豪华酒店业的员工激励——人力资源实务认知成效外文翻译.docVIP

外文翻译 原文 Employees’ motivation in the luxury hotel industry: the perceived effectiveness of human-resource practices Material Source：Managing Leisure 13, 258–271 (July–October 2008) Author：Leonidas Maroudas, Olivia Kyriakidou and Artemis Vacharis Employee turnover has been a large problem in the hospitality industry and some of the reasons cited are low compensation, inadequate benefits, poor working conditions and poor worker morale and job attitudes. Byrne (1986) highlights that as well its high labor turnover and labor intensive nature, the hotel industry is characterized by low job security, low pay, shift duties and limited opportunities for promotion. The studies of Simons and Enz (1995) and Riley and Dodrill (1992) added that these characteristics seemed to be more extreme in the seasonal sector. Even though hospitality employees are not a homogeneous group they share a number of common characteristics: a wide range of skills are required but there are also high numbers of unskilled staff; staff may live on the premises; many employees are poorly paid; staff often expect to work long and ‘unsocial’ hours; there is a large proportion of female, part-time, casual and foreign staff; labor mobility and turnover are high. Consequently, the analysis of employee needs in the tourism industry constitutes one of the main presuppositions both for understanding their attitudes and motivating factors and for designing an incentive system which will contribute to the improvement of organizational performance. One of the most influential approaches that try to explain the phenomenon of work motivation is an analysis of people’s needs. One of the very clearest analyses of people’s motivation is contained within the principles of scientific management. Taylor(1911) argued for the importance of selecting only the best workers, ensuring that they are treated and work as individuals and paying them only for what they produce underlying the significance of just transactional a