Empowering employees – back to the future at Novotel

Parsons, Guy

doi:10.1108/09604529510796458

Cited by 9 publications

(5 citation statements)

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“…reducing customers' bills), so as to pacify complaining customers and ensure satisfaction (Jones et al , 1997); using creativity and doing “whatever it takes” to please guests, even beyond what is expected of them as employees (Lashley, 1997); and, generally exercising discretion in their dealings with guests (Kelley et al , 1996). Empowered behavior could entail all or any of the above without referring first to a higher authority (Parsons, 1995). In short, “empowered behavior” reflects the demonstration, by employees, of independent decision making, initiative and creativity, to enhance customer satisfaction.…”

Section: Empowerment In Service and Hospitality Managementmentioning

confidence: 99%

“…Such situations typically occur in the upscale sector of the hotel industry, where a highly demanding clientele and high standards of service quality require empowered (frontline) employees. It is by no coincidence that much of the research on empowerment has had the hotel industry as its focus (Brymer, 1991; Parsons, 1995; Jones et al , 1997; Hales and Klidas, 1998).…”

Section: Introductionmentioning

confidence: 99%

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Managing employee empowerment in luxury hotels in Europe

Klidas

Berg

Wilderom

2007

International Journal of Service Industry Management

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PurposeThis paper aims to test four potential predictors of the behavior of empowered employees during the delivery of service to customers.Design/methodology/approachA questionnaire measuring employees' perceptions of training, performance‐related rewards, customer‐oriented culture, empowering management style, and empowered behavior was filled out by 356 frontline employees of 16 luxury hotels in seven European countries. These statistical analyses removed common‐method bias.FindingsResults of regression analyses at the department level showed that two means of control – customer‐oriented culture and empowering management style – correlated significantly with empowered behavior.Research limitations/implicationsThe survey tool would benefit from further refinement. Creative replications of the survey in different service or hotel settings may benefit service managers, consultants as well as consumers, ultimately.Practical implicationsA direct implication of this study's findings is that in luxury hotel service settings, enhancement to employee empowerment may be achieved through careful management and organizational development. If done well, service enhancements may be within reach.Originality/valueIn prior research, employee empowerment has been identified as an important means to increase customer satisfaction. The present study contributes to a greater and more specific understanding of how employee empowerment can be attained in luxury European hotels.

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Section: Empowerment In Service and Hospitality Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Managing employee empowerment in luxury hotels in Europe

Klidas

Berg

Wilderom

2007

International Journal of Service Industry Management

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“…The aim was revisiting the customer-focused philosophy that helped the company's success in the 1960s and 1970s. Parsons (1995) states that emphasis was placed on widespread empowerment of employees and a commitment to ensure decision makers were placed as close as possible to clients. Developments at Novotel proved that one of the most effective ways of recreating a customer-focused organization is through the widespread empowerment of its employees.…”

Section: Understanding Empowermentmentioning

confidence: 99%

Empowerment Education and Practice in Luxury Hotels of New Delhi, India

Mohsin

Kumar

2010

Journal of Hospitality & Tourism Education

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“…On the other hand Chiang & Birtch (2011), Henry et al (2004) and Karatepe & Uludag (2007) have emphasized empowerment to be useful managerial implications for business practice in the hospitality industry therefore some researchers (Chiang & Jang, 2008;Chiang & Hsieh, 2012) consider psychological empowerment as one of the most essential factors in the hospitality industry. This is perhaps the main reason behind the existence of many researches (Brymer, 1991;Jones et al, 1997;Parsons, 1995;Hales & Klidas, 1998) on hotel employees under the subject of empowerment. In other words the concept of empowerment has become important in hospitality industry where especially front-line employees need the authority to respond quickly and promptly to customers.…”

Section: Introductionmentioning

confidence: 99%

Revisiting the impact of perceived empowerment on job performance: Results from front-line employees

Yılmaz¹

2015

Turizam

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This study was conducted to examine the probable effect of perceived empowerment on job performance and the sample of research consisted of 230 participants working in tourism sector as front-line employees. The outcomes of this study indicated that psychological empowerment was positively correlated with employee job performance and employees' job performance were mostly effected from self-determination and impact dimensions of empowerment. Moreover, tests were conducted to analyze the significant differences in participants' perception of empowerment and job performance according to their demographic characteristics. There was a significant difference between perceived empowerment and gender, age and work experience whereas there was no significant difference between empowerment and education levels. On the other hand, the relationship between job performance and work experience was supported however no relationship was found between job performance and gender, age and education level of the participants. Trying to find out what might possibly lead front-line employees to increased job performance, it can be claimed that psychological empowerment still turns out to be a central issue and therefore this research makes useful contributions to the current knowledge by entirely investigating the direct effect of perceived empowerment on employee job performance in hospitality industry where especially front-line employees spend most of their time directly with customers.

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Empowering employees – back to the future at Novotel

Cited by 9 publications

References 0 publications

Managing employee empowerment in luxury hotels in Europe

Managing employee empowerment in luxury hotels in Europe

Empowerment Education and Practice in Luxury Hotels of New Delhi, India

Revisiting the impact of perceived empowerment on job performance: Results from front-line employees

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