiences, opinion and
feelings on the topic being researched. The above interviews have been
recorded and transcribed. Throughout the later stages of the research these
transcribes and recordings assisted the researcher in his attempt to achieve
the aim of his research.
3.3. Sampling, data collection, and data analysis
Qualitative and quantitative researches have different purposes. Therefore,
their sampling strategies differ too. Quantitative researches seek to involve a
wide range of people in the study so the results can be generalised for the
whole population. On the other hand, in qualitative studies, winning
population-wide and generalizable information is not the most important
research driving factor. These researches seek to deeply understand a
certain phaenomenon and this in-depth analysation requires not only a
smaller amount of participants but a highly different recruitment approach
(Bailey, Hennik and Hutter, 2012).
- 30 -
While through quantitative data collection, authors often use the method of
random sampling without paying special attention to certain traits of the
recruited people, qualitative research methodology stresses the importance
of purposeful recruitment, a so called non-probability sampling method. Here,
the author picks participants based on their special characteristics and traits,
in order to ensure that by interviewing them the researched phenomena can
be addressed the best (Bailey, Hennik and Hutter, 2012; Mays & Pope,
1995). This special kind of purposive sampling practice is often addressed as
a deliberate and also flexible data collecting method (Mays, Pope, 1995;
Bailey, Hennik & Hutter, 2012; Bricki & Green, 2007).
Through non-probability sampling, research participants are selected
deliberately, ‘on purpose’, in order to be able to provide rich information
about the examined topic. In addition, a diverse variety of people are
selected for the qualitative studies, who can deliver a wide range of
information, to cover the observed phenomena to the fullest. Moreover, non-
probability sampling is considered flexible too, since through the data
collection process, researchers have the chance to refine their selecting
criteria to gain better final results (Bailey, Hennik and Hutter, 2012).
Based on the above information, for the current study the author has
chosen his research participant through purposive sampling method. First of
all, the author, In order to can obtain a complex overview on the researched
topic, differentiated the employees based on the level of their position in the
hotel. Six managers and and six line employees have been interviewed.
Within the each category participants were carefully selected to represent
different department of the hotel; and thereby fostering the development of a
complex understanding. Managers and directors from the Food and
Beverage, Sales, Human Resources, Housekeeping as well as the manager
of the hotel have been questioned.
As far as the line employees concerned their occupied positions, their
backgrounds as well as their future plans were taken into account when they
were selected for the interviews. Guest Relations, Front Desk,
Housekeeping-Butler Service and different outlets within the Food and
Beverage department were represented within the research population.
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As a method of primary data collection face to face interviews have been
chosen with all the selected line employees and leaders. Interviews, although
resemble an everyday interaction, due to their concentrated and focused
nature, allow the interviewer to gain the required research data he or she
needs (Bricki and Green, 2007). Throughout twelve semi structured
interviews the author had the chance to successfully obtain the necessary
data to reach the objectives and aim of the research.
According to Bailey, Hennik and Hutter, (2012), the number of participants
in qualitative researches is determined by the principle of saturation. They
claim that a study reaches its point of saturation when the newly collected
data starts becoming repetitive. Qualitative researches aim to identify a
variation of feelings, opinions and experiences of a smaller number of
individuals, instead of finding a vast amount of participants with the same
feelings and opinions. Thus, after this point further data collection could not
bring anymore new and useful information which could support the study.
Given the small number of line employees, such as leaders in the case of
the researched hotel, the author states that after interviewing six-six
purposefully selected people from each group, additional data collecting
effort would not bring new information and the results would become
redundant.
After having the qualitative data successfully gathered, it has to be
analysed. The author in order to minimise the bias of the research, has
selected thematic data analysis, where by identifying common issues and
perceptions, different themes can be set which allow the author to carry out a
fully comprehensive analysis. Thematic data analyses helps to identify, and
analyse patterns within the rich research data. With its support the author
was able to organise and better understand the gathered information. A
theme within the research data can be defined as a set of patterned
responses which captures important information about the research data
related to the research topic. The flexibility of the thematic research analyses
allowed the author to identify themes which were the most beneficial to assist
him in reaching the aim of his research.
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3.4. Credibility and confirmability
Qualitative studies are often criticised that the internal validity and reliability
of these researches cannot be addressed in the same way as in quantitative
researches. In spite of this criticism, qualitative researchers showed several
times that trustworthy data can also be gained through qualitative research
method (Shenton, 2004).
Although, qualitative studies are also able to present data which can
respond to the issues of validity and reliability, researchers in their qualitative
work prefer a distinguishing terminology. Guba (1985), cited by Shenton
(2004), claims that there are four major criteria which have to be taken into
account by researchers in order to conduct a trustworthy study. These four
criteria can be aligned with the ones followed by the quantitative studies.
While, credibility and confirmability correspond with internal validity and
objectivity, transferability and dependability represents the preference to
generalisability and objectivity (Guba, 1981). In this following section all these
four criteria will be taken into account in connection with the current study.
First of all, the credibility and confirmability is discussed.
Anney (2014) states credibility ensures that the information presented in the
research findings is plausible, correctly represents the original perspectives
and opinion of the participants; moreover, it is gained from their original data.
She also claims that there are various applicable strategies in qualitative
studies which aim to help the researcher to increase credibility. If the
researcher succeeds to establish a prolonged engagement in the field of
study he or she can gain a better insight into the research context and
minimise the bias of the collected data. During a prolonged stay the author is
able to overcome the possible distortions which emerge due to his or her
presence (Guba, 1981). Furthermore, throughout a persistent observation
extended time spent on the research site enables the researcher to embrace
the culture and milieu around him. Moreover, by better understanding the
research phaenomena the author is able to learn to only focus on aspects
which are valuable and crucial regarding his or her study and eliminate
others (Guba, 1981). In addition building a higher level of trust with the
participants and provide deeper and more credible information about the
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respondents culture such as the whole phenomenon. In order to ensure the
above mentioned prolonged engagement and persistent observation the
researcher has spent a whole year on the field of research. During the first
six months the author observed and sought to understand the organisational
culture and the applied HPWPs in the Ritz-Carlton Bal-Harbour. This initial
research period was followed by another six months when the primary
qualitative data was collected and critically analysed.
On the other hand, the researcher also reached out for academic help and
consulted with other researchers in order to be able to gain other peoples’
perception and to can draw a more accurate and reliable research conclusion
(Anney, 2014).
Another strategy which all qualitative researchers should apply is the so
called member check. Through this process, the researcher aims to improve
the credibility of the data collected during the in-depth interviews (Cole &
Harper, 2012). By restating and summarising the gathered information for the
interviewees the interviewer was able to determine their accuracy and
therefore improve the credibility of the findings (Cole & Harper, 2012).
After discussing various strategies used in the current paper in order to
increase credibility, another requirement of a reliable qualitative researches
have to be mentioned. Along the process to affirm confirmability the author
aims to assure that the research findings are true representations of the
responders’ experiences, perceptions and ideas rather than the researcher’s
preferences. As Shenton (2004) states, in order to ensure confirmability and
reduce researchers’ bias, the author has to admit his own predilection
regarding the decisions have been made and methods have been chosen
during the research process. Therefore, the reasons why one method over
another has been chosen must be explained, moreover the weaknesses and
limitations of the technique actually applied must be revealed and admitted.
This way the connection between the research findings and its source is
shown to the readers, thus the direct linkage between the research
conclusion and data can be established. As a consequence, readers are
ensured that the research findings are resulted from the qualitative
examination itself and not from prior assumptions or predictions (Daymon
and Holloway, 2002).
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In order to support confirmability the author in the current study, has already
documented his decisions about the method of the research; furthermore, the
explanation and reasons of his decisions are presented, too. In addition, the
limitation of the present study and its research method are admitted as well.
Finally, to ensure a confirmable study, all information collected during the
data gathering process is carefully and accurately recorded. Audio records
and notes have been taken during the interviews and they have been saved
and submitted together with the research findings. Thus the origin of the
research conclusions is established and can be inspected.
3.5 Dependability and Transferability
As Anney (2014) claim, Dependability refers to consistency of the findings
over time. Moreover, according to Daymon and Holloway (2001)
dependability shows strong linkage with credibility. As it has been described
already, credibility is mend to ensure the plausibility of the research and that
the gathered information is a true representation of the participants’ opinion.
However, in order to reinforce credibility the author has to make sure that the
present research is dependable as well. In order to secure dependability
readers continuously evaluate the research context and the adequacy of the
research. Therefore, to allow and support this evaluation the author of the
present study aims to reveal the decision making process has been used
throughout the research and present an audit trails where the data gathering
process alongside with the interpretation of the gained data can be followed.
During the audit trail light is shed on the data collecting process, furthermore,
it shows how the data were recorded and analysed. Through these audit
trails dependability can be secured such as the consistency and plausibility of
the current research can be increased (Daymon and Holloway, 2001).
Finally, the fourth criteria of the qualitative researches have to be explained
too. Transferability, as Anney (2014) claims refers to the extent to which the
findings of the qualitative research can be replaced to a different context,
different environment with different respondents. On the other hand, it can be
stated that transferability can be considered as the exchanged version of
external validity, such as the interpretive equivalent of theory based
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generalisability. Since qualitative researchers work with a smaller sample the
quantitative ones their results are very specific to the researched area and to
the certain groups or individuals have been studied. Therefore, an additional
guidance from the author regarding the applicability of these specific findings
in another business setting is required (Daymon and Holloway, 2001). In
order to ensure and demonstrate the salience of the current research the
author has used purposive, non-probability sampling. This method was
proved to be effective in selecting certain key informants who has an in-depth
knowledge and experience in the question being investigated (Teddlie & Yu,
2007), cited by Anney (2014). In the present research the author, after
purposefully choosing his respondents to further reinforce transferability,
aims to provide extra guidance about the possible implementation the current
research finding in a different business environment.
- 36 -
3.6. Limitations
During the data gathering process the author encountered various
obstacles and limitations. Firstly, that the English language was not the
native tongue of all the interviewees, therefore, even though they had no
problem understanding the questions they have been asked the actual
deepness of some their answers can slightly questioned. Secondly, the
author had to face the tightness of the hospitality employees’ schedule. The
questioned managers and line employees tend to work long hours and most
them by constantly being in the front of the house, between guests were
hardly accessible. Thus some of the interviews had to be conducted at their
actual work places instead of a calm room. Thirdly, as the author has already
mentioned, the examined property being only over one year old is a difficult
location to provide far-reaching results. Moreover, the observed hotel is
considered a small, boutique resort hotel, thus its operation can be severely
distinctive to other either bigger or business oriented hotels. Finally, its
location, being situated in Miami also determines various factors such as the
high number of South-American and American origin both within the guests
and employees.
- 37 -
Chapter 4. Findings
The next chapter of the current research is committed to the presentation of
the data gained from the twelve in-depth interviews conducted with the
leadership team of the hotel as well as with various line employees working
in different departments. The findings are based on the audio recordings and
transcripts of the interviews and enliven numerous theories and models
examined in the present study. The information gathered from the
respondents are categorised into five different themes. These are divided into
different sub-sections. The semi-structured interviews allowed the
respondents and also the author to follow the flow of the conversation.
Moreover, by the help of the pre-set structure deep and valuable information
on the opinion and feelings of the interviewees’, regarding the four HPWPs
and their outcomes, have been gathered.
4.1. Training and its effectiveness
4.1.1. Company culture
According to the majority of the respondents trainings form a crucial part of
the Ritz-Carlton culture and can provide valuable contribution to effectively
increase the employees’ individual knowledge and help them to gain new
skill. The majority of the employees are also agreed that trainings provide an
effective help in terms of increasing their performance and providing better
guest service. In order to better understand the way how employees are
trained in the Ritz-Carlton, a two tiers training system has been revealed by
most members of the leadership team and its existence has been reinforced
by some of the line employees as well.
As the hotel manager explained it, throughout the first level of the trainings
the new hires are introduced to the Ritz-Carlton philosophy and core values.
In order to preserve the strong organisational culture and maintain service
quality it is vital to ensure that all newcomers understand the philosophy of
the company and embrace its culture.
- 38 -
“We really tend to focus on the initial trainings of our ladies and gentleman
and these trainings are more about the cultural aspects of the company. So
actually we focus a whole lot less on the technical training” (Respondent 1;
34).
On the other hand, as it was claimed by the assistant director of food and
beverage, the aggressive teaching of the company’s culture helps workers to
understand the higher mission and overall goals of the hotel. Moreover, the
more training the employees go through, the better they will understand their
own role in the achieving of the above goals. They will be able to see the
importance of their job beyond the level of tasks. Therefore their job becomes
more purposeful and they tend to become more engaged.
“We train them and we also would like to think that if we did a great job
implementing the Ritz-Carlton culture they will not leave. It is not a
brainwash; literally people say that my blood is blue. I truly believe that my
blood is blue too; all I believe is Ritz-Carlton. Once you have that vision,
regardless how bad a guest is or a situation or the pressure is, for example, I
would never consider leaving the company” ( Respondent 2; 385).
While all the managers shared the view about the utmost importance of the
initial, on-boarding trainings, between the line employees it was not
considered as priority compared to other- technical trainings. However, as
the concierge of the property admitted, trainings in general help to maximize
your performance. However, in order for the trainings to exploit its potential to
the fullest a certain service oriented personality and talent are preferred.
“I am very empathetic with the guest” (Respondent 9; 48)!
“I have always loved to take care of people, in my family as well. So I decided
to use that as a career path and actually get payed for taking care of people.
Now I can be a nice guy and get payed for it (Respondent 9; 167).
“I think to be completely honest with you, the trainings can definitely help, but
again, every situation is different and also important the personality and
talent. Talent is something what cannot be thought. Either you have it or not.
However, what the training does and what the actual experience does, they
bring the best out of people (Respondent 9; 175).
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4.1.2. Technical trainings
The majority of the line-employees stated that especially technical trainings
help them to become more professional build more confidence and handle
issues more effectively. Although, they all agreed that trainings can
effectively increase their performance, most of them pointed out the lack of
consistency in technical trainings.
“The only trainings we received were about the company core values. They
do not really train you on your job and there were no cross trainings to other
positions or trainings to do effectively lateral service or even work in my own
position” (Respondent 12; 85).
They accepted the importance of embracing the culture however, the majority
of them experienced a huge imbalance between the culture oriented and
actual service oriented technical trainings.
“I think overall there is a little bit of panic all the time, which means that there
is a lack of something. There is a lack of training, lack of knowledge, lack of
experience or something” (Respondent 12; 134).
This issue has been reflected in some of the management interviews too.
Despite that some of them specifically highlighted the importance of the daily
line-ups as routinely conducted, department focused, service oriented, short,
reinforcing technical trainings; they admitted that the hotel still suffers from
many technical and service related defects.
“There is no practice. So line –ups are a little bit like how you practice during
the game” (Respondent 6; 162)”.
“We noticed something here in this hotel, if we look at our key emotional
drivers, like sense of well-being, personalized service, genuine care, using
guest name and all of these what we call emotional drivers we do really great
at this hotel” (Respondent 1; 333).
As far as the author postulates, this statement can be aligned with the
excessive initial company culture -and value oriented trainings. Although, as
far as the technicalities and functional details are concerned, the hotels still
not always succeeds to meet the expectations of the guests.
“The functional key drivers are a little bit weaker. We are trying to balance out
a little but more. The employees are warm and sweet, people love us and
- 40 -
they think that we are great, but then the drinks took ten minutes. We are
missing the balance” (Respondent 1; 333).
4.2. Leader-Member exchange (LMX)
The following section is devoted to present the findings about
communication, expectations, support and relationship between leaders and
employees. Based on the above specifications this section will be divided into
four sub-sections.
4.2.1. Clarification of the expectations
The Ritz- Carlton being one of the most recognised luxurious brands has
high expectations towards their employees and strong service standards.
The management team stressed the importance of universalised
expectations towards the employees in order to ensure high quality service
throughout the whole company.
“The expectations are the same throughout the whole company. You cannot
lower the expectations whether they come from a different background or
from a different company the expectations have to be same. The amount
time to get there might be different for different people but the expectations
are the same, especially at the luxury level, at The Ritz- Carlton”
(Respondent 6; 108).
Although, not only the hotel has high expectations towards the employees,
but the workers expect a lot from the company as well. The majority of the
leadership team granted that according to their experience the two most
expected things by the employees are the highest luxury and the support in
personal growth.
“Well experience is a big one. Having Ritz-Carton in your resume is
something what no one overlooks anywhere at any company. It is not even
hotels, it is any company. They know, if you worked for the Ritz-Carlton you
understand luxury” (Respondent 6; 117).
- 41 -
Most of the managers also acknowledged the significance of honesty and
clarification of the hotel’s and also the employees’ expectations, since it can
highly affect the workers’ -as well as the guest’s engagement, which in a long
run determines whether the is profitable or not.
“Yes! Engagement is definitely important. But not just that, it is better for the
guests too. If a guest goes to Ritz-Carlton Dallas and then here if there are
different expectations towards the employees than there is going to be
different standards which will create guest disloyalty and disengagement.
Which means the whole company will lose its interpretation and reputation.
Moreover, it is bad for the staff because at the end of the day if we do not
have guests than we do not have pay checks” (Respondent 6; 131).
Although, they strongly believe in the brand, it was also admitted that the
hotel being analysed is a very new property and sometimes disappoint the
employees on the technical, the luxury end.
“I think the expectations are extremely high and sometimes we might
disappoint the ladies and gentleman when we hire them. Especially, when
some properties are new, just like this property” (Respondent 2; 145).
The same expectations were stated by the majority of the line employees as
well. High luxury is expected just as much as the opportunity for personal
growth. Half of the interviewees’ felt that the hotel met with their initial
expectations; however the other three respondents gave voice to their
dissatisfaction regarding the consistency of the technical- and cross trainings.
“I think if we invested more in staffing who would be trained better the guests
opportunities would be less, which means we spend less on these issues,
would be less free things, free upgrades, comped food and all these things
we spend money on” (Respondent 13; 150).
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4.2.2. Supportive leadership and coaching
It has been found that all the questioned leaders consider employee support
as one of the key element of their leadership. It has been claimed that it is
vital to create a supportive, sound and stress-free environment where
employees feel free to come and ask for support and feedbacks and where
coaching is provided on a regular basis.
“You always try to create an environment where all employees feel
supported.” (Respondent 1; 204)
It has also been revealed if the relationship between the managers and
employees is solid, authentic and characterised by mutual respect a higher
level of engagement can be noted. Moreover, the interviews have uncovered
the performance enhancing nature of the supportive leadership too.
“I think it is very important that there is a solid and authentic relationship
within the managers and the ladies and gentleman. First of all each
employee want to be respected just like you and me, wants to honoured in
every way” (Respondent 5; 139).
“If you know them personally and support them, you will get more out of
them.” (Respondent 6; 205)
The positive, engagement driving effect of supportive leadership have been
supported by the majority of the line employees as well. Moreover, most of
them have emphasized the positive performance enhancing effect of the
performance evaluations as well when they are delivered in a positive and
supportive manner.
“That is great. That is a learning process that is how I see it. This is a growing
process. Was it more positive or negative the feedback what you received?
For me it was more positive”. (Respondent 10; 119)
Even though, that all the line employees stated that they work in a safe
environment where they feel comfortable talking to their managers or ask for
their help not all of them felt that they receive the necessary or expected
support from them. They were simple hard to be available, as one of the
employees mentioned.
“I feel like that the managers are always in the offices and there is not
enough time when they are out on the floor. At food and beverage I see them
- 43 -
more on the floor but managers here just does not seem like very hands- to
me overall (Respondent 13; 247).
They claimed that when there is a lack of a supportive leadership, a lower
level of engagement and lower performance should be taken into account.
The main reasons behind their negative comments were staffing issues and
the manager’s presence on the floor as well as leading by example.
“I have been a manager for 15 years (line employee now) and I experienced
that people react very differently when the see you there. Not just when
something is dirty you send someone that, hey it is dirty, clean it. There is a
difference between the leader and a boss. The leader is going to show you
the way and boss will just tell you to do it. So I believe the ladders should
lead by example more and let’s say, directing less traffic” (Respondent 13;
247)
4.2.3. Communication of the company goals
Based on the interviews have been conducted, it can be stated that the
Ritz-Carlton not only has a strong organisational culture but the
communication of the company’s goals is also treated as unconditional
priority. All managers claimed that the communication of the overall goals
towards the employees is a crucial part of the Ritz-Carlton culture. They
revealed different practices used to communicate these goals.
“Every department has a WIG goal, which is the ‘Wildly Important Goal’. In a
perfect word everyone should have a session where they communicate their
goals, if they meet or not and what kind of commitments they should have for
themselves for the whole week in order to can strive towards that WIG goal.
In return the overall goal will be increased as well. These goals should be
communicated very clearly and effectively in each department” (Respondent
5. 119).
The majority of the leaders specifically emphasized that performance
enhancing effect of the effective goal communication. It has been claimed
that besides it supports better work performance by directing all employees
towards the same goal it helps driving engagement through providing a
higher purpose for the employees
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“There are things that can make you disengaged but I think if everyone is on
the same page, working towards the same goal it drives extra engagement.
Everyone wants to be number one. We are number one at the pool; number
one on at the beach, the restaurant timeliness is one of the bests as well. I
think it drives extra engagement because everyone wants to be a part of the
winning team” (Respondent 2; 170).
Besides the vital importance of the communication of the company’s goals
another additional practices have been uncovered which can reinforce the
goal communication and sustain its positive effects. As it has been stated by
the human resources manager of the observed property managers play a
crucial role in the goal communication process. Throughout their help in the
continuous and consistent communication of the overall organisational goals,
the performance of the employee can permanently utilized to attain these
goals and to generate greater profit. It is their responsibility and they have be
held accountable for it.
“As far as I am concerned we could do a better job. I think a lot responsibility
has to go the managers and leaders. They really have to own it and, make
sure that they consistent with it. It can be really hyped in the first month and
new but than if you skip it once it will easier next time to skip again and by
the time you realise you have not had a huddle for the last two months. And
then when you realize it you are already loosing track of your results and
goal. The ladies and gentleman forget about it too. Every day is different and
busy but the managers have to own it together with the hotel manager”
(Respondent 5; 128).
Although, the hotel’s leadership unanimously stood by the importance of the
communication of the overall goals, on the other hand, half of the interviewed
line employees (especially but not exclusively the ones who do not seem
themselves in a hospitality career in the future) stated that their performance
is not significantly affected by the knowledge of the overall company goals.
They also believed, since they always strive for excellence in customer
service they will be able to reach higher guest satisfaction and the company
goals will be automatically attained.
“I do not want to be overwhelmed with all these numbers. If you do your best
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all the time, provide excellent service than all the other things will be by-
products” (Respondent 9; 137).
Furthermore, some of the respondents’ answers shed light on the
overwhelming effect of the technical imperfection, defects, missing support
and technical trainings in conjunction with the present topic too. It has been
revealed that while knowing the goals can be helpful and motivating, in
default of the necessary tools to reach them it can possibly raise anxiety and
unwanted stress.
“Oh yeah, the goals are communicated. But the proper tools to reach them?
They are not. Not at the moment” (Respondent 12; 245).
(Interviewer) “And do you feel that knowing the overall goals helps you to
perform better as an individual?
(Interviewee) “Yes it does because we know that they are there and it is in
our mind! However, it is also frustrating because we know that they are there
but we do not have the tools to reach them. Because if I am not at my desk
because I am at the door or doing a check –in, which I am not supposed to, it
definitely effects everything, and again I hate use this reference so much but
it is truly a domino effect” (Respondent 12; 251).
4.3. Empowerment
Empowerment is definitely one of the cornerstones of the Ritz-Carlton
culture. Each and every managers and line employees shared the view that
they have never experienced empowerment anywhere else in a way as in the
Ritz-Carlton does it. They all argued that the strong empowerment where
each employee can spend $2000 a day on each guest in order to ensure
their perfect stay and create memorable experiences is one of the most
unique features of the company which is not only foster higher guest
engagement and loyalty but gives a higher purpose for the employees, builds
up their confidence and provides a better sense of trust and belonging.
“Honestly, that is a great feeling. If I feel that I truly have the power to fix the
problem for a guest whatever it takes, obviously everyone feels good about it.
You build the connection with the guest. Whatever the reason or the problem
was I am or you are the reason the guest is now, as we say here: they are 5!
- 46 -
It means that he is a fully engaged guest. I fixed I made him happy”
(Respondent 2; 275).
“Yes! This is also in our employee promise. Trust is one of the elements of
our employee promise so we have to trust our ladies and gentleman”
(Respondent 2; 283).
From the employees’ perspective one of the most important reason they
loved empowerment was the extra power and confidence they won.
Furthermore, the additional ability to effectively handle guest complaints by
making their own decisions was also emphasized. They all described it as a
great and special feeling.
“Makes you feel special yeah and appreciated. Off course, you get a good
feeling when you make something good for somebody” (Respondent 10;
201).
“So I think after a few months if you have that empowerment it is just great. I
mean you feel great. And it makes your life easier. When you have a guest
complaint, you have the empowerment to resolve it immediately. It is good for
you because you do not have to wait for your manager until he comes and
resolves it for you. The guest does not have to wait until the manager arrives.
They can see that you actually own it. It is yours, you can do it, and you can
resolve it and I find it beautiful” (Respondent 8; 98)!
In spite of all the great facts some other points were mentioned as well in
conjunction with the empowerment. Some of the ladies and gentleman
agreed on the fact that to fully understand and embrace the empowerment it
takes time. Moreover, without proper training empowerment could possibly
get abused, too. In addition, as it was also stated that if there were less
technical failures the more empowerment could be used to create the so
called ‘wow experiences’ rather than just turning people around and fixing
issues.
“The staffing is very difficult in this hotel. We are not staffed correctly, I think it
is very difficult and this is my opinion that it is very difficult for a small team to
work together when there is many staffing issues. To try to get to use our
empowerment is difficult because when one person does not pick up the
slack it affects the whole team, so at this property it is very difficult. Yes we
can use empowerment, they never turn is us away from empowerment, but it
- 47 -
a little difficult to do here or having the tools to do that. There is a conflict of
interest with the empowerment” (Respondent 12; 182).
4.4. Reward system
Throughout different management interviews it has been emphasised many
times how important the adequate reward system is for the well-performing
employees and how recognition can effectively increase the engagement and
organisational commitment of the employees. All leaders have differentiated
two different kind of rewards. On the one hand, there are the tangible,
monetary rewards or the so called incentive programmes and on the other
hand, there are the recognition of high performance and promotion.
Different ideas have been shared about the importance of the above
mentioned practices, whether one should outweigh the other or not. Two of
the high level managers claimed that recognition and the opportunities for
personal growth are definitely the more important practices in terms of
increasing employee engagement and performance. As an explanation their
ability to create a habit of excellence was mentioned on the first place.
“I would say it depends, but I would love to think that it is not the financial but
the recognition. Because and studies have proven this, people do not keep
their job or do not stay with the company because of the financial part. For
me the recognition is around 80%. Very important” (Respondent 2; 333)!
Others were convinced that the two very different kind of reward system
should be used equally and applied together in order to exhaust their
motivational potential to the fullest.
„I think most people have ther own way how they can be motivated or told
that they are doing good. Some people like the big check. They are
motivated by that dollar bill. But it is never one thing or another. It is the
combination of both” (Respondent 4; 195).
The importance of an effective incentive system was highlighted. Although,
as one of the managers pointed out, in hotels mostly due to the tight budget it
is always considered a challenging task. The same issue was discovered by
analysing the interviews made with the employees. Two employees pointed
out that with more incentives the existing reward system could be enhanced.
- 48 -
“I believe the hotel could offer a little bit more for the employees as far as
rewards. They could do little better job. They could have an employee picnic
or just an employee party and more recognition. Not just five star cards but
incentive programs as far as duties or attendance, Gallup scores or five star
cards” (Respondent 12; 294).
As far as the rewards and promotions concerned, out of the six questioned
employees four found promotion or higher responsibilities more motivating,
whereas two of them do not intended to pursue higher management roles.
Therefore in their case a salary raise or a bonus check was found more
motivating.
“In my personal case, I am not interested in higher positions. I am happy with
my position, it makes sense for me. I could participate to be involved in
different projects it would be great and fun, I could learn, but get into any
manager positions I have not felt inspired to” (Respondent 9; 195).
“I would choose the responsibility. As I said before, I have a few other
responsibilities here in the food and beverage so yes. The money it could be
some higher, but it is more about the title” (Respondent 8; 247).
4.5. HPWPs and profit
Within the last part of the interviews another important question have been
attempted to be answered. The author aimed to find out, in order to
contribute to the overall research aim, whether by investing in all the above
discussed HPWPs extra profit could be realised. All the interviewed
managers’ opinion has been uncovered regarding that particular topic.
All of them have agreed that today’s extra investment in the simultaneous
application of the examined four HPWP’s will generate a return on this
investment in the long run by making employees engaged, better skilled and
more knowledgeable; therefore they will make the guest lifelong returning
and loyal guests of the hotel. They all strongly believed that the investment
into this long term vision worth everything and will lead to organisational
success.
“Yes! If Ritz-Carlton is willing to pay for a training you can bet your dollar that
it probably worth it” (Respondent 6; 291).
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“They always say: Happy employee, happy business. From what I have
learned in business that if the employees are happy they make the guests
happy and loyal so they will come back and spend more money. That is the
general cycle. There are tons of guests have returned just becomes of
people they know here” (Respondent 6; 299).
They stressed the importance to understand that it investing in HPWPs is a
long term vision but extremely important. The goal cannot be immediate profit
realisation. However, in a long run by creating guests for life more profit will
be generated and a strong market share will be maintained.
“We are here to create guests for life. We want you to become a Ritz-Carlton
guest for life and then your kids becoming Ritz-Kids and then becoming
guests for life as well. Therefore, I do not think so that empowerment is a
waste of money. I truly believe this is the right thing to do” (Respondent 2;
370).
It has also been claimed that not investing in HPWPs would eventually cost
even more money than the implementation of the practices themselves.
When the expectations of the guests are not met, they always have to be
recovered. These situations have to be avoided. By empowerment
employees are given the possibility to own and immediately resolve guest
issues. Therefore, no manager involvement is needed and problems can be
solved in a timely manner. As a consequence, less money will be spent on
the immediate problem resolution than the managers had to follow up and
tried to recover the guests later.
“For the manager it takes ten minutes to get there or they have to follow up
with them later the chances are that we have to compensate way more than
if we had remade the food and gave a free dessert. So the empowerment
actually will save you money in the long run” (Respondent 3; 238).
“Another thing about our industry: If we do not perform, it will cost us money.
So sometimes it is better to be ahead of the game because do not want to
ever hurt and dissatisfy a guest (Respondent 1; 404).
Furthermore, it has also been strongly emphasised that these investments
in the HPWPs are not optional in the luxury hotel industry. It is required by
the talented and passionate employees.
“We really focus on getting the best of the best, the top one percent. We are
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pulling people with talent; therefore they require attention, trainings and
opportunity for personal growth” (Respondent 5; 241).
Based on the conducted interviews it can be accounted that the discussed
HPWPs not just crucial practices in terms of increasing employee
engagement and performance, but throughout their correct and consistent
implementation the further future growth of the company’s profit can be
ensured.
“If we just stopped hiring without the intention of finding the best and just hire
anyone who needs a job and would not provide follow up trainings or
empowerment than there would be no further growth in the company. We
truly believe the biggest resources within the company are the ladies
gentleman and every programme has been designed by the Ritz-Carlton has
a bigger purpose” (Respondent 5; 245).
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Chapter 5: Discussion
Based on the presented findings in the previous chapter, now a comparison
of the findings will be undertaken with the earlier introduced existing
literature. Similarities and differences with the academic literature will be
revealed in order to get a better insight to the objectives of the present
research and to be able to realize whether the aim of the study can be met.
The discussion will follow the structure of the findings where five main
themes were put under the scope.
5.1. Trainings
It has been established in the existing academic literature that employees
with their specific acquired knowledge, skills and abilities are one of the most
important assets of the companies who helps them achieve long term
competitive advantage (Akio, 2005). Akio (2005), also postulates that the
non-imitable human resources are especially important in the luxury hotel
industry. Therefore, based on Grants (1991), resource-based view (RBV) it
can be stated that the management of the employees had to be held as
utmost priority.
The findings of the research determined that the above mentioned views
are not only shared within the hotel being analysed but it forms one of the
ground stones of the whole company’s philosophy. The findings of the
research has also claimed that the Ritz-Carlton Bal-Harbour applies various
HPWPs in order enhance the performance of their most important assets, the
employees. One significant element of this HPWP bundle is the training of
the employees.
Wu and Chen (2015) claims that the opportunity for personal development
and extensive trainings are effective tools which strongly contribute to the
fulfilment of the psychological contract of the employees and therefore
fosters high performance.
Based on the findings it can be stated that in the Ritz-Carlton Bal-Harbour,
Miami a two tier training system is applied. Throughout the initial trainings the
company puts a huge emphasise on the core brand values and philosophy.
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This initial level is followed by the more detailed, department specific and
more technical trainings.
Both managers and employees agreed that the additional knowledge and
skills acquired throughout the trainings can be effectively leveraged during
the daily operation and service excellence can be fostered. Guest issues will
be handled more effectively and an overall greater guest experience can be
created by utilizing the individual KSAs grasped on the trainings.
All interviewees acknowledged that the hotel effectively helps the
employees to embrace the company’s culture and its values. However, they
fail to provide consistent, department related, technical trainings, which
negatively effects the engagement and the performance of the workers. The
above findings can be aligned with the AMO model of Kroon and Van de
Voorde (2012). They postulate that employee engagement and high work
performance can be achieved by reaching three keystones. Based on the
AMO model, firstly, the work related abilities, skills and knowledge of the
workers has to be enhanced in order to create a base for future high
performance.
The above mentioned knowledge not only refers to the knowledge of the
company’s values and philosophy but to other crucial work related ‘technical’
knowledge which would support the employees to be able to provide
excellent quality service. Based on the research data the author states that in
spite of the the issues identified with the consistency of technical trainings,
their effectiveness (when they are provided) on the increasing of employee
performance cannot be questioned.
5.2. Leader – Member exchange (LMX)
During the daily operation in the hospitality industry employees and leaders
undergo several social exchanges. Based Emmerson’s (1976) social-
exchange theory (SET) cited by Lee et. al (2014), it can be concluded that
through effective and open communication and supportive leadership, a
mutually beneficial social –exchanges can be formed and reciprocity can be
reached; where both parties of the exchange are willing to invest incremental
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effort in order to reach the bigger goal together and co-create something
great.
The findings shed light on the perception of the hotel managers and
employees too and helped to further confirm the above points. They revealed
that the open communication from the beginning, supportive leadership and
the clarification of each-.others’ expectations can play a major rule in the
fulfilment of the psychological contract of the employees, thus, in achieving
higher engagement and improve work performance.
However, if there is a lack of communication and positive exchange
between leaders and employees, disengagement, disappointment and higher
turnover rate have to be taken into account (Truckenbrodt, 2000). The
findings of the research align with the above analogy. Since some of the
employees experienced a major drop in the level of their engagement when
they have not received enough managerial support and coaching it strongly
affected their attitude and performance too.
As Cropanzo and Mitchell (2005) argue, reaching high level LMX, where
reciprocity appears, requires constant and consistent hard work from both
parties. The above literature can be reinforced by the research findings. The
Ritz-Carlton’s open door policy, yearly performance evaluations, flexible
disciplinary policy and ambition for employee involvement in the planning and
decision making process show the hotel’s aim towards building a high level
LMX and establish service excellence based on the foundation of strong
employee engagement.
5.3. Empowerment
As it has been already discussed in order to reach service excellence and
increase organisational performance a high quality relationship is required
between managers and employees. This relationship is characterized by
mutual work related and emotional support, trust, loyalty and contribution to
company goals beyond the demand of the regular job description (Scandura
& Lancau, 1996).
The above described behaviour is often addressed as Organisational
Citizenship Behaviour (OCB). According to Truckenbrodt (2000), there are
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various tools standing at the management’s disposal which can be utilized to
promote OCB. One of these tools is the empowerment (Scandal & Lancau,
1996), which is as well the third HPWP analysed in the current research.
Based on the AMO model of Kroon, Van de Vorde and Timmers (2012),
employees have to be given the opportunity to contribute to the
organisational goals and reach service excellence in their own unique way.
Empowering leaders in order to create a safe and motivating environment,
where employees feel appreciated and their general well-being is enhanced,
often share their authority and responsibility and thereby they create more
meaningful jobs for their employees. Through empowerment a greater level
of engagement can be reached alongside with better employee and
organisational performance and higher financial return.
The findings in the current research made clear that empowerment is one of
the most important performance enhancing practice used by the Ritz-Carlton,
Bal-Harbour, and Miami. The managers’ statements can be completely
aligned by the theory of Combs (2006) and Applebaum et. al (2000) who
stated by empowerment active contribution to the organisational goals and
greater level of engagement can be reached. The rich interview data
collected from the employees also reinforce this theory. They claimed that
besides the unique empowerment applied in the observed property helps
them to handle issues more confidently and effectively it enables them to
create memorable experiences for the guests. They also emphasized the
positive effect of the emotions and rewarding feelings, derived from practice
of empowerment, on their general well-being at their work places. Their
statements can be paralleled with the ascertainment of Aston and Sung
(2005) who claimed that by applying so called high involvement practices
such as empowerment, encouragement or involvement higher trust can be
built and better work performance can be fostered.
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5.4. Reward system
The importance of the different trainings, the construction and maintenance
of a high quality LMX, clarification of the expectations, the communication of
the organisational goals and empowering leadership has already been
discussed. Whereas, another crucial practices which could keep the
employees motivated, further elevate their engagement and sustain excellent
service has not been mentioned. Therefore the current section is dedicated
to the employee reward system.
Hertzberg (1957), in his well-known theory introduced and analysed two
very different practices which can be used to motivate and reward high
performing employees. His findings are supported by the findings of the
present paper too. The majority of the leadership stressed the utmost
importance of such practices as recognition of great performance, sharing
responsibilities and promotion. They also claimed that by exploiting the full
potential of these so called motivational practices the employees can be
intrinsically motivated to keep up and even to surpass their previous great
performance; moreover a contribution to employee engagement can be
achieved too.
The research findings can also be matched with the AMO model’s
motivational theory. Kroon, Van de Voorde and Timmers (2012) argued that
workers not just have be trained and empowered but an adequate intrinsic
and extrinsic motivational/reward system, is also required in order to sustain
engagement and eminent service. In the Ritz-Carlton Bal-Harbour despite
that some of the leaders prioritized promotions and recognitions most of them
admitted that extrinsic-hygiene factors, such as financial rewards, incentives,
bonuses and salary raises cannot be overlooked either. They also contribute
to the establishing of a more favourable work environment, can effectively
increase sales and work performance especially for a shorter-term.
Furthermore the gathered data well reflected Aston and Sung’s (2005)
rewards and commitment practices argument as well. As one of the
managers of the Ritz-Carlton Bal-Harbour, Miami stated, in spite of the fact
that hotels are usually operate on a tight budget and therefore huge incentive
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programmes are not encouraged, there are performance based bonuses
available both for managers and employees such as smaller incentive
programmes are provided too alongside with open policies and egalitarian
terms and conditions for all employees.
The findings shed light on another point too. According to interview data in
can be stated that it is crucial that the managers of each department, based
on the high quality relationship established with their employees, motivate the
subordinates in a personalized way. Even though most employees claimed to
prioritize verbal recognition, awards or promotion others had no interest in
promotion and were more driven by salary raise, bonuses or incentive
programmes. Furthermore they stressed that without the support of material
or financial rewards, recognitions and promotions can lose from their
effectiveness and become less meaningful.
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5.5. Financial outcome
It has already been broadly discussed and accepted that the inspected four
HPWPs are able to increase the engagement and the performance of the
employees. This above analysis granted a greater insight to most of the
objectives of the present study. However, in order to answer the aim of the
research as well further observation is required.
During the interviews it has been pointed out that in order to attain
organisational goals and realise greater profit the organisational goals have
to be continuously communicated towards the employees (Combs, 2006;
Graen & Uhl Bien, 1995). But can a higher financial return taken into account
as a result of the additional investment in the application of the studied
HPWPs? This has been a debate of some of the academic studies such as
the aim of the present paper, thus its deeper discussion is inevitable
(Neumark and Capelli, 1999; Kallenberg, 2006; Wright et al., 2005).
Some of the above mentioned studies concluded that HPWPs in some
cases fail to positively affect the organisational financial outcomes. Increased
labour cost can outweigh profit growth (Neumark & Capelli, 1999).
Furthermore as it has already been mentioned, differences in organisational
outcomes have also been found in different business sectors and within
different cultural environment (Kallenberg, 2006).
Regarding the question whether incremental profit can be accounted by
implementing performance enhancing practices the leadership team of the
hotel has given a congruent answer. Based on their answeres the author
concludes that the hotel since its opening (not much longer than a year ago)
has shown promising tendencies overall, however due to the longitudinal
nature of the investment in HPWPs such analysis is hard to be carried out,
especially in a new property like the Ritz-Carlton Bal-Harbour, Miami. Their
statements can be paralleled with the findings of Neumark and Capelli
(1999). It has been mentioned that some trainings and empowerment can
require huge financial investment from the company which in shirt –term can
counterbalance the possible additionally gained profit. Although it has also
been universally stresses by the whole leadership team that the Ritz-
Carlton’s vision is a long term vision and therefore the property’s at Bal-
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Harbour too. Being a part of the top one percent most recognised luxury hotel
brands the investment in such performance enhancing practices is not a
matter of short-term profit realization but is an inevitable necessity in order to
not to lose money due to guest issue recoveries, keep market share and to
maintain guest and employee engagement and loyalty in a long-term. These
practices are required in order to be able to provide excellent service what
the guest of the hotel expect company-wide and to can keep the talented and
motivated professionals who work for the company. The findings showed
unquestionable confidence from the management side regarding the future
financial success of the Ritz-Carlton Bal-Harbour, Miami; generated by the
utilization of the observed four HPWPs.
5.6. Summary
The present study examined the specifications of four high performance
work practices which are used in the hotel being analysed. Details about the
effectiveness of the above HPWPs were revealed from the management’s
and also from the employees’ perspective. It can be confirmed that the
facilitation of trainings, effective leader-member communication,
empowerment and performance based reward system are able increase the
engagement and well-being of most employees, thus positively enhance their
work performance.
However, it has to be taken into account that in order to gain additional
organisational profit through the implementation HPWPs the support of other
HRM practices, such as company goal communication cannot be overlooked.
Moreover, it has to be embraced and daily executed especially by the
managers of the hotel. Furthermore, a long term vision has to be accepted
and embraced by the leadership team and daily, consistent hard work
required. The author has emphasized the correlation of the primary data with
the existing literature; however disparities have been noted too. In order to
summarize the current study the next chapter is presented where
conclusions, recommendations and guidance for future researches will be
given too.
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Chapter 6. Conclusion and Recommendation
In the current study the author has aimed to find out whether the application
of a bundle of four HPWPs in the luxury hotel industry can help to achieve
organisational profit, through the increased engagement and work
performance of the employees. To be able to reach the aim of the study the
author has undertaken a primary data collection in the Ritz-Carlton Bal-
Harbour Miami, which has recently opened up its gates for the public under
the flag of Ritz-Carlton. By using qualitative data collection through semi
structured interviews all together twelve respondents have been questioned.
Rich data have been gathered from six managers and six line employees in
order to gain a better insight to the research objectives and reach the overall
study aim.
6.1. Conclusion and recommendation
The study’s findings revealed in allegiance of the literature that in the luxury
hotel industry the expectation of the guest not just changing fast phase but
they even require businesses to exceed their expectations. The level of their
satisfaction and engagement not exclusively based on the tangible product
they are given, especially not in the hotel industry. Their engagement is
mainly influenced and formed by the personalised, impeccable, anticipatory
service received from the well-educated, well trained and committed staff. In
order to achieve guest loyalty, sustain stable market share and maintain
profit, attentive and flawless service have to be provided alongside with
excellent quality products. The examined hotel is a part of the luxury industry,
therefore, to provide high quality product and superb customer service is not
optional but the only way to survive on such a competitive market as the
hospitality industry especially in Miami.
HPWPs form a vital cornerstone of the Ritz-Carlton’s culture. Based on the
philosophy of the company these performance enhancing practices have to
be used in order to ensure high quality individual work performance, through
an elevated level of employee engagement, and to be able to achieve the
organisational goals. It has been proven by various studies that if high level
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employee engagement is reached the workers tend outperform in exchange
of the managerial support they have received (Johnson and Brown, 2014;
Karatepe, 2013; Kroom, Van De Voorde, Timmers, 2012; Sparsam, Sung,
2005). However the question whether this enhanced level of employee
engagement could significantly and positively affect organisational outcomes
such as profit, have not yet been unquestionably proven. Therefore, the
present paper’s aim was to find out how high quality individual work
performance can be directed in a way that their contribution to the overall
hotel profit becomes undoubtfully significant.
It has been revealed that during the intensive on-boarding training
employees are introduced to the company culture and values and they are
invited to embrace them. This initial training process holds crucial
importance. It is the first time when the goals of the company are
communicated to the employees. Throughout the initial on-boarding process
a solid base for future teamwork attempted to be formed between the
management and employees; where they strive to accomplish their individual
and also the company’s goals in a co-operative and supportive manner. In
the absence of this initial step employees would not be able to embrace and
understand the core values of the company and the higher cause they have
to contribute to.
It has been uncovered too that after embracing the brand philosophy and
values, employees are provided the tools, in a form of department specific
technical trainings. When these trainings are present and provided for the
employees they can more effectively contribute to the daily operation, exceed
guest expectations and strive towards the common company goals. In order
to develop their knowledge and maintain their engagement is crucial to have
both type of trainings available at the employees’ disposal.
As far as the empowerment concerned, it has been found that within ideal
circumstances, empowerment is one of the most effective elements of the
discussed HPWP bundle in terms of increasing individual performance, as
well as driving employee and guest engagement. Despite all that, it has been
revealed that the lack of consistent technical trainings or the insufficient
amount of human resources not only effects the engagement of the workers
negatively but also creating guests for life. Therefore, based on the above
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findings and previous research results the author accepts that empowerment
can effectively foster employee -and guest engagement, however its success
strongly based on the perfect application of the other three observed
HPWPs.
In nowadays society and also in the business world supportive and
empowering leadership became more and more important. Truckenbrodt
(2000) claims leaders and employees undergo various social interactions
daily and these interactions form the quality of the relationship between each
other. Both managers and employees claimed that when there is an open,
honest, clear and consistent communication exist reinforced by supportive
and empowering leadership a better leader-subordinate relationship can be
taken into account and greater individual performance can be achieved.
Whereas if there is lack of open communication, coaching or emotional
support by the management towards the employees, it negatively affects the
engagement of the workers, thus a drop in their performance is recognised
(Scandura and Lancau’s, 1996). The findings of the study can be aligned with
the above results. Although, not all the employees of the Ritz-Carlton Bal-
Harbour felt that they are completively supported by their managers the ones
which felt the opposite, they admitted that the supportive, empowering and
open attitude of the managers help them as well to open up and
communicate and perform more effectively.
As far the reward system concerned the current study seems to validate
Hertzberg’s (1957) motivational theory. Most manager argue that
motivational factors such as recognition, sharing responsibilities and giving
promotions are more effective in a long run, in terms of sustaining employee
engagement and maintaining high work performance. However the present
research findings confirm Kroon, Van de Voorde and Timmers’s (2012) AMO
model too. They postulate that employees should be motivated and rewarded
both intrinsically and extrinsically based on their performance. On the one
hand, half of the questioned employees preferred to be intrinsically
motivated. They valued more the help in taking the next step and further
advancing their career than receiving material rewards or other incentives.
On the other hand, the other half of the line-employees claimed that they
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would be more motivated if they revived more incentives or a salary raise
than only recognitions, awards and promises of future promotions.
Based on the above findings the author concludes that it is hard to
generalize what motivates or what does not individuals. Each every person is
different, coming from different educational and family background. Not to
mention that everyone has different career goals in their lives. All these
factors have to be taken into account by the managers. The employees’
strength and weaknesses such as future carrier goals have to be known.
Managers have to be Abe to identify the ones who strive for future career
development in the luxury hotel industry and also the ones whose reason for
working in the hotel is different. In order to ensure their engagement and
sustain or further elevate their work performance they have to be rewarded
and motivated according to their needs and future endeavours.
Finally, it is important to analyse whether the final objective and the overall
aim of the current research can be met. The findings of the paper reinforce
the already existing results on HPWPs and their effects on employee
engagement and through that on individual work performance. In addition,
given the qualitative approach of the present study, the author was able to
provide additional valuable details to the existing results which can be used
by all hospitality and guest service professionals.
As all the managers stated along with some of the line employees
(especially the one who are looking for a future career in the hospitality)
when the goals of the hotel and the whole company are effectively
communicated it helps them to alter their performance and leverage their
specific skills and abilities in order to reach that exact goal. This
communication process is led by the HR department of the hotels and has
utmost importance.
The majority of the research participants mentioned two examples how the
goals of the hotel and the whole company are communicated. Daily line-ups
alongside the weekly WIG (Wildly Important Goal) board sessions were
mentioned. These practices or sessions are facilitated and delegated by the
human resource management of the hotel; however they are executed by the
supervisors, managers or the directors. Due to the positive engagement
building and performance enhancing effect of high quality leader-member
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exchange, including effective and open leader-member communication, the
role of managers in the communication of the company’s goal could not be
more important.
When they succeed to establish a high quality LMX and communicate the
overall company or hotel goals consistently, employees can understand the
purpose of their work within the company and they will be able to outperform
in a way the goals of the hotel can be met and at the end higher profit will be
realized. Consistency was emphasized as a vital point of the whole process.
It has been stated that if managers became inconsistent with the
communication, employees tend to lose track, and forget about the purpose
and the higher mission as well. Therefore their performance might drops and
they migh fail to contribute to achieving goals on the organisational level.
To sum up, the author concludes, that based on the research data, in the
luxury hotel industry where the guest expectations continuously increased by
the high competition on the market and technical development, all managers
have to look for modern ways to lead their team in order to meet and exceed
these growing expectations. A new style of leadership is required which is not
based on authority but on engaging, empowering, supportive and inclusive
leadership where by simultaneously and consistently applying various
performance enhancing work practices, such as the examined training
system, effective-open communication, high quality leader-member
exchange, empowerment and adequate reward system, alongside with the
constant communication of the company’s goals, an environment for effective
teamwork can be created, the common goals can be achieved and extra
profit can be gained.
Whether these HPWPs are effective in a way that extra profit can be
created? Kallenberg (2006) found that there are practices which are more
effective for non-profits and there are others which fit more for profit-oriented
companies. Others stated that the implementation of such practices required
a higher investment than the realized incremental growth in the profit was
(Capelli & Neumark, 2011; Timiyo, 2014). By analysing the conducted
interviews a positive tendency in the financials of the observed property was
acknowledged. “Happy employees, happy business”; “Happy employees lead
to happy guests”; “Happiness is contagious” has been claimed (Respondent
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6; 293). However, according to an important additional point, has been
pointed out in the findings, the companies who implement HPWPs have to
have a long-.term vision, so over-time sustainable extra profit can be
obtained.
6.2. Recommendations for further researches
During the data has been gathered for the present research various
obstacles have presented themselves. Tight hospitality schedules,
differences in the respondent’s native language, the small size and freshness
of the observed boutique-resort hotel were listed between the biggest
limitations of the current study.
Based on the above limitation, in order to further strengthen the
dependability and transferability of the findings further research would be
required, which should be conducted in a different geographical location, a
larger and supposedly business oriented hotel where the expectations of the
guest are extremely different such as the operation of the property.
Furthermore, additional researches should be undertaken in another period
of time in order to gain a more precise picture of the long-term profit
generating power of the examined HPWPs.
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70
Appendices
Appendices 1. Interview scripts
Interview questions layout for the hotel line employees 250
Number of question Reference Reason of question
0. To begin with, I appreciate your
time and your help in my
research. Before we start please
allow me to give you a short
introduction about my research
topic in order to provide you a
better understanding of the
specifications of our
conversation.
In the last almost one year I have
been working in this hotel as a J1
rotational intern. During this year
I have embraced the strong
organisational culture of Ritz
Carlton and some elements of
this culture have specificly
cought my attention.
These elements are the so called
high performance work practices,
such as: trainings,
communication, empowerment
and reward system. My goal is to
find out more about their
effectiveness in terms of
increasing of the employee
engagement –and well-being
General information
about the interview
process and ethics
explanation.
71
such as work performance.
On the other hand, I would like to
inform you that during our
interview I will take notes and the
conversation will be recorded in
order to support my dissertation
preparation process. I assure you
that my interview results will be
anonymous and none of the
intervieewes’ names will be
mentioned. Also, all the data will
be deleted as soon as the
dissertation is submitted.
These terms are stricly enforced
by my University and supported
by its ethical codes, therefore I
must follow these rules,
otherwise my research will not be
accepted and will be cancelled.
72
1. So, to start our
conversation I would
like to ask you to share
a few pieces of
information with me
about your personal
background and your
history in the hospitality
industry.
1.1 How you came to the
decision to start
working in this field?
1.2 How long you have
been working in the
hospitality?
1.3 Where do you see
yourself in five years?
Warm up question, find
out personal
background and
previous work
experience.
2. You mentioned your
previous expeiences in
hospitality, but have
you ever work for a
hotel or other company
where you have
encountered with any
high performance work
practices such as:
trainings, effective
communication
between leadership and
line employees,
empowerment and/or
rewards system?
To reveal past
experiences in the
specific fild of luxury
hotel industry and hotels
where the mentioned
high performance work
practices are applied.
3. What were your initial Chen (2015), Rousseau To find out the inital
73
thoughts and
expectations about the
company and more
specifically about the
mentioned HPWPs?
3.1 What were your
feelings and thoughts
about trainings and the
continous
communication of the
company’s goals.
3.2 Was it hard to
understand and
embrace
empowerment? How
did you feel about being
empowered at the
beginning?
3.3 Did you feel that these
practices could help
you to become more
engaged with the hotel
and have a better
quality work place
where you feel
supported and
comfortable?
3.4 Did you think that these
practices could help
you to perform better
when you work?
(1995) employees
psychological contract
thoughts and feeling of
the employee regarding
the observed HPWPs.
4. You know that I also
have experience
Kroon, Van De Voorde
and Timmers (2012)-
To find out the
effectiveness of the
74
working here. During
the last year we have
participated in the daily
operation and many
times faced challanging
situations, such as
dissatisfied and
complaing guests.
These situations are
hard handle, especially
at the beginning. Most
people start
immediatelly
apologising, act
confused and scared.
4.1 Have you been in a
similar situation, have
you ever had similar
experiences?
4.2 What do you think,
would have been the
appropriate way to
handle these
situations?
AMO model,
trainings.
5. Do you think that the
trainings provided by
the company could help
you (and me) to solve
these problems and to
handle effectively any
other difficult situation
you possibly encounter
during your work?
Naqvi and Nadeem
(2011) - SHRM theory
HPWPs’ effect on the
individuals’ KSAs.
Karatepe (2013), -
HPWPs,
To uncover the
respondents’ perception
about the importance of
the provided trainings.
75
6. When you deal with a
difficult situation like the
one we discussed or if
you have any personal
issues, do you feel
supported by the your
managers or
supervisors?
6.1 Do you feel comfortable
to talk to them and ask
for their help?
6.2 Have you ever seen
anyone in the hotel who
hesitated to talk to his
or her manager?
6.3 What could have been
the reason?
As Lee et al. (2014),
Emmerson (1976)- SET
Truckenbrodt (2000) -
LMX.
To find out level of the
communication and the
quality of the
relationship between the
leaders and their
subordinates
7. Have you ever recieved
coaching, personal
advice, face to face
feedback or
performance evaluation
from your manager or
supervisor?
7.1 What were your
feelings about it?
7.2 Has it effected your
relationship with your
manager?
7.3 How do you think it
helps to build a better
relationship between
you and your manager
As Lee et al. (2014);
Emmerson (1976)-SET;
Li, Sander and Frenkel,
2012-LMX, high quality
leader-member
exchange;
Graen and Uhl Bien,
1995- LMM
The reveal how high
quality leader-member
exchange and
supportive leadership
effect the employees
engagement and sense
of well-being.
76
(caracterised by: mutual
higher level of respect
and trust)?
7.4 How has it influenced
the level of your
engagement and
general sense of well-
being?
8. Could you please
describe me a situation
when the above
mentioned practices
(coaching, feedbacks...)
helped you to perform
better?
Li, Sander and Frankel
(2012)- LMX, high
quality leader-member
exchange
To find out whether
communication and
effective-suportive
leader-member
exchange can increase
the employees work
performance.
9. Are you aware of the
overall goals of the
hotel?
9.1 Are the goals of the
hotel and your
department often
communicated with
you?
9.2 Knowing the goals
makes it easier for you
to work more
effectively, provide
better work
performance?
Li, Sanders, Frenkel,
2012- LMX,
communication
Hertzberg’s (1957)- two
factors motivation
theory
To reveal the
effectiveness of the
communication. Find
out whether the
employees are
communicated the
organisational goals and
are able to strive
towards those by using
their specific KSAs.
10. Do you feel that you are
heard and involved
during the process of
Quińones, Van den
Broeck, Hans de Vitte,
2013)- AMO model,
To reveal the
responders’ feeling
about involvment.
77
decision making in
order to achive the set
goals?
10.1 How does that
make you feel? Please
explaine it freely!
empowering leaders,
involvement,
Hertzberg’s (1957)- two
factors motivation
theory
11. Can you describe me a
situation when you
used your
empowerment in order
to increase your
performance and
provide a unique,
memorable experience
for a guest?
12. How the fact that you
are empowered makes
you feel now?
Truckenbrodt (2000)
empowerment
Reveal the interviewees
thoughts and feeling on
empowerment.
13. Have you ever been
promoted or been given
more responsibility?
13.1 Have you ever
recieved any gift or
extra payment? Could
you please describe me
the situation, why you
recieve it and what
were your feelings
about it?
13.2 Did or would it,
if you have not recieved
it yet, motivate you to
continue working hard
Aston and Sung (2005)-
HPWPs
Hertzberg (1957)- Two
factors motivation
To find out the
respondants’ personal
opinion on the
performance based
reward system and
whether it helps to
increase engagement
and performance.
78
and even increase your
performance?
14. Which one would you
choose and why? An
extra payment, such as
salary raise in you
current position or a
promotion to a higher
position (probably even
without a salary raise)?
Hertzberg (1957)- Two
factors motivation
Find out personal
preference and feelings
about the two strongly
distinctive reward
system.
15. Do you think that
traings, effective
communication,
empowerment and
rewarding are
effectively help you
perform on a higher
standard and make you
feel better and safe at
your work place?
Conclusion question,
summary of the
interview.
16. Thank you very much
again your time and all
the valuable
information! Dou have
further comments or
related questions?
Conclusion
question, summary of
the interview. Chance
for feedback and
additional questions
255
Interview questions layout for the hotel managers
Number of question Reference Reason of question
0. To begin with, I appreciate your General information
79
time and your help in my
research. Before we start please
allow me to give you a short
introduction about my research
topic in order to provide you a
better understanding of the
specifications of our
conversation.
In the last almost one year I
have been working in this hotel
as a J1 rotational intern. During
this year I have embraced the
strong organisational culture of
Ritz Carlton and some elements
of this culture have specificly
cought my attention.
These elements are the so
called high performance work
practices, such as: trainings,
communication, empowerment
and reward system. My goal is
to find out more about their
effectiveness in terms of
increasing of the employee
engagement –and well-being
such as work performance.
On the other hand, I would like
to inform you that during our
interview I will take notes and
the conversation will be
recorded in order to support my
dissertation preparation process.
about the interview
process and ethics
explanation.
80
I assure you that my interview
results will be anonymous and
none of the intervieewes’ nemes
will be mentioned. Also, all the
data will be deleted as soon as
the dissertation is submitted.
These terms are stricly enforced
by my University and supported
by its ethical codes, therefore I
must follow these rules,
otherwise my research will not
be accepted and will be
cancelled.
1. You mentioned your previous
expeiences in hospitality, but
have you ever work for another
hotel, hotel company or other
company where you have
encountered with any high
performance work practices
such as: trainings, effective
communication between
leadership and line employees,
empowerment and/or rewards
system?
To reveal past
experiences in the
specific fild of luxury
hotel industry and
hotels where the
mentioned high
performance work
practices are applied.
2. Do you think that this hotel
applies HPWPs with specific
attention to the above mentioned
four practices?
2.1 Could you tell me why these
practices are applied and
whether they are key elements
Karatepe
(2013),-
HPWPs,
To find out whether
HPWP’s implemented in
the hotel and if they
play a key role in the
operational success of
the hotel. Reveal the
interviewees’ perception
81
of the company’s organisational
culture?
2.2 Do you think HPWPs are more
effective if they are implemented
simultaneously?
on the implementation
of the HPWPs.
3. What do you think, what kind of
expectations and feelings the
employees have when they start
working for the company?
3.1 Do you think it is important and
to clarify at the beginning what
these expectations are and
communicate what the hotel can
provide to fulfill them?
3.2 Do you think it help to increase
employee engagement and well-
being?
Chen (2015),
Rousseau
(1995)
employees
psychological
contract
To uncover the
participants’ opinion
how the fullfillment of
the employees’
psychological contract
can effect the
engagement of the
employees?
4. Do you think that trainings can
effectively increase the
knowledge and skills of the
employees?
4.1 How does it effect their
performance based on your
experience?
Naqvi and
Nadeem (2011)
- SHRM theory
HPWPs’ effect
on the
individuals’
KSAs.
To reveal the
participants’ view on the
effectiveness of the
trainings.
5. In your opinion, how it can be
reached that all the employees
work in a way that it is beneficial
for the hotel in terms of reaching
its organisational goals and
increase its profit?
5.1 Can you describe me any
practice you do on a daily basis
As Lee et al.
(2014),
Emmerson
(1976)- SET
Truckenbrodt
(2000) - LMX.
(Li, Sander and
Frenkel,
To find out whether the
organisational gols are
communicated towards
the employees and
how.
82
to help the employees
understand the organisational
goals?
5.2 Do you think the effective
continuous communication help
the employees to perform
better?
2012).-LMX
6. Can you describe a situation
when one of your employees
had any work related or personal
issue and they came to you and
ask for your support?
6.1 How did you react? How did it
make you feel?
6.2 Do you think it is important to
support your employees all the
time and make them feel
comfortable to come to you for
advice and help.
6.3 Have you ever provided
coaching, face to face feedback
or performance evaluation for
you employees.
6.4 How do you think all this support
makes them feel? What are your
experiences?
6.5 Do you think this high quality
realtionship between you and
your subordinates can increase
their engagement level?
Li, Sander and
Frenkel, 2012)-
LMX, high
quality leader-
member
exchange;
(Graen and Uhl
Bien, 1995)-
LMM
To reveal the existance
of a high quality leader
–member relationship.
To find out whether a
supportive is present in
the hotel. To uncover
the respondants’
opinion on the linkage
between high- quality
LMX and employee
engagement.
7. Are the employees allowed to
strive towards the mutually set
goals in their own, most effective
Truckenbrodt
(2000)
empowerment
To find out if the
responders’ opinion on
the importance and
83
way?
7.1 Does empowerment is a key
element to increase
performance and employee
engagement.
7.2 How do you think the fact that
they are empowered makes the
employees feel?
7.3 How do you use your
empowerment?
effects of
empowerment.
8. Are the employees offered any
reward in the hotel and within
the company, based on their
performance?
8.1 How do you think, this rewards
system is important in terms of
increasing employee
engagement -and performance?
8.2 What is your opinion, financial
rewards or intrinsical rewards
such as promotions, deeper
involvement are more effective
to increase engagement and
support future high
performance?
Hertzberg
(1957)- Two
factors
motivation
To find out whether the
employees are offered
rewards based on their
performance. To find
out the participants’
view about the intrinsic
and extrensic reward,
motivational system
9. Can you tell how many of the
hotel’s employees are fully
engaged and committed to the
hotel or the company now?
9.1 Do you think that the applied
HPWPs has a key role in
reaching or increasing the level
of the employee engagement?
Naqvi and
Nadeem
(2011); Timiyo
(2014)- HPWPs
To find out whether a
inkage between
engagement and higher
level of work
performance exist
based on the
experience of the
respondant.
84
10. Do you believe that higher level
of employee engagement
triggers better work
performance?
10.1 Do you have any
example when a higly engaged
employee provided better work
performance then his or her less
engaged peers?
Naqvi and
Nadeem
(2011); Timiyo
(2014)- HPWPs
Li, Sander and
Frenkel, 2012-
OCB
To reveal whether
higher level of
engagement in this
particular hotel leads to
better work
performance?
11. Do you aggree that better
individual work performance can
increase the hotel’s overall
performance and trigger higher
profit?
Kroom, Van De
Voorde,
Timmers 2012-
AMO, Heskett
(1994), service
–profit chain;
Sparham and
Sung, 2005-
HPWPs
To uncover the
connection between
better individual work
performance and
organisational- financial
success in the specific
case of the observed
hotel.
12. Finally, overall based on your
experience and information, the
earlier discussed and applied
four HPWPs (training,
communication, empowerment
and rewards system) are
effective tools to increase the
profit of the hotel?
12.1 Does it worth invest
money and other resources in
these performance enhancing
practices in this hotel? Through
their application can additional
profit be gained?
Conclusion question,
summary of the
interview
13. Thank you very much again your Conclusion question,
85
time and all the valuable
information! Dou have further
related questions or comments?
summary of the
interview. Chance for
feedback and additional
questions
260
86
Appendix 2. Interview transcribes
Respondent 1.
Hotel Manager 265
Interviewee: So Mate, what are your questions about?
Interviewer: All my questions are about the Ritz- Carlton and specifically
about this property but I will explain everything to you right now. So, to begin
with, I appreciate your time and your help in my research. Before we start I 270
would like to give you a short introduction about my research and the
specifications of our conversation. As you know, in the last almost one year I
have been working in this hotel as a J1 rotational intern. During this year I
have encountered the strong organisational culture of Ritz Carlton and some
elements of this culture have specifically caught my attention. These 275
elements are the so called high performance work practices, such as:
trainings, effective communication between leaders and employees,
empowerment and reward system. My goal is to find out more about their
effectiveness in terms of increasing of the employee engagement –and well-
being such as work performance. 280
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’’ names will be mentioned.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality, and tell me please a few words about your previous experiences 285
in the hospitality?
Interviewee: How far do you want to go back? So anyways I grew up in a
family where my parents worked in the hospitality as well. Than later I went to
a hotel school too just like you. I worked in Germany in the Le Meridien hotel
and then I worked in Holland in a Sofitel and other hotels in Holland too. 290
However, I came to the U.S. as a J1 intern too and I started working in a
5star 5diamond big property in Florida. It was a very big property. After I
worked for the St. Regis in California and also for the Ritz-Carlton in Indiana,
87
I worked for Jumeriah as well in New York, so basically many different 5 star
chains before I ended up here in this property. The Ritz-Carlton it is just the 295
effective way that things are really get done. That these practices actually get
implemented and they are the part of the culture. There a couple of things
which are different in this hotel and in Ritz-Carltons. We really tend to focus
on the initial trainings of our ladies and gentleman and these trainings are
more about the cultural aspects of the company. So actually focus a whole lot 300
less of the technical training. Let’s say, the label is facing the guest make
sure all the practical service standards are ok, escort the guests, do not let
the phone ring more than three times. You probably remember, when you
first came on board, we all talked about the service values, the credo, the
motto. I feel that especially at the beginning we trying to say to everyone, that 305
yes, this is what we are, this is what we want you to be. We not just want you
to act a certain way, we these to b your values. So I think that is a big change
comparing to other luxury companies. That is for training.
About the communication? Most of the hotels are very independent when it
comes to communication, but here at the Ritz- Carlton we have many form of 310
communication such as the CTQ and they put a lot of effort to make it
globally. So everybody reads the same CTQ everybody focuses on the same
service value.
Interviewer: Could just please for the record explain what CTQ stands for?
Interviewee: Yes, very good. CTQ is the commitment to quality. So all 40000 315
employees have to have line-ups every day and the CTQ is basically the
front page of our daily OPS. The front page have the focus of the week and
the service value of the day. This is throughout the whole company, so
everyone gets the same information every day and everybody is on the same
page. 320
Interviewer: So every can strive towards the same goals? So I understand
that this is a very important practice every day.
Interviewee: Yes, and there are not much more company that does it so
globally, but I think it really works. I also think that empowerment works. You 325
know, many times people in hospitality they say team empowerment, but the
empowerment here is different, we really have this hands on approach which
88
really come from the culture of the company and the senior leadership, who
allow people to make decisions and do what they feel is the best. If I think
about the St. Regis or Jumeriah, also high-end chains. But there was always 330
something about empowerment. Ok, yes you can comp but you have to fill
out a form, or yes you can do it but you have to get your manager involved.
Or above $50.00 you have to fill out a form. Here we set a $2000 limit.
However I do not thing that is really about the $2000. It’s more about holding
people accountable. 335
So what we do here, we measure first person resolution. We measure
ourselves to see if a guest has an issue if it was the first person who resolved
it. If you do not do well with that it means you do not do well with
empowerment. So my job, what I learned, if someone takes care of a guest
who has or had an issue my first question is always, ok so what did you do 340
about it? Do we need to get back to guest, do we need to follow up to make
sure that, what we say here, is 5.
These questions are different that people would usually ask. They would ask
you: why did we comped these $300? Why did we gave something for them?
Sometimes you make mistakes and sometimes people go overboard and you 345
are scratching your hands in my position, but at the end of the day the most
important question is the guests are happy and engaged? Many times I had
to hold myself back from saying anything what to do and let people figure the
solution out themselves.
Interviewer: There is one thing what you said a little bit earlier. You 350
mentioned it is very important during the initial trainings, to let our ladies and
gentleman know what is our culture here and that we want them to
understand and embrace this culture before they even start working. So
basically we our initial expectations for them. It is very important for sure.
However, what do you think about their initial expectations towards the hotel 355
and the company when they coming on board?
Interviewee: You know it is funny, when I interview people or anyone of us
before the on boarding or orientation. I feel that they have the expectations
that we are a very strict and luxurious company with many SOPs and
regulations and doing everything by the book. So when they come on boards 360
they expect us to tell them exactly what to do. But we do kind of the opposite
89
here. We rather say, what would you do? We more focused on the outcome
of the guest not so much how you get to the results. So it is kind of weird for
some people. I remember when I did my first orientation and people were like
wow, so you want me to treat the guests are like my grandmother? So people 365
can get confused at the beginning. Than the second day when we come back
again for orientation and start doing role plays and practicing situations, you
see them that they start understanding what all that empowerment means
and they start to make their own initiatives. It is funny when we do the first
role plays during the on boarding, there many things I could think of they 370
have to do better to get to Forbes or BSA (Brand Standard) 5 star, such as
posture, verbiage, not using the guest name.... Although, we try to coach
them a little bit on that too, we focusing on if you really anticipated the guest
needs? Did you really asked the necessary questions to be able to show
genuine care. The important thing is that they understand what it to give 375
genuine care and comfort is.
Interviewer: So the focus is really on the technical details, but to see the big
picture, understand the basics and to anticipate the needs and provide
genuine care?
Interviewee: Yes, because the refinement and the polishing, the verbiage are 380
very easy things to teach and change and teach them. But to get, to feel and
to understand what the people really need and wants that is the difficult part.
Interviewer: Do we have any other trainings later on which helps the
employees to improve their performance?
Interviewee: Absolutely, we have a lot of trainings. We do what we call the 385
day 21 and the three steps of service training. This is more about the
technical steps of service and a follow up with the orientation. Using the
guest name, introducing yourself, making eye contact, using proper verbiage.
It is very important as well. You could do a very great job with anticipation but
if the delivery is bad it takes away from the message. We really have a 390
million trainings. Some of them are on property some of them are online and I
think that our daily line-ups are the daily service trainings. Every ladies and
gentleman have to have a line up every day, concentrating a different aspect
of service and different service value every day and most of the time we have
very engaging line-ups. 395
90
Interviewer: Thank you. My next question has a connection with trainings too.
You said that we have many trainings and we have the on boarding training
where we set our expectations towards the new hires. Do you think that
these trainings are effectively increase the employees work performance and
gives them a greater level of well-being within the company? 400
Interviewee: That is one of the first thing people realize, that we expect a little
bit more and some people might do not like it. However, most people quickly
realize that we empower them. We ask them to create wow stories, we ask
them to create strong relationship with the guests. I think most of our
employees, and I think we do a great job with the hiring, we hire the good 405
people, see their job as something a little bit more. Not just take and order
and serve it or if you are at the front desk you are not just checking in and out
people. I think our employees understand r higher mission and if they come
out from the orientation they feel good. Wow that is a pretty great company,
they want us to do all these things. Off course when they start working at the 410
department, when reality sets in, they realize that is ok, they still have to take
orders and serve food, but in the meantime hopefully they also understand if
you have guest with an issue you are empowered to turn them around. You
go to your manager and they say ok and ask well what do you want to do to
make them happy? How do you want to do it? Do you want to go to the 415
store? I believe they see and understand the higher goals at that point and
that is why we have in the whole industry one of them most engaged
employees. We not just asking them for simple functional tasks, like clean the
room, serve the wine or check in the guest. We ask them to be in a way
someone very meaningful. Creating memorable experiences is our number 420
one service value. For the guest but also for our ladies and gentleman is
important to be meaningful nowadays and people like that.
Interviewer: And they are also empowered to create something memorable
for someone in their own unique way and it feels good.
Interviewee: Exactly, and it feels good to see your name recognised. It feels 425
good to get additional tips.
Interviewer: Absolutely! Thank you! Can you explain me any situation when
someone used his or her engagement to create a special experience for a
91
guest, or even when you used your empowerment. I am sure you have a lot
examples but just tell me your favourite than please. 430
Interviewee: My goodness, yes there is a lot. We had so many. You know we
have at least two a week and they are great. There was a family and they
could not get their passports on time but they wanted to go to Mexico. So
they came finally here. One of our front desk agents found that out and
created an amenity and set up in their room which made them feel that they 435
are in Mexico. It is a little thing but it had a huge impact. Some of our famous
wow stories, which were meaningful: There was a family and their kids had
teddy bears. I have young kids so it had a huge impact on me too. So the kid
lost the teddy bear and he get really sad and upset. Our concierge was able
to locate the teddy bear, but instead of just sending it back, the team created 440
a whole story with pictures of the teddy bear in the restaurant, at the pool on
the beach. They sent back a whole book with the bear like the teddy bear
were not even gone just trying out all the amenities of the hotel. This one was
very memorable. I am sure that the parents will tell that to everyone and that
the book will be on the coffee table for a long time. Moreover, later when the 445
kid grows up he will probably tell his kids this story. This is such a memorable
experience. It did not cost us much but was very meaningful. Also when I
worked at the Ritz-Carlton, Dallas we won the best wow story within the
whole company. Looking back I do not think if it was that great but still.
So we had a gentleman, he was a in the NAVY, and the army was going to 450
Afghanistan at that time and that was his last night with his fiancé. He just
had dinner with us, but he had to pick up something from his car and we saw
all the military bags and found out that that was their last night together. We
surprised the gentleman and actually gave them a room we gave them the
presidential suit and took pictures and created that special memory for them. 455
It was a very emotional moment for them and this night will always have a
connection with the Ritz-Carlton for them. It was a great wow story. It was
also one where we put in a lot of money too. My favourite ones are the ones
which does not cost a lot of money but still creating a special memorable
experience. 460
Interviewer: Thank you. So as far as I understand we can say that in this
property and throughout the whole company we do use and implement all
92
four HPWPs. However I would like to ask you more about your opinion on
supportive leadership. Has it ever happened to you that one of your
employees came to you an issue and question and how did you react? Also 465
what do you think how does that make your employees feel when they are
supported by their leaders?
Interviewee: This is being honest, is always a very difficult one. You always
trying to create an environment where all the employees feel supported.
There are couple of things what we do here to create a positive environment. 470
One of them is open door policy. People can come with anything any kind of
issues, anybody. Preferably we like people going to their managers first, but
if they do not feel comfortable they can always come to me and I will never
turn anyone away. We also like to the hotel manager’s chat. We just
schedule a meeting with the different teams and just sit down and ask what is 475
going on and how they feel? What we should do better? It is an open
communication. We encourage people to talk and let us know everything and
we try to make sure that we act and follow up on the things they say.
Interviewer: How do you think, that our ladies and gentlemen are feel
comfortable and free to talk about these issues and questions? 480
Interviewee: I think so. In Ritz-Carlton generally and also here at this property
we have a very open environment. We like to get feedbacks and constructive
criticism.
We also do day 21 training. After a few weeks they come on board, we sit
down and ask them what they think? How they feel now? What could we 485
change or do better? We kind of create that open culture. Also at the line ups
we also ask and like to talk about any issues. We have a service value too. I
am involved in the planning of the work that affects me. So what we mean by
that is that we want to make sure that we listen to the employees and involve
them. Even when it comes to disciplinary actions we have a very open policy. 490
If someone disagrees we have an employee council where you can discuss
your concerns. It includes ladies and gentleman from all departments,
managers and supervisors. What do you do, you present your case and you
can say that this is not accurate because actually thus and this happened.
The council after that decides if they agree or disagree with the manager and 495
your disciplinary action. It is sometimes makes the leaders uncomfortable. If
93
the council agrees with the employee it means the manager were wrong and
it should not have been a write up for example. However, it shows that we
are not just a bunch of leaders telling people what to do. Secondly, it really
ensures that the leaders follow a correct procedure. Moreover, it gives the 500
employees a tool which helps them ensure that they are treated fairly. If they
do not agree you can just go and take it to the next level.
Interviewer: Has it ever happened here?
Interviewee: Yes, we had it a couple of times.
Interviewer: It was very interesting. We talked about many things, but have 505
not really touched the different rewards. Do we offer any kind of reward
system for our employees here?
Interviewee: Yes we do have. You know, there are two kinds of rewards. We
have a few which are more financial reward. For instance front desk would
have an upsell competition. I feel we always have a great reward system 510
since we work in the service delivering industry we work on tips too. In a
restaurant we also have an upsell competition. All of our sales managers
work on a commission based system. They have to reach different targets to
get commissions and bonuses. We also have something which we call
lightning strike. When someone goes really above and beyond and does 515
something great leaders are empowered to give out financial reward for that
person. It is a one-time financial bonus. However, I think our rewards are
more focused on recognition and we have many different tools for that. The
most common one is the first class cards. It is a small thank you card when
you recognises the great work of someone. We encourage everyone to fill 520
out these cards. By the way, I feel that in this hotel there is way too much
coming from the leaders and not many from the employees. Here we need to
work more on that, but is definitely a nice recognition. We do a hotel wide
line-up. It is on Fridays where we celebrate achievements, good scores,
employees and leaders together. We do also employee of the week which is 525
now employee of the months since we are a small hotel and we wanted to
keep it prestigious. That is a really hotel specific. We also do the employee of
the quarter ceremony where employees and leaders can award each other
with a 5star nomination. We do a 5star nominee lunch where all the
nominees attend and after we pick the five best from those people. Those 530
94
five will be at the end of the year the 5star employee of the year. If you get
those awards. There is recognition, you get a pin and money and the 5 stars
of the year also get a five nights vacation anywhere within the U.S. at a Ritz-
Carlton with $500 spending money. We try to do a lot of recognition based on
Gallup survey. We really focus on guest comments too. 535
Interviewer: You mentioned two different kind of rewards. The more monetary
and the recognition kind of rewards. What do you think which one is the more
effective in terms of increasing employee performance and engagement.
Interviewee: I think is the recognition. We want people to feel good about the
job what they do. Recognition motivates people to perform even better plus 540
recognition motivates others to do better as well. Everybody wants to get
recognised, therefore it creates a culture of excellence because they see that
good behaviour and performance is rewarded. One thing what I learned in
the hotel school that financial motivators are demotivators. If you feel that you
do not make enough money and you are disengaged the more money will 545
make you happier. However, the more money you give their performance is
not going to increase. The quality stays the same. Also, if people thinks that
they make fair money, because no one ever thinks that he makes enough
money, but if they feel that they are compensated fairly giving people more
money is not really going to motivate them. In sales it is a little bit different, if 550
you want upsells specifically than the more can money can be a motivator.
Or for leaders who work with a bonus plan like myself, I am motivated to hit
the financial goals, the Gallup targets but in most scenarios money acts only
as a demotivator.
One example, I worked at a restaurant, where the leader after a busy night 555
ordered pizza for the team. They were really busy and had a good night and
then the manager would buy them pizza. I remember once the employees
were really upset with their new manager and I asked them why? They said
you know why? Because he never gets pizza. So after a while. Pizza became
something expected. Just because they had a busy night they expected to 560
get pizza. Sometimes rewards like that can become more like an expected
compensation. On the other hand, in our company we try to hire people who
are ambitious and would like to grow, so I think the opportunity to grow and
get recognised is a greater motivation. Showcasing these people how they
95
can move up within the company is a huge motivator. We have some 565
employees off course, like housekeepers for example, who are fine being a
housekeeper but many of our ladies and gentleman are here to continuously
learn and grow so this opportunity for them is very motivating.
Interviewer: Thank you! So one of my last questions. You said that all the
communication, empowerment, trainings and rewards help our employees 570
feel better at their work place and be more engaged, but how does it affect
our guests? Are the employees able to increase their work performance and
make our guest more engaged too?
Interviewee: Yes. You know it is kind of a cliché: happy employee, happy
guest. It is absolutely like that. This is one of my mistakes I have made earlier 575
in my career. I was a fine dining manager and I really focused on the
technical details of the service and my employees did it all, but they did not
do it with passion. They did not really feel good about what they are doing.
Moreover, by the way, I think is really an American thing, focusing on the
experience, the empowerment and engagement of the employees and 580
guests, while in Europe all details have to be perfect and the employees not
necessarily have to be nice and friendly just get things done. So this is a little
bit of a cultural change and difference.
If you have a person who really wants do a good job they can only keep
doing better and better. I always say in our industry is like football. We coach 585
and train our players all day long but as soon as they step on the filed they
have to be able make their own decisions and have to be able to play and
win on their own. You can guide and encourage them a little bit from the side
line but at the end of the day they are the ones who will do and get the job
done in their own unique way. That is where the empowerment comes in. We 590
letting people to play the game not making all the decisions for them on the
field. Should I kick the ball now? No! You have to be able to make instant
decisions. That is way the trainings are so important. The only thing we can
do we can make sure that the employees have the necessary tools, so can
do their best. I am sure you worked at other hotels and have seen the 595
different how the employees in this hotel connect with the guest and create
this special relationship with the guests. We noticed something here in this
hotel, if we look at our key emotional drivers, like sense of well-being,
96
personalized service, genuine care, using guest name and all of these what
we call emotional drivers we do really great at this hotel. However the 600
functional key drivers are a little bit weaker. We are trying to balance out a
little but more. The employees are warm and sweet, people love us and they
think that we are great, but then the drinks took ten minutes. We missing the
balance. There was a gentleman Danny Myers. He was one of the most
famous restaurateur in the U.S. He managed many of the best restaurants in 605
New York City. We do not completely follow his philosophy because I think
we are a little bit heavier than that but he called his organisation the 51:49-
ers. He had fine dining restaurants. He said, what people really wants from
us is 51% great and warm hospitality, the emotional part, the emotional key
drivers. Are you warm and sincere? Are you smiling? Are you trying to use 610
the guest name? Are you trying to make people comfortable? Are you easy
to talk to? Do we people feel special? On the other hand, he said 49% the
functional pieces. Which is still pretty important because it is fine dining. Are
the employees have a sense of urgency, are detail oriented? In our business
it is very interesting and you can probably just look at your department. There 615
people who are very strong with the emotional part. They are very good with
the guests, they can chat up anyone and everybody loves them, but in the
same time they tend to be a little bit weaker in the functional part. If go and
check them out, you see that they did not do the side work properly, the
glasses were not polished quite well, but it is all ok because I just talked to 620
this guest there, they say. On the other, there are people who are the exact
opposite. They are beyond detailed and make sure that everything is always
perfect. But you cannot have them to say a word to the guest, or if they do
than they are cold and dry. That is why we are trying to find this balance in
person and in the job. That is why we hire people based on their attitude and 625
not based on skills. You can teach skills. But our business is high-end luxury,
fine dining so we have to continuously work on the functional part too and
make sure that everything we do is up to that level. It is very hard to find this
balance and to overcome this issue and that is why it is a constant battle.
Interviewer: Thank you that was a great example! So my last question is: You 630
said that all the HPWPs what we implement here are very important. They
make our employees more engaged and the guest happier, however, many
97
of these practices cost a lot of money. Do you think that all the investment we
make actually worth it and we can generate extra profit at the end?
Interviewee: Our owners ask that question all the time. To answer this 635
question many time you have to answer that by using the brand. The Ritz-
Carlton is not even that old of a brand, 1983 but we one of the most
recognised luxury brands in the whole world and I think have to allow our
guest to be loyal to the brand. If you have people who are loyal to the brand it
worth all the money because it will more money for us than anything else. So 640
that is the core philosophy. Why always use the Ferrari owner’s example. We
have these passionate, loyal Ferrari owners. Everything they own is about
Ferrari, and that is what worth so much money for the brand, because like
this they will always have loyal customer no matter what. That is a very long
term philosophy. Everything we do it is all about engagement. To have 645
engaged guest, but we really should say it is all about brand loyalty. If you
look at the survey and the questions we ask, like: Could you imagine a world
without Ritz-Carlton? It is kind of a crazy question to ask, but when a guest
checks out the important thing is if they are more or less loyal to us than
before. Therefore, as long as we stay on the positive side and the guests are 650
more engaged to us we are great and that will get us our money back.
Remember we are in an industry where there is no common sense. To spend
$ 60000 on a handbag or half a million dollar on a car, that is not rational,
there is no common sense. It is and emotional decision. This about making
yourself feel good and identifying yourself. We are in the luxury industry. If 655
we were like Walmart, we would only focus on to provide the cheapest stay in
the cleanest room with a friendly service. But we are in a luxury business. We
have to feel the emotional need of the guest, why they want to spend a few
thousand dollars on a single night? A room and shower, where they spend 8
hours because they are in Miami, so they are on the beach, in the city and in 660
the restaurant. We know and create that emotional linkage what makes them
feel good about staying in our hotel. If your car is just to get from point A to
point B, than you are going buy a good solid Honda. However, if you want to
drive something special, if you want to feel good about what you drive, if you
want to identify yourself than you will start buying luxury cars. That is why our 665
industry is a little bit weird. Sometimes we make wrong decisions and
98
sometimes we do spend too much, money on something, but sometime
sometimes we have to coach and train people, we have invest. But I think
most pf the time we get our money back. Another thing about our industry. If
we do not perform, it will cost us money. So sometimes it is better to be 670
ahead of the game because do not want to ever hurt and dissatisfy a guest.
Especially nowadays with TripAdvisor. Overall we have a very good rating on
TripAdvisor but it is funny because we had one bad comment about a
weakness what we have here in the hotel and I am surprise how often I hear
the same from our guests from that TripAdvisor comment. I spoke these 675
guests and I was like, you must have read that comment because you said
exactly the same. But I do the same. If I go somewhere I will google the
destination too and check the TripAdvisor. So that can worth so much money
nowadays.
Interviewer: Great, thank you very for your time and all your valuable 680
answers. Anything else you would like to add or any questions you have?
Interviewee: No, thank you!
99
Respondent 2.
Assistant Food and Beverage director
Interviewer: To begin with, I appreciate your time and your help in my 5
research. Before we start I would like to give you a short introduction about
my research and the specifications of our conversation. As you know, in the
last almost one year I have been working in this hotel as a J1 rotational
intern. During this year I have encountered the strong organisational culture
of Ritz Carlton and some elements of this culture have specifically caught my 10
attention. These elements are the so called high performance work practices,
such as: trainings, effective communication between leaders and
employees, empowerment and reward system. My goal is to find out more
about their effectiveness in terms of increasing of the employee engagement
–and well-being such as work performance. 15
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’’ names will be mentioned.
Interviewee: That is ok, you can use my name.
Interviewer: It is ok, thank you! I am just letting you know. Also, all the data 20
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, why did you start working in the 25
hospitality?
Interviewee: So, I grew up in hospitality. My uncle owns hotels in Morocco, in
Marrakesh. So during summertime, what I did, I was in the hotel helping
them. I loved hospitality, loved it, but I was not sure that this is what I wanted
to do. So I went to school in Paris for Business Management. My parents 30
own businesses and I thought that one day I will just take over their
businesses. When I came here to the U.S. it was the moment when I realized
that I loved restaurant businesses. I loved that interaction with the guests, it
100
just felt right. The first week working at a restaurant I was like, this is what I
am going to do for the rest of my life. 35
Interviewer: Ok, thank you! So you started in a restaurant?
Interviewee: Yes. I am a very lucky lady. The restaurant where I served at, I
served the president of all Ritz Carltons. Long story short after thirteen
interviews, literally two days after I graduated from my masters, hotel
management I started working for the Ritz-Carlton company in Washington 40
D.C. . I started as a supervisor. After six months I got promoted to restaurant
GM and after thirteen months I got promoted to be in charge for the food and
beverage in this hotel.
Interviewer: Impressive, thank you! So I hear that you worked in different
restaurants and also in hotels, but have you ever encountered anywhere high 45
performance work practices before. Such trainings, empowerment, effective
communication or rewards system?
Interviewee: To a certain level, yes. I worked for a celebrity chef, Jose
Andres and actually I was charge for the sixth best restaurant in the U.S. It
was a very unique experience. It was a restaurant within a restaurant. Six 50
seats and it has a twenty-eight to thirty courses chefs tasting menu. Again,
very exclusive so we had a lot of trainings regarding food, beverages,
service, and anticipation of the needs. I definitely learned a lot for working
Jose Andres, but Ritz Carlton took it to another level.
Interviewer: I understand, but you another level on the training part or 55
empowerment or other practices as well?
Interviewee: I would say more on the training parts because empowerment
was not close to what empowerment means for Ritz-Carlton. Anticipation of
needs and training yes I encountered them and Ritz-Carlton took them to
another level but empowerment no. If there was an issue I still had to get my 60
manager involved, I could not say, hey I am sorry this drink is on me. It took a
long time. So I did not learn empowerment until I came to Ritz-Carlton.
Interviewer: Great, thank you. How do feel, in this property do we use all
these tool, these high performance work practices. The empowerment,
trainings, how is the communication here or if we use any reward system 65
increase the engagement and the performance of our employees?
101
Interviewee: So this is a new property. Ritz-Carlton took over this property
about fourteen months ago. Obviously therefore, all the culture, the practices
are new. Not even all the leaders are coming from Ritz-Carlton culture.
So I would say it is an ongoing process. It is never easy if in your whole life 70
you were thought to get your manager involved. If anything happens, „Hey,
do not forget to ask your manager’s permission” and then from one day to
another you switch this, the way you think because you are empowered to fix
that problem on your own. You are also scared at the first time. Is it too much
or could I have done more, not enough, and you are always scared to make 75
a mistake. That is why it is key not to address empowerment if someone
makes the call and sais to someone who waited ten minutes for a drink that
ok, we comp’ the whole stay.
Obviously it is his first empowerment. It is important not to cut him off,
especially not immediately. Off course, later on we can discuss what could 80
have been done differently but you cannot cut him off right away because
than for the rest of his life or at least his career at the Ritz-Carlton he is going
to think twice and this is not purpose of empowerment. Again, empowerment
we can train it for our ladies and gentleman but we have to be very careful
how we train them and make sure they feel ok. It should not be: „why did you 85
do this and you should have done that”, but it also comes with time.
Interviewer: Yes I understand. So you say, you think it is hard to embrace
empowerment at the first time when the ladies and gentlemen come here to
the Ritz-Carlton?
Interviewee: I think it depends on your leader. If you reinforce them, if you 90
teach them what is right, help them to understand empowerment and make
your ladies and gentleman feel comfortable. Not to point out what is wrong.
They will figure out what is wrong but if you have a leader who is again, „why
did you do that??” than you cut the empowerment and their confidence right
away. 95
Interviewer: So the positive reinforcement is very important?
Interviewee: Yes, yes definitely.
Interviewer: Ok, thank you! Besides the empowerment, do you think that
communication is also an important element of our culture?
102
Interviewee: Absolutely. Our culture is based on communication. Without 100
communication there is nothing. We have to be on the same page because
at the end of the day we are all here for the same reason for the dame
person, for the guests. Without the guests none of us would have a job. The
more we are on the same page the better it is. I just came from the Ritz-
Carlton Central Park to see why they are number one in guest satisfaction 105
and that is a Broadway show. Everyone is on stage. Everyone works very
well together. The have many issues what we do not have in this property but
it is amazing to see how well they work together and they are all on the same
page.
Interviewer: Oh, I understand. So the communication is very effective 110
between them. All managers, employees, everyone? This is the key to
success?
Interviewee: Absolutely! Someone walks in the door, they know the name.
They know if the person like or does not like something what the person
wants what does not want and also the purpose of the guest’s visit. All of 115
these things are very well communicated.
Interviewer: Great! What do you think is the best way to implement high
performance work practices? To train the employees or give them
improvement? Do you think it is better to choose one practice which would
work the best for you and concentrate on that, or try to combine different 120
practices, combine training, empowerment, communication and reward
system and use them together?
Interviewee: I honestly, do not think that there is a right or wrong way to
implement anything. My personal approach is by example. I learned better
and remembered better when I was shown something. But again, like I said I 125
think there is no right or wrong way to implement something. Everyone learns
in a different way. For me and by my experience, by talking to other co-
workers it helped a lot to see my leader doing something or give me example
of things and then take it to the next level. Wow story for example. For me it
was new just like it is new for anyone who comes to work in this company. It 130
is great for me to think of a teddy bear which went through all the outlets
when it was left in the restaurant. I have seen, heard and read so many wow
stories by now but for someone who is new it takes a little time and help.
103
Interviewer: How to do it.
135
Interviewee: Yes how to do it and then we expect the ladies and gentleman
to take it the next level to personalise it based on the guest and the hotel they
work at, but showing them giving examples is a great way to implement it.
Interviewer: So you believe that if you combine multiple practices its more
effective. If you train your employees help them and then give them the 140
power to actually do something on their own is an effective way?
Interviewee: Yes, absolutely.
Interviewer: What do you think, what kind of expectations the employees
have when they come here to work. It is company with very good reputation,
what do you think about the employee’s expectations when they start working 145
here?
Interviewee: I think the expectations are extremely high and sometimes we
might disappoint the ladies and gentleman when we hire them. Especially
some properties are new, just like this property. There certain things what we
do extremely well but we have things what will take a couple of years at least 150
to implement or to get better at. They come and they think: „Ok I will come
and work for the Ritz-Carlton. If I will need wine glasses I will have hundreds
of them or I will have the fanciest plates ever but this is not the case. So in
that sense I would say we disappoint them, but I think at the moment when
they embrace and understand the Ritz-Carlton culture everything comes 155
together and they know and realise that they work for the best company in
the world.
interviewer: Thank you, and do you think if you communicate your
expectations and what you can offer it helps the employees to stay -or
become engaged instead of to become dissatisfied as you said? 160
interviewee: Again, by experience, I really think that you get always a better
result, if instead of just saying:” Hey from now on we are going to put this
glassware here and not there” ,we show and explain to them why we are
doing this and why the glasses have to be set up there. Moreover if we help
them, giving them a reminder or a floorplan or anything which helps you 165
remember to do it every day, the results will be better.
104
Interviewer: Ok, great! Do you think it helps the employees to perform better
as an individual if they know the overall goals of the hotel, what we are trying
to achieve as a whole hotel?
Interviewee: Absolutely! I think everyone comes to work to do a good job. 170
That is something what my mentor told me. Nobody comes to work to do a
bad job. There are things that can make you disengaged but I think if
everyone is on the same page, working towards the same goal it drives extra
engagement. Everyone wants to be number one. We are number one at the
pool, number one on at the beach, the restaurant timeliness is one of the 175
bests as well. I think it drives extra engagement. Because everyone wants to
be a part of a winning team.
Interviewer: Ok and do you think if they are engaged they perform better.
Interviewee: Absolutely! They perform better and the guests are happier as
well. 180
Interviewer: Thank you.
Interviewee: And probably this is one of the few companies which actually
realise that everything is all about the ladies and gentleman. Teddy Mayer
bug restaurateur here in the U.S. realised, actually I just saw an interview
with him, that we grew up here that the „guest is always right, the guest is 185
always right” but no the guest is not always right and our ladies and
gentleman have to feel that there is a backup, there is a support from their
leaders and when they feel that support, that we have their back basically
they are more engaged and if the employees are more engaged it means the
guests are more engaged. 190
Interviewer: That is great! Actually I wanted to also ask you about the
supporting of the employees. If you think it is important to support them and if
you had any case when one of your employee came to you, even with a
personal issue, for advice and what is usually your reaction?
Interviewee: If it is a guest issue or personal? 195
Interviewer: Either guest-work related or personal issue. How do you react
when it happens?
interviewee: Thank you, and do you think if you communicate your
expectations and what you can offer it helps the employees to stay -or
become engaged instead of to become dissatisfied as you said? 200
105
Again, by experience, I really think that you get always a better result, if
instead of just saying:” Hey from now on we are going to put this glassware
here and not there” ,we show and explain to them why we are doing this and
why the glasses have to be set up there. Moreover if we help them, giving
them a reminder or a floorplan or anything which helps you remember to do it 205
every day, the results will be better.
Interviewer: Ok, great! Do you think it helps the employees to perform better
as an individual if they know the overall goals of the hotel, what we are trying
to achieve as a whole hotel?
Interviewee: Absolutely! I think everyone comes to work to do a good job. 210
That is something what my mentor told me. Nobody comes to work to do a
bad job. There are things that can make you disengaged but I think if
everyone is on the same page, working towards the same goal it drives extra
engagement. Everyone wants to be number one. We are number one at the
pool, number one on at the beach, the restaurant timeliness is one of the 215
bests as well. I think it drives extra engagement. Because everyone wants to
be a part of a winning team.
Interviewer: Ok and do you think if they are engaged they perform better.
Interviewee: Absolutely! They perform better and the guests are happier as
well. 220
Interviewer: Thank you.
Interviewee: And probably this is one of the few companies which actually
realise that everything is all about the ladies and gentleman. Teddy Mayer
bug restaurateur here in the U.S. realised, actually I just saw an interview
with him, that we grew up here that the „guest is always right, the guest is 225
always right” but no the guest is not always right and our ladies and
gentleman have to feel that there is a backup, there is a support from their
leaders and when they feel that support, that we have their back basically
they are more engaged and if the employees are more engaged it means the
guests are more engaged. 230
Interviewer: That is great! Actually I wanted to also ask you about the
supporting of the employees. If you think it is important to support them and if
you had any case when one of your employee came to you, even with a
personal issue, for advice and what is usually your reaction?
106
Interviewee: If it is a guest issue or personal? 235
Interviewer: Either guest-work related or personal issue. How do you react
when it happens?
Interviewee: If guest related, I always back up the employee. Then I sit down
later with the employee and talk. „Hey you know what, this could have been
handled differently, maybe you could have done this instead of doing this but 240
in front of a guest or anyone else outside, a vendor or anyone I always have
the employees’ back.
Interviewer: Did it happen that an employee came to you for a personal
advice? Do you actually think that they feel comfortable to talk to you and ask
for your help? 245
Interviewee: I would like to think so! I am not the easiest leader to work with
because I am a perfectionist. I always want to be number one. I hate losing.
For me the team be number one, normally in the region but in the company in
the whole world is my goal, to reach 100%. Even if we reach 100% I would
find a way to push the team to get bonus points or something. So it is hard a 250
little bit for the ladies gentleman I work with but I think the end goal is being
the best and they will realise it later. Do I feel they are comfortable talking to
me? I would like to think yes. I personally mentor a few ladies and gentleman
who work in this property in other departments and also from my department
or from my former property. 255
Interviewer: So you think it is important to mentor them and support them?
Interviewee: Yes! I am giving back. As I said I was very lucky in this company
with my mentors so the least I can do is giving back and I am doing the same
thing for my ladies and gentleman that they have done for me.
Interviewer: Thank you! We talked about trainings already. Do you think that 260
trainings actually help to improve the technical skills of the employees and
also their knowledge to handle any situation better and to provide perfect
service for the guests?
Interviewee: To perform better I would say yes. Because trainings are always
about something new or about refining? You know how to open wine. About 265
the proper way? Maybe it is about the label presentation maybe it is about
how you present the cork. Is it the right way to do? I hate to put things into an
excel spreadsheet. The sky is blue, this is what and how it has to happen? I
107
believe that everyone is creative in their unique way. This is what makes us
unique together, that we offer personalised service. I hate to say: „Hey when 270
you drop bread this is what you have to do”, we can give them a general idea
but after that it is going to depend on every situation. Every case, every
guest, every situation is different and I expect them to handle it differently.
Interviewer: That is way you give them empowerment?
Interviewee: Yes absolutely! And even empowerment it is not something that 275
set. If the steak is overcooked you comp the steak and give them a thousand
points bonus. Or if something happens with the guests they get a free
cabana. No. That is why we do not specify or give specific instructions.
Interviewer: So they can solve their problem in their own creative way.
Interviewee: Yes! 280
Interviewer: So how do you think it makes them feel that they can solve the
problems, that they are empowered?
Interviewee: Honestly, that is a great feeling. If I feel that I truly have the
power to fix the problem for a guest whatever it takes, obviously everyone
feels good about it. You build the connection with the guest. Whatever the 285
reason or the problem was I am or you are the reason the guest is now, as
we say here: they are 5! It means that he is a fully engaged guest. I fixed I
made him happy.
Interviewer: So it is a great feeling?
Interviewee: Absolutely. 290
Interviewer: Do you think that they also feel that the company trusts them?
Interviewee: Yes! This is also in our employee promise. Trust is one of the
elements of our employee promise so we have to trust our ladies and
gentleman.
Interviewer: Thank you! Let’s talk a little bit about the rewards. Now hopefully 295
we have well performing employees. Do we offer them any rewards in this
Ritz-Carlton?
Interviewee: I have always believed in rewards. Not because everyone is
money driven but it is always a great recognition. There are different kind of
rewards in Ritz –Carlton. The first one is the first class cards. They are for 300
everyone who goes above and beyond their job description. They usually
come from leaders but also between ladies and gentleman of each
108
department. We also have what we call five star. Five star is for outstanding
performances from our ladies and gentleman during the quarter. We have
something called lightning strike. This is a money reward for those who do 305
something like out of this world. In my career I have seen it only once. It was
for someone who helped the housekeeper to give birth and by the time the
ambulance arrived the baby was already out. Another example when a
gentleman saved a guest’s life. He was literally dyeing on the beach and
saved his life gave him first aid. 310
Interviewer: Well that is really something!
Interviewee: In this property we have another type of reward on the top of all
of these. Gallup recognition. I think the food and beverage department is the
only one who recognises the employees with a hundred dollar gift card. To
recognise their Gallup mentioning’s we pick a name at the end of each 315
months, we just make sure that this is a fair rotation. We did contest for
preferences or whoever sells the most specials. However, at the end of the
day, the end results, for me at least the most important is not whose name
gets mentioned the most or whoever sells the most but to keep them
engaged. To give them something to look forward to. Even though this is a 320
new Ritz –Carlton most of our ladies and gentlemen have been here for
many years. After a while if you come and do the same thing every day, yes
you have different guests but it becomes a routine and it helps to break the
routine and keep them extra engaged.
Interviewer: That is great thank you, and do you offer your employees any 325
chance get a better position get promoted or to get more responsibility?
Interviewee: Absolutely. Help them get promoted yes. Even when I do the
hiring process for the new employees I always tell them listen, for me it is
better to promote within the company than bring an outsider. Why? Because
let’s say, someone is moving on to his or her next position. What is better for 330
me to promote someone right from below him who already knows the
property and the Ritz –Carlton culture? Or bring an outsider who maybe has
different ways of doing this and yes maybe something is even better than
what we are doing but still have to learn and embrace the whole Ritz-Carlton
culture. I would rather train someone financial skills or other skills to be able 335
109
to be in charge of the operation because if someone believes what stays on
that credo card and what is stands for than everything else comes together.
Interviewer: I Understand thank you. What do you think what can be more
motivating, for your employees, a financial reward or a five start or a
promotion, more responsibility or any other non-financial reward-a 340
recognition what you mentioned?
Interviewee: I would say it depends, but I would love to think that it is not the
financial but the recognition. Because and studies have proven this, people
do not keep their job or do not stay with the company because of the financial
part. For me the recognition is around 80%. Very important. 345
Interviewer: How do you feel about the engagement of your employees at the
moment?
Interviewee: I would say very engaged. We just received our employee
engagement score and we had an overall 92% percent engagement score in
food and beverage with a 97% percent leadership excellence score. Which is 350
12 points above the company average. Off course the credit does not go to
me. It goes to any other supervisors and managers what we have. We have
an amazing team, young, ambitious and talented leaders who are very close
to their ladies and gentleman and keep them motivated. There is no such
thing that you are server and I am the server assistant. Everyone works very 355
well together and it becomes your second family. We have many issues, like
tools issues. We missing thing, we did not have uniform or table cloth. We
were missing many things but at the end of the day I am confident that if I
gave them another engagement survey the result would be very engaged.
Interviewer: Because of the personal collection with their managers? 360
Interviewee: Absolutely! Do you agree?
Interviewer: Yes, I agree actually, but this is not about me now. Overall, the
hotel spend a lot on high performance work practices. A lot on trainings, the
empowerment can cost money as well just like the reward system. Do you
think that this investment actually worth it? Can we get additional profit at the 365
end? If we get our employees more engaged, can we get additional profit,
more than we invested?
Interviewee: So, Ritz-Carlton vision is a long term vision. If it was short term
vision I do not think so we would believe in empowerment. At the end of the
110
day as a guest you are either happy or unhappy. „We are sorry that we did 370
not meet your expectation, but let’s be it. No. We are here to create guests
for life. We want you to become a Ritz-Carlton guest for life and then your
kids becoming Ritz-Kids and then becoming guests for life as well. Therefore,
I do not think so that empowerment is a waste of money. I truly believe this is
the right thing to do. If we failed than we need to pay back the guest because 375
of it. We have to turn them around whatever it takes. It is not fair for you to
pay that high rates if your bed was not clean or you order food and it took an
hour. That is not what we are believe in, these are not our standards. We
have to take a step back and admit that we failed and correct our mistakes or
the breakdown what we had. It is totally ok and worth every dollar! 380
Interviewer: And do you think that the trainings are effective and worth the
additional investment?
Interviewee: Trainings? Off course. You invest in your ladies and gentleman.
It is again, a long-term vision. We do not want to think that we in three
months he is going to work for another company for the competition. We train 385
them and we also would like to think that we did a great job implementing the
Ritz-Carlton culture they will not leave. It is not a brainwash, literally people
say that my blood is blue. I truly believe that my blood is blue too, all I believe
is Ritz-Carlton. Once you have that vision, regardless how bad a guest is or a
situation or the pressure is, for example, I would never consider to leave the 390
company. Even on my level we still invest in trainings. The company keep
sending me to task force to see other properties and it is only fair if we do the
same thing for our employees. The more knowledgeable you are the more
engaged the guests will be. If you know what you are talking about you are
enhancing the guests’ experience. The more you learn the more you 395
engaged too. Probably you know about wine but if I provide you an extra
training on wine you will be more knowledgeable and more n engaged. Learn
ng is always an extra engagement for the ladies and gentleman.
Interviewer: That is great! Thank you for your answers. Anything else you
might would like to add or any question concerns you have for me? 400
Interviewee: I do not really have questions. I only would like to thank you for
the year you spent with us. I can tell you that you are already a true Ritz-
Carlton gentleman. Which is for me the best thing could have happened and
111
the best recognition. I would like to thank you for everything you added to this
property, the relationship you built everyone and I am looking forward to see 405
you in a few weeks!
Interviewer: Thank you and thank you again for your time and help!
112
Respondent 3.
Housekeeping Director
Interviewer: Good afternoon, to begin with, I appreciate your time and your 5
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong
organisational culture of Ritz Carlton and some elements of this culture have 10
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the
employee engagement –and well-being such as work performance. 15
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must 20
follow these rules, otherwise the research will be cancelled.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality?
Interviewee: When I was studying at high school, I was trying to figure out
which path I want to go. At that time, I got a part time night job in one of the 25
Marriott properties for six months. While I was there I figured out that this
would a great career for me and that is what I wanted to do. So instead of
pursuing other areas I kind of redirected my focus and now ten years later I
am still in the company I was able to grow within the company and my
current position is the Housekeeping director for this property. 30
Interviewer: So as I assume and understood you worked for many different
properties but have you ever worked any other hotel or company where you
113
have encountered the HPWPs what I mentioned before? Trainings,
empowerment, rewards.
Interviewee: So, based on my experience, it is definitely the strongest in the 35
Ritz-Carlton, however, I worked for different Marriott properties where they
put a lot of focus on trainings. I worked at a Renaissance hotel and they had
a really good training program where they have selected some high
performance managers and made them the trainers and they have facilitated
the trainings. I think that was very exciting. Definitely the Ritz-Carton has 40
probably the best and strongest culture for trainings.
Interviewer: And besides the trainings the effective communication or
empowerment, do you think that these are also important elements of our
culture here?
Interviewee: Absolutely! I think that what, makes The Ritz-Carton a Ritz-45
Carlton. Empowerment is a crucial part of our culture. All the ladies and
gentleman are empowered to make their own decisions. They do not have to
worry about, oh did I make the wrong decision and what will be the
consequences because they are empowered.
Interviewer: Thank you! So you talked about the trainings and empowerment, 50
I also mentioned communication and reward system. What do you think,
what would be most profitable way for us, if we implemented these practices
together or if we chose one or two specific one and focus on those?
Interviewee: Probably to implement everything together because they kind of
work together. People to feel empowered and to understand that they have to 55
be trained on that. They need trainings to can act effectively and make
decisions. Moreover, based on their performance or participation on the
trainings, there will be rewards for that. Different kind of incentives or
opportunities to grow. So I believe it has to work all together.
Interviewer: Great thank you! What do you think, when your employees start 60
to work for the company, what kind of initial expectations they have towards
the Ritz-Carlton. What they will have to do and what the company will do for
them. What they could expect? How do you think they feel?
Interviewee: I think most people when they first apply when they want to
come to the Ritz-Carton their perception is that this is the best hotel. That 65
they will come to best company in the world. The most luxurious. They have
114
all that kind of dreams. Also, that the company can kind of take them
wherever they want to go. So when people come company they have a lot of
opportunity to grow.
Interviewer: Do you think is important that you communicate the real 70
opportunities and also your expectations towards them? It helps them to feel
and perform better?
Interviewee: It is very important. I personally throughout my career I had
leaders who would have come to me and said, hey this opportunity might be
something good for you and why do not you go down to this path? It is very 75
important that we do that for our employees!
Interviewer: Ok, and what about the trainings? Do you feel that they are really
effective and they actually can help increasing the technical skills and
knowledge of the employees and then by utilizing these skills they perform
better? 80
Interviewee: Yeah, I think trainings is one of the most important thing we can
do, because have to make sure that everyone is o the same page and
everyone is consistent with the service. The techniques what they are using
are the same. Moreover, it is also very important to facilitate those trainings
correctly, where we valuing people’s time and the trainings are interactive 85
that people not just sitting around looking at a Power Point presentation but
they are involved in it! Another think is that we have to follow up on those
things they have been trained on and make sure that they are living what
they have learned, rather than just leaving them go on their way.
Interviewer: Thank you! Now let me see the next part of my questions. So 90
you said we provide trainings for the employees which helps to increase their
work performance, but is this performance will be beneficial for the whole
company? How do you make sure that your ladies and gentleman are aware
of the overall goals of the hotel and everyone works towards the same goal?
Interviewee: I think Ritz-Carlton as a company makes a really good job at 95
communicating their goals and we use many different methods to
communicate them. An example would be, we have a board here on the
corridor where we have our line ups, and there is posted what the overall
goals are and the actual scores so we know where we are at. Also we talk
about it every day. There is a specific paperwork what we use on our line 100
115
ups. So we try to communicate these goals as much as possible, so
everyone knows how we are doing and again where we are at now and what
else we have to do to get to the end goal.
Interviewer: And do you think that knowing these goals helps the employees
to increase their individual performance? 105
Interviewee: I think it helps them a lot! If you do not know what your goals are
and currently how you are doing than most of the people would assume that
they are doing fine and correctly. But maybe we not even close to our goal
and we have to do something and change our habit. But if people are not
aware of their goals they are just going to make assumptions based on their 110
work.
Interviewer: I understand! So you believe you have to give them constant
feedback how they are doing. But what is your opinion on coaching? Have
you ever provided coaching for any of your employees?
Interviewee: Yes, so there is a one thing that we do, it is a yearly 115
performance evaluation. We do other coaching and performance evaluation
as well, but every year there is a big evaluation for every employee which
sums up their performance for the year. What they have done very well and
what areas they could improve on even more. It is a good time to talk about
feedbacks, what are the strength or areas for improvement, what are the 120
goals for that individual. What they want to achieve? Are they want to stay in
the same position, same department or they like to grow?
Interviewer: And generally how they react? Does it have positive effect on
them?
Interviewee: Generally yes! We always like to keep it positive. Some 125
employees might be surprise because some of the things I pointed out and
some of them might not be 100% positive, but we try to make it as
opportunity for them to improve rather than concentrating on negative things.
Interviewer: So even if there is an issue, you as a leader always trying to
present it as room for improvement and not as something negative. 130
Interviewee: Exactly, keep it positive!
Interviewer: Have you ever had any situation when one of your employees
came to with any work related or even personal issue, and how did you
react? What do you think is the best way to handle these situations?
116
Interviewee: I have had many cases when that happened. Many times 135
different employees came and kind of just seeking for sort of career advice,
how they can grow? I always try to take the time to really help them and try to
share some of my experiences from my career. What they want to pursue
and which direction would be the best probably to achieve it. I think it can be
rally helpful, I even sis it myself. Ask the managers how did you get to the 140
position where you are now and could I get there, what should I do in order to
reach that?
Interviewer: You always trying to be really supportive.
Interviewee: Yes, you just want help them and keep it positive, even if the
person is trying to pursue something what they are not ready for or not 145
qualified yet, you still want to keep it positive and guide them and show them
what could be the next step for them so they can get there soon. What things
they have to do. Or what trainings they have to take. Or what opportunities
they have now.
Interviewer: Do you think this mentality helps to create a better relationship 150
between you and your employees?
Interviewee: Off course! You want to try to have the best relationship
possible. It can be hard sometimes, because you are there boss and you
have to hold them accountable, but you always want to keep the relationship
as positive as possible. 155
Interviewer: And if you have this positive relationship it influences their
performance?
Interviewee: I think people strive to do their best more likely for someone they
like and if they work for a company they like they will perform better?
Interviewer: You mentioned earlier that empowerment is a very important, 160
key element of our organisational culture. But what do you think, how the fact
that they are empowered makes the employees feel?
Interviewee: I think it makes them feel that they are really can make
decisions and that we trust in them because we give them this opportunity,
this empowerment. That we trust them that they are able to make decisions 165
and also it makes them feel confident when they talk to the guests. Because
they are empowered to make decisions and they do not have to wonder what
to do now. Should I go and speak with my manager or not? Should I get
117
someone’s approval first? I believe that is why is so important to have strong
empowerment so the employees can feel this way. 170
Interviewer: So in that sense we can say that it helps them to make our
guests happier perform better and be more engaged?
Interviewee: Definitely!
Interviewer: Another important practices is what we did not really mentioned
so far is the rewards. Are any rewards offered for the employees? 175
Interviewee: Yes we do. You know different departments have different
incentive programs. For example the front desk has an upsell program where
they can get commission on room upgrades and things like that. This is one
kind of reward what really drives them that they want to do that. In
housekeeping department we have an incentive program for the top 180
performers in room cleanliness we announce the winner and give them a
prize at the end of the month. We really want to try to recognize these top
performers. Moreover, it also creates a competition between them because
they want to win.
Interviewer: Great! Let me ask, what do you would be more motivating for 185
your employees. Any financial recognition or incentive programme for the
high performers. A bonus check at the end of the month. Or if you constantly
recognize their great performance even without money or offer them more
responsibility and promotion?
Interviewee: I think it depends on the person and also on the particular job 190
what people are doing. For example, many line employees would be more
motivated by a monetary recognition, a bonus or a gift card or a raise.
Whereas, a lot of leaders and managers that would not mean that much but a
recognition or a promotion means way more. I think the higher you get it will
be less about getting a bonus but more about getting recognized or offering a 195
promotion. However, off course your compensation is very important, but a
$10 gift card is not going to inspire me that much. Off course if it was a
$100000 bonus check I would happily accept that but it is not going to
happen. Most of us leaders, we want to be the best we can be. We want to
be recognised as successful people so it is important. 200
Interviewer: On the other hand for most line employees probably the extra
monetary compensation would be a bigger motivator.
118
Interviewee: Exactly!
Interviewer: About the engagement level of you employees. What do you
think how many of the employees are fully engaged and fully committed to 205
the company and their work?
Interviewee: Well I know that in this hotel we had a 95% employee
engagement score, so we can say 95% of the employees were fully engaged
at time. But it goes up and down. People’s mood always chances, but overall
I think The Ritz-Carlton does a good job keeping them engaged. Throughout 210
the year many times we also have to take the time and kind of monitor their
engagement. If we see people are not very happy, or someone has bad
attendance or if someone is not performing, we have to give some attention
to those employees and find out what is wrong and help them, in order to
keep them engaged. 215
Interviewer: What do you think what can be the reason when the
engagement drops when someone is very disengaged?
Interviewee: What I think, the reason why their engagement drops is a lot of
different reason. Many times even personal reasons. It also can be work
related. There is not enough recognition, they are not feeling they are valued. 220
They feel they are not getting payed enough. A lot of different reasons. But
that is why we have to take the time and speak with them and figure out why
they are not engaged.
Interviewer: So you think by applying these four core HPWPs we can help
the employees to become more engaged? 225
Interviewee: Absolutely!
Interviewer: Do you think that their level of engagement has any connection
with their performance?
Interviewee: That is all the connection! If they are engaged their
performances going to be way better than someone’s who is disengaged. 230
Interviewer: That is probably very true. As a last question: This hotel spends
a lot of money on HPWPs. We have trainings and the empowerment costs
money too. Do you think that investment actually worth it and we can get
extra profit at the end?
Interviewee: I think if we did not invest the money in training and 235
empowerment or rewards, it would cost us much more in a long run than the
119
cost of sending someone on a training or having empowerment. For example
we have line employee who encounters an issue with a guest. Maybe their
food was not correctly and the employee resolves it immediately. Sir let me
remake this, we will not charge it, and later maybe he will send a free dessert 240
too. However if the employee says that I am not really able to make decisions
I have to ask my manager. For the manager it takes ten minutes to get there
or they have to follow up with them later the chances are that we have to
compensate way more than if we had remade the food and gave a free
dessert. So the empowerment actually will save you money in the long run. 245
On the other hand, as far as the trainings are concerned, you have to have
your people properly trained, otherwise you will end up spending a lot more
money in mistakes, inefficiency, rework, compensation. We simply cannot
afford to not make these investments.
Interviewer: I understand, so you say that it can bring profit through engaged 250
and loyal guests, but even if it did not bring extra, at least it would save you
money.
Interviewee: Exactly, and it can save you losing a guest because your
employees were not empowered or trained properly.
Interviewer: Great! Any questions or concerns what you have for me? 255
Interviewee: No!
Interviewer: Than thank you very much I really appreciate your time and help
and all the valuable information you provided.
120
Respondent 4.
Catering sales director
Interviewer: Good afternoon, to begin with, I appreciate your time and your 5
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong
organisational culture of Ritz Carlton and some elements of this culture have 10
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the
employee engagement –and well-being such as work performance. 15
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must 20
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality?
Interviewee: So I really think that hospitality is one of those areas, if you like 25
serving people and like making people you will be drawn to hospitality. I
actually started non-profit. I was an executive director of a non-profit. Some
other things you can find that people work on the hospitality are very similar
to people working in non-profit. Because they do all what they can for the
betterment of the society as a whole. Sometimes it is done as a moment to 30
moment operation, like hospitality and sometimes it happens for the
betterment of people’s life in a long term which is non-profit. Very similar type
of people. There are differences off course, you probably make little more
121
money in hospitality, a little bit more. So the way I got into it, in order to raise
funds I had to do fundraiser events. As a part of making these events off 35
course I had to put them together, organise them and I found out that I was
really good at it. It was actually at one of my largest event’s with the non-
profit I was with at the time. On that event a person who owned a big
company came to me and asked me who did all this what they are looking
at? I said, I did. He asked if I have a full time job and I said this is my full-time 40
job. His name was Russel Holloway. Great guy I am still good friend with him
today, he ended up being my mentor. And he said, hey come and work for
me, because I think you are really good at this. After a couple of years
working with him I actually opened up my on company and went all over the
world with Nokia. I had a great time. I worked like a crazy person but off 45
course I got to see many different places many different hotels and
restaurants. So I have seen many different ways how people get involved in
hospitality. It was during again an event what I was during at the Hyatt. The
catering director came to me and said, have you ever thought about working
for a hotel, I think you would be really good at it. I said I have not really been 50
thinking about working for a hotel but I was looking for a big change a carrier
change I my life. I was just tired having my own company and being
responsible for every small detail. Accounting was just a nightmare. I have
been involved for around ten years at that moment, so it was a great time to
change a little bit to take a pause. So I started as a catering manager at this 55
Hyatt. It was great. I got to do everything what I am doing really good, which
is creating positive experiences for people and creating that one on one
relationship with the clients and I was making good money, because I knew
how to sell. In non-profit you try to get money. But in events in hospitality you
get back for the kind of hospitality what you give. For there later I came to the 60
Ritz-Carlton. Very quickly went form catering manager to director of catering
sales, in six years and that is where I am now. I really feel the better the
company is the better hospitality they provide the more money they can ask
for. People pay for hospitality.
Interviewer: Great! So you have a lot of experience. You mentioned different 65
companies, hotels and your own company too, but have you ever worked for
another company where you encountered high performance work practices
122
(HPWPs)? Where they had trainings, empowerment, a reward system what I
mentioned or such and effective communication between managers and
employees as here in Ritz-Carlton (RC)? 70
Interviewee: No I have never worked for any other company or brand where
they had such strong empowerment as the RC. Off course when I had my
own company I was very big on empowerment because I only wanted to hire
people who were willing to make choices. Smart choices without my
guidance. I needed that. The whole idea behind empowerment, instead of 75
one person being responsible to ,make all the difficult decisions throughout
the day you spread it out between your staff and you trust them that you
hired the right people who will be able to make all those decisions. Part of
that is that we come from a world where nobody really gives empowerment.
Itis always taken away. There is always a red tape, there is always a form 80
you have to fill out, copy it three time and send it to three different
department and have to make sure that the budget is there too. The thing
about the RC, they said just don not deal with that. We want to make sure
that if there is an issue we have the ability to fix it right away and not only to
fix it but go above and beyond. I think it is very important because at the end 85
of the day you end up losing less money. I find as we move along more
company is getting into this model. However, the hard thing is getting people
to believe in that. That they believe they have the power to do that. They are
so used to that red tape. It goes all the way even in the school system.
Anything you do someone have to approve that. 90
Interviewer: You say, you think it is hard to believe in the beginning?
Interviewee: Yes, it is hard to believe at the beginning but it is also up to us
as leaders to let people make that decision. I tell you an example. One of the
things that happens in an empowerment situation, there is a decision made
which might have been the wrong choice and something is done which was 95
not good for the hotel. These are learning experiences. What happened at
other places that leaders punish the employee for making those decisions
and choices instead of saying: Hey, great job on the empowerment just let’s
talk about some of the other options which are available to use. Because I
would rather have somebody now, who makes a choice and fail than not 100
making a choice at all?
123
Interviewer: Thank you! So empowerment as you said is one of the most
important thing, tool for us in the RC but what do you think about the
HPWPs? The trainings, communication or rewards? Are they important part
of our organisation culture? 105
Interviewee: So trainings, rewards specifically?
Interviewer: Trainings, rewards and effective communication between leaders
and employees?
Interviewee: So reward system is really important when you talking about an
organisational culture. Let’s say you have a great employees. He performs 110
very well, works long hours, his feedbacks are amazing, he gets lots of
positive comments from the guests or clients and you have someone who
does that bare minimum. If it was not the reward system why would
somebody do the extra work? Off course many of us working in the RC it in
us anyways and this is kind of our blood. But in the real world and this what 115
we are facing, people if there is no reason to work extra hard and you feel
you go above and beyond and nothing is being rewarded either by praise or
money after a while you going to give up and leave. This is human nature.
Therefore, it is very important as an organisation and for this company to
keep that reward system and to make sure that the people who are doing 120
amazing they feel that they are valued. At the end of the day that is what we
are talking about, how much you are valued as an employee. If you are doing
the bare minimum are you valued the same or more or less than the person
who goes the extra mile. Plus who do you want to focus your attention on
when you think about moving somebody to management. Somebody that 125
works less or somebody who works more. I think at the end of the day it is
very important. On the other hand, you cannot expect the people in this word
to excel without giving them the necessary tools to do it. If I break down, I
would say you cannot expect someone to build a house without giving him
the materials and the tools to do it. Same thing happens when we are talking 130
about exceeding guest expectations and trainings. You have to give people
trainings, so that they know what they have to do in order to exceed people’s
expectations and also giving them ideas what is the process of making
decisions like that. These are the tools to build the house. The trainings are
the tools. It is that simple. 135
124
Interviewer: So they can be empowered but they do not know how?
Interviewee: Exactly! I could say you are empowered to make somebody’s
day. But if you do not understand what that means or how to do it.
Perfect example, another hotel where I worked before RC. They believed in
empowerment as well, truly believed in it. I was lucky enough to work for a 140
GM who was really into empowerment, which is why I am really happy here
in the RC, because I was already in a similar environment. We had a guest
who had bad issues in regards to their room. It was a mess. It was my first
time as manager on duty (MOD) of the hotel and the only room I had
available was the presidential. So I upgraded them to the presidential suit for 145
the weekend. Were there other options available for me, which would have
made them very happy? Absolutely. Looking back now that I had some
trainings, absolutely. But for a person who is brand new to empowerment is
not that easy. Actually I was given the option by my GM to do that. He said I
am happy that you turned the situation around and made that decision. Let’s 150
talk about now why did you come to the decision to what you did and what
other possible solutions would have been available. He did it a non-
threatening way. Why did you want to give them the presidential? It really
that bad? Let’s discuss some other options what would have been available
and he gave like six tool right away. I learned a lot since then but you have to 155
have that freedom to make choices.
Interviewer: that is great thank but and that connects to my other question
actually. You mentioned that your GM gave you a feedback on your
empowerment in a positive way which helped you a lot actually since than to
improve and get in the right track for the next time. Does it important to you 160
as well when you talk to your employees?
Interviewee: Oh yeah, absolutely. I mean the thing is you cannot get angry a
lot. It is crucial that the people see you in a positive mood a lot 80 to 90 % of
the time. It can happen that things just so bad that you will get angry and get
on to people but you lose that effectiveness of being angry if you are angry 165
all the time. Putting people all the down, you did that wrong, did that wrong,
pretty soon they will feel it does not matter what they do you will only see
what was wrong. However if you are the person who always says, hey great
job thank you so much for jumping in but let’s talk about a few things that
125
happened today. Keep it always positive. Do not say you should not have 170
done that. As soon as you say that word: should not, the positivity of the
conversation is dropped. If you said: Here are a couple of things what I would
have thought about. You are not bring in any negativity. You can say hoverer,
here are a couple of things which would have been better. Keep positive. My
old assistant is now up in Jacksonville but I worked very hard to make sure 175
that she had all the tools she needed in order to get her new job and advance
her carrier. Or when one of my other employee negotiated for his new job. He
came to me and I hated the fact that we are going to lose him so were willing
to pay more money for him. We pay for good people. I really thing that it is
more important to be a good manager a good leader with your employees 180
rather than be always very profitable. It is a balance. Our job is to get you to
the next point. The whole idea of management is not to keep people in line
but teaching you and get people to the next level.
Interviewer: And do you think it effects the engagement of the employees?
Interviewee: Yes it does. If you are able to manage and lead that way, you 185
will have great employees who go above and beyond because they work in a
positive environment. After that when it comes to customer service or
anything else what happens in hospitality is going to get better. Because
happy people do happy things. They smile more they take the extra mile.
This is our secret. The difficult thing is we should get used to do things 190
differently not how they have always been done but how they should be
done.
Interviewer: Do you think it works in this hotel?
Interviewee: Well it always have its pros and cons. There is always more
room for improvement in different areas. I have to be very careful because 195
my style of management is very different than some other people’s
management. It might not be perfect all the time, it is not always perfect and I
can learn from other people as well. I have to very careful to allow even other
leaders to make mistakes, because that is how they going to learn too. They
are doing the same things what you do. They are trying to be better to get to 200
their next position. Trying to figure out what other tools they need in order to
become a director or a manager. If everyone is doing his job correctly
everyone has mentor above him why does the same things what I do for my
126
employees. I think the RC as a whole has built this system very well which
feeds itself. It does not mean that it is perfect all the time, no and do I feel like 205
that every department completely follows that model, no. But I have believe
in the system over all.
Interviewer: Thank you! We have talked about rewards and you mentioned
that you believe they are very important. But what do you think. Which could
be more motivating for your employees. A financial rewards such as a raise 210
or other material incentive or a recognition or promotion.
Interviewee: I think these are the things which are going to be up to the
individual. As a manager you need to know the people who works for you
and what drives them. For me is not really the money I strive for, it is being
told that I am doing a good job. Usually this is all I need. Money is great but 215
after a certain point my basics are covered and the others are going into
savings. So it is not a big financial wow moment for me. It makes my future
life better but as a motivation for the moment is being told that I am doing
good job. I think most people have their own way how they can be motivated
or told that they are doing well. Some people like the big check. They are 220
motivated by that dollar bill. But it is never one thing or another. It is the
combination. If you have competition let’s say when you trying to motivate
people. You, let’s say trying to get reward member information as many as
you can. How many you can get within the first week. At the end of it, you will
say for the first place we will give 100$ for the second 50$ and so on. 225
Moreover we are going to keep track of it on the board and every day we will
update it. So at that point you did both. You recognised it and gave the
financial reward too. At the end it is also good that everyone gets together
and talk about. At this point the challenge is not the first or second. The
challenge is who came in last. We are all top performers bit as a manager 230
you also have to think about why someone is the last Peron. Someone has to
be the last but I need to investigate that more I need to make sure that there
is not another issues is happening which keeps that employees from a better
performance. That reward system works both ways. It allows you to divide
the cream at the top but it also helps you to find out problems and helps you 235
to see where should I also concentrate on what should I do get that last
people motivated too. It is not an easy job. Helping people become better is
127
not an easy thing. At the end of the day I have a boss too. And his boss is the
ownership of the property who are about the profit. Why do not have more
profit why we are not doing, more on sales why we are not higher on Gallup. 240
They may not have the same leadership philosophy because they are
owners not leaders.
Interviewer: What do you think how many of you employees are fully
engaged at the moment?
Interviewee: Well I am taking a moment to answer that because the easy 245
answer would be 100% but we both know that it would be a lie. Overall at 60-
70%. I think it is a good number. There off course places where we have to
improve there are things which are out of our control. Scheduling events,
number of events per week, how many people we have on schedule how
much money the make on these events. Because if you do not have events 250
for a long time people get dissatisfied. There are some ladies and gentleman
who are not that happy and we have to do more to find out why they are not
that engaged and what we could do make them feel better and make sure
that their questions are going to get answered. Most of the people are upset
because of unanswered questions. I am in the wedding business. Brides, if 255
they do not get an answer they get angry. Why cannot you tell me if I have
something included in my meal. Why cannot we just say, yes we can get
them for this extra charge or yes we do offer this or that. That is an answer. If
you are employee. You can ask, why I cannot learn more about hoe the
phone system works. Let’s say you are at the front desk. Why cannot I get an 260
answer for that? Than you ask again. Why cannot I get more information?
And you street to get angry. As managers if we have to figure out how to
make the communication better, or they feel comfortable talking to us even
about sensitive questions and why there questions are not answered. Not
everyone feels comfortable to air his feelings to people. All comes back to it. 265
It is all about leading and leading by example.
Interviewer: So you said the communication might be something we have to
improve.
Interviewee: Yes.
128
Interviewer: So as one of my last questions. Do you feel that all these 270
HPWPs what we implement here, help the ladies and gentleman to perform
better and be more engaged?
Interviewee: Everything goes back to not always being 100% perfect and
willing to say that. We will never do anything perfect. This hotel operates very
differently than other RCs. We are a smaller team, which means that anxiety 275
can run higher, people are afraid of saying or doing something because of
raffling feathers. However, I feel we are getting there. This RC has converted
faster than any other RC in the world. With that off course came some
complications. Trainings, communications between departments. Putting
good managers and people together and for a little while we forgot how to 280
talk to each other in a respectful way. That was a big wake up call. All the
managers came together from the different departments and we all started to
make changes. In the last six months everyone can see a dramatic shift how
people are responding. We leaders had to recognise first. As a company, as
this hotel, we have come long way. I think we will set a role model how this 285
type of hotel works in a future. But being the first it always challenging.
Nothing worth doing is never easy. I wish I had more definitive answers but
this is management, it is not always definitive. Hospitality every person is
different. What makes you happy, is different for another. Employees and
guests too. Sometimes giving them money makes them happy sometimes 290
just recognising that there is an issue and act on that makes them happy.
Want someone to understand it.
Interviewer: Do you think all the investment what we make on HPWPs are
worth the money and we realise extra profit at the end?
Interviewee: Yes, always. I cannot imagine that one training does not worth it. 295
There is a thing that if you reach one person today than it was worth it. I feel
same about trainings. If one person is going to get better because of it than it
was worth it. Nobody wants to go to trainings, we have long days, but as
management we have say that it is important that you go to this because
maybe you cannot see the positive reactions yet but they will come. Forbes 300
training. Many of them we do it already but there were a few new thing what
we have incorporate into our everyday life. If had not had that Forbes
training, would we have known? No. Nobody would told us. So it was worth it.
129
It was expensive, it took a lot of time from people life but worth it. It is not
goanna happen overnight but soon yes. Another thing about trainings, that 305
you only remember the around 20-25 percent of the total training later
anyway so it up to the leaders to reinforce what you have learned throughout
the trainings and add the increments throughout the rest of the time. So you
can get sometime at least to 70 %.
310
130
Respondent 5.
Human-Resources manager
Interviewer: Good afternoon, to begin with, I appreciate your time and your 5
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong
organisational culture of Ritz Carlton and some elements of this culture have 10
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the
employee engagement –and well-being such as work performance. 15
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must 20
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality?
Interviewee: I have been nine years with the Marriott. I started as front desk 25
agent, than went into accounting and then to HR.
Interviewer: Have you ever worked with any other hotels before you came
here?
Interviewee: Yes I worked three different Marriott’s in Chicago and then I
came here. I have only worked with Marriott? 30
Interviewer: Have you ever encountered the above mentioned HPWPs, the
trainings, empowerment, effective communication and reward system in any
other properties where you worked at?
131
Interviewee: Well, Marriott has very similar structure when it comes to
employee relation. So whatever is followed at the Ritz-Carlton it is followed at 35
the Marriott as well?
Interviewer: Do you feel that in this property we apply all these practices?
Interviewee: One of the things with Marriott that they are very consistent with
their brands. So no matter which Ritz- Carlton you are at in the world they
going to follow corporate guidelines what we have to follow and enhance at 40
the property.
Interviewer: Do you think these practices are very important part of our
culture?
Interviewee: Yeah, absolutely. You know our employee promise. Our ladies
and gentlemen our most important resources. If you take away them from 45
any hospitality related industry than what do you have? Only the guest. With
that in mind, the Ritz Carlton’s philosophy is that they need the ladies and
gentleman. Mr Marriott says as well, take care of your employees and they
will take care of the guests who will come back over and over again. The
same analogy goes with our company. Knowing that we invest in our 50
employees and continuously teaching them, they will take care of our guests
who in exchange will return over and over again ó, hence the success of the
whole company. Then there is different initiative, rewards, incentives,
trainings. Many things which focusing on the development of the ladies and
gentleman to make them more knowledgeable. If they are at the front desk 55
there are reward, Opera, Mystique and so on trainings, so they can
continuously learn and grow and that they are also complying with the state
law, with the legal trainings what they have to take as well. Every position the
Ritz-Carlton has, has specific trainings. On the top of that there is e-learning.
An interface filled with trainings. It does not necessarily has connect to your 60
role but if you want to be a more effective communicator, communication,
marketing. So everything even outside of your expertise you can learn on my
learning. Even if you want to learn a new language, we have Rosetta Stone.
So it is really up to the lady and gentleman how much he or she want to grow
but they have the necessary tools. 65
Interviewer: Do you think it is important to implement all the HPWPs together
or each property has one or two which are the most effective them to apply?
132
Interviewee: I think they all go hand in hand. They have to work
simultaneously. Because even for you to know about empowerment, first you
have to be taught how to use empowerment. Everything starts with the 70
orientation. That is kind of like trainings about the philosophy of Ritz-Carlton.
The expectations for you to become a true ladies or gentleman. To really do
the aggressive hospitality, an innkeeper. Once you have that and you
implementing everything you learn you can be nominated as employee of the
quarter or employee of the month. There is also three steps of service. Or 75
day 21 one just to make sure if you have any question or concerns we can
follow up with you. It is kind of like a domino effect. Everything starts with the
trainings. You have to have them, you need knowledge, than you need to act
you need to perform, you need to do whatever you think is the best, you have
do what you learned on the training. With that than comes the incentive. 80
Comes the reward, comes the Gallup, and guests start mentioning your
name, how creative and great of a person you are or great service you
provide. After you will get comfortable with this excellence and want to learn
more and go to the next level. At the same time you also learning for your
career growth. It all goes hand in hand. You cannot just focus on trainings 85
and not act. You cannot just focus on incentives, giving gifts away but the
ladies and gentleman are not doing their best. So again they have to go hand
in hand.
Interviewer: You said that the employees have to act. Empowerment is an
important factor when it comes to acting. Dou you think that it is important 90
that the ladies and gentleman are allowed to act on their own specific way
and how does that make them feel?
Interviewee: It is self-explanatory. When people are empowered they feel
they have the power. They have the knowledge. They have the responsibility
and the leaders trust in them. When you create trust within the ladies and 95
gentleman in an environment they feel equipped. They have all the resources
and tools they need. All the consuls all the guidance to make their decisions.
When you grow up in an environment when you are always told what to do or
what t choose it is really hard to be empowered. Here you can do whatever
you want. I can do whatever I want? Ok, but what is the right thing to do? The 100
word: empowerment id flying around everywhere. It is a nice and fancy word,
133
but when it comes down to it is scary to make that decision. Because your
decision can bring one guest back and make them fully engaged or they can
just say you just lost him. It comes with experience and with really putting
yourself out there. The important thing is that they understand that they are 105
empowered, that they have the power to bring that gust back to the engaging
point. Here come the first person resolution. That they do need their
managers to provide quality and genuine service. Which is very important but
not a lot of companies have. It creates again a sense of unitedness it brings
unity overall within the team. 110
Interviewer: Do we have any practise here how we communicate the overall
hotel goals to the employees of the hotel?
Interviewee: We do, I am sure you are aware of it. That is the BLT.
Breakthrough Leadership Training. We have our Gallup. Every property is
given a goal, to really increase the level of guest engagement. In order to 115
reach that goal, there are sub goals which have to be in place. If our goal is
higher guest engagement than every department have to have their own goal
in order to contribute to reaching the overall goal. Front office’s goal in order
to focus on guest engagement and on the hotel goal as a whole, has to be,
let’s say every guest has a phenomenal pre- arrival. Organised confirmed 120
and so on. Gallup have different section where you can measure how you
have done. Ever department has a WIG goal, which is wildly important goal.
In a perfect word everyone should be having a session where they
communicate their goals, if they meet or not and what kind of commitments
they should have for themselves for the whole week in order to can strive 125
towards that WIG goal. In return the overall goal will be increased as well.
These goals should be communicated very clearly and effectively in each
department.
Interviewer: Based on you experience, how effectively we communicating
these goals? 130
Interviewee: As far as I am concerned we could do a better job. I think a lot
responsibility has to go the managers and leaders. They really have to own it
and, make sure that they consistent with it. It can be really hyped in the first
month and new but than if you skip it once it will easier next time to skip
again and by the time you realise you have not had a huddle for the last two 135
134
months. And then when you realize it you are already loosing track of your
results and goal. The ladies and gentleman forget about it too. Every day is
different and busy but the managers have to own it together with the hotel
manager. This a kind an accountability, each of us have to be accountable
and help each other. 140
Interviewer: Thank you, great! My other question what I would like to ask is
that it has ever happened to you that an employee came to you and ask for
your support or your advice in a work related or even in any personal issue. I
am sure that you as an HR person had many examples when someone came
to you for advice. How did you react in that situation? What do you think how 145
does that make them feel?
Interviewee: I think it is very important that there is a solid and authentic
relationship within the managers and the ladies and gentleman. First of all
each employee want to be respected just like you and me, wants to honoured
in every way. Most likely it is really hard to remember that. The leader is 150
focus on tasks many times. They have to get tasks done and in the meantime
they have to make sure that the ladies and gentleman are respected as well.
While completing the task there might some hinderers or some
miscommunication or misinterpretation ion the way. I am pointing fingers at
you to do something but maybe the person does not like to be pointed at. 155
The mutual respect between the leaders and the employees is very
important. Moreover, once the ladies and gentleman know that they are
respected by the leaders than you will have a very loyal employee how will
do whatever they are asked for. Why? First, they respect their leaders and
think highly of them. Another thing what the leaders have to be is consistent 160
and fair. When they realize that the leaders respect them y are consistent
and fair you will have a ladies and gentleman who will always respect you
and will do whatever it takes to make sure that the department goal is met.
Because they trust that leader. HR comes along as kind a neutral person
which communicates to both parties, employees and leaders. Have them see 165
each other’s point of view and have them understand it is not all about
pointing fingers, because it is very easy when you are mad. It is more about
the communication piece. A lot of leaders have the big picture and they know
where they are heading, while the ladies and gentleman are blind to that big
135
picture and therefore, they could get robots. They just do the simplest stuff. 170
But if you explain to them the big picture, why will need to move this thing
from point A to point B and that is what the cost will be and that is how we get
to our goal. This way they will join you to reach your goal and even more on
their own, the empowerment comes in and you just going to have a
successful department. It is really the communicating piece what really brings 175
together the respect, the consistence and so on.
Interviewer: Thank you! What do you think how engaged our employees at
the moment.
Interviewee: You know that, there are lot of changes going on right now, but I
would say overall our ladies and gentleman are very engaged. You know 180
engagement is not necessarily mean all positive. You can be engaged in a
negative way, but you are still engaged. You want to communicate how you
feel. Maybe it’s positive maybe its negative but you still want to address and
talk about it. I believe that our employees are passionate and they do care
about what happens with this company. My worst nightmare is that people 185
stop caring. If they stop caring they stop talking. They will release negative
energy and causing a very bad hostile environment. But when they come and
address their concerns or what they disagree with they are still engaged
because they care enough to bring that up and try to change it. Lot of people
would say they are negative and disengaged but for me they are still 190
engaged. The key is here that you never going to have everyone 100%
happy. When they notice that you take notes and trying to do everything what
it takes to change in a way as they think is important. When they realize that
they are listened to their giving respect. That is what brings engagement to
our ladies and gentleman. Even if do not have everything on its place a 195
100%, the employees understand that we work towards it. That they are not
being ignored.
Interviewer: Do you think that they feel that they are being heard?
Interviewee: I hope so. We will have an employee engagement survey
coming up which will show. How accurate is that, it is a different question but 200
I really think that they feel that they are being heard. We also have a hotel
manager’s session, roundtables. We sit down with the departments, what is
going in, what we should do better or differently, what should we stop or
136
continue. It gives us a post check because we are not present all the time.
But we with the purpose of improvement we can follow up again with the 205
leaders what to do better.
Interviewer: We are getting close to the end now, but let me ask one more
question about the rewards. You said we have different rewards. I incentives,
different recognitions. Usually we have these two different kind. One is more
financial the other one is more about recognition. What do you think which is 210
more effective or should they work together?
Interviewee: I think they have equal importance. You have your anniversary
rewards, if you are here for a year you get a pin. If you are here for five years
you get a catalogue and you get to choose a gift and you get a certificate and
a pin as well. You get different benefits, vacation time, sick time. These are 215
the awards and benefits what the ladies and gentleman have in mind. The
Ritz-Carlton also believes in work life balance. That you have good balance.
You need to take vacations to be healthy they know. That is why they
launched a new, take care programme to help being healthy. They also what
to have happy employees so they have new initiative which is called be 220
happy. They encourage the ladies and gentleman to do things what makes
them happy. They have a lot of tips online how to eat healthy and stay
healthy, exercise, webinars and finance. So the company is consistently
coming up with specific things and hire people just too specifically do and
refresh these things so they can help the employees grow also in their 225
personal life. They also have ARL, that any lady or gentleman going to
hardship, divorce or buying their first house or any kind of other thing they
can call this number and can get a professional consul for them. SO there
are many things for the employees, which are free and part of their benefits.
The employee is the number one. You have that side. And you have the 230
other one which is more the recognition side, more saying thank you. The
employees and also managers are always encouraged to give thanks to each
other. At the end of the day when you are done with your shift, just use the
word thank you, thank you for everything what you have done today. Nothing
should go unnoticed. You also have the star of the quarter. You get a 235
certificate, you get a plague, money. Also there is a star of the year. You get
money, and a five night stay in any U.S. Ritz- Carlton. There is a lot going on.
137
That is just here. There is also the J.W. Marriott award, the service
excellence award and other programmes. Our ladies and gentlemen are get
nominated and recognised for a lot of things, even outside of Ritz- Carlton. 240
The purpose of it is when someone gets nominated. the great feeling what
you get it pushes you to almost do even more, and you feel that, ok, all that
hard work did not go unnoticed. We want all the ladies gentleman to
experience that, to get to the point when you feel that you want to do more
and more. More in a sense of personal growth. I hope I answered your 245
question.
Interviewer: Yes absolutely! So just to sum up our conversation, you agreed
that all the applied HPWPs in this property help your employees to become
more engaged and perform better and better. But many of these practices
cost money, the trainings, and the empowerment too. We are here for the 250
guest and the employees, however at the end of the day, we are here to
make profit and money for the owners too. Dou you think that this investment
worth it?
Interviewee: Yes, sure! If you think about it the ladies and gentleman are the
one who will take to any business success. We really focus on getting the 255
best of the best. The top 1% of the service industry. We have to make sure
that you are really going to perform at the finest quality and be the best. We
pulling people with talent. These people will require, attention, training,
personal growth. If we just stopped hiring without the intention of finding the
best and just hire anyone who needs a job and would not provide follow up 260
trainings or empowerment than there would be no further growth in the
company. Every programme has been designed by the Ritz-Carlton has a
bigger purpose. And the purpose is again, we truly believe the biggest
resources within the company are the ladies gentleman.
Interviewer: So you think the employees have these expectations even 265
before they come on board. They expect the trainings, the opportunity for
personal growth?
Interviewee: Yes, and the management when they interviewing new
employees they are looking for this kind of personality. They looking for talent
and looking for innkeepers. Because I can teach you a program, or teach you 270
how to make a bed but it is really hard to teach you how to be an innkeeper.
138
Hospitality is almost like a gift and not everyone can be taught that. You will
see it, that sometimes we are wrong. We think that this person has that talent
and then halfway we realize that oh, he is not the one. So it is our
responsibility, to continuously teach them and make sure that they get to the 275
point where we want them to be.
Interviewer: Thank you very much! Thank you and thank you again for your
time and help.
139
Respondent 6.
Food and Beverage manager
Interviewer: Good afternoon, to begin with, I appreciate your time and your
help in my research. Before we start I would like to give you a short 5
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong
organisational culture of Ritz Carlton and some elements of this culture have
specifically caught my attention. These elements are the so called high 10
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the
employee engagement –and well-being such as work performance.
On the other hand, I have to inform you that I will record our conversation 15
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must
follow these rules, otherwise the research will be cancelled. Just to let you 20
know.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality?
Interviewee: I started in hospitality about seven years ago. I started in Hilton
Garden Inn, which was a small boutique hotel. That was at the time while I 25
was in college. That is what I wanted to do in my whole life that is why I went
to school to study. After that I went to Waldorf Astoria in New York, for a
management development program. I managed a little bit every department.
Food and beverage was where I ended my training. Then, I moved with
Waldorf Astoria to Naples and after that now I am here. 30
Interviewer: And what made you to change the company?
Interviewer: You know I wanted luxury and Ritz-Carlton or Four Seasons are
the most luxurious companies, so that is where I wanted to end up.
140
Interviewer: Thank you, and your current position is Food and Beverage
manger? 35
Interviewee: Yes!
Interviewer: So, I understand that you worked for different luxury hotels and
companies too, but have you ever been to any other places where you have
encountered the above mentioned HPWPs, the trainings, empowerment,
effective communication and reward system? 40
Interviewee: Yes, but you know empowerment is very different here. At the
Waldorf I just kind of got my feet wet. There was a very strong union in New
York and you were not really allowed to do much more than your basic duty.
At the Ritz-Carlton here is different. They encourage you to use
empowerment and be comfortable what you are doing. The trainings are very 45
similar or at other places is even more intense than here to be honest.
Interviewer: So can we say that in this hotel we apply all the HPWPs?
Empowerment, trainings...
Interviewee: Yes, definitely, we empower our employees. You have
$2000/day/guest to spend. Not that we want you to do that but you have that 50
amount of money to make guests happy. Which is important because Ritz-
Carlton definitely puts a heavy burden on that, to make guest happy.
Interviewer: What about the communication or reward system?
Interviewee: I have not been really experienced any great rewards system at
any hotel so far, I have been to 4-5 different ones. Hotels are generally on a 55
tight budget. The reward systems are not very encouraged as much as they
should be.
Interviewer: Why do you think that all the HPWPs are important for our hotel
and our organisational culture? All the trainings, empowerment, the effective
communication and reward system are an important part of our culture here 60
at the Ritz-Carlton Bal- Harbour?
Interviewee: Yes absolutely. If you are properly trained which is a lot of times
does not happen, but if you are, than you have your values as well as you
can understand the company’s culture and what- and how makes the guests
happy. All these things what the top companies are teaching you, and if you 65
know how to implement them, you can use them anywhere. However, there
is not one proper way to do it. Everyone has their own unique way to do it. As
141
long as you have the base, you can build whatever temple you want and the
guests can feel it. Just like if you are not properly trained the guest will feel it
too, that you are not trained as you should be, whether it is verbiage, talking 70
to one- another, your presence on the floor, the way you handle guest
requests, the knowledge of the menu. That is all about if you can deliver five
star service. But again it is hard to come by properly trained people.
Interviewer: What do you think how these practices can work better: if they
are implemented together, or if we pick one? Let’s say I will focus on 75
empowering the employees or concentrate on trainings. Which way could
work better and more effectively in order to increase performance and
employee engagement?
Interviewee: There is so many things to understand about a hotel. There is
overall trainings and specific ones. There are many different trainings. 80
Orientation is an example when you get trained on the broad spectrum of
what Ritz-Carlton represents. After you get into the departments, you have
specific ones, three steps of service, day 21. You have line-ups where you
also have to be trained on specifics. It always gets more and more specific.
The way how we trained to train here is that to do and train something until it 85
becomes a habit and then move to another one. If you do too many things at
the same time nobody will ever observe that. No managers no line
employees.
Interviewer: So you think if you only focus on trainings it would have a better
result? Or you think you should support any kind of trainings with other tools 90
in order to be able to increase performance, engagement or well-being?
Interviewee: Other tools are definitely important. You cannot just talk and
expect everyone to listen and understand what you are saying. At the end of
the day they are here to make money. So rewards, incentives are always
good and motivates them to do it. That is always a driver. Communication is 95
always on of the most important part of it. If I am training on using the guest
name, but the way I say it is ‘A’ and one might understand it B. You have to
make sure you communicate in a way that everyone understands it and
participates. Because otherwise at the end you asked them if they everyone
understood it? They say yes but it is already over their head. Participation is 100
important. If they participate and not just listening they working it out with
142
their heads too. You have to kind of guide the training and get them involved.
Visuals are important too and it’s all the part of it.
Interviewer: Ok, thank you! My other question is about the expectations of the
employees when they start working here. What do you think they expect from 105
the Ritz-Carlton when they come on board when they come on their first day
to the orientation?
Interviewee: The expectations are the same throughout the whole company.
You cannot lower the expectations whether they come from a different 110
background or from a different company the expectations has to be same?
The amount time to get there might be different for different people but the
expectations are the same, especially at the luxury level, at The Ritz- Carlton.
Interviewer: And what do you think what the employees think and expect
when they come to the company. You have some kind expectations about 115
what the hotel and the company can provide you?
Interviewee: Well experience is a big one. Having Ritz-Carton in your resume
is something what no one overlooks anywhere at any company. It is not even
hotels, it is any company. They know, if you worked for the Ritz-Carlton you
understand luxury. 120
Interviewer: So experience is probably the biggest one. Do you think it’s
important that the hotel clarifies its expectations towards the employees?
Interviewee: Yes, if there is no clarification, than you just counting on different
managers and the culture of each separate hotels. It is not really a good
thing. You want the level of service throughout the whole company. It is not 125
just giving something for each hotel to aspire to but it is about the
consistency throughout the company. If someone gets promoted or if they
move to a different hotel there is no need for other initial training because
they understand the exact same values and standards.
Interviewer: And in terms of the engagement of the employees? Clarification 130
is important?
Interviewee: Yes! Engagement definitely. But not just that, it is better for the
guests too. If a guest goes to Ritz-Carlton Dallas and then here if there are
different expectations towards the employees than there is going to be
different standards which will create guest disloyalty and disengagement. 135
143
Which means the whole company will lose its interpretation and reputation.
Moreover, it is bad for the staff because at the end of the day if we do not
have guest than we do not have pay checks.
Interviewer: We talked a lot about trainings. But what I am interested in if you
think that these trainings are actually able to effectively increase the 140
knowledge and skills of the employees?
Interviewee: Yes absolutely. We always teach and learn. There is no one
who knows everything about service or knows everything about the hotel or
work all the systems, no one can do that. It is also a changing world.
Everyday a new technic or something new comes up and we have to keep 145
up! It is absolutely a positive effect on their performance. The more
knowledge you have, the more power you have to make somebody happy.
Also, if someone has more knowledge they feel better about themselves.
That is what we want. You want your staff to feel that they are important and
feel confidant. Confidence is everything, confidence is very important. 150
Interviewer: Thank you. And how do you think we can reach that the
employees increase their performance and perform in a way that it is more
profitable for the hotel overall?
Interviewee: So you asking how to make them perform better?
Interviewer: Yes but I am interested in whether they are aware of the goals of 155
the whole hotel and if you as a leader do something to help them achieve
these goals. You mentioned the line-ups for example.
Interviewee: Line-ups are definitely a huge part of it, if you do them right,
which we have not really been doing well with as a hotel. But line–ups in
general it’s extremely important. There is not much time during the day what 160
you can spend with a team. The hotel manager makes a really good analogy.
Pro football. You have six days a week to practice and there is one game. In
hotels there is a game every day. There is no practice. So line –ups a little bit
like how you practice during the game. It is very difficult. Some departments
are easier than other. Housekeeping they do not start cleaning until 9:30. So 165
they coming all in at 9:00 and they are all ready to go to do their line –ups.
There is no guest pressing them to do anything. At the pool we have the line
–up but there are guests coming already to sit down and order so it’s difficult.
We playing the game and trying the practice at the same time. It is new for
144
me as well, have not really done this before anywhere. I pride myself on 170
training. I have not been doing a really good job. I cannot get everyone to
focus and pay attention for more than two minutes because there are guest
pressing us already. It is very difficult.
Interviewer: But you believe if you can communicate to them effectively and
keep them on the track it would help with their performance and the whole 175
company?
Interviewee: Yes. You know that is why I keep it very general at least for the
time being until I can keep a grasp how to deliver it better. I keep them
general, make our guests happy and do not let them leave unhappy. Every
guest is a V.I.P. and we do always our best to make the fully happy. It is 180
extremely general but if you think about it, they have the base what they get
in orientation and then just little by little you add something to the general
topic.
Interviewer: Thank you, great! My other question what I would like to ask is
that it has ever happened to you that an employee came to you and ask for 185
your support or your advice in a work related or even in any personal issue.
How did you react in that situation? What do you think as a leader how
should you react?
Interviewee: Sure, it happens a lot. For example, one of the servers came up
and he had to take a tenor twelve day leave because his father was 190
hospitalised in another country and he had to go and take care of him. It was
a last minute thing but family is number one. There is no important than
family. I want my staff and their families to understand that I am as
understanding as humanly possible and I will always do anything to help. It is
important that they feel that. So they know that you really care and you are 195
not just here to do a job. People work harder for someone who they know
that cares than for someone who does not care. It motivates them as well.
Their loyalty grows. He is not here for twelve days but when he comes back
on the 13th day you can be sure that he is stepping up and performs even
better. And after when I am disappointed in their work it hurts them. 200
Whereas, if I did not care they would be just like, aww I do not care what you
are saying. You do not care about me, why would I care about what you are
saying. It is the same when I explain about the guests. When you build a
145
personal relationship with the guests and something messes up, they do not
really care because they know you, personally. It is the same with your staff. 205
If you know them personally and support them, you will get more out of them.
I am always trying to work that stuff out. After a certain point off course you
have to worry about the business. But it happens all the time. This is life.
People will get sick or, they will pass away and you have to work that out.
Interviewer: Have you ever provided performance evaluation to your 210
employees or given feedback? You said sometime you can be disappointed
with their performance, so how do you verbalise it for them and how they
usually react?
Interviewee: I believe nobody likes to perform poorly at work. Unless if you
get that one percent who just do not care and they are really bad eggs, but it 215
is only a very small percentage. Most people want to do well. Want to work
hard. There is not so much poor performance whereas poor training. You
have to look into the mirror a little bit. Why he is not doing this or that?
Because I just have not given him all the tools to do it or he is just simply not
doing it. It is a double edge sword a little bit. But I have done hundreds and 220
hundreds performance evaluation. Again, I stay as positive as possible.
Unless someone is really in the dumps I approach them positively. Even if it
is negative I turn it into positive. I know you are not doing this, but I know you
can do it and we will do it this way, this is how we going to get there.
225
Interviewer: What is your experience, is it help them to perform better?
Interviewee: Oh, absolutely. Unless you tell someone how they perform
nobody really knows how they doing. The server can be the best in the word,
but if you did not say anything he could think that he is not doing a good job.
It can also demotivate you when your hard work is not recognised. 230
Interviewer: Do you think empowerment is also a key element to increase
employee performance and also engagement and well-being?
Interviewee: Yes definitely. You just like I said it is very different from other
properties. Most people who come from other properties they have that
‘where is my manager’ habit. If something goes wrong I have to get my 235
manager if I can do this or that. Here, usually you do not get questions like
that. If you think you have to comp something or do something for a guest,
146
you do it. It is all about individualism. How it makes you feel to do it?
Empowerment is great, you do something for a guest on your own and not
with the manager’s permission. You just do it because you have the power to 240
do it, it just makes you feel really good about what you do. It is a higher level
of trust and everything. Off course you cannot abuse it but you do not have to
go and beg for the manager to do it. You just do it. At the end of the day we
talk about the consequences, what happened, but nothing is wrong what you
choose to do. As long as you have the guest happiness in front of you cannot 245
go wrong.
Interviewer: I understand. The other topic is about the rewards. You said
rewards are always tricky and difficult in hotels. But what about this property?
Do you think we provide enough reward for the employees? Financial
rewards or other kind of, like recognition, promotions? 250
Interviewee: I think in terms of recognition the hotel does a decent job. I think
if someone goes above and beyond than e-mails will send out about it, we
have this while wow story thing. Financial wise, honestly they do not really do
much. Every hotel pretty much have the same. They do not provide these big
incentive programs, unless it is sales. That is different, if you sell a lot you will 255
get a nice bonus check. If we sell a certain amount of food we do not get any
commission on that. Every department is different. We might give a $50gift
card on this or a $100 gift car on that again and again but that is it. But it is
not that every hotel is different, they have pretty much the same things.
Hotels usually do not provide big incentives. Maybe the big-big hotels do, but 260
this one is a very small hotel.
Interviewer: You think the more financial reward would motivate the
employees more? Which one is a better motivator in your opinion the more
monetary incentive or the more recognition or promotion?
Interviewee: I think they have equal weight to them. Recognition is a big 265
motivator but I think money is a big motivator too. I would put equal weight to
them. Even money is a huge motivator. If you take an incentive program, if
you win you almost recognise them at the same time. You get the certificate
and money because you are the best, you won. It goes hand in hand. You
have to have both of them it goes together. For the employee of the quarters 270
too. You get a $150, $250 and even if it is not too much it goes a long way.
147
Interviewer: You mentioned the engagement of the employees many times.
What do you think how engaged are your employees at the moment?
Interviewee: Mine are definitely not engaged as much as I want them to be.
They just do not make enough money. At the end of the day that is why they 275
are here. This is not a hobby. It is no one’s hobby to serve here or be a pool
attendant. The only people get jobs is to pay their bills. If you are not making
that money it is very difficult. You are very demotivated. It is very difficult to
keep people motivated when they are not making enough money.
Interviewer: And it effects their performance too? 280
Interviewee: It affects everything. Your attitude is everything. The way you
think is everything. If you think you are not making money it will effect, even if
only subconsciously, your attitude and performance. It is the way you look at
it. In general you cannot really go wrong with any incentive. By offering a
prize or money for great performance. But again if they are not making what 285
they think they should make or need it is very hard to keep them engaged.
Interviewer: So HPWPs many times cost money. Do you think that this extra
investment worth it? We will get more engaged and better performing
employees who will make the guest more engaged and loyal, so the hotel
can make extra profit at the end? 290
Interviewee: Yes. If Ritz-Carlton is willing to pay for the trainings you can bet
your dollar that probably worth it. Forbes that is what people measure you by.
So it is probably worth every dollar to have that training. The more knowledge
somebody has the better they feel and more confidence they have to deliver
to the guest. You do not want the job to become robotic. The only way to 295
prevent that to give them always something new to work on until it becomes
a habit and then you give them something new. Guests can feel robotic.
Interviewer: And at the end of the day you can realize extra profit?
Interviewee: You hope! They always say: Happy employee, happy business.
From what I have learned in business that if the employees are happy they 300
make the guests happy and loyal so they will come back and spend more
money. That is the general cycle. There are tons of guests have returned just
becomes of people they know here. There are different factors which effects
every hotel. Location, weather, economy can affect the profit of the business.
But happy employees lead to happy guest. Happiness is just contagious. 305
148
Interviewer: Is there anything what you would change or do differently. Any
other tool or practice what you would implement in order to increase
employee performance and engagement?
Interviewee: There is one thing I am trying to change and that is the trainings.
The pool and beach is difficult to get trainings. We have one meeting monthly 310
which try to keep not too long so you cannot go to crazy. The line-ups are
also difficult, to get everyone together, on the same page. On the top of that
it’s very difficult because you get staff thrown over you from the top and the
training becomes a last thing, goes to the bottom. Whereas in this hotel
trainings should be at the top. It hard to build a strong base. If the upper 315
leadership does not make something as a priority than it’s hard to do. Even
though I would love to train my people more the decisions is not going to
mine. So the priorities of this hotels what I would change.
Thank you and thank you again for your time and help
Respondent 7. (Trial interview)
Food and beverage assistant manager:
5
Interviewer: Good afternoon! To begin with, I appreciate your time and your
help in my research. Before we start, I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong 10
organisational culture of Ritz Carlton and some elements of this culture have
specifically caught my attention. These elements are the so called high
performance work practices (HPWPs), such as: trainings, effective
communication between leaders and employees, empowerment and reward
system. My goal is to find out more about their effectiveness in terms of 15
increasing of the employee engagement –and well-being such as work
performance.
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes, although, I assure you that I will not use any
149
names, none of the interviewees’ names will be mentioned. Also, all the data 20
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must
follow these rules, otherwise the research will be cancelled.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality? 25
Interviewee: I chose to work in the industry because while I was in college I
had a few experience with it and I really enjoyed it. Enjoyed working in this
field, in hotels and restaurant. I have always enjoyed the fast phase of the
hospitality and working with many different people. That was one thing what
attracted me. 30
Interviewer: For how long have you been working in the hospitality?
Interviewee: On and off, about ten years. Six years in restaurants and about
three-four years in hotels so ten years in hospitality.
Interviewer: So I assume that you worked many different places, restaurants
and hotels. Have you ever been to any other places where you have 35
encountered the above mentioned High Performance Work Practices
(HPWPs), the trainings, empowerment, effective leader-member
communication and reward system?
Interviewee: The empowerment what we have here in the Ritz-Carlton is very
unique. Other places I have experienced some empowerment too, but not 40
like in this hotel, in the Ritz- Carlton.
Interviewer: And what about the others? Trainings or communication or
rewards?
Interviewee: The other hotels where I worked at I have not experienced
trainings like here. I remember that there were trainings available but not as 45
mandatory as here. In the restaurant what I ran I was always aggressive with
the trainings but not really with the service end, I was more focused on the
product end. The food, the wine, the liquor knowledge.
Interviewer: Great, and how do you think, are the before mentioned practices
applied in this hotel? 50
Interviewee: Yes!
Interviewer: And do you think that these elements are important part of our
business and our organisational culture at the Ritz-Carlton?
150
Interviewee: They are very important. The trainings has to be the same for
example. So if a guest goes to any other Ritz-Carlton besides the one in Bal-55
Harbour, the experience has to be the same. We have to provide the same
quality service. Companywide it is very important that everyone receives the
same trainings and can provide the same standards.
Interviewer: Is it only important when we talking about a big hotel chain, a big
brand? 60
Interviewee: I believe it becomes especially important in that case. So the
experience what the guests experience is the same and we provide the same
end product everywhere.
Interviewer: Thank you! And what is your opinion about the implementation of
these practices. Is the best way to choose one practice, let’s say we choose 65
to concentrate only on trainings or only on empowerment, or we decide to
implement all of them? The trainings, the empowerment, we try to
communicate effectively the goals of the company and we reward high
performance as well. Which way could be more effective?
Interviewee: I think the best way to use them together. However, sometimes 70
if you have a specific issue, and you know where you are exactly suffering
than obviously concentrate on that one more and use one specific tool.
Interviewer: So in specific cases you would recommend to concentrate only
one tool very effectively, but in general if the goal is simply to improve
performance than combine them and use them together? 75
Interviewee: Yes exactly.
Interviewer: Ok, thank you! My other question is about the expectations of the
employees when they start working here. What do you think they expect from
the Ritz-Carlton when they come on board, when they come here on their
first day to start the orientation? 80
Interviewee: Our ladies and gentleman I am sure they expect high standards
when they start to work here. They expect that this hotel is the best and what
we give for the guests is the best. They probably have very similar
expectations than our guests when they come to the Ritz-Carlton.
Interviewer: What do you think they expect from the hotel? What the hotel 85
can offer them as an employee?
151
Interviewee: To my experience the Ritz-Carlton goes even further than what
they expect, even more than what they expected. I got more than I expected
when I started. I cannot imagine that the employees would expect more from
the company than what the Ritz-Carlton actually offers them. As I see, the 90
company absolutely exceeds expectations.
Interviewer: Thank you, great! We talked about the employees and their
expectations but do you think it is important to clarify what the expectations of
the hotel are towards the employees? Do you think that these expectations
towards the employees should be communicated? 95
Interviewee: I think you have to be very realistic with the people when you
hire them. It is absolutely better to clarify the expectations of both parties’ in
advance.
Interviewer: Do you think it has an effect on their level of engagement and
well–being to? 100
Interviewee: Absolutely! If you are not honest and not upfront with your
employees they might going to feel cheated and become disengaged. If they
feel that they are not getting out the same thing from their work what they
thought they were going to it has a negative effect. It is absolutely contributes
to their engagement and well-being. 105
Interviewer: We have talked briefly about trainings and you agreed that we
have many trainings here in this hotel. But what I am interested in if you think
that these trainings are actually able to effectively increase the knowledge
and develop the skills of the employees?
Interviewee: Yes definitely. However, I feel, and maybe this would be my job 110
too to work more on the technical trainings. To focus more on the technical
part. We could do a better job on that. Work on the service and product
aspects of the restaurant and not just having hotel oriented and company
oriented trainings, like three steps of service, or the orientation.
How to deal with the guests and the problem resolution. We have a lot of 115
trainings on that, but we could probably do a better job in our department on
the technical execution part of the service.
Interviewer: And would this trainings help to increase performance? Do you
think that the current ones can help too?
152
Interviewee: They help too and the others would help as well off course, but 120
another important thing is that if you have trainings also on the technical
knowledge, than it is easier to hold people accountable. Knowing that they
have been trained to do something the right way, you can hold them better
accountable. It is just like they like to be rewarded when they do a good job,
many people like if they can be held accountable, believe it or not. 125
Interviewer: So overall we are strong on the hotel and guest engagement
related trainings, although we should improve in the food and beverage
department on the technical trainings?
Interviewee: Yes we should focus more on that internally and pay more
attention to improve the technical skills of the employees too. 130
Interviewer: In your opinion what the employees need to have or need to
know to be able to perform in a way that is beneficial for the whole hotel and
company and not just for themselves and the guests?
Interviewee: They need to have a lot of confidence. Very rarely I have ever
gotten on somebody or disciplined anybody for using empowerment, if 135
anything than that is the other way around. Why you did not use
empowerment? If an employee has the confidence than they know, that they
can do whatever they have to do in order to ensure fast problem resolution.
That is the best way how everyone wins. You have to be confident as a
leader too and hold them accountable but the employees have to have the 140
confidence as well that they can do whatever is necessary to deal with an
issue and make sure that the guest is happy. That way we can turn the guest
around and make sure that their experience is heading to the right direction.
Interviewer: You mentioned that there are many trainings provided about the
hotel, but do you do anything maybe even on a daily basis to make sure that 145
the overall hotel goals are communicated to them employees?
Interviewee: We have our daily line-ups. But my opinion, and also it was
mentioned by the hotel manager that during those line ups we should spend
a little bit less time talking about the overall hotel and company goals on the
Commitment to Quality (CTQ) stuff and rather focus on our daily operation 150
and our issues (in the department). What you need to work on within your
department. Just like I said, I believe, we should spend more time on product
knowledge, like wine, food or liquor, such as on improving technical skills.
153
The hotel goals are - and should be communicated but more focus should be
on these things too. 155
Interviewer: And if these trainings were on place and as well the goals are
communicated do you think it would help to improve employee performance?
Interviewee: Absolutely! We spend here countless hours that the employees
are aware of the goals and that all of them are put through the mandatory
training programs of the hotel, but at the end we realise that we are missing 160
our own mandatory trainings in the food and beverage department. We are
missing the wine and food knowledge tests and trainings which were
necessary. We do have monthly meetings where we concentrate on some of
this issues, but that is it. The hotel overall does a good job communicating
the goals but we as an individual department do not provide all the tools to 165
reach these goals.
Interviewer: Another important topic which has a connection with
communication. Has it ever happened to you that an employee came to you
to ask for your support or your advice in a work related or even in any
personal issue? How did you react in that situation? What do you think as a 170
leader how should you react?
Interviewee: It often happens that an employee comes to me with a
scheduling issue, because they also have to go to school or because
something came up in their family life. I think you always have to consider
that. Every employee have his or her own personal life and issues and you 175
always have to listen to those and put them into account.
Interviewer: So, you believe that it is important to listen to them and support
them?
Interviewee: Oh yeah absolutely. Many of the employees just want someone
to listen to them. It is just like with guests for that matter. Sometimes it is not 180
about if you can solve the problem but if you are listening to them and
emphasise with them. Many times, a guest can have a bad stay and you just
make it better by listening to their complaints. You do not even have to
respond just listen to them. It is many times the same with the employees.
Even if you cannot solve their problem, you just have to listen to them, and it 185
makes them feel better.
154
Interviewer: Have you ever provided coaching or personal performance
evaluation?
Interviewee: I have not done many here so far. At my last job I did many
personal coaching and performance evaluation for all my employees. 190
Interviewer: Do you think it is important to provide these feedbacks, and If
yes, why?
Interviewee: Yes it is, so you can hold them accountable. Sooner or later you
have to do that so everyone is on the same page. Not all the employees are
taking their job very seriously and you have to make sure that you can hold 195
them accountable. Moreover, as I said, I think most employees like if they are
held accountable. Even if you have some negative comments it helps them
and everyone. They like to know where they are at. If they want to improve
what they have to do. Even if something is wrong they like to know where
they can improve more. Even the negative points can be taken as positive. 200
Interviewer: I understand. In especially this hotel, just like you said we let the
employees to solve problems in their own specific way. We empower them.
What do you think how does it make them feel?
Interviewee: Yes, so Ritz-Carlton does a very good job with empowerment
and also in this property I see that every day. There is no specific set way to 205
handle a problem. All our ladies and gentleman are allowed to solve
problems in their own way. Some of them like to do wow stories and put a lot
of effort in it and solve the situation like that. I am sure that this is much more
rewarding if they can fix issues that way. If they would not be allowed to do
that and a problem came across they did not feel that they can make a 210
difference. Everyone has the goal to make the guest happy and make this
hotel better and if they are allowed to do that in their own way that is the most
rewarding.
Interviewer: How do you use empowerment? With the employees or guests?
Interviewee: What I really like to do, to encourage my employees to do what 215
they have in mind. There is one kid in Inn Suit Dining (ISD) who always have
a lot of ideas for wow stories, always wants to do a wow story. I try to help
him to create those memorable experiences. In the same time you have to
control them that all the employees are using it in a correct way and not
overusing it. 220
155
Interviewer: My next question is about the rewards? Are the employees here
offered any kind of reward?
Interviewee: We have the five star reward for example when we recognise
our best performers. They receive recognition, a gift card and also a five
night stay in another Ritz-Carlton. This is one of the biggest what we have. 225
Interviewer: What do you think, this recognition helps them to perform better?
Rewards help them to become more engaged and work better?
Interviewee: Honestly, I do not think this is a big motivator. It is a great
recognition for an employee who put a lot of work in, but I have never thought
that this is a big motivator for the most of them to work better. 230
Interviewer: What do you think than, what is a great motivator?
Interviewee: The greatest motivator is coming to work and knowing that you
will make a difference and you will be able to provide to your family after.
That is the most rewarding.
Interviewer: You mean rewarding in terms of financials. 235
Interviewee: Financials are the most important because if you do not make
enough money it is difficult to live. But also just knowing that with your job
and your effort you will be able to make a difference in somebody’s life. On
the other hand, for the best performing employees, I do believe that we have
great recognitions and they are important, but I do not think that it is a big 240
motivator for the others. Being a five star employee or employee of the month
is not what motivates the most ladies and gentleman. There are some who
would like to get these awards and get that recognition but for most of the
employees I think the big motivation is the financial reward and knowing that
you have an important job. That you can make a difference for a guest or 245
your family.
Interviewer: And what do you think about promotions?
Interviewee: Yes, the more responsibility and more „important” position is
definitely a motivator. Unless off course someone is taking advantage of you,
but here in this company I have not experienced that, that we would just 250
overload someone with responsibilities. If they do have aspirations to step up
and grow within the company, than yes more responsibility and promotion
are motivating. But you have to find those people who would like to have
these added responsibilities. Some people like them some do not.
156
Interviewer: What do you think which could be a more effective motivator? 255
Financial rewards, bonuses or added responsibilities and promotion?
Interviewee: I think they go hand in hand. The more recognition you get and
the more responsibility you get you should be rewarded financially too.
However getting only a financial reward is not necessarily a bad thing either.
People has bills to pay so it can be motivating too. 260
Interviewer: Which one would you choose? Higher position with not
necessarily higher salary or keeping the same position with a raise.
Interviewer: I would go for the higher position. I did that when I came here. I
took a pay cut to come here. I thought it will be more beneficial in a long run
to come here and learn the Ritz-Carlton culture. I found that rewarding and 265
would not change it. That is a long-term strategy.
Interviewer: Could you tell me how engaged are your employees at the
moment?
Interviewee: I think at the moment they are pretty OK. They are happy and
engaged. We just finished a very busy month and a half. During the summer 270
time, low season when pay checks are low, their engagement drops, they
start looking for other work, but in Miami you have this low season
everywhere.
Interviewer: How do you think their engagement affects their work
performance? 275
Interviewee: It has a huge effect! If they are not happy and not engaged with
their job they are not going to take advantage of the empowerment. They are
not going to take advantage of many things what the company has to offer. If
we have someone who is not engaged they are not going to do wow stories
and they are not going to reach the guests on that personal level. 280
Interviewer: Do you think that if the employees perform better it helps for the
hotel to make more profit too?
Interviewee: Yes, absolutely! Especially in a long run. If they can reach the
guest on a personal level and make the fully engaged they will come back.
We have seen gust coming back time to time because they had a personal 285
relationship with some of the employees. Especially, it is very important in the
Miami market. There are lot hotels here and multiple Ritz-Carlton properties
and the guests can easily go somewhere else. But they keep coming back to
157
our ladies and gentleman, to our employees. Every time they coming back to
Miami, they might thinking about going somewhere else but finally they will 290
come back to us because that personal relationship with the employees. So
because someone was engaged with his job, went the extra mile and
therefore the guest came back again for another stay.
Interviewer: So the hotel made more money at the end because of them.
Because we had engaged and well performing employees? 295
Interviewee: Yes!
Interviewer: So, we have discussed that all the HPWPs can help the
employees to increase their work performance, but all this investment
actually worth it? Trainings can cost sometime thousands of dollars,
empowerment can cost money too? Does this investment worth it? Can the 300
hotel realize extra profit at the end? What do you think?
Interviewee: Obviously, the answer is yes, it is always worth the investment.
But, I think you have to time your trainings and investments. For instance,
Forbes training. Was this hotel ready for a Forbes training? Our brand
standards are pretty similar to the Forbes standards, but did we even have all 305
of our standards down? Were we ready to tackle the Forbes standards and
become a Forbes five star? I do not think so. At that point you are talking
about fine-tuning your staff as opposed to building up yourselves. I believe,
first we have to focus on our internal trainings and standards. Make sure we
have a strong core with our standards first. 310
Interviewer: You say all the extra investment should only be spent when we
have a strong base with our standards already built up and we should time
the extra trainings or other investments wisely?
Interviewee: Exactly. I think at this moment we were not ready for example
for a Forbes five star training. It was definitely a valuable learning experience 315
but our staff have to meet our own standards before we would start tackling
the Forbes requirement.
Interviewer: Thank you and thank you again for your time and help!
158
Respondent 8.
Restaurant server
Interviewer: Good afternoon, to begin with, I appreciate your time and your 5
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong
organisational culture of Ritz Carlton and some elements of this culture have 10
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the
employee engagement –and well-being such as work performance. 15
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must 20
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, could you share some information
about our background and why did you start working in the hospitality?
Interviewee: Ok, so for me working in the Ritz-Carlton company has been like 25
my first official job. I have been working for the Ritz-Carlton now for five
years. I started at the one at Coconut Groove, Florida and now I am at the
one in Bal-Harbour which is opened only a year ago, so it only started to
become a Ritz-Carlton. Still has more to do.
Interviewer: Ok, and how did you come to the decision to start working in 30
hospitality and for the Ritz-Carlton?
159
Interviewee: It was because one of my sisters graduated from hospitality and
she said they have an opening, but I did not know what I was expecting. So
that is how it started in hospitality and until today I like it.
Interviewer. So you did not have expectations or idea about the company. 35
Interviewee: No, no not at all.
Interviewer: So you worked for another Ritz-Carlton at Coconut Groove right?
Interviewee: Yes.
Interviewer: And what is your position now here?
Interviewee: As of now I am an F&B learning coach. 40
Interviewer: In your case in other Ritz-Carltons, have encountered such
things as what I mentioned before. If you have received trainings,
encountered empowerment, if you have received any rewards. Have you
experienced effective communication between employees and leaders?
Interviewee: Yes, at the Ritz-Carlton Coconut Groove I would say we always 45
had trainings every months, we always had line-ups every day consistently.
Everything was consistent. That is the word for Coconut Groove.
Interviewer: And what about the Ritz-Carlton Bal-Harbour?
Interviewee: It is not consistent.
Interviewer: But you still revive trainings in this hotel? 50
Interviewee: Yes but not in a while.
Interviewer: And at the beginning? Have you received any training when you
came here?
Interviewee: Well, since I have been with the company for five years I have
already received the initial trainings. We get training every year, like three 55
steps of service, but not all of them. Yeah I got the initials and the orientation
before.
Interviewer: And, what are your feelings about the trainings at the Ritz-
Carlton? Do you think helpful?
Interviewee: I think they are amazing. I think everyone should appreciate all 60
these trainings. Because other people would die to be on those trainings,
paid by the company.
Interviewer: So you think they help you to perform better?
Interviewee: Yes they are. At work and in your personal life.
Interviewer: What other feelings you have regarding these trainings? 65
160
Interviewee: It helps you to improve and make you be more professional!
Interviewer: Great thank you! We also mentioned also empowerment. What
did you think about it when you heard it at the first time? And how does that
make you feel that you are empowered?
Interviewee: It would make you feel more secured when you work. More 70
secured. Makes you feel that you own the problem. You can make your own
solution, you do not have to look for somebody. It makes you feel more
independent. Independent is the best thing.
Interviewer: Was hard at the beginning to understand it or was it natural to
you? 75
Interviewee: No, it was natural.
Interviewer: All these practices, the HPWPs makes you feel more engaged
with the company and makes you want to stay?
Interviewee: Yes!
Interviewer: Thank you! That is great! As you know I have also participated in 80
the daily operation throughout the last year and had to face many challenging
situations. Had to handle guest complaints. It is very hard sometimes to deal
with difficult people. Many people when there is a guest complaint they
cannot handle it effectively, they start immediately apologizing and they get
scared. What do you think are the trainings provided by the hotel helps you to 85
handle these better?
Interviewee: Yes it does.
Interviewer: Have you ever been any similar situation and when your
trainings helped you to solve it?
Interviewee: Oh, I have been in many. It does help you. You have to 90
approach and handle the guest professionally, first of all. It helps you be
secured and not insecure about the problem. The more secured the guest
see you about it the better you going to have results?
Interviewer: You have to be confidant?
Interviewee: Yes, confidence is very important! 95
Interviewer: I understand thank you. We also talked about communication
between managers, leaders and employees. When you have any personal or
work related issues, do you feel comfortable talking to your managers and
ask for their advice.
161
Interviewee: Yes I do. 100
Interviewer: And how they usually react?
Interviewee: Well, actually with personal problems I do not feel comfortable.
Interviewer: So you would not think that they support and help you.
Interviewee: No, but I have friends to talk to about these things and not my
managers. If you mean like getting and off for some reason or something like 105
that, than yes. Off course they understand that.
Interviewer: But you say with personal questions you would feel comfortable
to talk to them?
Interviewee: With those no, I have my friends for that.
Interviewer: Ok, and oh, have you ever seen any of your colleagues to 110
hesitate going and talking to the managers and ask for their advice? Dou
think everybody feels comfortable about it?
Interviewee: Yes, I think everyone feels comfortable.
Interviewer: But, let’s see, have you ever received any personal coaching or
advice from your managers? 115
Interviewee: Yeah, in the Ritz-Carton we do that every year. They give you
feedback and give you a score.
Interviewer: And, all these evaluations and feedbacks, how do they make you
feel when you receiving them?
Interviewee: It makes me feel good! It makes me want to improve! 120
Interviewer: So you say that it not negative and helps you to improve?
Interviewee? No, not negative, not at all.
Interviewer: Do they make you feel better within the company?
Interviewee: Yes.
Interviewer: Does it affect the relationship with your manager? 125
Interviewer: Yes it does. It helps you to get closer and build a better
relationship, pretty much.
Interviewer: Dou you have any specific example, when someone sat down
with you and helped you to improve, besides the yearly, mandatory yearly
performance evaluations. When the manager, like tried to help and coach 130
you. Hey, I see this and that. Can you recall anything like that?
162
Interviewee: Yes, I had it like four years ago. It was my co-workers and
managers, so everyone all together to change my attitude. From that day I
changed let me tell you that. I changed at work and even in personal life.
Interviewer: So it seems it was very helpful... 135
Interviewee: Oh, yeah it was, big time!
Interviewer: Does it still help you at the new property?
Interviewee: Yeah it really helped me at the new property.
Interviewer: What about the overall goals of the hotel? Are you aware what
the hotel is trying to achieve? 140
Interviewee: Sorry can you repeat the question?
Interviewer: So I tried to ask you if you are aware of the overall goals of the
hotel.
Interviewee: If I know the goals?
Interviewer: Yes. 145
Interviewee: Oh, yes I know, the wildly important goals. Which is why I get
sometimes very frustrated with some of the co-workers because they not
really follow it. So if I have to run my things, or if I go to the kitchen and the
kitchen is late there is you know the timeliness of service. All my things, they
do not take it seriously. But I do. I do take them seriously. I do what is good 150
for the hotel and then they get mad at me. Sometimes I feel that I am the only
one who cares about the guests.
Interviewer: Oh, ok. And how do you get to know these goals? Someone tells
you that?
Interviewee: Yeah the managers. Some of them and we go the wide line-ups. 155
Interviewer: And it is on a daily basis?
Interviewee: Not in a while, not in this property.
Interviewer: Do you think that knowing these goals helps you and makes it
easier to provide a better performance? How do you feel about this?
Interviewee: Yes it does. It makes you want to focus on something. It really 160
works.
Interviewee: Do you think that these goals could be better communicated and
then it would be better for you?
Interviewee: Yes. If we are all, and all the departments are on the same page
it would really help! 165
163
Interviewer: We talked about goals. And do you think that you are involved in
the planning of these goals?
Interviewee: Yes
Interviewer: And how does it happen? In what sense you are involved?
Interviewee: Well, the managers tell us what to do and then we do it and then 170
we give feedback.
Interviewer. Ok, but what I mean if they ask your opinion about different
things, how should we do this and how should we do that?
Interviewee: Oh, yes they do. We really do it in practices.
Interviewer: How does that make you feel that they involve you in the 175
planning? They not just tell you what do but trying to involve you and follow
your opinion. Does it make you feel more trusted?
Interviewee: Yes it makes you feel more trusted. But we talking about work
wise right?
Interviewer: Yes, the fact that you are involved in the planning of the goals 180
that they count in you and your opinion matters, how does that make you
feel?
Interviewer: It makes me feel better, yes!
Interviewer: We also talked about empowerment. You said we use a lot of
empowerment in the hotel and company. Can you tell me any specific 185
situation when you used your empowerment?
Interviewee: Making a wow story without asking anyone. That is
empowerment. Doing wow stories pretty much. In F&B, for example if the
guests order something what is not on the menu but we make it. I talk to the
kitchen and even if they get mad at me. I send a ticket for them and aww. I 190
just do it. Instead of asking anyone. I know that I can do it. I always have to
double check if we can do it, but if I know that I can do it I will make sure that
we do it for the guest, even if it is not on the menu.
Interviewer: What about the rewards? Have you ever been promoted, given
more responsibility? 195
Interviewee: I have been promoted, I have been nominated, pretty much. I
have been in videos promoting the Ritz-Carlton.
Interviewer: Have you ever received any extra payment or gift from the
company,
164
Interviewee: I had the most sold, of specials. I received like a dinner for two. 200
Interviewer: What do you feel what would motivate you more to provide a
better performance? If they would promote you and get more responsibility
and without significantly more money or if they just told you Crystal do the
same thing what you do now, but we going to pay you more if you perform
better? 205
Interviewee: The position is better than the money.
Interviewer: So for you a promotion is more motivating than just the money?
Interviewee: Yes it is!
Interviewer: That is sounds good, so I only have one last question left. We
talked about communication and you feel like it could more effective between 210
the managers and employees right?
Interviewee: Yes!
Interviewer: You also mentioned that you would love to receive more and
more consistent trainings.
Interviewee: Yes. But I think the communication part is what is more missing 215
in this hotel. They pretty much, you know, when we have holidays, Easter,
New Year’s eve or whatever, we get to know many things on the day. We
should know weeks before, what we serving and other things. Two weeks
before at least. No, not on the day. So we can get ready. Not to get know
everything at the same time and the server does not even know what we are 220
serving, you know. That is what is missing, the communication. They put it on
the wall. They did it before too, but a lot of people just read the first two line
and just walk away.
Interviewer: I understand. And you think if we could fix the issues with the
communication together with the other practices it would help to be more 225
effective and work better?
Interviewee: Yes!
Interviewer: Do you feel that if you are, pre engaged you can work better too?
Interviewee: Yes!
Interviewer: Amazing, thank you. Thank you very much again your time and 230
help and all the useful information. Any further questions or concerns what
you have for me?
Interviewee: No thank you!
165
Respondent 9.
Guest Relations/ Concierge
5
Interviewer: Good afternoon, to begin with, I appreciate your time and your
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong 10
organisational culture of Ritz Carlton and some elements of this culture have
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the 15
employee engagement –and well-being such as work performance.
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these 20
terms are strictly enforced by my University and its ethical codes, so I must
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality and your previous experiences? 25
Interviewee: Ok, so I started working in hospitality at the Ritz-Carlton Key-
Biscayne as an inventory supervisor for the hotel and also for the retail shop.
That was the door for me to get my foot into hospitality. It was a great
opportunity to learn the purchasing aspect pf a hotel as far as the linens and
the bedding and the retail and the gift shop. So I definitely learned about 30
controlling the inventory. As well supervising employees in the retail and the
gist shop. So that was my first entry position in hospitality and from aspect of
the front of the house operation as well as a little bit of the back of the house
166
with housekeeping cross training little bit. Then I decided to venture out to the
world of concierge. So I spent three and a half year at the Ritz-Carlton Key-35
Biscayne, four years at the Four seasons at Downtown Miami and I am here
now with this hotel total for almost four years. So I spent a lot of time at some
of the most luxurious hotel companies. So it is definitely a wide experience
what I have in the industry a great knowledge about the South-Florida
cliental. 40
Interviewer: How did you come to the decision to start working in the
hospitality?
Interviewee: It came to after three years of college. I played soccer and I just
did that to pay myself through college, I did not really find my niche and I was
still trying to find out what am I good at, what many people trying to do in 45
college, find out what I really want to do. Then I found out through many
friends that my passion is people, and what better way delve into this passion
than hospitality and take care of people. I have always loved to take care of
people, in my family as well. So I decided to use that as a career path and
actually get payed for taking care of people. Now I can be a nice guy and get 50
payed for it. Taking care of guest, set up guest vacations, reservations is my
job is my duty in hospitality.
Interviewer: Where do you see yourself in five years?
Interviewee: I see myself in a sales area. Whether maybe in hospitality or
maybe in a different aspect of hospitality. I does not necessarily be in a hotel. 55
It can with travelling and tourism or it could be something which infusing the
knowledge what I have in hospitality into other branches of industries. Which
is becoming very common now. It is a hot topic that different companies hire
concierges and hospitality professionals to run and manage companies
because in a very grand scheme everything comes down to customer service 60
and what better way to enter into this than through hospitality. Having
hospitality professionals with that experience. I feel I will be soon getting out
of the hotel aspect of the hospitality and getting onto more of a corporate or
sales aspect. Not related to hotels in generally but related to other parts of
hospitality. 65
Interviewer: Sounds interesting. Thank you! So you mentioned that you have
worked also to other Ritz-Carltons and Four Seasons as well which is also a
167
very luxurious brand. Four example in Four Seasons have you encountered
these HPWPs what I mentioned, like empowerment, trainings,
communication and rewards? 70
Interviewee: Yes, however, both companies are very similar. Ritz-Carlton has
a Credo card the Four Seasons has the golden rules and also a similar thing
as a credo card. They both are very competitive. Both are extremely
competitive and always trying to top each other. I feel the philosophy is the
same and the nature if hospitality as we treat guests both companies are 75
winners in that aspect. Because both companies drive each other to be the
best in a hospitality so they are always on a competitive level. So as far as
comparing the two I feel like more or less is a tie, however, some companies
rate Four Seasons better than Ritz-Carlton and other companies rate Ritz-
Carlton better than the Four –Seasons. It is just a matter of perspective of a 80
different evaluation which comes through different companies and
corporations.
Interviewer: What were your initial thoughts when you started to work in the
Ritz-Carlton, especially regarding the above mentioned HPWPS?
Interviewee: So as far as the training and once again comparing and not to 85
leave again anything for the four seasons either the trainings at both
companies are very good. But delving back to the Ritz-Carlton I feel like the
actual active empowerment is good. We are able to actually own a guest and
also make any wrong right and exceed our guest’s expectations by using
empowerment. So empowerment is not just about right or wrong, it is also 90
about to make the guest experience more enjoyable and more enhanced.
That is something the company does very well. Allows us to have access to
empowerment and to always use our best judgement. Off course there are
by-laws to talk to the management just to make sure. Because the hotel is
business to make money as well and if we giving up to $2000 every guest 95
than the hotel just not going to make money. Certain situations and
circumstances require us to make right a wrong for a guest and enliven their
sense by using our empowerment. I am definitely a very big fan of
empowerment.
Interviewer: And when you first encountered the empowerment how did that 100
make you feel? Now off course you really embraced the whole process you
168
know how it works and what you can do, but at the beginning at the first
moment when you were introduced to that what were your thoughts?
Interviewee: The first moment, just to give you a perfect example, I was over
at the Key Biscayne Ritz-Carton. We had a guest, a family and unfortunately 105
the father passed away and they just wanted to get away. They were grieving
for a while and they just wanted to get away and that was their first vacation
without the father and it was a very difficult one for the lady. I took it upon
myself and arranged flowers upon arrival made sure that everything
seamless. Also at the restaurant and outside as well. Because she did not 110
have a lot of money and she told me she wanted get away and just relax. So
I was making sure that she is able to use our resources. I used my
empowerment to cut a little bit from her costs and enjoy herself more.
Basically adding everything together it did not really cost the hotel much
because it was mainly using the hotel’s facilities and the cost was flowers 115
through vendors, getting a complementary cabana, taking care of the
restaurant inside of the hotel, complementary dinner with champagne. So it
did not really cost the hotel much but she was blown away. She was just
going to stay in the hotel and not really eating or doing anything, but she got
a good rate and she had really well taken care of the staff and by me. She 120
felt absolutely love in the property. Actually it was the benefit of the hotel
because she told it to her friend and her boss and her boss came back and
spent the money. So we turned something sad into something positive and
the feeling what she got, she wrote a letter back to the hotel thanking me and
the whole staff that it was a blessing in the sky. We actually did not even 125
expect to get a letter back but she took her time to acknowledge the staff. It
was a very pleasant stay and everyone was involved.
Interviewer: And how did that make you feel?
Interviewee: It made me feel absolutely amazing. It was one of a first time
when I used empowerment, I was a around a year into my job, because 130
throughout the first year as an inventory supervisor I did not really used
empowerment much because I was more behind the scenes. But then I got
out, I started front desk and used empowerment and I will remember this in
my whole life. And this was just one.
169
Interviewer: Yes, it was only one. It is great thank you! There are other 135
situations when we have to deal with different issues and difficult guests. To
give you an example when I started here and I had a guest complaint it was
really hard to handle, you just start apologising and do not even know what to
say. What do you think what is the proper way to handle these situations.
Dou you think that the trainings provided by the hotel can effectively help to 140
handle these situations?
Interviewee: I think it definitely helps, but it is hard to train for that. There is
something what you cannot really forecast cannot really foresee. Every single
situation is different, every single guest is different. I think it is more like
experience and using your brainpower and your mind. Patience is also a very 145
important factor. We getting into a society where guests are not always right,
but in this industry that we are in we always have to assume that they are. So
there is an expression in the hospitality which I think you very well know, it is,
killing them with kindness. What better way to somehow resolve and
somehow tackle an issue than with killing them with kindness trying to right 150
the wrong even by using empowerment. Anything to please the guest, the
family in whatever situation. Unfortunately some things are out of control for
us and it may affect the guest tremendously and maybe whatever you do it
will not satisfy the guest, but as long as we are ethical, we are moral about it,
we do things that are legal to please the guest, that is probably the most we 155
can do. If the guest is still unsatisfied, you know maybe we could have them
meet with the general manager why not and he will try to resolve the issue.
We do not really want to lose the guest however sometime comes the time
when there is not much we can do and if the guest is still unhappy at least we
can give kindness and take really good care of them and show them what 160
hospitality is all about. Unfortunately there are some rotten apples, I am sorry
to use this expression but there is not much we can do about it, only
acknowledge them and wait for their departure date and everybody maybe
can breathe a sigh of relief when the depart.
Interviewer: Yes it happens sometimes and I am sure that you as a concierge 165
had these issues many times.
Interviewee Yes, but I mean luckily for me, I am very empathetic with the
guest. No one in this world can be fully, fully pleased, however they are here
170
for one reason. This reason is to be totally relaxed and whatever issue they
have, whatever the problem is they want to stay with us stay with the Ritz-170
Carlton, because they here for that one reason, So we have to try everything
for that specific reasons.
Interviewer: So you think the experience is more important than trainings? Or
trainings can help too?
Interviewee: I think to be completely honest with you, the trains can definitely 175
help, but again every situation is different and also important the personality
and talent. Talent is something what cannot be thought. Either you have it or
not. However, what the training does and what the actual experience does,
they bring the best out of people. Or it can bring out the worst, but that is the
beauty of life. You go your entire life to find out what you are good at, to find 180
out what are you’re like and your dislikes. If you like music or movies, if you
like food, through highs and lows and I think hospitality is about, talent and
the real desire to serve people.
Interviewer: Thank you! And when you have to deal with different situations
or you want to use your empowerment, do you feel that you are supported by 185
your managers, that they are there and they have your back and if you need
any help?
Interviewee: Are we talking about present, as far as this hotel?
Interviewer: Yes especially this property.
Interviewee. Because the staffing is very difficult in this hotel. We are not 190
staffed correctly, I think it is very difficult and this is my opinion that it is very
difficult for a small team to work together when there is many staffing issues.
To try to get to use our empowerment is difficult because when one person
does not pick up the slack it effects the whole team, so at this property it is
very difficult. Yes we can use empowerment, they never turn is us away from 195
empowerment, but it a little difficult to do here or having the tools to do that.
There is a conflict of interest with the empowerment.
Interviewer: Just in general do you feel supported by your leaders? Do you
feel comfortable talking to them if you have any issue?
Interviewee: Comfortable talking yes, however we had a leadership issue at 200
the front desk. We did not have front office leadership until recently. So it was
very difficult, and once again it goes back to the staffing issues. Even though
171
in hospitality the staffing is always a hard think, especially here in this
property it is more and more an issue, but it is probably more contributed to
the issue that we do not really have staff to hire people. We have one HR 205
manger here, with no assistant. So we have no time to look into hiring
people. That is what I call a domino effect. If we cannot hire someone for the
front desk. Than if someone calls out we do not have enough people, we
have no one to call. So that is a domino effect. The support system is not
there. Because let’s face it, employees are not coming to work at 100% of a 210
time. You always have to account that variable change. It is variable change
and it effect everything. Let me give myself as an example. I am a part of the
gest relation department as the concierge of the hotel, being staffed with one
bellman and a doorman and if the call out it is a domino effect. There is no
bellman or doorman. So what is that leave. I have be the doorman and take 215
care of the door, which I am not. I am not a bellman or a doorman. I so it, I
work for other department if I have to and I do lateral service but not every
day.
Interviewer: But then the quality will drop?
Interviewee: Yes, it is a domino effect, which effects our standards, which 220
effects empowerment and everything becomes obsolete.
Interviewer: And do you feel that it effects your level of engagement?
Interviewee: 100%! When I leave to my home sweating in my suit, which I am
not supposed to my leg hurting that is not supposed to at the position what I
have. It definitely effects it. It effects the moral as well. It makes you want to 225
question why? It also want to make you question how? At the Ritz-Carlton?
Interviewer: And if you cannot get an answer?
Interviewee: If not than the exit sign looks bigger and bigger and closer and
closer.
Interviewer: I understand. You said that we have staffing issues, but if look 230
back, maybe last year when you had your leaders, can you recall that you
have ever received any face to face feedback from you managers. What you
could improve on.
Interviewee: Absolutely. We had a manager who transferred to another
property but we had a manager who was very engaging with the employees. 235
He always asked if everyone is doing okay. At the time we were pretty much
172
fully staffed. Here at Bal –Harbour Ritz-Carlton it was quite different. We
were fully staffed we did not have the turnover what we have now. The
budgeting was little better, the forecasting was a bit better, so everything
was a little bit different at that time, but definitely the manager would coach 240
as and came to us, guide and push me to the good direction. Helped me do
my job better and as well, not just coaching but also being enthusiastic, offer
opportunities to better ourselves as employees and also gave us recognition.
Great job, it was the very key.
Interviewer: So it is effected your engagement s well but in a different way. 245
Interviewee: Ys, definitely. Unfortunately he was only here for about six or
eight months, so it did not last very long.
Interviewer: Different topic. Are you aware of the overall the overall goals of
the hotel? Not just your or your departments but the overall hotel goals?
Interviewee: Yes, As far as the WIG scores the yearly and monthly scores 250
absolutely. As far as the guest satisfaction and the surveys and the Gallup
scores. Definitely.
Interviewer: Do you feel that these goals are effectively communicated to
you?
Interviewee: Oh yeah, the goals are communicated. But the proper tools to 255
reach them? They are not. Not at the moment. However I do see light at the
end of the tunnel, but at this very moment they are not provided. If got rated
now or get audited I feel like it would not work our well.
Interviewer: Understand. And do you feel that knowing the overall goals helps
you to perform better as an individual? 260
Interviewee: It does because we know that they are there and it is in our
mind! However, it is also frustrating because we know that they are there but
we do not have the tools to reach them. Because if I am not at my desk
because I am at the door or doing a check –in, which I am not supposed to, it
definitely effects everything, and again I hate use this reference so much but 265
it is truly a domino effect.
Interviewer: Knowing the goals is good and help but if you have no tools to
reach them...
Interviewee: Yes, than it is frustrating, because we know and understand the
goals but we cannot achieve the goals. 270
173
Interviewer: Especially if we talking about improvement, do you feel that your
voice is actually heard? That the leaders when they making decisions they
involve you and listen to your ideas?
Interviewee: I do feel that I heard. After talking to the general manager again,
I do feel that I am being heard. Hence that we have a lovely front office 275
manager, that I do hope and feel will take over and recharge and re-energise
this front office. We dove have truly amazing staff. The staff what we have is
absolutely amazing. The food and beverage staff is absolutely amazing too.
That is what is shown by the surveys too, as far as our openness with the
guest as far as engagement with the guest, as far as genuine care we are 280
amazing. Our engagement surveys are amazing, but we lose a lot of points
on technicalities. The coverage at the front door or that we are missing
people in key positions.
Interviewer: Which is very important too if you talking about five star luxury.
Interviewee: Yes, absolutely it is. 285
Interviewer: The fact that you are feel now that you are being heard makes
you feel better?
Interviewee: Yes, because you feel that there is a sense of purpose, being
here. There is a light at the end of the tunnel. If there is a sense of being here
and we cannot lose faith in our ultimate goal in hospitality, which is our 290
guests and fellow employees. But employees come first. Employees always
come first, it is very difficult but employees come first.
Interviewer: The next topic is about the reward system. Do you feel that we
any reward system in the hotel? If yes than what kind of and if you have been
offered or given any of them? 295
Interviewee: Are we talking about reward for employees and not rewards for
guest right?
Interviewer: Yes rewards for employees!
Interviewee: All I am doing is rewards here for guest. But as far as the
rewards for the employees, hmm, I think they are doing a good job. It could 300
be a little bit better, even in food beverage or other department in other hotels
and even in other Ritz-Carltons for a matter of fact they would invite
employees for breakfast, lunch, brunch or dinner dimly select employees.
Just to build up their moral and also to become a better sales persons for the
174
hotel. I believe the hotel could offer a little bit more for the employees as far 305
as rewards. They could do little better job. They could have an employee
picnic or just an employee party and more recognition. Not just five star cards
but incentive programs as far as duties or attendance, Gallup scores or five
star cards.
Interviewer: So you feel that the hotel could do an even better job with the 310
rewards.
Interviewee: Yes.
Interviewer: Have you received any reward or given more responsibility?
Interviewee: Just for the employee of the quarter. For employee of the
quarter mainly. 315
Interviewer: There are two kind of rewards. One is the recognition, promotion
and the other is the more financial, material reward as you mentioned too.
Which one is more motivating for you?
Interviewee: Hmm, So what I would say it is in between the two. Money
motivates everybody. We are here to make money and take care of our 320
families but also to do exceptional service, so this day and age, and this is
only my opinion, that this days financial recognition is way, way a 100% time
better than regular verbal recognition. However, verbal recognition cannot
sees to exist. This thing must be there. The pound on the back still has to be
there. Unfortunately at this day of age employees have to be pampered. And 325
they way you pamper them is monetarily, with cash, gift cards, Publix gift
cards or anything.
Interviewer: Which one would you choose? Getting a promotion which would
be an absolute rewards of your excellent job, or getting a just a financial
reward. Staying in the same position but get a raise for example. Which one 330
would you choose?
Interviewee: So that would depend on the individual if they wanted to
advance within the company but for myself I would probably say, financial
reward. I have been in the industry long enough to know that if I do not see
myself taking the next step within hospitality than... 335
Interviewer: Yes you mentioned that you would like to venture out and do
other things too. So the financial reward is more appealing for you now?
Interviewee: Yes.
175
Interviewer: So as we getting close to the end of our conversation, Do you
feel that’ll these practices together can positively affect your engagement and 340
performance?
Interviewee: Yes, as long as they are applied and they are on place, yes. If
they are applied by the corporation and delivered than it is only always up to
the individual to take place. If the individual does not seem fit than the
individual should not be in the industry. But yes as far I think this is a well-345
oiled machine and if it works properly there should be no reason why anyone
should not be happy with the system that we have in place. It is set up in a
way for a reason. The company is like this for a reason. The company is a
multibillion company in a year, a truly successful company. The best and the
top tier of hospitality we are the 1% if not more like 0.99 percent of luxury 350
hospitality. With all this in place works, implemented properly I can definitely
see many happy employees and a well-oiled machine. It works.
Interviewer: Thank you very much! Thank you for your time again and for all
the valuable information you have provided. Any questions or concerns what
you have? 355
Interviewee: No, thank you!
Interviewer: Thank you!
Respondent 10.
Bistro Bartender
5
Interviewer: Good afternoon, to begin with, I appreciate your time and your
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong 10
organisational culture of Ritz Carlton and some elements of this culture have
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
176
is to find out more about their effectiveness in terms of increasing of the 15
employee engagement –and well-being such as work performance.
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these 20
terms are strictly enforced by my University and its ethical codes, so I must
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality? 25
Interviewee: I started in the hospitality business when I was seventeen years
old, when I came to Miami. I started at South Beach in a small hotel, called
the Leslie Hotel as a busboy, after did a little rooms service and minibar.
After that I moved to the Tide hotel at Ocean Drive, I have spent here seven
years. After that I moved to the Trump Internationals, where I was a 30
supervisor of the minibars for 300 rooms. From there I took a break and
made my own business. After that I moved back to hospitality and doing
minibar again and later I switched to server doing banquets, bartender,
banquets. After that I also worked at the Hilton Double Tree as a bartender.
Since I started to work there I am always a bartender for like seven years 35
now.
Interviewer: Lot of experience. What made you to start working in the
hospitality?
Interviewee: Miami is the place where are so many hotels. That is a big thing
here so that was my first option. 40
Interviewer: but have you ever worked for another company where you
encountered high performance work practices (HPWPs)? Where they had
trainings, empowerment, a reward system what I mentioned or such and
effective communication between managers and employees as here in Ritz-
Carlton (RC)? 45
Interviewee: I think this hotel is definitely one of the best with empowerment.
Some other hotels have it as well, but not like here. Also they teach you how
to communicate with the guests so they can have a better experience. Many
177
hotels have trainings however they not doing it as often as it was needed.
Here we have a lot of trainings, sometimes every month. 50
Interviewer: What is your experience about the communication between
employees and managers? Here and at other places?
Interviewee: Well at other places too, I always had a good relationship with
managers. I have a lot of background and I am very reliable so I always had
good relationship with the managers and could communicate very well. Here 55
as well.
Interviewer: What about the reward system?
Interviewee: No other places where I worked at they do not really have
reward system.
Interviewer: When you started working here for the Ritz-Carlton, what were 60
you initial expectations from the company? I believe you heard at the
beginning about the above mentioned HPWPs, such the trainings or
empowerment for example. So what were your initial thoughts about them
and the company?
Interviewee: At the beginning it was kind of hard. I knew that this company 65
will push me to the limit and make me an expert in hospitality and guest
services. These were my initial expectations. It was challenging but exciting
as well.
Interviewer: Was it hard at the beginning to embrace the new culture and to
understand what is it actually to be empowered? 70
Interviewee: Well, I mean it is a process where you have to go through.
Everything was new, the company and these practices. But it was not that
hard. They give you the tools and you have to use it and practice it.
Interviewer: Do you feel that all these practices we talked about it helps you
to feel better at your work place and become more engaged with the 75
company?
Interviewee: Yes, definitely! The trainings and the engagement as well gives
you a better self-confidence. Help how to handle issues you to communicate
with the guest and also to become a better in all aspects of customer
services. 80
Interviewer: Does it makes you feel better too?
178
Interviewee: Actually yes, it makes you feel good. You will gain new
knowledge what you have not had before and you are becoming better. It is
exciting and makes you feel good!
Interviewer: Thank you! That is great! As you know I have also participated in 85
the daily operation throughout the last year and had to face many challenging
situations. Many people when there is a guest complaint they cannot handle
it effectively, they start immediately apologizing. What do you think is the best
way to handle the issues?
Interviewee: Yes off course, but here with the trainings they show you how to 90
handle these situations. To not apologize only but rather be sympathetic,
listen to them and come up with a solution.
Interviewer: So feel that the trainings here are very helpful and not just in a
sense that it gives you better self-confidence but to handle situations better
and be more effective? 95
Interviewee: Yes absolutely!
Interviewer: When you deal with a guest complaint or any other work related
or personal issue do you feel comfortable talking to your manager and ask for
their advice? Do you feel supported?
Interviewee: Yes! Here the managers very supportive they know and help 100
you to solve the problems and also give you empowerment to solve the
problem yourself.
Interviewer: Do you also feel comfortable to talk to them even if it is not a
work related but personal issue?
Interviewee: Yes, they are always supportive, they are very good at that. 105
Interviewer: Have you ever seen any of your colleagues who hesitated to go
ask the managers for advice?
Interviewee: Yeah sometimes people are not very open and do not want to
talk to the managers, but the managers are always supportive and open
here. They have an open door policy. 110
Interviewer: So you think that this problem is coming from the employee’s
personal side and not from the managers, because they are very open.
Interviewee: Yes some people just do not communicate well with the
managers.
179
Interviewer: Have you ever received any coaching or any face to face 115
feedback or personal advice from the managers?
Interviewee: Yes sure, many times. Especially at the beginning when I was
doing something not as the expected, they came to me and showed me how
to do it or gave me an example.
Interviewer: What were your feelings about it? 120
Interviewee: That is great. That is a learning process that is how I see it. This
is a growing process.
Interviewer: Was it more positive or negative the feedback what you
received?
Interviewee: For me it was more positive. 125
Interviewer: Do you think it has effected positively your relationship with the
managers? And how the support of the managers makes you feel?
Interviewee: Yes absolutely! It also makes me feel comfortable and stress
free, it is a great and stress free environment.
Interviewer: Any particular situation what you can remember that you went to 130
the managers for support or you received feedback?
Interviewer: Just like I said ó, at the beginning when I started working for the
company it happened many time but from the last couple of months I cannot
recall anything.
Interviewer: Great, thank you! Are you aware of the overall goal of the hotel? 135
Interviewee: Ah, most of them, yeah!
Interviewer: And, these goals are communicated to you or how do you get to
know these goals?
Interviewee: Well, we have line ups, through-line-ups, mostly line-ups. They
tells whatever the goal is. What is the standard? So yeah mostly line –ups 140
where we get this communication.
Interviewer: How often do you have these line- ups?
Interviewee: Hmm, it depends, two or three times a week, not very often.
Interviewer: That is good, thank you, but do you feel that you get enough
information and communication? 145
Interviewer: Yeah.
Interviewer: And, do you think that knowing the goals helps you to perform in
a way that everyone can profit, everyone wins.
180
Interviewee: O, for my actually it all comes down to service. You have to
provide your best service to make happy the customer. It does not matter for 150
me what is the goals, what goal we have to reach or not. Just be
professional, be yourself with the guest.
Interviewer: So for you it does not really matter what the overall goal is, you
just want to make the people happy?
Interviewee: Yeah, yes, customer service. 155
Interviewer: So, my next question. Do you feel that you are involved in the
decision making process in the hotel.
Interviewee: Well, hmm, sometimes yes. It depends. If I am needed or not. If
it concerns the bar than yes.
Interviewer: But if we talk about the bigger goals, overall hotel or the goals of 160
the department?
Interviewee: Yes, because once in a month we have a department meeting.
And they try to tell us and they ask us what think we should change, what
could we do better, what should we improve, things like that.
Interviewer: Dou you feel that you are being heard? That it is important what 165
you say?
Interviewee: Sometimes, yes. But this is not always hundred percent.
Interviewer: Why do you feel like that?
Interviewee: Because sometimes it is, like that we say that yeah we have to
change these things but than nothing happens. Maybe I wait until the next 170
meeting to say it again and then finally it gets done.
Interviewer: Ok, and how does it you feel?
Interviewee: Sometimes it makes you feel frustrated, but I also understand
that there are many priorities, other small things maybe, so I understand.
Interviewer: And what if you mention something on a meeting and it does not 175
get done, is it communicated to you? For example, you propose an idea and
they say it is good but then it nothing happens. Is it followed up with you? Are
these things communicated to you?
Interviewee: Hmm, sometimes yes. Just I said sometimes we say we need
this or that, but they have to prioritise before they would follow my idea, but 180
sometimes yeah.
181
Interviewer: We talked before about empowerment and you said it is a great
thing. You also said that you work at the bar.
Interviewee: Yes.
Interviewer: Can you describe me any situation when used your 185
empowerment to provide better service or to make a guest happy? You
mentioned that is very important to you, the guest service.
Interviewee: Yeah. I remember this couple came and they were on an
anniversary and they were very stressed because of their flight and the
woman asked me about a massage maybe something like a shower or a 190
bath tub with aromas and staff, so we got together with the concierge guy
and we put together a small package what they offer in the rooms. They had
dinner with me. So before they went out to the room, we, or the concierge set
up the room with everything. Nice bottle of champagne, strawberries with
chocolate and a nice bath tub with some aroma inside. So that is the 195
empowerment they gave me, that we can do something for the guests which
is nice and make the guest feel comfortable.
Interviewer: And you do not even have to ask anyone’s permission? Just
whenever you feel like you can do. Do you think it helps your performance to
provide something great for the guests? 200
Interviewee: Yeah it a good thing. It is a good experience to make something
why the guest will always come back here, so we are creating guests for life.
Interviewer: Beautiful. And how does that make you feel that you can do all
these things?
Interviewee: It is good. It so good for the hotel it is good for me. So I think it is 205
very good for everybody.
Interviewer: Besides good, do you have any other feeling? I do not want to
make you say anything I am just curious about how do you feel? Does make
you feel anything special besides good?
Interviewer: Makes you feel special yeah and appreciated. Off course you get 210
good feeling to make something good for somebody.
Interviewer: Ah, and you said you had various positions in many different
places, but how was it with the promotions especially in this hotel? Have you
ever been promoted or given more responsibility?
182
Interviewee: Here, let’s say I work at the restaurant and I also have like, like 215
in charge, like a little bit in charge of the banquets. Concerning all the bars,
the set-ups and help all the people, to make sure that all the set-ups are nice.
Interviewer: All right, so it is more like giving more responsibility?
Interviewee: Giving more responsibility yes.
Interviewer: Were you happy when you received all these responsibilities and 220
all this trust?
Interviewer: Yeah, off course. I mean it makes you feel good. Because you
know that they can count on you. It is a nice a feeling if you know that people
can count on you and people can trust you.
Interviewer: What about not promotion, but gifts or any extra payment any 225
other sign that they appreciate your hard work?
Interviewee: Yeah, am, there is the Gallup thing going on, I have also
received the award for the five star employee. I received, a gift card for a
hundred dollars, received a little not a medal, also, a sculpture. And like I said
we have the Gallup and when the guest mention my name when they leave, 230
it always gets recognised.
Interviewer: What is Gallup actually?
Interviewer: Gallup is a questionnaire. Questions what they send in e-mail
about the hotel and the guest fill it out. Here they can mention all the good
experience they had and all the bad experience. So if your name gets 235
mentioned a certain amount of time, more than anybody else, and you win
the Gallup and you can get the hundred dollars.
Interviewer: Ah, so there are different ways how you get recognised?
Interviewee: Yes, you get recognised here.
interviewer: And, how does that make you feel that, you said that you won 240
the five star, you have achieved a lot, your name get mentioned the most in
Gallup. How does that make you feel that you get recognised?
Interviewee: It makes you feel, like that you have worked for something.
Makes you feel appreciated and you want to do better. Makes you want to try
even better and keep growing as a person and to work for the company. 245
Interviewer: Does make you try to work even harder or at least to continue
hard and good as before?
183
Interviewee: Yeah, it makes you to work harder and improve a little bit more
and just to be polite and the best what you can.
Interviewer: Ok, sounds really good. Which one would you choose an extra 250
payment, higher salary and stay in your current position as a bartender or to
get a promotion and more responsibility maybe even for the same amount of
money? Maybe little more money, but not significant. So if you would do the
same thing what you are doing now just get more money or choose more
responsibility? 255
Interviewee: I would choose the responsibility. As I said before, I have a few
other responsibilities here in the food and beverage so yes. The money it
could be some higher, but it is more about the title. Bar supervisor or bar
manager in the Bistro and the banquets. So maybe get more involved in the
pool area as well. So maybe a bar supervisor. 260
Interviewer: Ok, so that is basically your goal and it would make you feel
better if you get the title? The supervisor and do more even for the same
money?
Interviewer: Yeah to get the position, new experience, learn more. Get more
hands on schedules, more inventories and things like this. 265
Interviewer: So higher responsibility is more important for you at the moment
that so great, thank you.
Interviewee: Yes.
interviewer: So just overall, because that all basically, but overall all these
practices the trainings, empowerment, good communication and rewards 270
helps you to perform better, on a higher standard and makes you feel that
you are in a safe place and feel good?
Interviewee: Yeah, every day here you learn something new. With this
company I grew and learned a lot! I am very happy with the company.
Interviewer: You think that without these things it would be different? 275
Interviewee: Yeah, without these, it would be just another hotel.
Interviewer: Amazing, thank you. Thank you very much again your time and
help and all the useful information. Any further questions or concerns what
you have for me?
Interviewer: No thank you that would be all. 280
184
Respondent 11.
Pool Bartender
Interviewer: Good afternoon, to begin with, I appreciate your time and your 5
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong
organisational culture of Ritz Carlton and some elements of this culture have 10
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the
employee engagement –and well-being such as work performance. 15
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must 20
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality?
Interviewee: So the most basic reason why I work in the hospitality because it 25
is tip based. I work in a department where I get tips. It makes more sense for
me. Because I could work somewhere in a retail store and standing around
for the bare minimum, but here we get tips as well. That is the basic idea for
me. I did work hospitality before at the Intercontinental hotel at the Bach
restaurant. My first hospitality experience was with the Disney Resort at 30
housekeeping. I only did about two weeks. Why, because of the timing only.
It took me long time to get the job and by the time I got it I got into the
University. I went full time university. Where I studied recording engineering.
185
That is something what I do freelance. For movies for commercials, looking
for talent. Besides that I also worked retail, stores, and fast food restaurants. 35
I work in this property for four years and in hospitality since 2008.
Interviewer: Thank you! What would you where do you see yourself in five
years?
Interviewee: In five years, in a different industry. I do not want to reach fifty or
sixty years old and still be a bartender or a server. It is not a bad job now 40
when I am young. I am looking forward to build up my professional career in
a few years.
Interviewer: but have you ever worked for another company where you
encountered high performance work practices (HPWPs)? Where they had
trainings, empowerment, a reward system what I mentioned or such and 45
effective communication between managers and employees as here in Ritz-
Carlton (RC)?
Interviewee: Mostly, I only encountered in this hotel and a little bit also before
the transition before this hotel became a Ritz-Carlton. The old company the
One, Bal- Harbour also had trainings and seminars and they tries to keep us 50
motivated. They had incentives as well. In retail at Express they also had
some incentives, they did raffles where you could win a nice shirt or a dress.
Nice high price tag items. When I worked at Chilli’s they also offered us
dinners and drinks, off course only after work hours.
Interviewer: So the rewards system are important for you? 55
Interviewee: Yes, it keeps you motivated and focused on the common goals.
Interviewer: When the Ritz-Carlton came in what were your initial
expectations? What did you expect from the company, what is going to
change?
Interviewee: My personal expectation were that will be a very luxurious and 60
refined and strict company. Very high- end. It turned out that it was not
completely the case but it looks like that company is really trying to modify
the culture. My expiations also were that everything is going to almost like a
white glove service, personal butlers and also the guests only extremely
high-end, but after a year, I personally do not think that this 100% the case. 65
Interviewer: Do you think that this hotel uses empowerment?
186
Interviewee: Yes definitely and this is the best. Why? Because it allows you
to fix everything. If there is a guest is not happy, it is not my business but I
take it as mine and I can make sure that all the guests are extremely happy.
For example here at the bar: the food is delayed for some reason, or I maybe 70
messed up something in a rush I still have the flexibility to treat them
something small, such a corona for example and make them happy.
Interviewer: At the beginning was it hard to embrace the empowerment?
Interviewee: It was not hard but it was surprising. You have nice budget to
deal with. Off course I try not to abuse it. 75
Interviewer: How does that make you feel that you are empowered?
Interviewee: I am as a person I like to fix problems myself, so it is good that I
am allowed to do that without passing it on to my managers. It is great they
gave us that flexibility, this innkeeper type of flexibility.
Interviewer: Do you think it effects your performance? 80
Interviewee: I do not think so. I mean I made it a part of myself, I got used to
it and helps me to be better things. But besides that no.
Interviewer: We talked about training. We have guest with very high
expectations. Especially at the beginning when there is a guest complaint it is
hard to handle effectively. Do you think that the trainings provided by the 85
company help you to deal with these issues more effectively?
Interviewee: I think that the trainings help, but it is also up to the person to
actually embrace it. It is a private skill. The property gives you some tools to
use it and apply it. Use to your own benefit. We are in a tip based industry
and everything what they teach us help you as well to earn better. 90
Interviewer: Have you ever been in a similar situation?
Interviewee: Yes in the first thing that I do, that I listen to the guest. Listen,
emphasize and them simply the best solution available. That is it.
Interviewer: When you deal with a guest complaint or any other work related
or personal issue do you feel comfortable talking to your manager and ask for 95
their advice?
Interviewee: Yes I think there is a very good communication and relationship
between the managers and the employees. You can definitely feel
supported.
187
Interviewer: Have our ever seen any of your colleagues who hesitated to go 100
ask the managers for advice?
Interviewee: Yes!
Interviewer: What could have been the reason?
Interviewee: I think that they more shy than they should be.
Interviewer: Have you ever received any coaching or any face to face 105
feedback or personal advice from the managers?
Interviewee: Yes. They do a yearly employee performance evaluation and
also an employee engagement survey. What I do, I always try to seek
feedback from my managers. Look at this set-up, what do you think? Look at
here what I just did what do you think? How could I make it better? 110
Interviewer: What are your feeling when you get a feedback? Even when it is
something negative. Is it a negative experience or positive? Even if they
address an issue with your work, how does that make you feel?
Interviewee: It is not negative, it is more positive. And listen, if I go and seek
for feedback it is up to my how I am going to take it. If a take it positive or if I 115
am going to be sad. If they came to me and gave me feedback all the time
and address something negative off course I would have little bad feeling too
but that is not the case. It is very uncommon that they address something
which would make me feel bad.
Interviewer: My next question is, if you are provided these feedbacks it helps 120
you to build a better relationship with your managers?
Interviewee: Off course. If you communicate and get the feedbacks are
addressed in a positive way than it has a positive effect on a relationship. If
they addressed it in a negative way that you could get in trouble and this and
that it would have a negative effect for sure. 125
Interviewer: Does it help you to be more engaged and perform better
Interviewee: Interviewee: Yes absolutely!
Interviewer: Are you aware of the overall goals of the hotel and how do you
get to know these goals?
Interviewer: Yes I am. We getting to know these goals from the managers. 130
They do the daily line ups, where they talk about these goals and we discuss
the statistics where we are at right now. What is the projection? What did we
do well and we could do better?
188
Interviewer: Do you think it works effectively? It helps you to contribute the
overall goals and work better? 135
Interviewee: Me personally it is not really about the hotel goals. It just doing
my best all the time, perform the best I can do, take very good care of my
guests here. I do not want to be overwhelmed with all these numbers. If you
do your best all the time, excellent service, all the other things will be by
product too. 140
Interviewer: Do you feel that you are involved in the decision making process
and involved in the planning when the hotels makes its goals?
Interviewee: Well, we do not do too much of the planning but we have our
voice heard. We have sessions and hotel manager’s meeting and also
department meetings where they listen to our opinions and everybody can 145
speak up.
Interviewer: Do you feel that they act on your ideas and use your ideas?
Interviewee: Yes, some. If it makes sense to them they implement it.
Interviewer: Do you feel that you would like to have to chance more often to
peak up and participate in the decision making process? 150
Interviewee: Well, I do it anyways! It is for me just working smarter.
Interviewer: Do you feel that they communicate with you and follow up
weather your ideas are getting implemented and if not why?
Interviewee: Even if they do not do it, I follow up with them anyways. If it is
important to me than I follow up myself. 155
Interviewer: Have you ever used your empowerment?
Interviewee: Yes I have. Sometimes is unexpectedly crazy busy. We had a
family with small kids and they have been waiting for the food for a long time.
For me it is very easy to offer them something simple like a French fries or a
smoothie. Something what I can grab fast from the kitchen and they will be 160
happy about it. Also something I do, I offer simple drinks. It always makes the
guest’s happy. This is my personal way. It off course varies between
departments.
Interviewer: We also talked about the rewards. Have you ever received any
reward or promotion or given more responsibility. 165
Interviewee: Since I started with the Ritz-Carlton I remained the bartender.
My position is the same. We got added responsibilities, which is called the,
189
innkeeper. You have to feel like that you are the owner of the property and
you have to work that way. Even if no one is available you still have to help to
the guests. 170
Interviewer: Have you ever received any money, raise, extra payment?
Interviewee: No, not that I remember. However, once we performed very well
and then we all got together and went to bowling. It was a great experience,
getting together, play and eat. The food and beverage director organised it. I
enjoyed it a lot. 175
Interviewer: Was it motivating for you?
Interviewee: For me is beneficial in a way that you can interact with your
managers outside of work too. Off course with respect but you can interact
them differently, in a more casual way and with these interactions you can
develop a greater relationship and trust and confidence. It effects positively 180
your relationship at work too.
Interviewer: So you think that if your relationship is better with the leaders it
helps you to perform better.
Interviewee: Definitely! It is very important. So when you come to work you
do not have to worry about seeing this or that manager because you have a 185
good relationship. You can be happy. You can do your job better, make the
guests happy, and make more money for yourself and also the company, so
everyone is happy. Money is important it is a business.
Interviewer: Which one would you choose if you had the chance: Higher
responsibility or promotion maybe without any significant change in your 190
salary or just getting a higher salary, an extra payment?
Interviewee: For the same amount of money I am not interested in any
promotion whatsoever. I do not feel inspired to do that. But if they want you
do work better, build a better relationship with the company and more
effectively to reach his goals they have to offer something what seriously 195
motivates you. A few days stay on property or somewhere else maybe.
Interviewer: So for you it is more motivating if you can get a financial reward
for your performance rather than offering you a higher position.
Interviewee: In my personal case, I am not interested in higher positions. I
am happy with my position, it makes sense for me. I could participate to be 200
190
involved in different projects it would be great and fun, I could learn, but get
into any manager positions I have not felt inspired to.
Interviewer. Fair enough, thank you! Just as a last question. Overall if the
HPWPs are implemented, trainings, empowerment, effective communication
and rewards, it helps you to feel better at your work place and perform 205
better?
Interviewee: Overall, yes but what I think it has to be much organised and
everyone in the whole hotel has to be on the same page. Because we have
to rely on each other to be able to work as a team.
Interviewer: Thank you very much again for your time and all the useful 210
information.
191
Respondent 12.
Concierge
Interviewer: Good afternoon, to begin with, I appreciate your time and your 5
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong
organisational culture of Ritz Carlton and some elements of this culture have 10
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the
employee engagement –and well-being such as work performance. 15
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these
terms are strictly enforced by my University and its ethical codes, so I must 20
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality and your previous experiences?
Interviewee: Ok, my previous experience is twelve years retail management 25
and five years of food and beverage management in which I managed a night
club and two years a restaurant and cafe. I decided to join the hospitality
industry because my goal was to manage my own boutique hotel in my
country and I figured that the reputation of the hotel is great and you really
want to learn the business from the Ritz-Carlton. 30
Interviewer: where are you from originally?
Interviewee: I am from Honduras. [Laughs]
Interviewer: How long have you been working in the hospitality?
192
Interviewee: In hospitality as a hotel, ten months, but hospitality as restaurant
or venue management for 5 years. 35
Interviewer: Thank you. And another question. Where do you see yourself in
five years?
Interviewee: No, I want to do that in ten years. [Laughs]
Interviewer: It depends probably in some sort of directorial position in a
hospitality or retail environment. I am interviewing now for a manager role in 40
a different Ritz-Carlton property. My retail experience will help in the
hospitality.
Interviewer: So you mentioned that you have worked for many different
companies. You also worked in retails, clubs, restaurants, but have you ever
worked for any other company where you encountered these HPWPs what I 45
mentioned, like empowerment, trainings, communication and rewards?
Interviewee: Outside of the hospitality business?
Interviewer: Outside of The Ritz-Carlton especially, but at any other place
musically where you have worked at?
Interviewee: Ok, so, yes. I have worked for the Ralph Laurent Corporation 50
where they were very much about leadership, empowerment, and all those
things. Very strong on the reward system, you know performance based
reward system, customer satisfaction reward system. But it was not only
acknowledgement, not only recognition you have also received things.
Interviewer: Material rewards? 55
Interviewee: Material rewards, yes and for other people how worked for long
years they also had career opportunities. Career rewards. Some things what
people would not even notice, but they were things in your file, like he was
successful in this or that there was a record kept.
Interviewer: So there was opportunity for career development? 60
Interviewee: Yes absolutely.
Interviewer: Well, I wanted to talk about this a little bit later, but since it came
up I would like to ask you the question now. You talked about different
rewards. You mentioned recognition, career development and also material
rewards. Which one would it be more motivating for you: Promotion, more 65
responsibility or a salary raise and keep your current position?
193
Interviewee: Well, I think it has to a balance. It cannot be just one or the
other. I think it is realistic to expect both. A pound on the back is great but
after a while it is just going to hurt your back on its own and definitely not
going to help alone. There should be a balance between the recognition and 70
also the material present.
Interviewer: Let me ask you this way than. Which one would you choose: A
rise maybe even in the same position or a promotion, maybe even a
significant amount of raise but getting higher responsibility? Which one is
more important for you? 75
Interviewee: At the moment? Probably promoted. I would say promoted as
long as my income would not be decreased or impacted any way. That would
be my first opportunity to get a manager role that does not have a
performance based recognition. In every other management position where I
worked through the last twelve years had that. It had certain levels. It always 80
said if you reach that than you will get that, if you increase it even more than
that than you get that. It was always a scale, 10% increase or 20% increase.
The short answer would be promotion but that would be for today.
Interviewer: So let me go back little bit, what were your initial expectations
about the Ritz-Carlton when you started working here? 85
Interviewer: Well, I thought that there will be much more trainings. And there
were not any trainings. The only trainings we had were about the company
core values. They do not really train you on your job and that there were no
cross trainings to other positions. Trainings to effectively do lateral service or
even in my own position. So from the outside my expectations were very high 90
what I am going to receive from the Ritz-Carlton. These have not really
happened.
Interviewer: How does that make you feel that you did not really received
from the company what you have expected?
Interviewee: Well there are two ways. People can say that you are supposed 95
to get it for yourself and fight it for yourself. But there are certain things what
you cannot get on your own. This is the company’s responsibility to train you.
So you want to stay with the company and not that they start train you and
then at half way you are going to leave. I feel a little bit disappointed.
194
Interviewer: And if we talking about empowerment, which is a big point. What 100
were your initial feelings about empowerment when you started working
here?
Interviewee: Well, I like it but it was unusual. I can only say good things. I feel
like we abuse it a little bit sometimes in order to turn around the guest’s
experiences. We have sometimes opportunity guests and we just overdo it, 105
because everyone feels empowered and all of us feels that we have to turn
them around at some point. But overall it’s great.
Interviewer: And how the fact that you are empowered makes you feel, that
you can create a special memorable experience for someone?
Interviewee: It is good. It definitely makes it nicer and makes it more 110
rewarding, your job that you can really impact a guest and make their stay
and experience more memorable.
Interviewer: Was it hard to embrace empowerment at the beginning?
Interviewee: No, it was natural for me.
Interviewer: Do you think that the above mentioned practices, such as 115
trainings, empowerment, helps you to become more engaged with the
company?
Interviewee: Hmm. no. I do not thinks so. To become more engaged with the
company, no. It helps to become more engaged with the guests. Do not
think that there is a connection between them and the engagement with the 120
company.
Interviewer: Do you feel that it effects your performance if you are
empowered, properly rewarded, have effective communication with your
managers?
Interviewee: If it affects me in positive way? 125
Interviewer: Positive or negative.
Interviewee: If all those factors are working than I feel great yes. If all those
things are working yes, so to answer just the question directly, yes. If your
manager is great, supportive, I feel empowered and I am motivated to use
that empowerment than that is great. 130
Interviewer: How do you feel about this specific property? Are these things
working together?
195
Interviewee: I think we overdo it sometimes and us the guest’s way more
than what they deserve, because we feel like, it is a bit of a panic in every
scenario. There is no really a calm management behind it. I can only talk ab 135
my own department, but I think overall there is a little bit of panic all the time,
which means that there is a lack of something. A lack of training, lack of
knowledge, lack of experience or something. Because people who panic,
they do because they do not know what the answer is. I feel that we,
because we are empowered, we kind of overinvest to try the situations 140
turning around. We spend more even on the situations which could have
been solved with less empowerment.
Interviewer: Do you think if we had more training and more specific technical
trainings, would it help us to perform better?
Interviewee: Yes, because we have a lot of errors. Errors which should not 145
be happening. So if we had more of those technical trainings, operational
trainings for front desk, and more opportunities in housekeeping or food and
beverage for cross trainings, it would be better.
Interviewer: So, first you say we should eliminate the technical errors, have
more specific trainings and then we used the empowerment to wow guest 150
instead of turning situations around would be very helpful?
interviewee: Yes and I think if we invested more in staffing who would be
trained better the guests opportunities would be less, which means we spend
less on these issues, would be less free things, free upgrades, comped food
and all these things we spend money on. If we had more coverage, the 155
service would be quicker, food would come out quicker. That is betting on
hiring more people for a fix cost instead of paying the cost of opportunities,
it’s a gamble I feel.
Interviewer: Have you ever received coaching? Face to face feedback?
Interviewee: From HR, about my tone. About my tone as I speak to our ladies 160
and gentleman.
Interviewer: What kind of feedback was it?
Interviewee: It required for me to be a little bit more flexible with people that I
dislike and after that I was a little bit more flexible.
Interviewer: How did it make you feel that you received this feedback? 165
Interviewee: It was OK, I heard it before. [Laughs]
196
Interviewer: And the way as it was delivered? Was it more positive or
negative?
Interviewee: It was not done in a very serious way. It was more like a
conversation, that I need to work on my tone a little bit and in my relationship 170
with some fellow ladies and gentleman.
Interviewer: Did it affect your relationship with your fellow ladies and
gentleman?
Interviewee: Hmm, I would like to think so.
Interviewer: Do you think these feedback can affect you relationship with your 175
manager?
Interviewee: In a positive way yes. You should be a blue to get coached.
Interviewer: That was the only situation when you received feedback or
coaching?
Interviewee: Yes, other that I was excellent. [Laughs] 180
Interviewer: Are you aware of the overall goals of the hotel?
Interviewee: No, I am not paying attention.
Interviewer: What is the reason why you are not paying attention?
Interviewee: Because I think in order to achieve the goals, it should be done
separately by departments. Knowing the overall goal does not help a lot. You 185
should know what your department has to achieve. If you do a four another
department should do a 7 and another a 5 we will collectively get to the end
point. We have managers to micro manage all the departments and they
should allocate us and tell us do we have to do in each department. So I do
not have to worry about what food and beverage does or hotel-wide things. 190
As long as we hit our numbers we can contribute. You know if I had the
proper training I could do lateral service even in other departments, but I
think it is more important that I know what to do in my department and how
reach their goals and how to assist my colleges in my departments the
bellman’s or front desk. So I do not really pay much attention to the overall 195
hotel goals.
Interviewer: So you fell that knowing the overall hotel goals does not help
perform better?
Interviewee: Some people like to think that but I do not really think so.
Interviewer: Are you aware of the goals of your department? 200
197
Interviewee: Yes I am aware. I do not really know the m by hearth but I
always strive for excellence. So the goals do not real matter much. I am here
to give a 100% every day.
Interviewer: Do you feel that your voice is heard, when for example the hotel
sets goals or managers make decisions. 205
Interviewee: I do not really participate in these things.
Interviewer: And if you wanted? Did you have the chance?
Interviewee: Well, I have never questioned it. Goals wise, I have never
questioned them. I have never really gone up to question it. To get my
feedback on it. 210
Interviewer: Let’s just jump back a little bit for the empowerment. Can recall
any memorable moment when you used your empowerment?
Interviewer: Yes, it was so memorable. I had six guests they were checking
in for one of their friends who passed away. When they checked in the
mentioned that they were going to the funeral to the Indian creek golf course. 215
But when they were there the driving range was closed and they wished they
could have hit some golf balls. So I felt empowered that moment to give them
a last, memorable experience with their friend. So with the help of the pool
bar supervisor and the driver we borrowed some golf clubs from the Indian
creek course and we did a driving range at the beach. We invited them and 220
made some cocktails before dinner. They could hit the balls. They checked in
the night before and we gave them the same drinks what they like before.
Interviewer: How did that make you feel as an employee?
Interviewee: It was awesome, great feeling.
Interviewer: Thank you, know a little bit different topic. Have you ever 225
received any promotion or given more responsibility here at the Ritz-Carlton?
Interviewee: Yes, I was invited to participate in the holiday decoration of the
whole hotel. To come up with concept. To come up with the concept of the
Christmas dresses. I had to come up with the concept of the entire retail
store, which is going to come up soon and will replace the Ritz-Kids room. 230
What else, I have also helped with the pool uniforms.
Interviewer: Great! And have you ever received any material rewards?
198
Interviewee: From the hotel, not like a bonus, but I receive commission from
every transportation what I book. So yes that is outside of my regular pay.
That is it. 235
Interviewer: So just to sum up, all the HPWPs what we talked about do you
think they can increase your performance if they are implemented?
Interviewee: Yes, because it will make you want to come to work. It makes
you want to give your 100%. Helps you to have good relationship with your
manager and co-worker. You do not feel like that you are just working for 240
nothing. For a nothing salary. You feel like you can contribute to the day to
day operation because you are empowered. You spend more time here than
with your families, you have to enjoy it! There has to be a reason for you to
come in. If we are not hitting these points the company is failing.
Interviewer: Understand! What would you change within this hotel regarding 245
the HPWPs what we discussed?
Interviewee: What I would change, hmm, I feel like that the managers are not
that present. But this is me looking from the outside because I do not work
every department. I feel like that the managers are always in the offices and
there is not enough time when they are out on the floor. At food and 250
beverage I see them more on the floor but I does not seem like to me very
hands-on, overall as a manager.
Interviewer: Is it important for you as an employee to feel and see that your
manager is there, is on the floor and available?
Interviewee: Yes it is! I have been a manager for 15 years and I experienced 255
that people react very differently when the see you there. Not just when
something is dirty you send someone that, hey it is dirty, clean it. There is a
difference between the leader and a boss. The leader is going to show you
the way and boss will just tell you to do it. So I believe the ladders should
lead by example more and let’s say, directing less traffic. Sometimes I 260
understand that you cannot expect them to do things, but there are
opportunities when they have to teach people, and empower them, to learn.
So what I feel the quality of the leadership is what is lacking in this building.
Interviewer: You do not feel that you are supported by your managers?
Interviewee: I am supported but I feel I am not managed too much. My 265
specific role we do not necessarily require a lot of management, although I
199
would have liked more trainings regarding the front desk and the operation
there, so I could have helped out. I work here for a year and I did not have
any Opera training. Here is room for improvement.
Interviewer: Thank you! And that would be all, so any questions or concerns 270
what you have for me?
Interviewee: No, no thank you!
Interviewer: Than thank you again for your time and all the valuable
information!
275
200
Respondent 13.
J1 intern/ Housekeeping supervisor/ Butler
5
Interviewer: Good afternoon, to begin with, I appreciate your time and your
help in my research. Before we start I would like to give you a short
introduction about my research and the specifications of our conversation. As
you know, in the last almost one year I have been working in this hotel as a
J1 rotational intern. During this year I have encountered the strong 10
organisational culture of Ritz Carlton and some elements of this culture have
specifically caught my attention. These elements are the so called high
performance work practices, such as: trainings, effective communication
between leaders and employees, empowerment and reward system. My goal
is to find out more about their effectiveness in terms of increasing of the 15
employee engagement –and well-being such as work performance.
On the other hand, I have to inform you that I will record our conversation
and maybe take some notes but I assure you that that I will not use any
names, none of the interviewees’ names will be mentioned. Also, all the data
will be deleted as soon as the dissertation is submitted. Moreover, these 20
terms are strictly enforced by my University and its ethical codes, so I must
follow these rules, otherwise the research will be cancelled. Just to let you
know.
Ok, so to start with, to warm up a little bit, why did you start working in the
hospitality? 25
Interviewee: Ok, so I am 26 years old now. I made my college in Hungary in
Haryanvi Janos College. I have BSc degree.
Interviewer: Bachelor degree right?
Interviewee: Yes, bachelor degree, reflected on catering, hospitality and
event organising. In my last year I already started to work, six months in 30
Greece for my internship. I was at the cold kitchen. I worked as well at home
in a few cafes and bars, than I moved to Cyprus. I worked at the lounge bar
and the pool bar as well at the Anassa hotel which is a five star superior
201
luxury hotel. After I moved to Austria where I was working in a four star s
hotel called Quellenhof where at the beginning was a restaurant server but I 35
worked myself up to chef de rand. So I was the head of one of the 5
restaurants what the hotel had. After I spent one year at home and I worked
for a school as an event organiser. Than now recently I am working at the
Ritz-Carlton Bal-Harbour and I am a housekeeping supervisor and a butler.
Interviewer: Great, great, thank you! I see you have plenty of work 40
experience, you worked in different places, different countries. But what I am
interested in if you have ever encountered any other places the HPWPs what
we mentioned. If you have ever encountered empowerment, the effective
communication, if you have received trainings or any reward? Have you ever
encountered these practices before? 45
Interviewee: Well, I have to say yes and no. The biggest hotel where I
worked at, in the Anassa, I think they did not really put a lot of effort in these
things. But in Austria were I was working, it was a smaller hotel and they had
much more time for the employees. I had a very good leader there and yes
he took the opportunity there and let me learn and grow. I could learn for 50
example sommelier things, we had wine classes and wine tastings. When I
was chef de rang how to serve and what are the proper wines for the meal.
Or I learned how to make cocktails, you know the basic cocktails so I could
work behind the bar as well. But the structure what they have here at the
Ritz-Carlton, hmm, I have to say it is exceptional. 55
Interviewer: Great, so you mentioned that you have received trainings and
help from your leader in Austria. What do you think is it important to have a
supportive leadership behind you and how does that make you feel?
Interviewer: I mean I am not sure that everybody needs that. I know several
people, like, who like to have challenges and they do not need that, many 60
support from the leaders because they know exactly how to do things and
they have experience. But, like, for example if you are new on the field or you
do not have that much experience or you just want to continuously get better
that off course a hundred percent!
Interviewer: You think that it actually helps you to improve your performance? 65
Interviewee: Oh, yes, yes, absolutely.
202
Interviewer: My other question is as well about specifically the Ritz-Carlton. It
is such a prestigious company, and what were your initial feelings about the
company when you came here to work?
Interviewee: Although, I had the experience and I considered myself as 70
prepared I was, oh, I had, I do not know how to express that properly, but I
had some anxiety, that they have such high standards and the hiring
procedure is very specific and it was even very difficult for me to get the visa,
a lot of process. I was a little bit worried if they will be happy with me and if
they think that I am a good source. Let’s say a good source what they can 75
take here.
Interviewer: And for example the initial trainings provided by the hotel, helped
you to overcome these things what you just mentioned, to not to be worried
anymore.
Interviewee: Oh, absolutely. My biggest fear let’s say, was how to handle 80
guest complaints, because it is different how to handle it in a four star
company or at a three star company and obviously different when you work
at the Ritz-Carlton. I had trainings specified on guest complaints and how to
handle them. What I think is beautiful, that they give you the empowerment,
to jump a little bit forward, my leaders always let me, empower me to make 85
my own choices. Off course they have consequences. If it was a good choice
than I get let’s say rewarded and they say good job, well done, but if I fail if I
make a wrong decision I have to stand up for it and say that yes I made a
mistake but they are still hundred percent, they tell what I should have done
differently, but they are still a hundred percent behind me. So they say ok, 90
you had a bad experience but now move forward.
Interviewer: Oh, that is great. My other question would have been about the
empowerment. You mentioned many things already.
Interviewee: Sorry.
Interviewer: No, that is all good thank you! I am just curious how does that 95
make our feel that you are actually empowered that you are allowed to make
your own decisions?
Interviewee: You need to have confidence. I think at the first month when you
understanding how all the procedures are and how the whole structure is and
how you become a Ritz-Carlton employee. Because when they hire you are 100
203
not an arts-Carlton employee. You start here and you need months to
embrace all the experience, all the trainings all the feelings what it gives you.
So I think after a few months if you have that empowerment it is just great. I
mean you feel great. And it makes your life easier. When you have a guest
complaint, you have the empowerment to resolve it immediately. It is good for 105
you because you do not have to wait for your manager until he comes and
resolves it for you. The guest does not have to wait until the manager arrives.
They can see that you actually own it. It is yours, you can do it, and you can
resolve it and I find it beautiful!
Interviewer: Ok. Have it ever happened to you that you had a guest complaint 110
or you had any issues, even maybe personal issues and you went to your
manager to address this issue. How did they react? Were they supportive
and there for you? Do you feel comfortable talking to them?
Interviewee: Actually I have a manager and a director above me and they do
not really even want me to go to them with that kind of problems anymore. At 115
the beginning I was there every day, ten times asking them questions but
after a few months I can say that I operate daily, without their help. Because,
hmm, because they just trusted me from day one. Off course if it is like a big
major issue and I really do not know what to do, they always have open
doors and they are there for me. 120
Interviewer: Ok. But I did not mean only guest complaints. I mean any kind of
issues when you have even in your personal life and you need help, or if you
have any work related question?
Interviewee: Oh, yeah. I was, I give you an example. I was moving and it was
not sure if we find a place and how we find a place, whatever can happen 125
and both of them offered me that I could live there for one week or two weeks
until I find a proper apartment because they do not let me, you know, to sleep
under the bridge. That was their funny answer. Even with personal issues
they are also supportive and off course with other issues not guest
complaints. 130
Interviewer: And how does that make you feel as an employee that you have
such supportive leaders?
204
Interviewee: That they are not bosses. They are not above to give orders and
then when something happens they are shouting with you they are throwing
you under the bus, no. They are leaders, they guide you. 135
Interviewer: And have you ever received any face to face feedback from
them, or personal coaching?
Interviewee: Ha-ha, every day. Every single day.
Interviewer: That is great. And do you feel that these feedbacks help you to
learn and increase your knowledge and perform better? 140
Interviewee: Oh yes! I think you even should ask them, they could even tell
you more about the professional background of it, but I think yes!
Interviewer: The other question is about the overall goals of the hotel. Are
you aware of these goals?
Interviewee: You mean the WIG? 145
Interviewer: What is WIG?
Interviewee: You do not know what is WIG?
Interviewer: I know what WIG is but my teachers might not know what that is.
Interviewee: Ok, hmm, basically the biggest leaders of Ritz-Carlton they put
every single year a number for all the employees what the overall 150
engagement should be with the guests. So the hotel sends out a survey after
the guest leaves the hotel where you can give from one to five points to the
questions as an answered. They ask you about hotel cleanliness about the
food about everything, about the whole experience, but like detailed. Here in
Ritz-Carlton we say we do not accept a four. We go for five we strive for five. 155
So if a guest gives for it is not enough, it is not enough for us and then we
failed the survey. We get the good scores if they give for every single
question a five. They cannot think about the life without Ritz-Carlton, that is
what we want. And we have here at the Ritz-Carlton Bal-Harbour, 46.2, 46.2
percent of the guest minimum have the five star experience, the real five, five 160
, five, five experience.
Interviewer: So you say that we would like to have at least 46.2 percent of
our guests fully engaged and that is the overall goal of the hotel?
Interviewee: Yes! And then every single department has their own goal. For
example housekeeping has 86.8 I think this year. 165
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Interviewer: So each department has a separate goal which helps to achieve
the overall goal?
Interviewee: Yeah, because imagine housekeeping would do only 46.2. They
would say oh, ok they did not change my sheets, my bathroom was dirty but
actually liked the chairs. No. We are very close to 90% that is what we want 170
to achieve.
Interviewer: Great! Are there any specific ways here in this hotel how you get
to know these goals?
Interviewee: Am, we have line-ups. Every single morning. If my leaders are
not here than even I am in charge and I do line-ups. We have the CTQ, 175
which is stands for commitment to quality and every single day, there is a
wow story. We talk about the goals, month to date, year to date and how we
can reach the goal. We have gold standards which guideline us. We talk
about guest complaints, and we have billboard on our hallway. For example
with my work I walk by at last fifteen times a day, so I know always every 180
week that actually where we stand.
Interviewer: Do you think it helps you and colleagues to work better that you
know these goals?
Interviewee: Off course! Sure, sure. Because if we are under it than we know.
Actually our points are always very high and I think is everywhere. It’s much 185
personalised service. If we use the guest name, if we make them wow
stories. We make it very personalised for them. So every time when is under
than the hotel manager is coming and he is like, ok, this week we had ten
wow stories but the next week I would like to see twenty wow stories
because it is not enough. The funny thing is that it really goes together, it 190
moves next to it. It really has a strong connection between wow stories and
personalised service and between our WIG and scores or goals.
Interviewer: And you can do wow stories whenever you like?
Interviewee: Yes and no. So the easiest, I mean not everything is a wow
story. It has to be something extra. For example if you are a guest and I bring 195
you a lemonade it is not a wow story. But if I know that you really like
lemonade and I talk to the honour bar and I fill up your fridge with ten
different kind of lemonade and make you a cute little bar upstairs than it is
considered a wow story. So it is like a further step.
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Interviewer: But you do not have to ask anyone’s permission? 200
Interviewee: No you don’t have to. But there is like a money limit. Like it
cannot be more than that. It cannot me more than $2000 per day per guest.
Every single day which is I think really well.
Interviewer: Can you explain me any moment when you did a wow story or
used your empowerment to wow a guest to make a memorable experience 205
for them?
Interviewee: I had so many I do not know which one to choose.
Interviewer: Tell me your favourite.
Interviewee: Ok, so I have to actually. One was for a little girl who really like
hotel amenities. But we did not have specifically for children robes or 210
slippers. Children stuff. So I took the opportunity and I bought her a pink robe
with pink Mignon slippers. After our lady from the uniform room sewed her
initials in that robe and then I bought her a tiara and told her that now she is
the princess of Ritz-Carlton. She also had a kid’s toothpaste and brush which
has lights on until you have to wash you r teeth and after when you are done 215
it does not do it anymore, so it guides you too. The other one was recently, I
had a family from Germany. I speak German too, so I was very happy, but I
have to admit I made a mistake with their room with their housekeeping
request, but there was a problem with the communication and they did not
receive the housekeeping service on time. They were a little bit upset so 220
when the housekeeper went upstairs I went with her as well to ensure that
everything is perfect. So when I went upstairs I recognised that their nine
years old daughter is a huge fan of Monster High Barbie. So at turn down
service we sneaked in to the room, we took a picture of her 40 different
Barbie’s and then we went to a website to look for a beach edition what she 225
does not have. We were looking and looking and then we found special
edition which was not very cheap and we shipped it here in two days and
with my father’s help we wrote a poem about Ritz-Carlton that we really want
to see them again and if they came back they would make us really happy.
Interviewer: In German? 230
Interviewee: Oh, yes it was in German and the Barbie was waiting for her
with the nice handwritten letter for them. So the next day I was off and they
were like crazy looking for me and they were super cute. In two days they
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called again that they know that I am there so I should go upstairs. So the
small girls hugged me and the father and the mother was like super happy. 235
And I was I am sorry about the housekeeping issue and they said oh, I do not
care, we forgot about it so long ago: So it is perfect and thank you so much.
Interviewer: That is a great story! I am sure they were very happy after.
Interviewee: I hope so.
Interviewer: So the last topic is the rewards. We have not really talked about 240
the rewards system.
Interviewee: The Marriott reward or Ritz-Carlton reward?
Interviewee: No actually the rewards what the employees can receive. Have
you ever received any reward, given promoted or given more responsibility?
Interviewee: Every day a hug and a kiss on the cheek, but to be serious the 245
most simple one is first class cards. Which we take very seriously.
Interviewer: Is it a recognition for excellent job?
Interviewee: Yes and for help, for lateral service. Let’s say an extra step what
you take for somebody else in the company. So every Friday we have a hotel
wide line up. every single Ritz-Carlton have it on Fridays, so whoever does 250
not have to be upstairs they would come down, everybody comes down, we
have every single department together on the line-up. At the end everybody
could give it, it is like a postcard and you can write, thank you so much for
this and that and first class. Off course there are promotions and other things.
Interviewer: Have you ever received any of these? 255
Interviewee: Yes, I have them on my wall, I am collecting them.
Interviewer: Ok and it makes you a warm feeling that people recognise you?
Interviewee: Yes it a good feeling, a good feedback.
Interviewer: So what do you think what would be more motivating for you:
receiving a salary raise and keep doing your job, or getting a promotion, like 260
if they said ok, we promote you to housekeeping manager you get more
responsibility but you might not going to have a significant raise. Which one
would you choose?
Interviewee: For me is to climb the ladder. To go from butler or supervisor to
assistant manager or manager stepping forward. But I can understand those 265
people too, who would say they choose a raise, because we are different.
Interviewer: You think it is different for everyone?
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Interviewee: Yes.
Interviewer: Just to sum up everything. Do you feel that in this hotel we apply
all the HPWPs and they actually help you as a person for the whole hotel to 270
perform better?
Interviewee: Yes absolutely, I think so.
Interviewer: Than thank you very much I really appreciate your time and help
and all the valuable information you provided.
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