2268468
Description
Mind Map by kirsty-fraser, updated more than 1 year ago
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Created by kirsty-fraser
about 9 years ago
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How do Q Hotels ensure they create loyal, hardworking employees?
- Motivation
- Is money the most important factor?
- NO
- Employee behaviour linked to their attitudes, 1
- ENCOURAGE
- Training
- GROWTH
- Personal development
- Feeling of value
- PASSION
- Q Hotels - "Inspired by you"
- RECOGNITION
- Loyalty develops
- Hard work continues
- Potential issues of unfairness and conflict
- Team work, developing a collective mindset
- Team work, developing a collective mindset
- Loyalty develops
- RECOGNITION
- Q Hotels - "Inspired by you"
- PASSION
- Opportunity
- Support
- General manager advice from Q Hotels: "Work
towards the gaol by building up your knowledge,
skills and experience"
- BUT HOW?
- "Through a combination of positions, training and
development"
- Self - actualisation
- HAPPINESS
- Work/ life balance, positive outcomes,
happy employees
- Large company, family
benefits
- Continued positivity towards
Q Hotels as a company to work
for
- Work/ life balance, positive outcomes,
happy employees
- Qualifications
- Opportunity
- "Q People"
- "Q People"
- Management trainee program
- Opportunity
- HAPPINESS
- Job rotation
- Identifies and develops key skills and attributes
- Reduces boredom, engages employees
- UNDERSTANDING
- Coherence across work force
- COHESIVE, UNITY, TEAM
- Achievable tasks, attainable and results rewarded
- GOALS
- LEADERSHIP
- Motivating and inspiring work environment
- Clear direction
- Career paths
- Career paths
- Creativity
- Clear direction
- Noticing talent within existing work force
- Different management levels
- Different management levels
- RECRUITMENT
- The big 5 personality traits:
Neuroticism, Extraversion, Openness,
Agreeableness, Conscientiousness
- Developing an understanding
- Developing an understanding
- The big 5 personality traits:
Neuroticism, Extraversion, Openness,
Agreeableness, Conscientiousness
- "A process whereby an
individual influences a group
of individuals to achieve a
common goal."
- Trust
- Security
- Security
- Motivating and inspiring work environment
- Job enrichment
- LEADERSHIP
- GOALS
- Equity of employees, 5
- Achievable tasks, attainable and results rewarded
- COHESIVE, UNITY, TEAM
- Coherence across work force
- A sense of freedom within the
company
- UNDERSTANDING
- Opportunity to travel and work in different areas of the
country as well as different departments within the hotels
- Identifies and develops key skills and attributes
- Self - actualisation
- Understanding the
connections within the
workplace
- "Through a combination of positions, training and
development"
- BUT HOW?
- Unrealistic goals and tasks
being set can be
demotivating for employees.
The employee needs to
develop under the
supervision of the company
and benefit from the support
networks which can be
offered to them
- General manager advice from Q Hotels: "Work
towards the gaol by building up your knowledge,
skills and experience"
- Support
- Fulfillment, job satisfaction
- See results from work
and input
- See results from work
and input
- Feeling of value
- Personal development
- GROWTH
- Training
- POSITIVITY
- ENCOURAGE
- Employee behaviour linked to their attitudes, 1
- YES
- Hierarchy of needs, 2
- REWARDS
- Bonuses, pension schemes, holiday pay, discounts, health and leisure memberships
- Well-being
- Work/ life balance
- Work/ life balance
- Well-being
- Bonuses, pension schemes, holiday pay, discounts, health and leisure memberships
- Employees's five levels of needs: Physiological, safety,
social, ego and self actualising.
- Lower level needs have to be satisfied before the next level need will motivate employees.
- Lower level needs have to be satisfied before the next level need will motivate employees.
- REWARDS
- Working your way up through a
company to achieve a more significant
role and therefore a higher salary?
- NOT always for extrinsic rewards but instead intrinsic
e.g achieving personal targets
- RECOGNITION
- Become an expert in
chosen field
- Employee effort lead to performance and performance
leads to rewards, 3
- Positive outcomes, 4
- Need for both Extrinsic and intrinsic benefits
- Motivation comes
from intrinsic factors
e.g. recognition,
whereas extrinsic
factors/ hygiene e.g.
pay reduce job
dissatisfaction, 6
- Motivation comes
from intrinsic factors
e.g. recognition,
whereas extrinsic
factors/ hygiene e.g.
pay reduce job
dissatisfaction, 6
- Need for both Extrinsic and intrinsic benefits
- Positive outcomes, 4
- Employee effort lead to performance and performance
leads to rewards, 3
- Become an expert in
chosen field
- Reaching full potential,
content
- Job
satisfaction
- Company loyalty
further develops
- Company loyalty
further develops
- COGNITIVE GROWTH
- Job
satisfaction
- RECOGNITION
- NOT always for extrinsic rewards but instead intrinsic
e.g achieving personal targets
- Hierarchy of needs, 2
- NO
- Is money the most important factor?
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