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Role Of Employee Behaviour In Hospitality Industry

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 INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 01, JANUARY 2020 ISSN 2277-8616

Role Of Employee Behaviour In Hospitality

Industry
Abhimanyu Awasthi, Deepika Dhawan, Md. Soyav
Abstract: This study is intended to explore the various approaches of modulating the employee behavior. The study will also focus on impact of
employee behavior on guest perception contributing in the development of brand building in the Hospitality Industry. As a nation grows and d evelops due
to its citizen same is the case with Hospitality Industry due to its employee contribution and behavior, so the researc h will also focus on contributing
factors generated by employee performance. The study aims at creating a deeper insight into exploring various reasons making an employee behave in
a certain manner and so the study also intends to enlighten on the psychology of employee at workplace in the hospitality industry.

Index Terms: hospitality industry, employee behavior, guest perception, employee performance, employee psychology, recruitment, skill development.
——————————  ——————————

1 INTRODUCTION On this aspect too, role of employee behavior plays a very

Hospitality industry is not just a mere word as it is a
comprehensive term which includes several set of fields such
as accommodation, service of food and drink in context with
service industry event planning, theme parks, transportation,
cruise line, travelling , airline in context with the tourism
industry. Hospitality industry as a business entity focuses on
two important aspects known as extra time of guests and
dispensable income of guests & travelers. These features
make hospitality industry a one of its own kind. Skills
development plays a very crucial role in improved employee
behaviors as it leads to better staff performance and guest
satisfaction. Talent management is a topic that researchers
and practitioners have been concerned with for decades (Iles,
Chuai, & Preece, 2010). As talent management plays a very
important role in elevating required staff behavior, it has
become the prime responsibility of the employers to effectively
design and implement effective talent management system for
enhancing employee behavior. A talent management system
which is linked with effective reward system also plays a major
role in talent retention as it becomes a motivating factor for
employees for performing as per the required standard and
need of the guest. A better working atmosphere also acts as a
reward for an employee. According to the World Travel and
Tourism Council (WTTC), the hospitality industry is one of the
most important labor and employment markets worldwide
providing around 100 million jobs with a projected steady
annual growth of 4% over the next decade (April 20 2017).
Employee behavior is largely based on change
incircumstances or atmosphere or working conditions. Hence it
is very important to understand the relationship between
change and employee behavior. While understanding the
relationship, it is observed that there are two important key
components namely adaptability to change and countering
employee resistance to change. These two components if not
handled properly may take a form of obstacle becoming a
hurdle. Guest perception is defined as the understanding and
awareness of the guest about the hotel features, facilities,
services and employee behaviors.
————————————————
• Mr. Abhimanyu Awasthi is currently assistant professor inAmity
School of Hospitality, Amity University, Haryana, Gurugram, India.
E-mail: : aawasthi1@ggn.amity.edu
• Ms. Deepika Dhawan is currently assistant professor in Dietetics &
Applied Nutrition, Amity University, Haryana, Gurugram, India. E-
mail: ddhawan@ggn.amity.edu
• Mr. Md. Soyav is currently assistant professor inAmity School of
Hospitality, Amity University, Haryana, Gurugram, India. E-mail: :
msoyav@ggn.amity.edu IJSTR©2020
www.ijstr.org
crucial role in creating a “wow-factor” to the guest. Guest
perception may be tuned to the expectation of hospitality
organizations by advertising, reviews, public relations, social
media, personal experiences and other channels.
2 SYSTEM MODEL
The basic technique used in the research will be exploring
the high quality primary data & secondary data with the
observation method.
3 PREVIOUS WORK
Employee behavior is based on various organizational
policies. One of them is attracting and retaining employees.
Behavior of employees who are highly motivated and
recognized plays a very vital role in organizational
effectiveness and guest satisfaction. Behavior of talented
employees in successful hotels has been a key differentiator &
area for researchers to explore. These aspects of behavior of
motivated employees are covered in the hospitality literature
(Cappelli and Keller 2014). Collings and Mellahi (2009) argued
that hospitality organizations invest their resources into the
attraction of 74 talented employees in order to sustain
competitiveness.
4 PROPOSED METHODOLOGY
This study based upon primary data and secondary data that
have been collected from text book, research papers and
websites.
5 SIMULATION/EXPERIMENTAL RESULTS
Recruitment is the foundation of creating appropriate
employee behaviour. Ambiguous communication styles such
as gestures, vocal tones and actions apart from what one
employee says to another while communicating in writing or
saying directly affect employee behaviour undoubtedly and
need to be considered while making attempts are being made
by organisations. There are few very important views on
internal communications in context with implicit
communication. In one view employees are seen as threat to
the operational process as they would be not required
whenever their need of requirement will be over. This kind of
implicit communication certainly mars the vision and mission of
any organization and will lead to disdain of loss and
inefficiency of employees. Another view appreciates the
presence of employees in real sense as in not just a mere
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 INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 01, JANUARY 2020
word to express as „asset‟ in the organisational reports. This
view moreover focuses on employees and makes them
believe that they are the main point of consideration and have
a crucial part to play in the growth and success of the
organization. These two above stated visions must be
handled carefully by the organisations so that organisations
communicate unambiguously about what it originally means
rather than creating a confusion or doubt in employees
through official or explicit messages. Leadership skills are also
one of the core elements of employee behaviour for
employees assigned at leadership roles. Hence human
resource team managing the recruitment of such staff and
further while creating a talent pool must be able to identify staff
based on their respective employee behaviour. This also
includes talent management as an implicit process for
managing employee behaviour. Talent management is a topic
that researchers and practitioners have been concerned with
for decades (Iles, Chuai, & Preece, 2010). Employee
behaviour depends largely on three important key elements
which are majorly related with the human resource
department. Those key elements are hiring the right candidate
for right job, motivating staff through various recognition and
incentive programs and putting best performers in succession
planning so that employee feel motivated, engaged and
ultimately possess an optimistic behaviour. If organized
properly this ensures that hotel operations are being managed
with zeal and enthusiastic staff behaviour creating wow factor
for the hotel guest and so hotel organization gets benefitted at
large. Employee behaviour is largely based on managing
skilled employee at a right pace meaning directing talented
employee at right time so that they stay motivated and
engaged with their areas of interest. This is also linked with
scrutiny of job applicants, selection of correct manpower and
bringing appropriate manpower on-board. Talent management
for acquisition and retention of talent is an integral part of
Human Resource management. The benefit of retaning skilled
employee is that it becomes a one time investment for
organisation as skilled employees continue to produce
optimum desired results. This not only adds to save cost but
also aligns with the goals of organisation which is maximizing
revenue and minimizing wastages. InterContinental Hotel
Group(IHG) has opted an innovative strategy of training
employees for modulating, tuning and improving employee
behaviour via online training modules through its Leadership
Academy partnership with Harvard Business Publishing. IHG
also provides Leadership Development Training to supervisor
level and junior level managers facilitated by General
Managers and HR Managers. IHG also develops its
outstanding talent pool by a 24 month accelerated program for
senior leaders through „IHG Future Leader Program‟ and
„RISE‟ mentor program for female leaders who are aspiring for
becoming General Manager. Personal career development is
also one of the major aspirations of employees affecting their
behaviour and plays very major role in the success of the
organisations if managed and organised systematically. This
focus will make an important contribution to understand the
employee perspective of Talent Management and career
development in hospitality industry. While referring a
conceptual view point of Jennifer Chishamiso NZONZO and
Tsitsi CHIPFUVA regarding their research on‟ Managing
Talent in the Tourism and Hospitality Sector: A Conceptual
View Point‟, we found out that the modernization of tourism
training systems, more versatile working methods, flexible
IJSTR©2020
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ISSN 2277-8616
working hours and the leverage of existing employees‟ skills
and competencies are key to this industry‟s success. Talent
management policies and global competitiveness of the
organisation correlate with each other are largely affected due
to change in organisational culture. Hence there has to be
positive stimuli of culture in the organisation to provide a
positive push to the efforts of organisation for global outreach
which majorly depends on employee behaviour. Employee
retention and employee behaviour are inter-linked in a way of
analysing employee behaviour on the theories of
understanding human behaviour is an important challenging
issue for the hospitality industry. Stable committed workforce
is the ultimate requirement of hotel industry for creating a
delighted guest experience. Appraisal and incentive program
normally implemented to influence employee behaviour and
motivating employee in work provides job satisfaction and
maximizes hotel‟s effectiveness.
6 CONCLUSION
Employee behavior relies heavily on individual value and
principal organizational structure or known as management
style. For a healthy and competitive work culture, it is
necessary that employees know each other very well. This will
lead to a better understanding and coordination. Leaders and
managers, who are also responsible for managing their team
apart from operations and other management functions, must
engage with their teams, interact and build a rapport which will
eventually lead them to ease of managing team a better staff
behavior and performance. Employee behavior may be
managed by developing the talented and skilled staff in an
organization. This can be managed with the help of an
effective reward managed system. Management must
formulate and implement such talent management policy and
ensure its implementation in the organization processes. For a
comprehensive development and growth of optimistic
employee behavior, hotels‟ policies and strategies must
include employee development and appraisal plans linking an
effective rewards and incentives. Focus on change
management and implementation must be supported by pre-
implementation assessment of human needs. A well thought-
out strategy including new plans and incentive program may
be initiated thereafter.
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