Super

Vacation
s
Proposal
CONTRACTUAL
AGREEMENT TO
SUPER
VACATIONS
A team from
NORTHERN CARIBBEAN UNIVERSITY
College of Business & Hospitality Management Department of Professional & Continuing Education
Salem Runaway Bay Campus
Presented in partial fulfillment of the course
MGMT452: Organizational Bea!io"r
Group or!
"acilitator
"rom#
Date#
Decem$er %%& '(%)
2
27 Main Street, P.O. Box 814
Ocho Rios, St. Ann
Tele: (876 !74" 8!64
#e$site:%%%.excelcons&lt'or(o&.co) *)ail: )+s,excellancecons&ltanc(.co)
SUBMITTE# BY:

E*CE++,-CE C.-S/+0,-C1 "2RM
'3 Main Street&
.cho Rios& St ,nn
P. Bo4 5%6
7amaica& 828
A$$%ICANT:


S/PER 9,C,02.-S
)% .cean Place Building -o# '
:ingston ;&
7amaica& 828
$RO&I%E TIT%E: .rgani<ational Beha=iour
Prosing recommendations to impro=e
Super 9acations> Company efficiency

EBS20E# %%%.excelcons&lt'or(o&.co)
PR.7EC0 D2REC0.R# 7anet Gordon8 M8,8 B8SC
SE-2.R C.-S/+0,-0# ?ornette :elly8 MB,
"/-DS RE@/ES0ED# 0wo 0housand /nited States Dollars AB'(((8((/SDC
PR.7EC0 PER2.D# -o=em$er '(& '(%) D Decem$er %(& '(%)
,/0H.R2?ED S2G-0/RE# Janet Gordon
3
Ta'le o( Content)
Pages
Super 9acations Proposed +etter EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEF
Super 9acations Proposed .=er=iewEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE3E5
E4cellance Consultancy "irm>s Proposed +etter of ,cceptanceEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEG
E4cellance Consultancy "irm>s Proposed ,greement EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE%(E%'
E4cellance Consultancy "irm>s Proposed Ser=ice Charge ,greementEEEEEEEEEEEEEEEEEEEEEEEE %)
E4cellance Proposed 2n=estigation ScheduleEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE%6
E4cellance Consultancy "irm>s Proposed ProfileEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE%FE'%
Statement of the pro$lemEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE%3
HypothesisEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE%3
+imitation of 2n=estigationEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE%3E%5
E4cellance Consultancy "irm .=er=iew of the Pro$lemEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE%5E'%
2nstrumentationEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE''
.$ser=ation SessionEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE')E';
Super 9acations Proposed Employees @uestionnaires> DataEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE'FE6'
Super 9acations Proposed Management 2nter=iew DataEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE'3E6'
"indings ,nalysisEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE6)E66
2nterpretation of DataEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE6;E6F
Recommendation in "our A6C PhasesEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE63E;G
ConclusionEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEF(EF'
Super 9acations Proposed "eed$ac!EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEF)EF3
4
,ppendi4 EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEF5E3;
Proposed employees inter=iew Huestionnaires
Proposed management inter=iew Huestions
E4hi$its%E9rooms E4pectancy theory diagram
E4hi$it 'EHerts$erg two factor theory diagram
Maslow>s hierarchy of needs diagram
E4hi$it )ESuper 9acations organi<ation chart
ReferencesEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE3F
5
S/PER 9,C,02.-S
)% .cean Place Building -o# '
:ingston ;&
7amaica& 828
Email: saless!"er#a$atio%s&amai$a'$om
(e)site: ***'s!"er#a$atio%s'$om
Tele"+o%e , -./ 052124221. 3a4 05212420
General Manager# Mr8 Michael Mallett MB,
HR #ire*tor# Mr8 Dwight Camp$ell Bsc8
Hotel Re)i+ent Manager# Ms8 Ge<il Sil=era8 Bsc8 Dip8
-o=em$er '%& '(%)
Ms8 7anet Gordon
General Manager
E4cellance Consultancy "irm
'3 Main Street& .cho Rios&
St ,nn
7amaica& 828
Dear Miss Gordon&
0he captioned company is reHuesting your e4pertise in finding possi$le solutions to pro$lems we are
e4periencing8 2t has $ecome e=ident to us that we are faced with I$eha=ioural> pro$lems leading to
dependent =aria$les such as increase in a$senteeism& high staff turno=er and increased customer
complaints8 0hese symptoms ha=e $een present for couple years8
/pon o$ser=ing the mentioned $eha=iours& a general staff meeting was held to share our concerns and to
get feed$ac!s from the staff8 Howe=er& what we ha=e gathered was that a lac! of Moti=ation and
Empowerment were foremost issues e4pressed $y our employees8 0herefore& we ha=e concluded from our
assessment that the employees> $eha=ioral patterns were resulting in reduce producti=ity D +a<y Staff
Mem$ers and a lac! of Commitment8
0hus& the company is currently at a disad=antage& as we are now operating at a loss8 Moreo=er& we ha=e
$een e4periencing an increase in our customer complaints8 e are therefore engaging your ser=ices& to
propose an action plan that will get our employees moti=ated and ready to produce8
2n light of the urgency of our situation& we reHuest a timeline for completion prior Decem$er %(& '(%)8 2f
there are any additional Huestions please contact us Mondays to Saturdays $etween the hours of 5#(( am
and F#(( pm8
e are loo!ing forward to doing $usiness with you8
Sincerely&
Michael Mallett AMr8C
General Manager
/
MB,8 B8sc
Overview of company operations
Super 9acations& is a renowned hotel chain in the Cari$$ean with properties in the
Bahamas& 7amaica and St8 +ucia& pro=iding highEHuality& all inclusi=e ser=ices to customers
throughout the world8 0he principal founder of Super 9acations was Sherrice +yons Bar$adian
national8 Her managerial e4pertise $rought our hotel operations management& high le=els of
customer ser=ice& and o=er %( years in all inclusi=e hotel operations8
0he company started as a small motel in %GG( $y the name of Pe$$ledashes>8 Si4 years
after it was re$randed and was gi=en the name Super 9acations8 0he success of the company lies
within its medium of offering Huality ser=ice& as well as total guests satisfaction8 2t was =iewed
as the Cari$$ean smallest direct seller& targeting customers from /nited States of ,merica and
Canada& who want con=enience& Huality& and afforda$ility8 Super 9acations maintained a
competiti=e edge in the mar!ets despite the entity>s si<e8 0he Company was the proud recipient
of IBest hotels in the Cari$$eanJ Certification in %GG;& from 0rip ,d=iser for tra=elers& the first
allEinclusi=e hotel in the entire Cari$$ean to achie=e this accreditation8 0he guideline and
operating principle of the Company all these years is to !eep the customer reHuirements at the
forefront and $uild customer loyalty8 Super 9acations managed to $uild $rand eHuity o=er the
years and always $elie=e in three !ey pillars K,fforda$ility& Class& and SatisfactionJ in all their
products8 2nitially Super 9acations had a complimentary staff appro4imately F( persons in St
+ucia& functioning in the =arious positions& and then the company was operating with a )E;8G
million /S dollars on years on year $asis8 ith this Mrs8 +yons had e4tended properties to
7amaica and the Bahamas8
.
0he company =alues its employees at all cost and thus& implemented =arious moti=ation
and employees recognition systems as a mean of encouraging them to $e moti=ated and
producti=e8 Communication was Huite imperati=e thusL management ensured that effecti=e
communication was ongoing throughout the entity>s operation8 Basically& the employees lo=ed
their Mo$8 0hey were always early& =ery enthused& and o=erwhelmingly committed8 .ur customer
ser=ice was a$o=e %((N and Huality and efficiency was the imperati=e factor among staff and
management8
.perations continued to flow until in '((G to '(%( when the recessionary period
o=ertoo! companies all o=er the world8 Super 9acations was forced to re=iew operations in face
of the recent economic downturn which has impacted sales re=enue8 0hus& management has
decided to scale down operations at the 7amaica property and ha=e also decided to minimi<e on
some of the amenities pro=ided to $oth staff and guests& in other words canni$ali<ation was in
process8
.ther than the impact of the recessionary periods& Super 9acations is now e4periencing
pro$lems in the 7amaica operations8 Some of these pro$lems reflect symptoms as increased
a$senteeism& high staff turno=er and increased customer complaints8 0hese symptoms ha=e $een
presented for the last two years8 Management fear is that& this is li!ely to reach crisis proportion
once an announcement of the decision to scale down operations in 7amaica is made !nown8
-

,-e #eli!er.
'3 Main Street
.cho Rios& St8 ,nn& 7amaica 828
e$site# www8e4celconsultforyou8com
Email# MgordonOe4celconsultforyou8com
0elephone A%53FC G3) D ';)' "a4# % 53F G3)E 6;6(
Con)"ltant #ire*tor# 7anet Gordon& M,& Bsc8
Senior Con)"ltant# ?ornette :elly& M,8 Dip8
Senior &iel+ O')er!er: +ance Paneley M,8 /"nior O')er!er: 0amara Guddon
-o=em$er ')& '(%)
Mr8 Michael Mallett
General Manager
Super 9acations
)% .cean Place Building -o# '
:ingston ;&
7amaica& 828
Dear Mr8 Mallett&
0he team at MGS E4cellance Consultancy "irm is pleased to inform you that we ha=e recei=ed your letter
soliciting our proposed recommendations8 .ur team has thoroughly analy<ed the pro$lem at your
organi<ation as outlined in your letter8 ,lready we ha=e identified three methods of gathering information
from your employees8 0hese methods include Huestionnaires& inter=iews and o$ser=ations8
e solicit your appro=al to schedule an inter=iew session with your management team8 ,lso it is
imperati=e that we conduct a Huestionnaire e4ercise with your employees8 e need a $rief outline of your
staff population and their =arious positions8 ,lso& it is paramount that you send us a $rief e4ecuti=e
summary of your operations8 1ou ha=e already stipulated a date for concluding our proposal& thus we are
as!ing you to facilitate us on -o=em$er ';E)(
th
for o$ser=ation sessions& -o=em$er )%
st
to administer
Huestionnaires for line staff and inter=iew sessions for managers on Decem$er %
st
& '(%)8
e trust that you are appro=ed of our approaches in initiating the proposal8 e assure you that we will
complete this e=aluation and ha=e feasi$le recommendation a=aila$le to you on or prior to Gth Decem$er
'(%)8 e ha=e attached an agreement contract with detailed ser=ice charges fees structure8
0han!s once again for choosing MGS E4cellance Consultancy "irm8
1ours sincerely&
7anet Gordon AMissC
Consultant Director
0
,-e #eli!er.
'3 Main Street
.cho Rios& St8 ,nn& 7amaica 828
e$site# www8e4celconsultforyou8com
Email# MgordonOe4celconsultforyou8com
0elephone A%53FC G3) D ';)' "a4# % 53F G3)E 6;6(
Con)"ltant #ire*tor# 7anet Gordon& M,& Bsc8
Senior Con)"ltant# ?ornette :elly& M,8 Dip8
Senior &iel+ O')er!er: +ance Paneley M,8 /"nior O')er!er: 0amara Guddon
0his Contractual ,greement is made as of -o=em$er ''& '(%) $etween& Super Vacations,
located at 31 Ocean Place Building No: 2 Kingston 5, Jamaica W! and "#S $%cellance
&onsulting 'irm o( $mplo)ee and *e+elopment Ser+ices, located at 2, "ain Street, Oc-o .ios,
St /nn, Jamaica W!
Ti) Agree0ent #e)*ri'e): S/PER 9,C,02.-S reHuest for Professional De=elopment
Ser=ices an+ MGS E*CE++,-CE C.-S/+0,-0,-C1 "2RM& therefore agree as follows#
12 #E&INITIONS8
3a4 KGovernment AuthorityK means any go=ernmental authority or court& tri$unal& agency&
department& commission& ar$itrator& $oard& $ureau& or instrumentality of 7amaica or any other
country or territory& or domestic or foreign state& prefecture& pro=ince& commonwealth& city&
county& municipality& territory& protectorate or possession8
3'4 KLawK means all laws& statutes& ordinances& codes& regulations and other pronouncements
ha=ing the effect of law of any Go=ernment ,uthority8
3*4 KServicesK means the ser=ices PartyE. pro=ides to PartyER as descri$ed in this ,greement8
22 SERVICES8 PartyE. agrees to pro=ide the following Ser=ice: !mpro+ing $mplo)ees0
Organi1ational Be-a+ior and *e+elopment ser+ice
52 &EES8 E4cept as e4pressly stated in this ,greement& there are no additional fees& charges or
e4penses incurred8 2n consideration for PartyE. performing all o$ligations under this
,greement& PartyER agrees to pay PartyE. a flat fee of# T-O THOUSAN# UNITE# STATES
#O%%ARS6 -ITH BREA7#O-N O& *arge) *learl8 o"tline+2
42 -ARRANTIES8
3a4 M"t"al -arrantie)8 Each party represents warrants and co=enants to the other that#
25
AiC +aw Compliance8 2t complies with all applica$le +aws8
3'4 -arrantie) '8 $art89O8 PartyE. represents& warrants and co=enants to PartyER that#
AiC arranty +ength8 "or a period of thirty A)(C days after receipt& the Ser=ices conform to the
reHuirements of this ,greement& are free from any defect in material and are free of all liens&
claims and encum$rances of any !ind8

AiiC Ser=ices Performance8 0he Ser=ices are performed in a professional and competent manner&
conforming to generally accepted standards applica$le to ser=ices pro=ided $y nationally
recogni<ed firms speciali<ing in the area of Ser=ices pro=ided under this ,greement8 Each of the
indi=iduals assigned to pro=ide any Ser=ices under this ,greement ha=e the proper s!ill& training&
and $ac!ground to pro=ide the Ser=ices8
52 IN#EMNI&ICATION8 0he term KClaimK means any claim& suit or action $y any third party&
and the term KLossesK means any damages awarded and fines assessed in any Claim $y a court of
competent Murisdiction or pursuant to an ar$itration proceeding& any amounts due under Claim
settlement& and any other costs or e4penses incurred in complying with any inMuncti=e or
eHuita$le relief or any settlement reHuirements8
3:2 TERM AN# TERMINATION8
3a4 Ter08 0he term of this ,greement Atogether with any renewals& the KTermKC $egins on the
Effecti=e Date and e4pires % year later8 ,ny renewal term shall $e mutually agreed to $y the
parties in writing8
3'4 S"r!i!al2 0he following captioned sections sur=i=e any termination& e4piration or nonE
renewal of this ,greement# KDisclaimerK& K2ndemnificationK& KSur=i=alK& KPu$licityK and
KGeneralK& as well as any other pro=isions e4pressly stating that they are perpetual or sur=i=e this
,greement8
3*4 Ter0ination (or In)ol!en*88 2f either party is adMudged insol=ent or $an!rupt& or upon the
institution of any proceedings $y it see!ing relief& reorgani<ation or arrangement under any +aws
relating to insol=ency& or if an in=oluntary petition in $an!ruptcy is filed against a party and the
petition is not discharged within si4ty AF(C days after filing& or upon any assignment for the
$enefit of a partyPs creditors& or upon the appointment of a recei=er& liHuidator or trustee of any of
a partyPs assets& or upon the liHuidation& dissolution or winding up of its $usiness Aeach& an
KEvent of BankruptcyKC& then the party affected $y any E=ent of Ban!ruptcy must immediately
gi=e notice of the E=ent of Ban!ruptcy to the other party& and the other party may terminate this
,greement $y notice to the affected party8
3+4 Ter0ination (or Brea*8 2f $oth party $reaches any pro=ision contained in this ,greement&
and the $reach is not cured within thirty A)(C days after the $reaching party recei=es notice of the
$reach from the nonE$reaching party& the nonE$reaching party may then deli=er a second notice
22
to the $reaching party immediately terminating this ,greement8
;2 $UB%ICITY8 Each party agrees to not ma!e& pu$lish or distri$ute Awhether in print&
electronically or otherwiseC any pu$lic announcements& press releases& ad=ertising& mar!eting
materials or promotional materials regarding the e4ecution or performance of this ,greement
without the prior written consent of the other party8
<2 GENERA%2 The Agreement and AmendmentsE 0his ,greement is the entire agreement
$etween the parties and supersedes all earlier and simultaneous agreements regarding the su$Mect
matter& including& without limitation& any in=oices& $usiness forms& purchase orders& proposals or
Huotations8 0his ,greement may $e amended only in a written document& signed $y $oth parties8
IN -ITNESS -HEREO&& the parties e4ecute this ,greement as of the Effecti=e Date8 Each
person who signs this ,greement $elow represents that such person is fully authori<ed to sign
this ,greement on $ehalf of the applica$le party8
$ARTY9RECEIVER
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22
,-e #eli!er.
'3 Main Street
.cho Rios& St8 ,nn& 7amaica 828
e$site# www8e4celconsultforyou8com
Email# MgordonOe4celconsultforyou8com
0elephone A%53FC G3) D ';)' "a4# % 53F G3)E 6;6(
Con)"ltant #ire*tor# 7anet Gordon& M,& Bsc8
Senior Con)"ltant# ?ornette :elly& M,8 Dip8
Senior &iel+ O')er!er: +ance Paneley M,8 /"nior O')er!er: 0amara Guddon
6e Deli=erJ
Ser=ice fee and charge $rea!down
-o=em$er ';& '(%)
,s stipulated in the enclosed contracts !indly note the following ser=ice fees structure8
0he fees to $e charged is shown as depicted $y the following $rea!down and are Huoted in /SDL
an e4change rate of B%(; 7,D to % /SD can $e used8
#ESCRI$TION #O%%ARS = #O%%ARS = A#/USTAB%E
CON#ITION3S4
Con)"ltant &ee '((8(( ';(8(( "i4ed
O')er!ation Se))ion %((8(( F((8(( B%(( per day
A+0ini)ter >"e)tionnaire) ';(8(( ';(8(( "i4ed
Inter!ie? Se))ion) %;(8(( %3;8(( -egotia$le O%8;N
$ro@o)al 5((8(( ;((8(( -egotia$le O%8;N
Tran)@ortation 3O!erall4 %);8(( %);8(( ,ctual
Mi)*ellaneo") G(8(( G(8(( Su$Mect to change
TOTA% 0otal charges accumulate to B'(((8(( /SD8 ,dMusta$le conditions
are ta!en into consideration and will $e applica$le upon reHuest8
,-e #eli!er.
'3 Main Street
.cho Rios& St8 ,nn& 7amaica 828
e$site# www8e4celconsultforyou8com
Email# MgordonOe4celconsultforyou8com
0elephone A%53FC G3) D ';)' "a4# % 53F G3)E 6;6(
Con)"ltant #ire*tor# 7anet Gordon& M,& Bsc8
Senior Con)"ltant# ?ornette :elly& M,8 Dip8
Senior &iel+ O')er!er: +ance Paneley M,8 /"nior O')er!er: 0amara Guddon
No#em)er 247 2523
2n facilitating the in=estigation study to $e conducted at Channel distri$utors> !indly note
2n=estigation Schedule
#ate A*tion to 'e TaAen Ti0e Sta((
No!e0'er 25
t
62B15 .$ser=ation Process G#(( amE 6#(( pm ,ll Staff
No!e0'er 2:
t
6 2B15
.$ser=ation Process %'#(( pmE 6#(( pm
Direct Customer
Staff
No!e0'er 2;
t
6 2B15 .$ser=ation Process 3#(( amE %#(( pm Management
No!e0'er 2<
t
6 2B15 .$ser=ation Process %#(( pmE ;#(( pm ,dministration
No!e0'er 2C
t
6 2B15 .$ser=ation Process G#(( amE ;#(( pm ,ccountsR
"inance
No!e0'er 5B951
)t
6 2B15 ,dministering of
@uestionnaires
G#((amE ;#(( pm
+ine Staff
#e*e0'er 1
)t
6 2B15 Conducting of 2nter=iews G#((amE ;#(( pm Management
,-e #eli!er.
'3 Main Street
.cho Rios& St8 ,nn& 7amaica 828
e$site# www8e4celconsultforyou8com
Email# MgordonOe4celconsultforyou8com
0elephone A%53FC G3) D ';)' "a4# % 53F G3)E 6;6(
Con)"ltant #ire*tor# 7anet Gordon& M,& Bsc8
Senior Con)"ltant# ?ornette :elly& M,8 Dip8
Senior &iel+ O')er!er: +ance Paneley M,8 /"nior O')er!er: 0amara Guddon
MGS E4cellance Consultancy "irm is a pri=ately owned partnership organi<ation that has $een
in e4istence for o=er twenty A'(C years8 MGS is a 7amaican $ased Consultancy Company& owned
and operated $y three A)C partners8 2t is located in .cho Rios& St ,nn 7amaica8 0wo of the
partners of MGS ha=e an eHual share of ';N while the third partner has ;(N8 Currently& all
partners attend -orthern Cari$$ean /ni=ersity8
Co0@an8 Goal) an+ O'De*ti!e): 0he main aim of MGS is to grow glo$ally in terms of annual
sales and penetrates international mar!ets8 0his partnership will see! to ser=e $oth the 7amaican
and international mar!ets8
0he partnership is currently offering the 7amaican mar!et8 2n the near future MGS will e4tend to
international mar!ets8 MGS offers the most afforda$le price in its ser=ice offering8
Motto: S0he creators of satisfactionJ putting real heart into customer ser=ice and the Huality
de=elopment of our wor!8
hile many $usinesses are $ased on selling products or ser=ices& Consulting "irms primarily sell
!nowledge8 hether its management consulting& human resources& mar!eting or technology
consulting8 Consultants ad=ise corporations and other organi<ations regarding an infinite array of
issues related to $usiness strategies8
MGS is a company that speciali<es in impro=ing organi<ational mem$ers ma!ing them more
producti=e8 0he mem$ers of the e4ecuti=e $ody are#
Michael MallettEChief E4ecuti=e .fficer
7anet GordonE Chief E4ecuti=e .fficerRGeneral Manager
Gi<ele SeHuiriaE Chief E4ecuti=e .fficer
?ornette :ellyE Senior Consultant
MGS EE*ellan*e
$ro@o)e+ Vi)ion State0ent
0o offer effecti=e employee and management de=elopment and implementation ser=ices for a
producti=e and lucrati=e future& in the reHuested organi<ation8
EE*ellan*e
$ro@o)e+ State0ent o( @ilo)o@8
e are the leading Cari$$ean>s renowned consultant firm and is committed to pro=iding
superiority consultation ser=ices for impro=ing companies& organi<ation> and institutions>
employees> and managements> producti=ity
e are technological ad=ance to impro=e the communication $etween us and our
potential client>s e=eryday8
e will assist in determining and promoting growth opportunities for employees and
de=elop customi<ed moti=ational programmes that will impro=e organi<ational
efficiency8
e pro=ide e4pertise in change implementation programmes& against high turno=er&
a$senteeism and customer dissatisfactions8
e promote the recycling of papers as one measure of preser=ing our en=ironment
State0ent o( te $ro'le0
0here is a direct relationship $etween moti=ation and employees> o=erall producti=ity
H8@ote)e)
hat is the relationship $etween employees> producti=ity and moti=ationT
%i0itation o( te in!e)tigation
0he methods were not di=erse enough to gi=e the clearer picture of the functioning at
Super 9acations
0he data collected was $ased on su$Mecti=e e4pectation and applied dataL some other
o$Mecti=e methods of collecting data could ha=e $een used8
Data was collected $y employing the simple method of structured Huestionnaires&
inter=iew and o$ser=ationL other methods could ha=e $een used for collecting data8
0he in=estigation was conducted for Super 9acations &it is limited only to Super
9acations 7amaica property
0his 2n=estigation depends on teamEreporting approach to measure employeesP
perceptions of their producti=ity& commitment& and moti=ational preferences& which raises
the potential for common method =ariance8 ,lthough the performance outcome measure
was collected from managers& future consultants could utili<e multiple rating sources for
many of the =aria$les& such as other distri$uting companies8
MGS EE*ellan*e o!er!ie?
e $elie=e that personality factors& conscientiousness& agreea$leness& and e4tra=ersion&
will wor! specifically through goal orientations and relationships8 2n addition& moti=ation and
effecti=e communication are =aria$les that influence employees> Mo$ performance and
commitment8
2n re=iewing the issues currently faced at Super 9acations& the team at MGS E4cellance
Consultancy "irm will ma!e recommendations necessary to reinforce producti=ity and
profita$ility8 0he =aria$les to $e addressed in=ol=e8
E0@lo8ee) Vie?)
+ac! of Moti=ation
+ac! of Empowerment
Manage0ent Vie?)
+ac! of Commitment
Reduced Producti=ity
%a*A o( Co00it0ent
+ac! of commitment& occurs when an employee or employees within the organi<ation
feel constrained $y circumstances attri$uta$le to the organi<ation functioning8 Most times
employees and management ali!e are una$le to withstand the test of time within the
organi<ation8 Some of the approaches that employee or management ta!e in resol=ing their
issues is not generally unaccepta$le& $ut the effecti=eness of such actions is not to $e ignored in
isolation8 Being committed to an organi<ation is $eing a$le to identify with the organi<ation
goals8 0here are three separate components to organi<ational commitment8
/((ecti+e E defines the case in which employees are emotionally attached to the
organi<ation and $elie=es in the organi<ation =alues8
&ontinuance E =iews the percei=ed economic =alue to remain with the organi<ation as
oppose to lea=ing8
Normati+e E in this case the employee will remain with the organi<ation for moral
reasons8
Re+"*e+ $ro+"*ti!it8
+ac! of moti=ation eHuates to less wor! $eing accomplished8 Producti=ity does not
disappearL it is usually transferred to aspects not related to the organi<ationPs wor!8 2t is depicted
in acti=ities as& personal con=ersations& internet surfing or ta!ing e4tended lunch $rea!s8 0hese
non progressi=e actions cost the organi<ation& plus time lost against $eing unproducti=e8
,dditionally& reduced producti=ity can $e disad=antageous to an organi<ationPs performance and
future success8
,n organi<ation is producti=e if it achie=es its goals and does so $y transferring inputs to
outputs at the lowest cost8 ,s such producti=ity implies a concern for $oth effecti=eness and
efficiency8 here$y transferring inputs to output at a cost that is not profita$le is considered as
low producti=ity8 2neffecti=eness is defined when the needs of the customers are not effecti=ely
met
%a*A o( Moti!ation
Moti=ation characteri<es a psychological dri=e that directs a person toward an o$Mecti=e a
num$er of theories ha=e $een proposed to encourage Moti=ation8 0heorist as ,$raham Maslow
proposed the hierarchy of needs theory which are deficiencies that trigger $eha=iour aimed at
need satisfaction8 .ther theorists such as 9ictor 9room proposed the e4pectancy theory& which
loo! at moti=ation as a process go=erning choices among alternati=es forms of =oluntary acti=ity8
.n the other hand ,lderfer>s theory loo!s at E4istence& Relatedness and Growth8
Employees are a companyPs maMor capital8 How they feel a$out the wor! they are doing
and the results recei=ed from that wor! directly impact an organi<ationPs performance and&
ultimately& its sta$ility8 "or instance& if employees at Channel are highly moti=ated and proacti=e&
they will do whate=er is necessary to achie=e the goals of the organi<ation as well as !eep trac!
of industry performance to address any potential challenges8 ,n organi<ation whose employees
ha=e low moti=ation is completely =ulnera$le to $oth internal and e4ternal challenges such as
restructuring& economy& competition& fiscal policies& organi<ational mission and glo$ali<ation and
economy8
%a*A o( E0@o?er0ent
"or an organi<ation to practice and foster employee empowerment the management must
trust and communicate with employees8 Management and employees communication is one of
the strongest signs of employee empowerment8 Honest and repeated communication from
elements of the strategic plan& financial performance& and the decision ma!ing processes are
imperati=e8 +ac! of employee empowerment e4ists where management does not trust and
communicate with their employees so they are not allowed to ma!e any decisions8 +ac! of
employee empowerment allows for the employees to always do whate=er management as!s them
to do without formal documentations8

0a!ing all the limiting factors into consideration E4cellance Consultancy "irm
decides that Huestionnaires& inter=iews and o$ser=ation are the $est methods to $e used in
carrying out the in=estigation process8 0he Huestionnaires consist of nine AGC structured
Huestions8 0hese Huestions will $e used $ecause they will help to pro=ide information that will $e
reHuired from the different departments at Super 9acations8 Employees will feel more
comforta$le answering a Huestionnaire than agreeing to an inter=iew as a higher le=el of
confidentiality is guaranteed8
,n inter=iew session will $e scheduled with the management team so as to get adeHuate
insight on what actions& if any& that may ha=e led to the ongoing challenge8 e ha=e chosen
structured inter=iew Huestions $ecause of the ad=antages they pro=ide8 0hey pro=ide similar
and different perspecti=e from each employee8 0he inter=iew process helps create that oneEtoE
one atmosphere $etween inter=iewees and the inter=iewer8 2n comparison to administering
Huestionnaires& the process allows you to as! followEup Huestions that will not $e generally
appropriate for a Huestionnaire8 .ne disad=antage howe=er& is that response will $e challenging
to analy<e8
.ur Senior "ield Consultant along with a 7unior Consultant will conduct o$ser=ation
sessions which will continue for fi=e days8 0he o$ser=ation process has the ad=antage that allows
us to assess the $eha=ioural pattern of the employees8 "irst hand information is incredi$le and
much relia$le8 "rom this approach we will $e fully a$le to ma!e a comprehensi=e assessments
and recommendations as to resol=e Super 9acations> case8
Con+"*te+ on No!e0'er 259516 2B15
S"'0itte+ '8: Senior Con)"ltant: Fornette 7ell8
Con(ir0e+ '8: Senior &iel+ O')er!er: %an*e $anele8
2n order to remain competiti=e and continue to pro=ide Huality customer ser=ice with
moti=ated& committed and dedicated employees& E4cellance conducted an o$ser=ation period as
appro=ed $y Super 9acations8
2n this o$ser=ational study& we sought to disco=er what leadership techniHues and group
s!ills were actually practiced $y Super 9acations> employees8 .ur field study entailed =isiting
different departments within the company8 0he company operates on a shift $asis& the morning
shift commences as early as ;#)( a8m8 while the e=ening shift $egins at )#(( p8m8 ,t the
commencement of our o$ser=ation it was noted that employees within specific departments were
most tardy8 e o$ser=ed the $eha=ior of managers and employees including customer
interactions8 2n doing so& we were a$le to see the time employees would arri=e for wor!8 0his
was done without interfering with normal operations8
During the o$ser=ation we reali<ed that there was a register for the logging of names& we
noted that persons were a$le to sign for each other8 -ot only were persons signing for each other&
$ut it was e=ident that the le=el of commitment was =ery low and punctuality was =ery high8 "or
most of the days we were always early and G;N of the staff arri=ed up to one hour A'hrC after
their shift starts8 0his was not only line staff $ut also managers and super=isors where seen
strolling in minutes after their schedule arri=al time8
Right there and then we reali<ed that the reason for the poor customer satisfaction rating
was that there were no managers and super=isors around to ensure that complaints are handled
satisfactorily8
Staff mem$ers> would display de=iant wor!place $eha=ior& for instance on one specific
day while o$ser=ing the operation of the guests ser=ices staff& we saw one of them with
earphones in her ears& and a guest was waiting to as! a Huestion& $ut she did not reali<e the guest
was standing infront of her at the des!8 hen we spo!e to her she told us that& s-e 2as 3ored
and -as not-ing else to do8 She could not recogni<e the fact that the guest was waiting and she
was negligence8 Her colleagues informed us that she is li!e that and it does not matter how many
times her super=isor reprimanded him she was not willing to change8
0he staff mem$ers ha=e no respect for each otherL they spea! with each other howe=er
they please& naturally this $rea!s team spirit and segregate staff8 .ne of the contri$uting factors
is that staff does not ha=e su$stantial freedom and discretion to their indi=idual scheduling
AautonomyC80hese Mo$s function can facilitate same& $ut this would $e a decision for management
to consider8 .n the matter of wor!ing conditions and safety concerns& we o$ser=ed that
consistently throughout the wee! most of the machine operators AMaintenance and :itchenC
employees did not wear protecti=e clothing or gears8 0he safety precautions were least adhere to
while some female employees wear slippers in the most ha<ardous area of the hotel8

SUMMARY O& OBSERVATION STU#Y
Management ma!es all the decision
ACentrali<ationC
0he employees> attendance register
is not monitored
+ac!s commitment
PunctualityEtardy
Staff and managers lac! training
,pproach to customer ser=ice
Mem$ers of the management team is
ha$itually late8
Stress is e=ident
Staff disrespectful to each other
0heory 4 was e=ident
2n conclusion& we were a$le to go into the organi<ation at times con=enient to us and
times that we thin! would $e $eneficial to the study8 e were a$le to capture the complete spirit
of the corporation& and a$le to relate our findings to leadership style and organi<ational $eha=ior
theories8 0hrough the series of o$ser=ations and corporate research we disco=ered that Super
9acations employees demonstrate =ery poor Huality leadership s!ills& =ery poor communication
s!ills they were not moti=ated to wor!& and they were la<y8
PS#
Based on the captioned summary we will ma!e recommendations accordingly8
Senior "ield .$ser=er# +ance Paneley
2n assessing and analy<ing the situation at Super 9acations Huestionnaires were administered to
$oth line staff and management at during the period of in=estigation8 More than a hundred A%((C
Huestionnaires were issued& with a ninety fi=e percent AG;NC response rate8 .utcomes from the
in=estigation were concluded as follows#
Responses y line staff from the !uestionnaires administered are as follows"
#n response to the $uestion of the proportion of gender in the hotel chain"
Pie Chart depicting that fifty fi=e percent A;;NC of the employees at Super 9acations are of male
gender and the remaining forty fi=e percent A6;NC female8
In re)@on)e to te G"e)tion
%ow do you feel aout your current &o position'
0he column chart depicts responses to the Huestion of how line staff feels a$out their current Mo$
position8 Se=enty percent A3(NC of the employees e4pressed that they are dissatisfied with their
Mo$ position while& twenty percent A'(NC are satisfied8 0he remaining ten percent A%(NC of
employees outlined that they felt good a$out their Mo$ position8
In re)@on)e to te G"e)tion:
%ave you een presented with any promotional opportunities'
"rom the respondents of the Huestionnaires it was noted that only twenty percent A'(NC of the
employees were gi=en promotional opportunities8 0he maMority of eighty percent A5(NC of the
employees were not gi=en any opportunities to recei=e promotions8
In re)@on)e to te G"e)tion:
(hat is your mode of work'
Based on the Huestionnaires administered& forty percent A6(NC of the employees wor! under
constant super=ision8 ,nother thirty percent A)(NC wor!s within teams or groups and twenty
percent A'(NC on their own initiati=e8 , minimum of ten percent A%(NC of the respondents
outlined that their mode of wor! were of other nature8
In re)@on)e to te G"e)tion:
(hat is your level of motivation from management over the years'
0he +ine graph depicts the trend o=er the years for the le=el of moti=ation line staff ha=e
recei=ed throughout the period '((5E'(%)8 During the year '((5E'((G employees were
moti=ated $y management the most with a ninety percent le=el of moti=ation8 0here was a minor
decrease in the le=el of moti=ation throughout the years '(%(E'(%%8 , drastic decrease in the
le=el of moti=ation recei=ed from management was depicted throughout the latter two years to
the current year8
In re)@on)e to te G"e)tion
(hat type of motivation do you prefer'
0he maMority of the respondents stated that they preferred $oth e4trinsic and intrinsic moti=ation
ali!e8 0wenty fi=e percent A';NC e4pressed that they prefer to $e moti=ated e4trinsically only&
while fifteen percent A%;NC said they preferred intrinsic moti=ation only8
In re)@on)e to te G"e)tion
(hat motivates you to perform'
0he graph a$o=e shows responses to what moti=ates employees to perform8 Most of the
respondents A6(NC stated that feeling =alued $y the organi<ation and its management team was
the !ey moti=ator for them8 0hirty percent A)(NC of the respondents howe=er& stated that salary
and wages moti=ated them& while twenty percent A'(NC said that good wor!ing conditions was
what moti=ated them8 , minimum if ten percent A%(NC said that the wor! itself moti=ated them
to perform8
In re)@on)e to te G"e)tion
(hat are some of the prolems e)perienced at work'
0he graph shows some of the pro$lems that line staff e4periences at wor!8 0he most freHuent
pro$lem was that of lac! of employeeRemployer communication as outlined $y twenty fi=e
percent A';NC of the employees8 Se=enteen percent A%3NC said that lac! of training was another
pro$lem they faced8 Eighteen percent A%5NC referred to the pro$lem of crossEcultural differences
while twenty percent e4pressed the pro$lem of lac! of moti=ation and empowerment $eing an
issue8
In re)@on)e to te G"e)tion
*o you think that management understands what motivates employees in the conte)t of the
&os that they perform'
Based on the responses recei=ed through administering the Huestionnaires and inter=iews it was
outlined that forty percent A6(NC of the employees thought management is ma!ing an effort to
understand what moti=ates employees in the conte4t of their Mo$8 0hirty percent A)(NC of the
employees thin! that impro=ement is needed on the part of management& while ten percent
A%(NC thin! that they fully understand what moti=ates employees in the conte4t of their Mo$8
0wenty percent A'(NC thin! that management are hesitant to understand what moti=ates
employees8
MANAGEMENT RES$ONSE
TO THE $ROB%EMS AS INTERVIE-E#
2n in=estigating the pro$lems faced $y Super 9acation it is imperati=e to loo! at all sides of the
eHuation including e=ery aspect and player within the organi<ation8 2t is with this in mind that the
managers were also inter=iewed and Huestioned as to how they might or might not contri$ute to
the pro$lem at hand8 Managers> performance within the organi<ation can ha=e a significant
impact on the producti=ity of line staff and other management staff8
2t is the responsi$ility of managers to get things done through others8 0hey perform four core
functions8 0hese includeL planning& organi<ing& leading and controlling8 0he function of planning
includes defining goals& esta$lishing strategies and de=eloping plans to coordinate acti=ities8
.rgani<ation is determining what tas!s are to $e done& who is to do them& how the tas!s are to $e
grouped& who report to whom& and where decisions are to $e made8 .n the other hand&
controlling defines the monitoring acti=ities to ensure they are $eing accomplished as planned
and correcting any significant de=iations8
0o ha=e $etter assessed and analy<ed the pro$lems Super 9acation has $een e4periencing&
inter=iew sessions were conducted and the following findings were recei=ed#
In re)@on)e to te G"e)tion
*o you think your approach to management is effective'
"ifty percent A;(NC of the management team stated that they do not thin! their approach to
management is effecti=e& while thirty percent A)(NC thought their approach was effecti=e8
,nother twenty percent A'(NC were not sure whether or not their approach was effecti=e8
In re)@on)e to te G"e)tion
*o you elieve that motivation and empowerment contriutes to employees+ productivity'
0he a$o=e pie chart shows responses to the whether managers $elie=e that moti=ation and
empowerment contri$utes to employee>s producti=ity8 Eighty percent A5(NC of the management
team confirmed that yes those factors contri$ute to employee>s producti=ity8 ,n eHual ten percent
A%(NC said no and that they are not sure if empowerment and moti=ation contri$utes to
employee>s producti=ity8
In re)@on)e to te G"e)tion
%ow would you descrie the flow of information within the organi,ation'
Eighty percentages A5(NC of the management team inter=iewed outlined that downward
communication is the predominant flow of information within the organi<ation8 "ifteen percent
A%;NC of the flow of information is done through lateral communication and a minimum of fi=e
percent A;NC of the management team e4pressed that upward flow of information is used8
In re)@on)e to te G"e)tion
*o you think the type of communication flow used is effective'
0he management team e4pressed their =iews on their thoughts of the effecti=eness of the
communication flow used in the organi<ation8 Se=enty percent A3(NC is of the =iew that no the
communication flow used is not effecti=e while& twenty percent A'(NC said yes it is effecti=e8
0en percent A%(NC of the management team were undecided on the effecti=eness8
In re)@on)e to te G"e)tion
(hat are some of the prolems affecting productivity'
Based on the responses& thirty three percent A))NC of the management team noted a$senteeism as
the highest pro$lems affecting producti=ity8 0hirty two percent A)'NC said high turno=er is the
most pre=alent pro$lem affecting producti=ity and twenty fi=e percent A';NC said increased
customer complaint was another pro$lem8 0en percent A%(NC said that lac! of s!ills is the
pro$lem affecting producti=ity8
In re)@on)e to te G"e)tion
%ow would you descrie your employees'
"orty fi=e percent A6;NC of the management team descri$ed employees as $eing la<y and thirty
fi=e percent A);NC descri$ed them as lac!ing in commitment8 "ifteen percent A%;NC descri$ed
employees as $eing underproducti=e while the remaining fi=e percent of the inter=iewees were
indecisi=e8
In re)@on)e to te G"e)tion
(hat would you consider to e some of the challenges employees face'
Si4ty percent AF(NC of the management team stated that emotional la$our was the maMor
challenges faced $y the organi<ation8 ,nother twenty percent A'(NC of the team stated that
discrimination was a challenge faced $y employees8 +ac! of s!ills and not ha=ing any interest
was the challenge that ten percent A%(NC of the management team said employees face8
2n light of the in=estigation carried out at Super 9acations& the findings carefully assessed&
analy<ed and interpreted are presented in this document8 0hese findings are not restricted to
limitations of this in=estigation and as such any aspect that is deemed false $y the organi<ation&
the Partners of SE4cellanceJ will accept full responsi$ility8
Based on the information garnered from the line staff of Super 9acations through Huestionnaires
and inter=iews it was e=ident that most employees were dissatisfied with their Mo$s8 7o$
satisfaction can $e defined as a positi=e feeling a$out one>s Mo$ resulting from an e=aluation of
its characteristics8 ,n employee who is dissatisfied normally holds negati=e feelings a$out the
Mo$8 ,s was seen at Super 9acations there were increased a$senteeism and high turno=er& these
were $elie=ed to $e lin!ed to Mo$ dissatisfaction8 Based on the theoretical framewor!L the e4it&
=oice& loyalty& neglect framewor!& were e=ident within the organi<ation and shed some light on
the conseHuences associated with dissatisfaction8 E4it pointed to the $eha=iour of employees
lea=ing the organi<ation resulting in high turno=er of staff8 0he aspect of S=oiceJ was e4pressed
through employees participating in this in=estigation $y responding to Huestionnaires and $eing
acti=e in the inter=iew sessions8 +oyalty is e4pressed $y employees waiting for conditions to
impro=e and putting their trust in management8 "inally neglect is e4pressed $y employees of
Super 9acation $y allowing conditions to worsen $y $eing freHuently a$sent& tardy and showing
lac! of commitment $ased on the findings8
,nother pro$lem that was reali<ed throughout our in=estigation was that of promotion stagnancy
eighty percent A5(NC of the respondents stated that they ha=e ne=er gotten the opportunity for
promotion8 0his allows for employees to feel under=alued and hinders their need for selfE
actuali<ation8 ,s outlined from the data collected employees were moti=ated $y management in
pre=ious years8 0he trend o$ser=ed was that it has $een from the year '(%% that there has $een
such a drastic decrease in management>s approach to moti=ating employees8 0his is assessed to
$e as a result of lac! of empowerment and appropriate moti=ation on the part of management
causing them to neglect the needs of employees8 Employees prefer to $e moti=ated $oth
intrinsically and e4trinsically as oppose to $e limited to only one type8
Employees of Super 9acations want to $e moti=ated intrinsically $y management showing and
recogni<ing that they are =alued and e4trinsically through their salary and wages8 2n congruence
with Her<$erg and his two factor theory& when factors such as those outlined referred to as
hygiene factors are adeHuate& people will not $e dissatisfied nor will they $e dissatisfied8 He is of
the =iew that to moti=ate people on their Mo$s factors associated with the wor! itself or to factors
deri=ed from the outcomes of it& including promotional opportunities& recognition and
achie=ement should $e emphasi<ed8 "rom information gathered management has ne=er
considered moti=ational as a lin! to producti=ity8 0herefore none of the employees rated
management as e4cellent for moti=ational approach8 "inally& communication and cultural
challenges were maMor responses e4pressed $y employees of Super 9acation8 Management style
of leadership is one of the unresol=ed issues& e4pressed $y employees as well8
Based on Huestions administered to the management team of Super 9acations through use of
Huestionnaires and inter=iew sessions the following findings were analy<ed#
,s was the trigger e=ent for this in=estigation it was e=ident that the managements>
approach was not effecti=e8 "ifty percent A;(NC of the management team themsel=es
e4pressed that they do not deli=er the most effecti=e management strategies to stimulate
the moti=ation of line staff8
Based on the inter=iew done with the management team our in=estigators disco=ered that
management is of the =iew that the employees are la<y and lac! commitment8 Based on
these findings it was surmised that reduced producti=ity is as a result of the staff $eing
la<y8 E=idently& it is =iewed that management has deduce the theory * assumptions
proposed $y theorist Douglas McGregor8 0his theory assumes that employees who disli!e
or are dissatisfied at wor! are la<y& disli!e responsi$ility& and must $e coerced to perform8
0his is confirmed $y the maMority of forty percent A6(NC of management responses8
Communication is the most important process in managementL howe=er $ased on
o$ser=ation it is o$=ious that communication is an ongoing pro$lem $etween
management and employees8 Communication at Super 9acation is predominantly
downward& limiting the process of feed$ac! from employees through upward
communication8 0here is no dou$t with the percentage that is reflecting in the findings8
0hat reads A3(NC of the response to the Huestion of communication effecti=eness
indicated that communication was not effecti=e throughout the company8 Communication
has $een a maMor challenge at Super 9acations8 Communication in any organi<ation
should ser=e four main functionsL control& moti=ational e4pression and information8
2t was also noted that some of the pro$lems affecti=e producti=ity includedL a$senteeism&
high staff turno=er& increased customer complaints and to a lower e4tent lac! of s!ills8
,$senteeism and high turno=er was of significant concern and is thought to $e in close
relation to the le=el of moti=ation of employees and thus the measure of Mo$ satisfaction8
E=idence indicates that an important moderator of the satisfactionEturno=er relationship is
the employee>s le=el of performance8 ,s is often the case& happy wor!ers tend to $e
producti=e wor!ers8 0herefore if an employee misses wor! freHuently it is assumed that
they are dissatisfied8 Howe=er& other factors could $e attri$uted to this cause8
"inally& management staff e4pressed that any appropriate change approach as deemed fit
$y our team at E4cellance will enhance the employees> producti=ity and the company>s
o=erall effecti=eness8 0hus recommendations will $e welcomed accordingly8 e noted
that the o=erall wea!nesses $etween management and employees were e=ident $ased on
the in=estigation8 2n contrast& management has admitted their wea!nesses in stimulating
the o=erall producti=ity of employees and employees ha=e identified the moti=ating
factors to $e impro=ed within the operations of the company& to impro=e the sustaina$le
wellE$eing of its future8
RECOMMEN#ATIONS9 PRESE-0ED 2- "./R PH,SES
S"@er Va*ation) Cange A@@roa*
$HASE ONE
Change is ma!ing things different while planned change is a goal oriented acti=ity8 0he decision
to scale down operations at Super 9acations is li!ely to $e a potential crisis if it is not
communicated tactfully8 0o effecti=ely implement the plan& there are systematic ways in
de=eloping& supporting and communicating the plan to employees8
0he first step in the change implementation process is to in=ol=e the most affected employees#
this typically suggests upper le=el management and other e4ecuti=e whose processes will $e
affected $y the change8 2t>s difficult for indi=iduals to resist a change decision in which they
participate8
RESISTANCE TO CHANGE

Employees ha=e $een demonstrating le=els of dissatisfaction in a$senteeism& high turno=er and
increase customer complaints8 0hus& we are cogni<ant that there is a possi$ility that they will
resist any li!ely changes8 ,s a general rule& it is not the proposed changes that people resist& $ut
the impact that the changes will ha=e on them8 Helping employees anticipate difficulties and
informing them as to how the impeding challenges will $e handled can $e a source of comfort to
them8 Communication can $e helpful in selling the need for change8 Communicate to the
employees what is occurring& why the changes are $eing made& and how it will de=elop is
critical8 Changes can create a lot of fearL increase communication can $e used to calm employees
and encourage their continued support8 Most critically& as general manager& pay close attention to
downward communication $ut more so upward communication that can occur8
CONSU%TATIVE COMMITTEE
e are recommending that within the company there $e an organi<ed $ody such as a
Consultati=e Committee8 AEmployees and managementC 0here is a clear relationship $etween
employees> producti=ity and deEmoti=ation8 0hus& o=erall& morale& commitment and producti=ity
are impro=ed if employees they are $eing treated as people and not merely cipher8
Redundancy E4ercise
+ayoffs are usually carried out to cut costs in order to dig the company out of a hole or ma!e it
more profita$le8 But !eep in mind that layoffs can $e costly in other ways8 "or e4ample& the
company may ha=e to pay se=erance pac!ages& remaining wor!ersP producti=ity and morale may
decline& and the company might e=en $e faced with a lawsuitRand union stri!e& depending on
how the layoff is conducted8
Gi=en the ris!s& Super 9acations should carefully consider whether they really need to conduct
layoffs and whether they can do so legally8 2n some cases& less painful alternati=es can do the
tric!8 0hese might include#
a free<e on hiring& promotions& or pay raises
a free<e on filling positions left =acant when employees lea=e =oluntarily
cutting other costs
pay cuts
as!ing employees to ta!e time off or reduce their hours
reducing authori<ed o=ertime& or
Pro=iding =oluntary termination incenti=es to allow employees to decide whether to Huit
in e4change for a pac!age of $enefits8
E=en if implementing these strategies wonPt eliminate the need for layoffs& $y considering and
perhaps implementing some of these alternati=es $efore laying wor!ers off& fewer wor!ers will
Huestion whether the layoff was truly necessary8
2f the redundancy e4ercise is a must the following method should $e employed#
8e$i9i%: (+o to La; O<
%8 Decide what the company will need going forward8 Before deciding whom to cut& the
company will ha=e to thin! a$out its future direction8 2s the company shrin!ing in some areas
and e4panding in othersT 2s the corporate focus shiftingT hat are the essential positions that
must $e !ept for this plan to succeedT
'8 "igure out which departments or positions will $e cut8 -ow that you !now your companyPs
goals& you will $e a$le to figure out which areas need to $e scaled $ac!8 ,t this point& you
should focus on Mo$s and positions& not on indi=idual wor!ers8
)8 Esta$lish the criteria for layoff decisions8 .nce you ha=e a sense of what s!ills the company
will need going forward& you can decide how to select wor!ers for layoff8 0he safest course&
legally& is to use o$Mecti=e criteria li!e seniority& producti=ity& or sales num$ers8 2f you will
consider su$Mecti=e Hualities li!e Huality of wor!& willingness to learn new tas!s& or
communication s!ills& ma!e sure e=eryone applies these criteria consistently8 ,fter the criteria
are set& apply them to the wor!ers in the targeted departments to come up with an initial layoff
list8 .nce the initial list is finished& loo! it o=er for potential pro$lems8 Ma!e sure your layoff
plan doesnPt discriminate Aor appear to discriminateC on an illegal $asis such as race& age& or
gender8 "or e4ample& if you lay off the wor!ers on your list& will the company $e getting rid of a
disproportionate num$er of women or minority wor!ersT 2f& after ma!ing your list& you find that
most people on it are& say& women o=er the age of 6(& rethin! your plan8
68 :eep enough people to do the wor!8 Ma!e sure the wor!ers who are left will $e a$le to do the
wor! that remains8 or!ers you donPt lay off will Huic!ly $egin searching for new Mo$s if they
are as!ed to do twice as much wor!8
-. A!oi+ %egal $ro'le0)2 /ake sure you are on solid legal ground efore you do anything. #n
order to avoid legal troule0 you should"
Ha=e a legitimate $usiness reason8 1our company should ha=e =alid& $usinessErelated
reasons for the layoff8 .therwise& you in=ite lawsuits from disgruntled employees or
union stri!e8 , decrease in sales& loss of a credit line& or o=erstaffing are legitimate
reasons for a layoffL trying to get rid of older wor!ers or punishing union supporters are
not8
Chec! written personnel policies8 0o ascertain specific rules as to when& and how& you
may conduct a layoff8 :now the rules and follow them8
Chec! employment contracts8 2f a wor!er has an employment contract with the company&
chec! it carefully to ma!e sure you can lay off the wor!er for economic reasons8 0he
contract also might reHuire se=erance8
Re=iew collecti=e $argaining agreements8 2f the wor!place is unioni<ed& chec! the
collecti=e $argaining agreement for limits or rules on laying off wor!ers8 Con)i+er
o((ering )e!eran*e or oter ter0ination 'ene(it)2 E=en if the company is not reHuired
to offer se=erance or other termination $enefits& consider doing so anyway8 2tPs a good
way to show laid off employees& retained employees& and the general pu$lic& that the
company =alues the wor!ersP contri$utions and is concerned for their welfare8
THE %AY O&& $ROCESS
2' A*t G"i*Al8
Don>t let employee speculation precede your official layEoff notification8 2f employees start
$u<<ing a$out potential layoffs& you run the ris! of ha=ing your staff>s morale as well as their
producti=ity drop8 ,lso& your $est wor!ers may Mump ship& thin!ing they won>t $e spared8 "or
possi$le hope of effecti=eness from a management perspecti=e the following recommendation is
proposed
0o pre=ent rumors from getting out management could consider ma!ing an
announcement without delay& outlining the proposal and stating at what stage
consideration it is at8
0he method of announcing is =ery important8 /sing a memorandum& wording can affect
the employeesL there must $e an attempt to forestall conflict $y using diplomatic wording8
0he announcement should $e honest8 2t should disclose all the facts and changes that will
affect employees
'8 Ha!e an)?er) @re@are+6 'e re)@e*t("l an+ @ro!i+e )"@@ort
Losi%: o%e=s &o) 9!e to 9o*%si>i%: is a tra!mati$ e4"erie%$e7 a%9 ;o!r
*or?ers 9eser#e to ?%o* ;o!=re ta?i%: t+e matter serio!sl; a%9 9oi%:
e#er;t+i%: ;o! $a% 1 8o%=t s!:ar$oat it
2t may seem cruel& $ut you ha=e to ma!e it clear that the decision is final8 hen you lay off
employees& you create a maMor set$ac! in their careers8 2n most cases& the concern is purely
financial& which means the wor!er>s dedication and Mo$ performance $arely factor in8 ,s a
manager& you can offer counseling also pro=ide references& and recommendation letter8 0hough
you need to face your employee and $e honest a$out the situation& antagonism isn>t necessary
when you lay off employees
RECOMMEN#ATIONS
S"@er Va*ation) /o' )tr"*t"ring a@@roa*
$HASE T-O
Regardless of whether you are operating during a credit crunch or not D staff moti=ation is
influenced $y the following factors# ha=ing the right person in the Mo$ who is capa$le of doing itL
eHuipping them to do the Mo$ $y gi=ing them the right tools and support and finally setting
realistic targets that they $elie=e can $e achie=ed8
e are recommending that Super 9acation consider redesigning some Mo$ structures& for the
purpose of effecti=eness and o=erall company impro=ement8 ,s disclosed in the findings
monotony is e=ident thus these recommendations follow8
/o' Rotation 3Cro)) Training4
0his is the periodic shifting of an employee from one tas! to another8 0his will eliminate
$oredom and ma!e staff more fle4i$le and also $ring certain le=el of empathy towards coE
wor!ers& $ecause each person has an understanding of the roles and functions of a post8 0he !ey
here is to rotate employees at the same s!ill le=el8 Departments recommended for cross training
food and $e=erage& restaurants& administrati=e and house!eeping8
/o' Enri*0ent
7o$ enrichment is the =ertical e4pansion of Mo$s8 0his process will allow the employee to ta!e
part in the planning& e=aluation and e4ecution of the wor!8 2t is recommended that departments
where the employee>s interaction with the guest can garner information that would $e critical to
the planning and e4ecution process of the department8 Departments recommended for 7o$
Enrichment are Entertainment& watersports& front des! and sales& house!eeping& administrati=e
and food and $e=erage8 0his will increase employees SownershipJ of their wor! and impro=e
their wor! as meaningful and important8
RECOMMEN#ATIONS
S"@er Va*ation) Training
$HASE THREE
Regular& effecti=e and rele=ant training is massi=ely important and a great moti=ator8 2f you want
them to perform properly and consistently then you ha=e to gi=e them the tools to do so8 0raining
is always good& it !eeps people up to date and focused on the Mo$ at hand& it !eeps their s!ills at
the forefront and it will show them that management are o$=iously concerned with how well
they do their Mo$& etc8 2f they are gi=en good Huality training that co=ers the topics and issues
they are faced with then they will respond and to a certain e4tent moti=ate themsel=es to stic!
with what they learn8
0raining should co=er the following#
0echnical S!ills to upgrade and impro=e wor!er>s efficiency and to !eep them upEtoEdate with
new technology
2nterpersonal S!ills and Pro$lem Sol=ing S!ills this should entail the following topics#
Customer Ser=ice
o the e4ternal and internal customer
o How to deal with pro$lem customers
Cultural Sensiti=ity
o 2ntroduction to culture
o /nderstanding Cultural Sensiti=ity
SelfEDe=elopment
o ,ttitude and Beha=iour
o 0ime and Stress Management
0ourism
0he 2mportance of 0ourism
0he 2mpacts of 0ourism
0he Company ASuperE=acationsC
o 0he History
o Mission& 9ision
o Rules and Policies
o Employee>s Role
RECOMMEN#ATIONS9
S"@er Va*ation) linA re?ar+) to @er(or0an*e
$HASE &o"r
"or Super 9acations to implement a system of rewards $ased on performance an effecti=e non
$ias method of performance appraisal system should $e implemented8 "or instance a Graphic
Rating Scale could $e used8 0his method is a set of performance factors such as Huantity and
Huality of wor!& depth of !nowledge& cooperation& attendance and initiati=e is rated on a scale8
hen properly conducted& a performance appraisal can pro=ed each mem$er of staff with written
feed$ac! on his or her performance8 Moreo=er& it must $e a$le to pro=ide plans and actions for
impro=ement8 ,s part of the appraisal& the manager and the employee must $e a$le to agree on
specific goals and timeline8 Performance appraisal should $e fair& o$Mecti=e& informati=e and
positi=e8
%i)tening to 8o"r tea0
Moti=ation and reward schemes need to ha=e a high satisfaction le=el and appeal8 Basically& the
thing that might moti=ate one person won>t necessarily wor! with another8 So it is $est to ha=e
se=eral reward schemes8 Staff needs to feel secure with respect to their Mo$ and their
performance8
Suggestion for reward schemes
1es& reward is a$out the financial element D $ut encompasses more than Must cashL
INSTAN# &EE#BAC7 3Co00"ni*ate4
Recognition is a$out staff !nowing that they are doing a good Mo$ and feeling =alued as a resultL
A letter (ro0 te CEO to a team or employee that performs particularly well can remind people
that their contri$ution is =alued $y the whole organi<ation8
A !i)it (ro0 te CEO or General Manager to a department& to congratulate and encourage
them on a Mo$ well done is simple $ut effecti=e8
A tele@one *all (ro0 a )enior 0anager congratulating a team mem$er is eHually as effecti=e
as an offer of a training course or gift =oucher8
-eeAl8 Si(t 0eeting)
, $rief meeting at the $eginning of the wee! is a great way to moti=ate the team and get
e=eryone into wor! mode8 Sharing good customer feed$ac! from the pre=ious wee! could lift a
team and end the meeting on a high
$UB%IC RECOGNITION
Te Noti*e Boar+ , simple& lowEtech $ut timeless way to communicate& a notice $oard can $e
one of the most effecti=e ways to share good customer feed$ac!8 But $e careful& a $oard
displaying compliments all for the same person can cause resentment and loo!s a little $it li!e
hero worship8 2f someone is outperforming others consistently& display a few of the $est
feed$ac! comments and reward that mem$er of staff in a different way8 0hey pro$a$ly deser=e
it8
U)e Te*nolog8 a large plasmaEscreen 09s on the department and e=en customer area can $e
useful as a highEtech alternati=e to the feed$ac! notice $oard8 ,t certain times during the day the
latest positi=e feed$ac! could $e displayed8 0his has the ad=antage of $eing =isi$le to far more
agents than a notice $oard in only one place8 Good feed$ac! could also $e com$ined with tips
and hints as a constant $ut uno$trusi=e reminder to deli=er a high le=el of ser=ice at all times8
Intranet an+ oter 0e+ia )ite)6 )haring feed$ac! on the company intranet and face$oo! sites
can increase the =isi$ility of customer feed$ac!8
Monetar8 an+ oter in*enti!e) )"* a)
E+"*ation Grant awarded to high performer a crucial method that reward the intrinsic nature of
the employee and also =ery $eneficial to the company8
Bon")6 end of year $onus that is $ased on performance appraisal
$in) an+ $lag"e)6 aptly titled such as team player& employee of the month etc8
Moti=ation is an internally generated dri=e to achie=e a goal or follow a particular course of
action8 Highly moti=ated employees focus their efforts on achie=ing specific goalsL those who
are not moti=ated do not8 2t is the manager>s responsi$ility& therefore& to moti=ate employeesUto
get them to try to do the $est Mo$ they can8 But what moti=ates employees to do wellT How does
a manager encourage employees to show up for wor! each day and do a good Mo$T 2ncome helps&
$ut many other factors influence a person>s desire Aor lac! of itC to e4cel in the wor!place8
hat implications does Maslow>s theory ha=e on management at Super 9acationsT
Psychologist ,$raham Maslow>s hierarchyEofEneeds theory proposed moti=ation in the fi=e
unmet needs8 0here are two !ey points# A%C -ot all employees are dri=en $y the same needs and
A'C the needs that moti=ate indi=iduals can change o=er time8 Managers should consider which
needs different employees are trying to satisfy and should structure rewards and other forms of
recognition accordingly8
"rederic! Her<$erg& set out to determine which wor! factors Asuch as wages& Mo$ security&
or ad=ancementC made people feel good a$out their Mo$s and which factors made them feel $ad
a$out their Mo$s8 He sur=eyed wor!ers& analy<ed the results& and concluded that to understand
employee satis(action Aor dissatis(actionC& he had to di=ide wor! factors into two categories#
"oti+ation (actors8 0hose factors that are strong contri$utors to Mo$ satisfaction
4)giene (actors8 0hose factors that are not strong contri$utors to satisfaction $ut that
must $e present to meet a wor!er>s e4pectations and pre=ent Mo$ dissatisfaction8
0o conclude E4cellance Consultancy 2n=estigators certify that the information in this
proposal is as a result of the approaches underta!en to gather data8 2t is guaranteed that upon any
approach in the interest of Super 9acations to implement most or all recommendations& the
company will see a significant difference in employees o=erall $eha=iour and greater efficiency
in the company>s producti=ity
,fter gathering and e=aluating data& it can $e concluded that lac! of commitment& lac! of
moti=ation in employees> selfEesteem& which in turn affected the moral of the other employees8
,s a result lower rating for the company due to poor ser=ice that was gi=en to the customers8
hen employees are committed and moti=ated you will see an increase in customer satisfaction
and customer loyalty8 8
0he employees seem to ha=e an issue with the culture of the general manger and most of
the other e4patriates8 E=idently& $oth management and staff are e4periencing culture
disorientation8 0he General Manager from Bar$ados shares different culture from the employees8
Repeated conflicts and personality influences are maMor pro$lems that Channel has to encounter8
E4cellence has made appropriate recommendations> applica$le as correcti=e measures to control
this !ind of $eha=iour8 E4cellance has made appropriate recommendations with regards to
communication in reducing the culture clash8
Data collected also showed that there is a high degree of Mo$ neglect which included
chronic a$senteeism and the tardy attendance of employees& moreo=er& when employees find
more lucrati=e opportunity they might lea=e as well as remain in good faith of loyalty8
2n general communication cannot $e o=eremphasised8 Good communication S!ills and
accepta$le or!ing Conditions& com$ined with supporti=e colleagues wor!ing in the form of
teams will get greater output8 2n addition& leadership is a maMor determinant of 7o$ Satisfaction8
Studies show that employees> satisfaction is increased when the immediate super=isor is friendly
and understanding
Super 9acation must reali<e that happy employees will $e much more effecti=e and
efficient which will in turn promote greater producti=ity8 0hus $y employing the
recommendations made Super 9acation is lia$le to see employees transformation& an increase in
sales and customer satisfaction and o=erall a producti=e thri=ing tourism enterprise8
0han!s for choosing MGS E4cellence8
S/PER 9,C,02.-S
)% .cean Place Building -o# '
:ingston ;&
7amaica& 828
Email: saless!"er#a$atio%s&amai$a'$om
(e)site: ***'s!"er#a$atio%s'$om
Tele"+o%e , -./ 052124221. 3a4 05212420
General Manager# Mr8 Michael Mallett MB,
HR #ire*tor# Mr8 Dwight Camp$ell Bsc8
Hotel Re)i+ent Manager# Ms8 Gi<ele Sil=era8 Bsc8 Dip8
8e$em)er 237 2523
Ms @a%et Gor9o%
Ma%a:er
2. Mai% Street7 O$+o Rios7
St A%%7
@amai$a ('I'
8ear Ms' Gor9o%:
Due to the implementation of the suggested recommendations proposed $y E4cellance
Consultancy "irm& the following changes were identified as it relates to our employees at
Super 9acations8
e at Super 9acations want to than! you for your =alua$le recommendations8 e ha=e so far
started applying these strategies8 0he a$senteeism& lateness& low producti=ity and
empowerment of our staff ha=e significantly redressed8
Some signi(icantl) c-anges -a+e ta5en place as (ollo2:
'eed3ac56 /(ter !mplementation o( .ecommended
Strategies $y E4cellance
Employees $ecame more fle4i$le due to the implementation of Mo$ rotation8
Employees were now a$le to perform a =ariety of tas!s outside of their regular
suggested duties8 ConseHuently& employees> li=es were impacted $oth indi=idually and
professionally8
,utonomy was now $eing displayed& as through Mo$ enrichment& employees at the
lower le=el were not only ta!ing part in the e4ecution of wor! $ut also in the planning
and e=aluation process8
Employees are now e4hi$iting satisfaction of moti=ation as producti=ity le=els sore8
0he implementation of a performance appraisal system and an award recognition
system dro=e employees to produce more8 0his enhanced producti=ity le=els at Super
9acations and as a result profit margins $egan to increase8 , higher le=el of team
wor! and group effort was now $eing displayed8 0he goals and o$Mecti=es of Super
9acations are now $eing met through com$ined effort8
0he communication le=els $etween line staff and management was now on par8 0his
allowed for commendations and suggestions toward impro=ement where necessary8
e ha=e acted on the recommendation of an open E door policy& thus strengthening
management and employees tides8
Employees are no longer displaying 0heory 4 attitudes& where$y they had to $e
coerced to perform their duties8 Employees are now displaying 0heory 1 attitudes8
0hey are now =iewing wor! as $eing natural and are more committed to the
company>s o$Mecti=es8 2n addition& employees are now displaying self control and
e4ercising selfE direction8
1ou were recommended to us and we will recommend you to others8
1ours truly
Michael Mallett AMr8C
General Manager
&EE#BAC7 A&TER THE IM$%EMENTATION O& RECOMMEN#E#
STRATEGIES
0he following implementations of the suggested recommendations were made and the
following changes were seen in the employees $y their managers#
A2B Moti=ation D employees were highly moti=ation due to the introduction of incenti=es&
performance appraisal system and award recognition system which allowed the
employees to feel intrinsically $etter a$out them8 0heir moti=ations lead to increased
producti=ity8 Employees were now eager to meet the goals of the organi<ation team
effort and as such the organi<ation $egan to see these $enefits through increased
profits8
A2B 7o$ Rotation D employees gained e4perience from cross training which helped to
$roaden their !nowledge of another department& which cause them to $ecome more
fle4i$le and appreciati=e of their Mo$s8
A3B Communication D managers agreed to openly communicate with employees which
created a $etter communication channel8 Employees were $etter a$le to understand
and relate to their managers8 Managers $ecame eager to accept recommendations
towards impro=ements where necessary8 0he communication le=els $etween
employees and management was now understanda$le eHual8 0his allowed for
recommendations toward impro=ements where necessary8
A4B Commitment D employees $egan to display loyalty towards the organi<ation8 0he
managers no longer =iewed their employees in a negati=e way& as they did not ha=e to
coerce them to perform their Mo$s8 Employees were now displaying selfEregulation as
such they =iewed their wor! as $eing natural therefore they were more committed to
meeting the company>s o$Mecti=es8 0he employees now reali<e that the company care
a$out them therefore they were energi<ed to perform at their $est8
A5B 7o$ Enrichment D employee>s Mo$ scopes were increased through e4tending the range
of their Mo$ duties and responsi$ilities8 Employees were moti=ated Mo$ to $e included
in not only the e4ecution of wor! $ut also in the planning and e=aluation stages8
>"e)tionnaire9 E0@lo8ee
Please place a tic! AVC in the $o4 pro=ided where appropriate8 Do not write your name8 Do
not indicate more than one response per Huestion8 ,nswer as truthfully as possi$le8
2' hat is your genderT
W male W female
2' How do you feel a$out your current Mo$ positionT
W good W satisfied W dissatisfied
3' Ha=e you $een presented with any promotional opportunitiesT
W yes Wno
4' hat is your mode of wor!T
W own initiati=e
W constant super=ision
W groups or team
W otherQQQQQQQQQQQQQ Aplease specifyC
5' Do you feel moti=ated $y managementT
W yes W no
/' 2f yes in what ways are you moti=atedT
W 2ntrinsically
W E4trinsically
W Both
.' hat moti=ates you to perform your Mo$T
W good wor!ing conditions
W salary and wages
W feeling =alued $y the organi<ation and its management team
W the wor! itself
-' Ha=e you $een e4periencing pro$lems with the management approachT
W yes Wno
0' 2f yes& what are some of the pro$lems you e4perience at wor!T
W lac! of moti=ation
W lac! of empowerment
W lac! of employeeRemployer communication
W lac! of training
W crossEcultural differences
Manage0ent >"e)tionnaire
2' Do you thin! your approach to management is effecti=eT
W yes W no W not sure
2' Do you $elie=e that moti=ation and empowerment contri$utes to employees>
producti=ityT
W yes W no W not sure
3' How would you descri$e the flow of information within the organi<ationT
W Downward W upward W lateral
4' Do you thin! the type of communication flow used is effecti=eT
Wyes W no W not sure
5' hat are some of the pro$lems affecting producti=ityT
Wa$senteeism&
Whigh staff turno=er
Wincreased customer complaints
Wlac! of s!ills
/' "rom o$ser=ations how would you descri$e your employeesT
W la<y W not committed W underproducti=e W not sure
.' hat would you consider to $e some of the challenges employees faceT
W Discrimination W lac! of s!ills W emotional la$our W not sure
EHHIBITI1 Vroo0J) EE@e*tan*8 Teor8
EHHIBITI2 T?o9&a*tor Teorie) an+ te -orA@la*e
EHIBHIT I5
Ma)lo?J) Hierar*89o(9Nee+) Teor8 Ma)lo?J) Hierar*89o(9Nee+)
SU$ER VACATIONS ORGANIFATIONA% CHART
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COMMENTS
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