How do Q Hotels ensure they create loyal, hardworking employees?

kirsty-fraser
Mind Map by kirsty-fraser, updated more than 1 year ago
kirsty-fraser
Created by kirsty-fraser almost 5 years ago
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Mind Map on How do Q Hotels ensure they create loyal, hardworking employees?, created by kirsty-fraser on 03/13/2015.
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How do Q Hotels ensure they create loyal, hardworking employees?
1 Motivation
1.1 Is money the most important factor?
1.1.1 NO
1.1.1.1 Employee behaviour linked to their attitudes, 1
1.1.1.1.1 ENCOURAGE
1.1.1.1.1.1 Training
1.1.1.1.1.1.1 GROWTH
1.1.1.1.1.1.1.1 Personal development
1.1.1.1.1.1.1.1.1 Feeling of value
1.1.1.1.1.1.1.1.1.1 PASSION
1.1.1.1.1.1.1.1.1.1.1 Q Hotels - "Inspired by you"
1.1.1.1.1.1.1.1.1.1.1.1 RECOGNITION
1.1.1.1.1.1.1.1.1.1.1.1.1 Loyalty develops
1.1.1.1.1.1.1.1.1.1.1.1.2 Hard work continues
1.1.1.1.1.1.1.1.1.1.1.1.3 Potential issues of unfairness and conflict
1.1.1.1.1.1.1.1.1.1.1.1.3.1 Team work, developing a collective mindset
1.1.1.1.1.1.1.1.2 Opportunity
1.1.1.1.1.1.1.1.2.1 Support
1.1.1.1.1.1.1.1.2.1.1 General manager advice from Q Hotels: "Work towards the gaol by building up your knowledge, skills and experience"
1.1.1.1.1.1.1.1.2.1.1.1 BUT HOW?
1.1.1.1.1.1.1.1.2.1.1.1.1 "Through a combination of positions, training and development"
1.1.1.1.1.1.1.1.2.1.1.1.1.1 Self - actualisation
1.1.1.1.1.1.1.1.2.1.1.1.1.1.1 HAPPINESS
1.1.1.1.1.1.1.1.2.1.1.1.1.1.1.1 Work/ life balance, positive outcomes, happy employees
1.1.1.1.1.1.1.1.2.1.1.1.1.1.1.2 Large company, family benefits
1.1.1.1.1.1.1.1.2.1.1.1.1.1.1.3 Continued positivity towards Q Hotels as a company to work for
1.1.1.1.1.1.1.1.2.1.1.1.1.1.2 Qualifications
1.1.1.1.1.1.1.1.2.1.1.1.1.1.2.1 Opportunity
1.1.1.1.1.1.1.1.2.1.1.1.1.1.2.1.1 "Q People"
1.1.1.1.1.1.1.1.2.1.1.1.1.1.2.2 Management trainee program
1.1.1.1.1.1.1.1.2.1.1.1.1.2 Job rotation
1.1.1.1.1.1.1.1.2.1.1.1.1.2.1 Identifies and develops key skills and attributes
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2 Reduces boredom, engages employees
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1 UNDERSTANDING
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1 Coherence across work force
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1 COHESIVE, UNITY, TEAM
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1 Achievable tasks, attainable and results rewarded
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1 GOALS
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1 LEADERSHIP
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.1 Motivating and inspiring work environment
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.1.1 Clear direction
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.1.1.1 Career paths
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.1.2 Creativity
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.2 Noticing talent within existing work force
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.2.1 Different management levels
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.3 RECRUITMENT
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.3.1 The big 5 personality traits: Neuroticism, Extraversion, Openness, Agreeableness, Conscientiousness
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.3.1.1 Developing an understanding
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.4 "A process whereby an individual influences a group of individuals to achieve a common goal."
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.5 Trust
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.1.5.1 Security
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.1.1.2 Job enrichment
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.1.1.1.2 Equity of employees, 5
1.1.1.1.1.1.1.1.2.1.1.1.1.2.2.2 A sense of freedom within the company
1.1.1.1.1.1.1.1.2.1.1.1.1.2.3 Opportunity to travel and work in different areas of the country as well as different departments within the hotels
1.1.1.1.1.1.1.1.2.1.1.1.2 Understanding the connections within the workplace
1.1.1.1.1.1.1.1.2.1.2 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
1.1.1.1.1.1.1.1.3 Fulfillment, job satisfaction
1.1.1.1.1.1.1.1.3.1 See results from work and input
1.1.1.1.2 POSITIVITY
1.1.2 YES
1.1.2.1 Hierarchy of needs, 2
1.1.2.1.1 REWARDS
1.1.2.1.1.1 Bonuses, pension schemes, holiday pay, discounts, health and leisure memberships
1.1.2.1.1.1.1 Well-being
1.1.2.1.1.1.1.1 Work/ life balance
1.1.2.1.2 Employees's five levels of needs: Physiological, safety, social, ego and self actualising.
1.1.2.1.2.1 Lower level needs have to be satisfied before the next level need will motivate employees.
1.1.2.2 Working your way up through a company to achieve a more significant role and therefore a higher salary?
1.1.2.2.1 NOT always for extrinsic rewards but instead intrinsic e.g achieving personal targets
1.1.2.2.1.1 RECOGNITION
1.1.2.2.1.1.1 Become an expert in chosen field
1.1.2.2.1.1.1.1 Employee effort lead to performance and performance leads to rewards, 3
1.1.2.2.1.1.1.1.1 Positive outcomes, 4
1.1.2.2.1.1.1.1.1.1 Need for both Extrinsic and intrinsic benefits
1.1.2.2.1.1.1.1.1.1.1 Motivation comes from intrinsic factors e.g. recognition, whereas extrinsic factors/ hygiene e.g. pay reduce job dissatisfaction, 6
1.1.2.2.1.2 Reaching full potential, content
1.1.2.2.1.2.1 Job satisfaction
1.1.2.2.1.2.1.1 Company loyalty further develops
1.1.2.2.1.2.2 COGNITIVE GROWTH
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