剑14Test1雅思阅读Passage3原文翻译-激励因素与酒店业

摘要：牛学教育雅思小编给考生们带来了剑14Test1雅思阅读Passage3原文翻译：激励因素与酒店业。希望帮助考生对照文本更好的研究真题，充分备考，争取理想成绩，实现留学梦想。相应的原文答案解析，请点击：剑桥雅思14Test1阅读Passage3答案解析。

  剑14Test1雅思阅读Passage3原文-Motivational factors and the hospitality industry

A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?

Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces - usually in the nonservice sector - that emphasized fun and enjoyment as part of work- life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.

Pfeffer ( 1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).

Lucas also points out that 'the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work' (Lucas, 2002). In addition, or maybe as a result, high employee

turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).

Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013 ): '[P]roviding support to employees gives them the confidence to perform their jobs better and

the motivation to stay with the organization.' Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.

While it seems likely that employees' reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a

strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.

Such conditions are particularly troubling for the luxury hotel market, where highquality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services of hotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.

It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an

understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it

is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.

Herzberg ( 1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al.,

2008).

Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator Herzberg's ( 1966) theory discusses the need for a 'balance' of these two types of needs.

The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on

staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover. Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must

be carefully aligned with both organizational goals and employee

characteristics. 'Managers must learn how to achieve the delicate balance of

allowing employees the freedom to enjoy themselves at work while simultaneously

maintaining high levels of performance' (Tews et al., 2013).

Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work

and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.

剑14Test1雅思阅读Passage3原文翻译-激励因素与酒店业

酒店经营成功的一个关键因素就是培养并保持其员工的优秀表现。如何才能做到这点?企业应投入哪些人力资源管理(HRM)办法来获取并留住优秀员工?

有些酒店旨在为员工提供优越的工作环境。这种理念源于有一些工作场所—通常是非服务行业一一它们会强调乐趣和享受是平衡工作和生活的一部分。相比之下,服务业(更确切地说是酒店业)历来不会照此来解决员工的基本需求,比如提供良好的工作环境。

Pfeffer(1994)强调,企业要想在全球商业环境中取得成功,必须在人力资源管理上有所投入,以确保能比对手招到技能和能力更强的员工。这种投入会成为这些企业的竟争优势。尽管认识到了员工培养的重要性,但酒店业仍一直普遍采用落后的人力資源管理办法(

Lucas,2002)。

Lucas还指出:“人力资源管理办法实质上似乎并不旨在培养与员工之间的建设性关系也不是为了提供一种管理办法以培养和完全发挥员工潜力,即使员工可能大致对自己工作的许多方面感到满意”(

Lucas,2002)此外,或许也正因为如此,员工流动率高已成为酒店业一个反复出现的问题。许多已知的原因包括薪酬低、福利差、工作环境恶劣以及工作态度懒散、士气低迷(

Maroudas等人,2008)。

Ng和Sorensen(2008)的研究表明,当管理者认可员工的表现、激励员工协同工作,并排除阻碍员工高效表现的障碍时,员工们就会觉得更愿意留在该公司。Michel等人(2013)对此做了简要概括:“为员工提供支持使他们有信心更好地完成工作以及有动力留在这家企业。”因此,酒店业可以通过改善和提升工作条件来激励和留住员工。这些条件与工作环境有着内在的联系。

虽然对工作环境不满可能会影响员工对工作特性的反应,但没有证据能证明这一假设(Spector等人,2000)。不过，但凡有机会,很多人就会抓住点什么由头来抱怨自己的工作场所(

Poulston,2009)。员工的感受与他们工作环境—并不是工作本身——的某些因素密切相关,包括公司政策、薪酬和假期。

因此,对酒店管理者来说,开发出能够澈励和留住优秀员工的人力資源管理办法非常必要。这就需要了解在不同管理层次和对不同工作阶段的员工都需要怎样的激励(Exi&Siguaw,2000)也就是说,了解提高員工满意度和留职率的最有效办法对酒店管理者而言是有益的。

Herzberg(1966)提出人们有两种主要需求,第一种是外在激励因素,这种因素与工作环境有关,而不是工作本身。其中包括工作条件和工作稳定性。当这些因素不利时,员工就会产生不满情绪。但显然,仅仅满足这些需求并不会让人满意,只会减少不满(Maroudas等人,2008)。

员工也有内在的激励需求或动机,包括成就感和认同感等因素。不同于外在因素,内在因素可以带来工作满意度(Maroudas等人,2008)。Herzberg(1966)的理论探讨了保持两种需求平衡的必要性。

学者们还研究了乐趣在工作中的激励作用。例如,Tews、 Michel和

Stafford(2013)针对美国一家连锁主题餐厅的员工做了一项研究。研究发现,趣味性活动对员工表现有积极影响,管理者对相关活动的攴持可以降低员工流动率。他们的研究发现支持乐趣确实有利于激励员工这一观点,但原则上要求趣味性活动的设定必须与企业目标和员工个性相一致。“管理者必须学会如何巧妙地平衡员工在工作中享乐与保持高效的工作”(Tews等人,2013)。

Deery(2008)推荐了一些能够在企业层面上推行的举措,既能用于留住优秀员工,又有助于员工平衡工作和生活。其中特别适用于酒店业的措施包括在工作日给予充足的休息时间、能让家人也参与其中的员工聚会,以及提供医疗和福利机会 。

。

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