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

Mohsin, Asad; Kumar, Bhuphesh

doi:10.1080/10963758.2010.10696991

Cited by 6 publications

(5 citation statements)

References 26 publications

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“…However, most researchers from Anglo-cluster countries, and from those with a similar cultural value dimension pattern, take a universal approach to the benefits of empowerment, arguing that empowering employees inevitably leads to various types of individual, group and organizational improvements. Benefits at the employee level are said to be improvements in various attitudes and behaviors, including job satisfaction (Kele et al , 2017; Kim et al , 2018), engagement (Albrecht and Andreetta, 2011), thriving at work (Li et al ., 2016), and organizational citizenship behaviors with outcomes such as increased productivity (Mohsin and Kumar, 2010) and creativity and innovation (Amundsen and Martinsen, 2015). Benefits at the group level entail team attitudes such as proactiveness and participation (Zhang and Begley, 2011), cohesion and outcomes of efficacy, and innovation and creativity (Amundsen and Martinsen, 2014, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Empower me or not? Influence of societal culture

Ljubica

Littrell

Gillian

et al. 2021

CCSM

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PurposeThe purpose of this paper is to empirically investigate the relationships between societal culture value dimensions and employee preferences for empowerment behaviors by managerial leaders across societal cultures. To do this, the authors synthesize the extant literature to underpin this study and to set the research agenda for future empirical work.Design/methodology/approachUsing field survey research method, the authors obtain and analyze data from ten samples in eight geographically and culturally diverse societies from a global longitudinal study of preferred managerial leader behavior.FindingsCultural value dimension predictor variables affect employee preferences for leader empowerment behaviors in the societies studied. Some significant effects of gender and organizational factors on these relationships were found.Research limitations/implicationsFuture research should expand upon variations in the meaning of employee empowerment across cultures, consider other cultural models and theories, and a more extensive set of personal, organizational and relational factors.Practical implicationsEmployee preferences for leader empowerment behaviors are more likely the result of the interplay, exchange and trade-offs between cultural, personal and organizational values. The effectiveness of employee empowerment is contingent upon well-designed training programs aligning management and worker values, goals and tasks.Originality/valueThe authors offer more realistic, objective and evidence-based insights into the cultural influences on the effectiveness of empowerment and employee cognitions towards it than the extant, conceptually and methodologically compromised, strategic cross-cultural studies.

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Section: Literature Reviewmentioning

confidence: 99%

Empower me or not? Influence of societal culture

Ljubica

Littrell

Gillian

et al. 2021

CCSM

View full text Add to dashboard Cite

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“…Quality problems and key employee issues in hotels can often be solved with so-called "People and Quality" strategy which involves, among other, training and empowering employees [52]. The findings of [50] show that employees of luxury hotels in New Delhi, India accept better work responsibilities towards achieving organizational goals if they have adequate training background.…”

Section: Importance Of Employee Training In International Luxury Hotementioning

confidence: 99%

Employee Training in International Luxury Hotel Chains: Evidence From Serbia

Todorović¹,

Belgrade²,

Ivanović³

2018

3rd International Thematic Monograph - Thematic Proceedings: Modern Management Tools and Economy of Tourism Sector in Present

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Increased competition in international luxury hotel industry requires the hotels to continuously improve their HRM policies and practices, with a particular focus on employee training. Hotel industry globally employs a large number of people with high labour turnover. Training employees in hotels, especially in international luxury hotel chains, has always represented a challenge since guests demand high-quality personalized services. The aim of this paper is to examine how international luxury hotel chains in a developing country, such as Serbia, implement training programs. The research was conducted in six five-star and four-star hotels in Belgrade-members of international luxury hotel chains, through in-depth interviews with managers from these hotels. The research has shown examined hotel implement some of the training programs usual for luxury hotel chains. However, in order to develop their local talent pools and improve staff skills on a continuous basis, the luxury hotels in Serbia need to reexamine their training systems, having in mind that most of them are highly standardized, to implement more diversified training plans, and provide more overseas training opportunities for local employees from Serbia.

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“…DISCUSSION & CONCLUSION Empowerment continues to be an area of intense research due to the challenges and issues it faces as a management practice in different cultures. Empowerment is also recognised by both researchers and practitioners in the hospitality industry as a vital management practice which could lead to satisfied and committed employees, lower labour turnover and costs, increased productivity, higher service quality, and increased profits (Kazlauskaite et al, 2012;Lashley, 1999Lashley, , 2001Mohsin & Kumar, 2010;Raub & Robert, 2013). From this perspective, studies such as the current one, which research empowerment across different geographical regions and different cultures, make valuable contributions to the literature.…”

Section: Figure 4: Dendogram On Factors Of Unwillingness To Become Emmentioning

confidence: 99%

“…Empowerment is still considered to be highly vital in hospitality organisations, as it can drive a number of important outcomes: satisfied and committed employees; lower labour turnover and costs; increased productivity; higher service quality; and increased profits (Kazlauskaite et al, 2012;Lashley, 1999Lashley, , 2001Mohsin & Kumar, 2010;Pelit, Ozturk, & Arslanturk, 2011;Raub & Robert, 2013) …”

Section: Significance Of Empowermentmentioning

confidence: 99%

“…Such international chains include the Hyatt, Shangri-La, Le Meridian, and Hilton, and carry connotations of international practices. This empowerment approach in luxury hotels is built on the understanding that empowered employees require minimal supervision, thus eliminating the need for more levels of hierarchy and allowing supervisors to concentrate more on strategic issues and planning instead of operational activities (Mohsin & Kumar, 2010;Randolph, 1995).…”

Section: Introductionmentioning

confidence: 99%

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