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The manager needs to know that it is more preferable to the industry of hospitality motivated workers that Lea in which criteria of selection by hotel and restaurant chains of shots among graduates kooledzhy were analysed follows from results of research of David, prepared according to programs of the industry of hospitality. The responsible relation to business, enthusiasm and attractive appearance had a priority before good marks in study, characteristics from work practice, and also existence of the additional courses taken during training. Such approach is quite clear if to consider that expenses on professional development are much lower, than the expenses connected with stimulation of productive work. Besides, clients prefer to deal with the service personnel which though can make any neznichitelny oversight by inexperience, but shows warm and sincere hospitality and hospitality.

First, the oragnization can have such incalculable number of these programs that to check their performance in practice it appears it is almost impossible. Namely these systems of encouragement just also demand a constant control. In most cases the management of the enterprise grows cold to these programs eventually, and they become formal and repeating. Workers start rationalizing process of receiving such encouragement. Let's tell, "Joe was promoted last month, following this month, obviously, there will be Dick and Bettie".

The majority of motivational programs represent the compensation programs constructed on the basis of inclusion in them of any factors stimulating interest, such as encouragement for the corresponding positive behavior or, on the contrary, lack of encouragement in negative cases. There are such forms of encouragement, such as, award of a rank of the best worker in a month, awarding for sale of a certain amount of alcoholic drinks (for bartenders and the waiter, encouragement for high-quality service, encouragement for safety maintenance, even encouragement for a smile. A number of problems which limit efficiency of this encouragement eventually is connected with it.

Money — it is the most obvious way with which the organization can reward employees. Inconsistent estimates of quantity of the money necessary for motivation of effective actions go back to times of origin of the theory of the human relations. Supporters of this theory claim that the extreme importance have a social need of people while supporters of the theory of scientific management stand that remunerations of material and economic character surely conduct to strengthening of motivation.

On the contrary, if we take as a basis idea that the most part of collective motivated and capable workers or, at least, simply motivated have to, the need for programs of encouragement substantially disappears.

From the point of view of the theory of management, the program of encouragement satisfy requirements of lower order. Various systems of motivation, therefore, will not have long results if them compensate weak work at selection of shots.

Gradually all similar encouragement loses the value. Moreover, similar "encouragement" becomes norm and if for any reason they suddenly stop, it causes disappointment in collective.

The enterprises and the organizations of the industry of hospitality attach bigger significance to existence at graduates of motivation, than to their abilities. And it is reasonable as rather high level of motivation finally leads to the best results in work.

Heads always understood that it is necessary to induce people to work for the organization. However they believed that for this purpose rather simple material remuneration. In this work it is shown why it usually is successful though, in essence, and incorrectly. At the same time it is possible to draw a conclusion on a judgment inaccuracy that money always induces the person to work more diligent.