Please Use The Interview Response And Other Data Provided ✓ Solved

Please Use The Interview Response And Other Data Provided Below Form J

Please use the interview response and other data provided below form Jakes interview to answer the question on compensation. There is also an example below that shows how a different question was answered with the same information. Your answer should be 2-3 pages long. Textbook name is Canadian Human Resource Management by Dr. Hermann F. Schwind, Eleventh Edition. Style/Format: Your document should be professionally formatted, with 12 pt. font, bolded headings, page numbers in the footer area, and 1-inch margins. Spelling and grammar do count, as attention to detail, working to deadlines, and thoroughness are all skills and abilities employers expect and reward. Be as concise and clear as possible. Citations/Bibliography: You must cite all your sources. Use APA sixth edition style, provide in-text citations after any quote, statistic, or other text from the internet. Insert your Reference List as a separate page at the end of your document. Failure to cite your sources will qualify as Academic Misconduct. The penalties for that range from partial marks, a zero on the assignment, and for a second offence, a zero in the course. You should include specific reference to the course text throughout your report when noting key theoretical concepts. Compensation: Identify and explain the current types of pay incentive programs for this position or, if none exist, what incentive system you would recommend for this job classification to motivate them to high performance. Support your recommendations with references to theories of incentive plans and why you believe such incentive plans are beneficial to this particular company. (Refer to Chapter 9 in your textbook)

Sample Paper For Above instruction

In the hospitality industry, especially within a hotel setting, employee motivation directly correlates with customer satisfaction and overall operational success. Based on the interview responses and data provided, this analysis explores current and proposed incentive systems designed to motivate staff and enhance performance, aligning with principles outlined in Chapter 9 of Thorsteinsson & Geschke’s Canadian Human Resource Management (Schwind, 2022).

Current Compensation and Incentive Programs

According to the interview responses, the current incentive system primarily relies on customer feedback and subjective evaluations. Employees like waitstaff, housekeepers, lifeguards, and security personnel are often recognized through informal commendations or occasional bonuses tied to guest satisfaction surveys. However, there is no formalized, structured incentive scheme that systematically rewards high performance or incentivizes employees to exceed service expectations.

This approach aligns with traditional reward theories such as behaviorist models where reinforcement (positive feedback) encourages repetition of desired behaviors. Nonetheless, relying solely on customer feedback can be inconsistent and influenced by factors beyond employee control, thus limiting its effectiveness as a motivational tool (Schwind, 2022).

Recommended Incentive System

To motivate staff more effectively and promote high performance, implementing a comprehensive performance-based incentive program is recommended. One suitable model is a combination of monetary rewards and recognition programs rooted in expectancy theory (Vroom, 1964). According to expectancy theory, motivation hinges upon employees’ belief that their effort will lead to performance, which will subsequently be rewarded.

Specifically, the hotel could introduce a structured employee rewards program that includes:

• Performance Bonuses: Financial incentives tied directly to measurable service standards such as guest feedback scores, punctuality, and teamwork.
• Recognition Programs: Formal acknowledgment such as Employee of the Month awards, accompanied by small monetary rewards or certificates.
• Point-Based Incentive System: Employees earn points for specific achievements, which can be redeemed for prizes or extra time off. This system encourages ongoing performance and recognizes multiple performance aspects beyond customer feedback.

This multi-faceted approach aligns with goal-setting theory, which posits that specific and challenging goals, coupled with feedback and recognition, significantly enhance motivation (Locke & Latham, 2002). Moreover, by linking rewards to actual performance metrics, the hotel fosters a culture of excellence and continuous improvement.

Benefits of The Proposed Incentive Plan

Implementing these incentive programs can lead to numerous benefits. Firstly, monetary rewards satisfy either extrinsic motivation (Deci & Ryan, 2000), thereby reinforcing desired behaviors. Recognition programs boost intrinsic motivation, fostering pride and job satisfaction. The point system encourages ongoing engagement and goal attainment, leading to better service quality, higher guest satisfaction, and improved reputation.

Furthermore, the incentive system sustains motivation over the long term by providing clear performance benchmarks and tangible rewards. It also aligns with the organization’s strategic goal of elevating service standards and differentiating itself from competitors in the hospitality sector (Schwind, 2022).

Conclusion

In conclusion, transitioning from an informal, feedback-dependent incentive approach to a structured, multi-component performance incentive system can significantly improve employee motivation and service delivery. By integrating theories of motivation such as expectancy theory, goal-setting theory, and reinforcement theory, the hotel can foster a motivated workforce committed to high performance and superior guest experiences. These strategies provide a scientifically grounded, practical, and sustainable framework for compensation that aligns employee effort with organizational success.

References

• Deci, E. L., & Ryan, R. M. (2000). The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
• Schwind, H. F. (2022). Canadian Human Resource Management (11th ed.). Nelson Education.
• Vroom, V. H. (1964). Work and motivation. Wiley.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. John Wiley & Sons.
• Armstrong, M. (2014). Armstrong's handbook of human resource management practice. Kogan Page.
• Robbins, S. P., & Judge, T. A. (2013). Organizational behavior (15th ed.). Pearson Education.
• Latham, G. P. (2007). Work motivation: History, theory, research, and practice. Psychology Press.
• Cameron, J., & Pierce, W. D. (1994). Reinforcement and intrinsic motivation: A review. Review of Educational Research, 64(1), 68-113.
• Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.