I

Edinburgh Napier University

Master of Science

In

Hospitality and Tourism Management

By

Máté Zoltán Török

June, 2016

HIGH PERFORMANCE WORK PRACTICES

AND THEIR OUTCOME IN THE LUXURY

HOTEL INDUSTRY, THE CASE OF THE

RITZ-CARLTON BAL-HARBOUR, MIAMI

I

HIGH PERFORMANCE WORK PRACTICES

AND THEIR OUTCOME IN THE LUXURY

HOTEL INDUSTRY, THE CASE OF THE

RITZ-CARLTON BAL-HARBOUR, MIAMI

by

Máté Zoltán Török

Matriculation Number: 40185527

June, 2016

RESERCH PAPER SUBMITTED IN PARTIAL FULFILMENT FOR

THE DEGREE OF MSc (Hons.) HOSPITALITY AND TOURISM

MANAGEMENT,

UNIVERSITY OF ULSTER

II

Declaration

I agree to work within Edinburgh Napier University’s Academic Conduct

Regulations1 which require that any work that I submit is entirely my own2.

The regulations require me to use appropriate citations and references in

order to acknowledge where I have used any materials from any sources. I

understand the new Extenuating Circumstances Regulations and I am

declaring myself fit to submit this coursework/assessment/exam.

I am providing my student Matriculation Number (above) - in place of a

signed declaration – in order to comply with Edinburgh Napier University’s

assessment procedures.

1 These form part of the Student Disciplinary Regulations - A useful website on Academic Conduct requirements and how you can ensure that you meet them may be accessed through the Student Portal, via the Plagiarism icon. Please note that breaches of Student Disciplinary Regulations, such as Plagiarism and Collusion, may be investigated and penalised. 2 If the assignment brief specifies this is a group assignment, the Matriculation Numbers for all group members must be included on this coversheet. The work must then be entirely the work of the group members, who agree collectively to the statement in the declaration.

III

Abstract

The aim of the current study is to understand how a specific bundle of four

high performance work practices (such as training, open leader-employee

communication, empowerment and reward system) needs to be implemented

in order to ensure not only enhanced employee engagement –and

performance but greater organisational profit as well; in the specific case of

The Ritz-Carlton Bal-Harbour, Miami.

The present research draws on various existing academic literature and it

uncovers how the above mentioned performance enhancing practices are

applied in the hotel being analysed. Furthermore, the effectiveness of the

analysed HPWPs is put under the scope too from both the management’s

and the employees’ perspective in order to get more complex and precise

research results.

The constantly changing market and increasing competition in the luxury

hotel industry require companies to continuously seek new ways to attract

guests and to be able to exceed their expectations. Since employees can be

considered the company’s most important assets in establishing and

maintaining a solid position on the market, the investment in their

development and well-being is inevitable. The research findings have shown

that in today’s society the investment in various HPWPs is also expected by

most of the talented and motivated employees who are continuously eager to

embark upon a new stage of their professional development and ready to

outperform when managerial support along with a sound and motivating work

environment is provided.

The conclusion emphasizes the utmost importance of the constant

communication of the overall company goals with the proactive participation

of the management team. This way the excellent service performance of the

employees can be utilized in a way that the organisational goals are attained

and the whole company can increase profit in a long run.

Key words: HPWP, employee engagement, well-being work performance,

profit, training, effective communication, supportive leadership,

empowerment, reward system

IV

Acknowledgement

This dissertation is a partial fulfillment of the requirements for the degree of

Master of Science in Hospitality and Tourism Management of Edinburgh

Napier University. I would like to express my gratitude to every people who

have helped me on the way and made this research come to existance.

First of all, I would like to thank my whole family, my girlfriend and her family

too. They have supported me throughout my whole college education and

stood by me throughout the difficult times, too. I would like to express my

special gratitude to my mother whose knowledge and support helped to

accomplish the present research.

Moreover I would like to thank Mr. Martin Jost whose comments, feedbacks

and guidance helped me on my way to succeed finishing this study.

Finally, I would also like to thank for all the participants of my research who

provided me with all the rich and valuable data throughout the interviews.

Without their help I would never have been able to finalize my research.

V

Table of Contents

Declaration ................................................................................................................ II

Abstract ..................................................................................................................... III

Acknowledgement ................................................................................................... IV

1.1. Background information ........................................................................ - 1 -

1.2. Rational ................................................................................................... - 2 -

1.3. Research method outline ...................................................................... - 5 -

1.4. Aim and objectives ................................................................................ - 6 -

Chapter 2. Literature review ............................................................................... - 7 -

2.1. Introduction ................................................................................................ - 7 -

2.2 Theoretical overlook .................................................................................. - 8 -

2.2.1. Resource based View ....................................................................... - 9 -

2.2.2. Job demand-resource model ......................................................... - 10 -

2.2.3. Social-exchange theory .................................................................. - 12 -

2.2.4. Leader-member exchange theory ................................................ - 15 -

2.2.5. AMO model ...................................................................................... - 18 -

2.3. Review of existing empirical researches and defining the concept of HPWPs ............................................................................................................. - 19 -

2.3.1. From HPWPs to performance excellence ................................ - 20 -

2.3.2. Excellent performance on the organisational level .................... - 21 -

2.3.3. Still existing debate ......................................................................... - 23 -

2.3.4. The research site ............................................................................. - 24 -

2.4. Research model ...................................................................................... - 25 -

Chapter 3. Methodology .................................................................................... - 27 -

3.1. Aim and objectives ................................................................................. - 27 -

3.2. The approach .......................................................................................... - 28 -

3.3. Sampling, data collection, and data analysis ..................................... - 29 -

3.4. Credibility and confirmability ................................................................. - 32 -

3.5 Dependability and Transferability .......................................................... - 34 -

3.6. Limitations ................................................................................................ - 36 -

Chapter 4. Findings ............................................................................................ - 37 -

4.1. Training and its effectiveness ............................................................... - 37 -

4.1.1. Company culture ............................................................................. - 37 -

4.1.2. Technical trainings .......................................................................... - 39 -

4.2. Leader-Member exchange (LMX) ........................................................ - 40 -

4.2.1. Clarification of the expectations .................................................... - 40 -

4.2.2. Supportive leadership and coaching ............................................ - 42 -

VI

4.2.3. Communication of the company goals ......................................... - 43 -

4.3. Empowerment ......................................................................................... - 45 -

4.4. Reward system ....................................................................................... - 47 -

4.5. HPWPs and profit ................................................................................... - 48 -

Chapter 5: Discussion ........................................................................................ - 51 -

5.1. Trainings .................................................................................................. - 51 -

5.2. Leader – Member exchange (LMX) ..................................................... - 52 -

5.3. Empowerment ......................................................................................... - 53 -

5.4. Reward system ....................................................................................... - 55 -

5.5. Financial outcome .................................................................................. - 57 -

5.6. Summary .................................................................................................. - 58 -

Chapter 6. Conclusion and Recommendation ............................................... - 59 -

6.1. Conclusion and recommendation ........................................................ - 59 -

6.2. Recommendations for further researches .......................................... - 64 -

References ............................................................................................................... 65

Appendices ............................................................................................................... 70

Appendices 1. Interview scripts ......................................................................... 70

Appendix 2. Interview transcribes ..................................................................... 86

Respondent 1. .................................................................................................. 86

Respondent 2. .................................................................................................. 99

Respondent 3. ................................................................................................ 112

Respondent 4. ................................................................................................ 120

Respondent 5. ................................................................................................ 130

Respondent 6. ................................................................................................ 139

Respondent 7. (Trial interview) ................................................................... 148

Respondent 8. ................................................................................................ 158

Respondent 9. ................................................................................................ 165

Respondent 10. ............................................................................................. 175

Respondent 11. ............................................................................................. 184

Respondent 12. ............................................................................................. 191

Respondent 13. ............................................................................................. 200

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1.1. Background information

Service industry and hospitality industry are considered one of the most

labour-intensive and competitive businesses. Despite the significant

technological development, the biggest value for customers is still added by

the dedicated, well-educated, and trained employees (Agarwal, Rafat,

Sageer, 2012; Yoon & Young, 2013). Since, the long term success and profit

of the labour-intensive industries highly depend on the outstanding

performance of their employees, claimed by Szamosi and Serafini (2015),

service excellence is emphasised as an utmost priority.

As Mei Lu- et.al (2015) mention, to be able to reach the desired, service

orientated demeanour organisations have to implement a distinctive way of

human resource management (HRM) which is able to foster the performance

of the employees.

In today’s complex and continuously changing business environment, the

number of hotel businesses increases in a fast phase. On the one hand, due

to the growing competition hotels have to face an evolving pressure to work

more efficiently by using fewer resources, yet provide unique and excellent

service. On the other hand, it also enables people to make their travelling

decision based on their unique preferences.

This particular nature of competitiveness, the continuously changing

economic environment, the human capital intensiveness and the fast

escalation of guest demand increases the significance of the understanding

of effective performance enhancing HRM practices, called: high performance

work practices (HPWPs) (Kroon et. al, 2013) and their organisational

outcomes (Kroon, Van der Voorde, Timmers, 2012; Lee & Ok, 2014).

Karatepe (2013) postulates that hospitality employees have to face various

challenges during their everyday routine. To be able to overcome these

obstacles and to solve guest problems workers have to take ‘the extra mile’,

feel dedicated and happily absorbed in their work. Vestal (2012), in line with

Karatepe (2013), claims that excellent individual work performance and real

contribution to the overall organisational goals requires a positive work

related state of mind which is characterised by vigour, absorption, a high

level of dedication and loyalty (Karatepe, 2013).

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The above mentioned attributes are shared by the engaged and highly

committed associates of the organisations who are eager to outperform,

deliver the demanded service excellence and create memorable experiences

for the guests (Bedark & Pandita, 2013; Cahill et. all, 2015; Clark, Loxton,

2012; Vestal, 2012). Karatepe and Vatankhah (2014) also argue that the

above positive work outcomes require a work environment where HPWPs

are present.

The existence of HPWPs in HRM is not a new paradigm. Patel and Conklin

(2012), cited by Timiyo (2014), explain the phenomenon as a set of

employee management practices that positively affect the attitude, and

performance of the employees. Aligned with the above mentioned

researchers, Huselid (1995) states that HPWPs are considered the most

effective performance enhancing HRM practices which are capable of

expanding the workers’ knowledge and increasing their work related

technical skills and abilities. In a work environment where HPWPs are

implemented workers are invited to embrace the organisational culture and

values, understand what professional service means and how to deliver it in

order to create guests for life and contribute to organisational success.

1.2. Rational

Although, various researchers claimed that HPWPs are able to positively

influence organisational performance outcomes (Johnson and Brown, 2014;

Karatepe, 2013; Applebaum et. al, 2000; Özralli, 2015; Kroom, Van De

Voorde, Timmers, 2012; Sparsam, Sung, 2005), researches can be found

which argue whether the above mentioned linkage can be indeed determined

(Neumark and Capelli, 1999; Kallenberg, 2006; Wright et al., 2005).

Revealing what exactly and how influences the connection between HPWPs

and the organisational outcomes been a focus of the academic researches

for decades. Emphasising the complexity of these researches, the above

mentioned linkage between the two variables (HPWPs and organisational

economic performance) is often addressed as ‘the holy grail’ or the so called

‘black box’ stage (Ruzic, 2015).

- 3 -

While some of the researches have shed light on the intermediate part

between the two end point of the above linkage, and discovered that HPWPs

could majorly increase the employees’ job performance (Karatepe, 2013;

Sparham and Sung, Applebaum et. al, 2000; Özralli, 2015; Li, Sanders and

Frenkel, 2012), others (Neumark and Capelli, 1999; Liang et. al 2012) argue

that the application of various HPWPs is indeed able to change the

employees work performance in a certain manner that their contribution to

the organisational goals and economic performance becomes significant.

This study provides a contribution to the existing empirical researches

related to HRM literature with specific attention to the HPWPs. In the current

research, the author concentrates on the enhancing effect of a bundle of four

HPWPs on the performance of the employees. Moreover, throughout the

analyzation of rich qualitative data, he attempts to uncover how greater

organisational profit can be reached through the enhanced individual work

performance. These practices are: training, open leader-employee

communication, empowerment and reward system.

Although, within the existing literature researches can be found which aims

to provide valuable information about the HPWP- employee performance -

organisational profit linkage, only a limited amount of researches could be

found that have been conducted in a tourism setting (Karatepe, Vatankhah,

2014); and even smaller amount in the luxury hotel industry (Karatepe,

2013). This recognisable lack of theoretical researches on the HPWPs and

their outcomes requires the development of such theories which are

applicable for hotel businesses and which aim to reveal how HPWPs through

increased employee performance could help to ensure the long term survival

of the business (Ruzic, 2015).

By observing the existing academic literature, only a very limited amount of

qualitative researches has been identified which were conducted on the field

of HPWPs (Garman et al. 2014; McAlearney et al. 2013). Moreover, a lack of

empirical researches has been found, especially within the luxury hotel

industry, where the author was unable to find any. Based on the above

mentioned research gaps the author contemplates to add a fresh perspective

to the existing empirical data by providing rich qualitative information on the

observed HPWPs and on their outcomes within the luxury hotel industry.

- 4 -

In order to achieve that, the present examination is focused on one of the

world’s most recognised luxury brands, The Ritz-Carlton. In the case of the

Ritz-Carlton brand the implementation of HPWPs are regulated and

delegated from the corporate headquarter. It is mandatory for each members

of the brand to implement and merge the observed practices into the hotel’s

philosophy and organisational culture. The Ritz – Carlton’s key success

factors and its organisational culture are built upon the effective application of

different HPWPs which are considered in the present research.

Thus, through the examination of certain HPWPs implemented by the Ritz-

Carlton Bal-Harbour, Miami, valuable information could be provide for other

customer service professionals especially in the hospitality and more

specifically in the luxury hotel industry. Moreover, the research results and

conclusions could give additional guidance for companies which freshly

joining the hospitality market and sought to understand how better profit

could be achieved by applying effective performance enhancing HRM

practices.

Finally, the present study by being focused on Miami, Florida in the United

States of America, attempts to deliver additional results to past researches

within the hospitality industry in another period of time and between other

geographical, demographical, socio-cultural and political settings.

- 5 -

1.3. Research method outline

In order to gain the necessary information for the current research,

qualitative research method is used. This method allows the author to better

understand the researched phenomenon and to create new theories in the

case of the hotel being analysed (Cresswel, 2003; cited by Research

Rundown World press, 2014). According to Bailey, Hennik and Hutter (2011),

qualitative research methods enable the author to gather valuable, deep and

personal information from the study participants, identify issues from their

point of view and reveal their perception on the application of the researched

topic. Bailey, Hennik and Hutter (2011) claim, that qualitative researches are

useful to gain in-depth data on the participants’ beliefs, views, experiences

and behaviours. Moreover, this kind of research is also widely used, in order

to understand social interactions among people or to reveal and explain

complex business processes. Therefore, based on the above described

nature of the qualitative research method it can be stated that it is suitable for

the present study.

On the one hand, the current study is focusing on the perception and

feelings of employees regarding the researched four observed HPWPs and

their individual outomes (enhanced engagement, well-being and work

performance). On the other hand, through qualitative semi-structured

management interviews the author attempts to uncover how the high quality

employee performance could be leveraged in order to can increase

organisational profit based on the case of the Ritz-Carlton Bal-Harbour,

Miami.

In order to successfully gather the necessary qualitative data, twelve semi-

structured interviews have been conducted. First of all, the management of

the hotel have been interviewed, which has been followed by the interviews

of the line employees. Six interviews were conducted with the line hotel

employees and six leaders have been questioned.

As a sampling method for the current study, quota sampling has been

chosen, which, according to Explorable (2015) forms a part of the non-

probability sampling methods. Employees had to be selected from different

- 6 -

age groups, marital status, educational background and department they

work at, in order to support the study in reaching its goal. Six member of the

hotel’s management has been questioned. Human resources, food and

beverage, rooms division and sales department were all represented in the

study by various managers or directors of the departments. As far as the line

employees concerned, numerous departments from the hotel were

represented (food and beverage, front office, guest relations, housekeeping)

as well during the research. By using quota sampling the author had the

chance to purposefully select the necessary number of participants who has

the required traits and characteristics to represent the whole ‘population’ of

the hotel the best and help to gain a valid overview on this complex research

topic (Laerd, 2012).

1.4. Aim and objectives

The aim of the present research is to understand how the observed bundle

of four high performance work practices (such as training, open leader-

employee communication, empowerment and reward system) needs to be

implemented in order to ensure not only enhanced employee engagement –

and performance but greater organisational profitability as well; in the specific

case of The Ritz-Carlton Bal-Harbour, Miami.

In order, to be able to achieve that goal, the author has set the following

objectives:

Critically analyse the above bundle of HPWPs in order to be able to

conclude whether a strong connection between their implementation and an

elevated level of employee engagement as well-as well-being indeed exists.

Determine, whether high level of employee engagement has a positive

motivating effect on excellent individual work performance.

Find out, how the above superior performance of the individuals can

be leveraged in way that higher organisational profit is achieved in The Ritz –

Carlton Bal-Harbour, Miami.

- 7 -

Chapter 2. Literature review

2.1. Introduction

In todays’ economic environment where the globalisation highly enhanced

the competition among businesses within the service industry, hotels and

especially their employees have to exceed the guests’ expectation and fulfil

even their unexpressed wishes and needs in order to stay on the market and

overcome their competitors (Li, Sanders and Frenkel, 2012).

This statement can be aligned with Grant’s (1991) resource-based view

framework (RBV). Grant (1991) cited by Akio (2005) postulates that individual

employees, with their specific knowledge, skills and abilities are crucial

resources of the companies especially in the luxury hotel industry. Akio

(2005) also states that the non-imitable human resources are key

determinants of the companies’ outstanding performance, therefore their

correct and efficient management must be held as a priority and their

engagement must be fostered.

HPWPs are effective tools to manage the human workforce of the

organisations and to build employee engagement. According to Timiyo

(2014) HPWPs received significant attention throughout the past decades.

Although some scholars refer the concept differently, such as Purcell (2006)

as high commitment management (HCM), Delaney and Huselid (1996) as

progressive HRM practices (PHRMPs) or Kallenberg et al. (2006) as high

performance work organisations (HPWOs), the objectives and core principles

behind these terminologies are the same.

Therefore, given the engagement –and commitment building as well as

performance enhancing nature of the HPWPs, the present study will build

upon the assumption that by implementing a bundle of four HPWPs, (through

the help of strong employee engagement), greater individual work

performance could be achieved; and by correctly leveraging that, greater

organisational profit can be reached in the examined hotel.

- 8 -

In the next part of the current study the author will firstly, focus on

introducing important theories and models which will form a strong theoretical

background for the present paper. Therefore, firstly the resource based view

theory (RBV) and the Job Demand – Resource model (JD-R) will be

introduced, which will be followed by the Social Exchange Theory (SET) and

the Leader-Member Exchange theory (LMX). Finally, the Ability-Motivation-

Opportunity model (AMO) will be explained.

While the RBV will shed light on the specific importance of the human

labour force in today’s business environment, the JD-R model will provide a

great overview of the specific job characteristics which can strongly affect the

well-being and engagement of the workers. Secondly, the SET will be

introduced to provide a better understanding, why employee engagement

can be achieved by facilitating different HPWPs. Furthermore, the leader-

member exchange theory (LMX) will be unveiled to specify the general view

of the SET in a hotel business setting. Furthermore, the ability-motivation-

opportunity (AMO) model will be explained alongside with the service-profit

chain which together will uncover the positive effects of employee

engagement on the organisational performance and financial return.

Finally, after having thoroughly studied various concepts and theories which

attempt to explain how the facilitation of HPWPs can lead to organisational

profit, various existing empirical researches will be examined.

2.2 Theoretical overlook

In the next part of the current paper the author aims to provide a broader

theoretical overlook of the HPWPs and to introduce other linking theories in

order to reveal the HPWPs’ possible effects on employee engagement -and

and work performance as well as on the overall organisational profit. First of

all, the Resource Based View (RBV) and the Job Demand-Resource model

(JD-R) will be brought out.

- 9 -

2.2.1. Resource based View

Although, the history of this organisational resource theory goes back

decades its importance in today’s global and demanding market cannot be

questioned (Bučiūnien & Kazlauskaité, 2008). Companies nowadays have to

withstand strong competition and overcome various obstacles such as

increasing organisational capabilities, continuously renewing, implementing

modern technology and increasing profit in order to be able respond to the

changes of a strongly volatile market, satisfy the constantly evolving needs of

the customers and to reach competitive advantage. (Bučiūnien &

Kazlauskaité, 2008).

The Resource-based View (RBV) investigates how competitive advantage

can be can be achieved by using various resources which stand at the

organisations’ disposal (Almarri & Gardiner, 2014). These resources from a

broad perspective can be considered as any assets of a company which can

be utilized to attain organisational goals and to ensure high performance on

the company’s critical success factors (Barrutia & Echebarria, 2015).

According to Barney (1991) cited by Ruzic (2015) companies can gain and

maintain competitive advantages over their rivals, by applying their most

valuable, key resources. These resources are peculiar for each organisation.

They cannot be copied or imitated by other companies and they are

considered as core sources of business success (Ruzic, 2015). Barrutia and

Echebarria (2015), claim that the key role of the companies’ leaders is to

identify these resources and handle them as sheer priorities of the firm. In

addition, they also postulate that the long-term applicability of these unique

assets, throughout continuous investment, has to be secured.

But why the RBV is used as one of the frameworks of the current research?

Which assets of the companies can be considered as key elements for the

achievement of sustainable competitive advantage? The integration of the

RBV into the realm of strategical studies legitimized the Human Resource

literature’s allegation which identifies the educated, well-trained and

motivated employees as particularly important source of competitive

advantage in every organisation (Wright et al., 2001). Bučiūnien and

Kazlauskaité (2008) in their study attempts to explain what really makes

- 10 -

employees a true source of competitive advantage. They postulate that

individuals with high cognitive ability are able to effectively participate in

socially complex human interactions. Moreover due to the above listed

potentials their capability to be transferred between technologies or markets

is undeniable. The above statements are further reinforced by Wright et al.

(2011) who claim that human resources, referred as “human capital pool”, of

the companies, due to their knowledge, skills and abilities, have the potential

to contribute to achieve the organisational goals. Ruzic (2015) also adds that

throughout their outstanding performance sustainable competitive advantage

can be reached and a strong position on the market can be secured (Ruzic,

2015).

In spite of the ongoing argument whether human resources or their

management provides more value to the organisations and helps them to

maintain long term success (Wright et al. 1994; Lado & Wilson, 1994) the

author will accept the proposal of Dunford, Snell and Wright (2001) and

Boxall and Purcell (2003) who state that human resources and their

management brings the greates result together. Althaugh, individuals can be

viewed as key sources of competitive value without proper management and

continous development of their knowledge, skills and abilities they sustained

competitive advantage cannot be reached. Therefore in the following part of

the current paper the author will focus on different theories frameworks and

models which help to understand how the employees can be successfull

managed and how their engagement and performance can be fostered.

2.2.2. Job demand-resource model

The next theory has been chosen to be introduced in the current paper is

the Job Demand-Resources (JD-R) model. As it has been already discussed

in the present paper, competitive advantage and financial growth can be

gained through the utilization of engaged, well-educated, knowledgeable and

high performing human labour (Ruzic, 2015). The JD-R model, introduced by

Bakker’s and Demerouti (2006) provides a broad overlook of how different

job characteristics can profoundly affect the above mentioned characteristics

of the employees. Therefore, its more detailed analysis is inevitable. Bakker’s

- 11 -

and Demerouti’s (2006) model not only can be taken as a great starting point

for various other theories which will be discussed in the present study, but

due to its framework nature it can be implemented in numerous occupations,

thus also in the hospitality business.

The JD-R model is not the first which puts different job characteristics under

the scope. Hertzberg’s (1968) Two-Factor model or the Effort-Reward

Imbalance model of Siegrist (1996), are good examples of other scholar’s

theories which examined the effects of a limited amount of job characteristics

on employees. However, the JD-R model in order to overcome some of the

limitations of these previous theories allows examining a wide variety of job

characteristics and their effects on individuals (Van den Broeck, 2012).

According to Demeatouri et al. (2001) job-demands refer to different

psychological, physical, organisational and social aspects of the job which

demand continuous effort from the employees, thus they are linked to

different emotional and cognitive costs. As they claimed, unfavourable work

environment, high work pressure or the overload of emotionally exacting

guest interactions can possible lead to exhaustion, burnout or impaired

health.

Based on the above statements it is vital that employees are provided the

necessary support in order to successfully recoup from the negative effects

of the job demands. This support by Bakker and Demerouti (2006) is referred

as job resources. Job resources are different physical, psychological, social,

or organisational aspects of the job which not only able to provide functional

help in achieving organisational goals but can effectively foster personal

growth and decrease the various costs associated with the job demands.

Job demands and resources can be found throughout every level (task,

social relations and organisational level) of the organisation. For decades

workload and autonomy were in the focus of researches. Therefore, today

they are considered as general characteristics which can be found across

jobs. Besides the above mentioned classical job demand -and resource the

JD-R model aims to include other job characteristics in the research context

which became also general in contemporary jobs. Work-home interference

and emotional demand alongside with the home demands –and resources

are also taken into account. Therefore, it can be stated that the JD-R model

- 12 -

offers a solution for the observation of the broad context of the workers’ job

both within and outside of the organisation. Moreover, it also creates a bridge

which connects various job demands –and resources to different outcomes

through the concept of burnout and employee engagement (Van den Broeck,

2012).

It has been mentioned earlier in the current paper that in the hospitality

industry the expectations towards the performance of the employees are not

less than perfect, moreover, they often have to work long hours under high

pressure. Accordingly, the risk of negative job demands is severe. In order to

reduce the negative impacts of these job demands employees have to be

both extrinsically and intrinsically motivated. Workers have to be granted the

required resources on the organisational level (competitive monetary

compensation, career opportunities), on the interpersonal level (managerial

support), on the work level (task clarity and involvement in the decision

making process), and on the task level (authority, empowerment, and

feedback) too (Bakker and Demeatouri, 2006). That way their engagement,

commitment and well-being can be fostered.

In order to gain a better insight how these negative effects can be avoided

different theories and models will be introduced in the following sections of

the current paper. Since hospitality employees undergo several interpersonal

interactions daily (with the guests, managers and their peers) a deeper

analysis of the nature of these social interactions will be undertaken.

2.2.3. Social-exchange theory

As Lee et al. (2014) claim, the SET aims to uncover the nature of the

relationships among individuals. However, according to Emmerson (1976),

SET should rather be considered as a framework than simply as a theory.

Since SET is strongly focused on the exchange of valued resources between

participants, this theory is well applicable in the hospitality industry.

Moreover, it provides important contribution to the HPWPs -and engagement

literature. Based on the above facts, it can be stated that the contribution of

- 13 -

the SET to the current research is unquestionable and its introduction and

analysis is required.

Set provides a theoretical explanation why the discussed HPWPs could

positively influence the engagement and well-being of the employees. It has

been stated by Blau (1964), cited by Lee et al. (2014) that during any social

exchange, whether physical-material goods are being transferred or not,

various feelings, such as satisfaction, anger, happiness and other immaterial

elements can be exchanged between the parties. Blau (1964) also claims

that the different levels of satisfaction, dependence, independence and

interdependence can significantly influence the strength of the relationship

between the participants. The above statements is further reinforced by

Cropanzo and Mitchell (2005), who postulate that interdependent

transactions have the ability to build strong, high-quality relationship among

individuals.

Just as its name suggests, the SET originates from sociology and social

psychology, however it shows significant similarities with economic and

business theories as well, such as the rational choice or the expected- and

maximum utility (Lee et al., 2014). In spite of the fact that there are distinctive

views regarding the subtleties of SET, the majority of the academics agree

on the fact that individuals throughout their decision making process undergo

a particular cost-benefits evaluation. They tend to weight their alternatives

and the possible outcomes of their decisions in order to be able to make a

better and more beneficial one. Therefore, it can be concluded that a valued

resource will only be transferred to the other party when another similarly

valued resource is offered in-exchange (Emmerson, 1976). This mutually

beneficial exchange is often addressed as reciprocity.

Although, different social-exchange rules have been discovered, reciprocity

especially in the business world is an often cited norm which governs the

behaviour of the exchanging parties. However, it is important to take into

account that reciprocity can only be applied when interdependence between

the participants exists (Coulson et al. 2014). Most basic human interactions

are based on mutual reciprocation, since individuals tend to respond in a

manner similar to the manner acted upon them. Essentially, the theory of

- 14 -

reciprocation, states that while positive actions lead to positive responses,

negative actions trigger negative counter actions (Lee et al., 2014).

When an exchange takes place between two parties there are always costs

and benefits between the participating individuals, which can also be

categorised as gains and losses. On the one hand, costs are considered as

the negative aftereffects of the exchange and are manifested in the form of

valuable resources such as, time, energy or money. On the other hand,

benefits or rewards are the positive outcomes of the transactions and usually

appear in the form of status, money, love, goods or services (Coulson et al.

2014).

In the present research context the organisational outcomes of a bundle of

four HPWPs are observed. SET is closely related to the literature HPWPs.

When a high-quality relationship is maintained between employees and

managers, moreover, when they are communicated the companies’ goals

and empowered to strive towards them in their own way, workers tend to

invest more effort and time in their jobs.

SET, just like numerous other social, behavioural theories has its limitations

and critics. In spite of the arguments and theoretical disagreement regardin

this theory, the importance of the SET in the organisational and behavioural

science is non-questionable. As Cropanzano and Mitchell (2005) claim, SET

predicts a positive relationship between the parties, which is strengthened

over time, by sharing values, building trust and a constantly maintaining a

high level of satisfaction. When this balance between the participants exists,

there is a possibility for a high-quality relationship.

This high-quality relationship between leaders and line employees in the

hotel industry is considered as an utmost priority. It has been stated when a

high-quality relationship between managers and subordinates exists, which is

characterised by mutual respect and emotional support, employee

engagement can be fostered. Therefore, the next important theory which will

be examined in the current paper Leader-member exchange (LMX) theory.

LMX is rooted in SET and explains how a greater level of employee

engagement can be achieved through a high quality relationship between the

management and line employees. This theory is well applicable in a

hospitality setting and therefore its more in depth observation is required.

- 15 -

2.2.4. Leader-member exchange theory

As it has been already discussed in the present research, contemporary

businesses and their employees in the hotel industry have to face various

challenges on a daily basis. High guest expectations towards immaculate

service require enthusiasm, sensitivity, flexibility and patience among many

other skills from the hotel workers. In order to keep employees motivated,

committed and make them able to provide the desired high quality

performance they have to be provided the necessary resources and have to

be supported (Li, Sanders and Frenkel, 2012; Bilgin, Demirerb, 2012; Ruzic,

2015; Bakker & Demerouti’s, 2006).

The LMX theory claims that managers and supervisors have an important

role in shaping the performance and attitudes of the workers. Linden et al.

(1997) found that through their everyday work routine, managers and their

employees undergo various social exchanges and these exchanges highly

affect the attitude and work performance of the workers.

According to Scandura and Lancau (1996) while a high quality relationship

between leaders and subordinates leads to organisational commitment,

loyalty and total engagement, a low quality relationship could cause higher

turnover and dissatisfaction. Truckenbrodt (2000) claims that low quality LMX

is rooted in the lack of interaction between leaders and members and it fails

to motivate employees to contribute to the organisational goals beyond the

demands of their job description. However, when leaders succeed to

maintain a positive relationship with their employees and support them

emotionally and socially too, the general sense of well-being and the

engagement of the workers will be enhanced; moreover, a high level of

mutual respect can be noted (Li, Sander and Frenkel, 2012).

In the luxury hotel industry support from the leadership tends to be

delivered in different forms. Empowerment, coaching, performance

appraisals or individual face to face feedbacks are effective managerial tools,

which are able to increase the knowledge and professional skills of the

employees. However, supporting leaders often go beyond the application of

the above mentioned tools and tends to provide emotional – and social

support for all their subordinates (Li, Sander and Frenkel, 2012). When the

- 16 -

above discussed resources are given for the employees, their positive

perception towards the leadership can be increased. Thus, based on the

rules of the already mentioned reciprocation they tend repay the support by

becoming more engaged and committed with the company and going beyond

their described responsibilities (Altinoz, Cakiroglu, Cop, 2012).

Wu and Chen (2015) in their research draw attention to another important

factor which can foster high quality LMX, employee engagement and work

excellence. They state, to understand how the perception of the employees

vary in a degree they perceive the above discussed managerial support and

resources; and how it can affect their engagement and performance is vital.

In their research they emphasise the importance of the fulfilment of

employees’ psychological contract, with specific attention to the hotel

industry. As they describe the phenomenon, based on Rousseau’s definition

(1995), employees’ psychological contract can be explained as a set of

beliefs, which is shaped by the organisation and lays down the terms of an

exchange agreement between workers and their employers. This special

contract represents an agreement between the firm and its employees which

includes their mutual obligations in their work relationship Wu and Chen

(2015).

Therefore, it can be stated that if both parties agree, the fulfilment of the

psychological contract can be successfully fulfilled. When employees are

able to perceive the expected supervisory support, adequate payment,

opportunity for development, empowerment, future promotion or job security,

they are more likely willing to outperform, become engaged and strive for a

high quality LMX and contribute to the organisational goals (Wu and Chen

2015).

High quality leader-member relationship and empowerment form an

important part of the current paper’s focus and they play a major role in the

building employee engagement, aid greater work performance and foster

greater organisational profit. However, it is a difficult and time-consuming

task to build high quality relationship between leaders and line members

where effective open communication and mutual support exist. The

Leadership making model (LMM) describes the building of high quality LMX

as a life cycle.

- 17 -

According to LMM at the beginning of their encounter, leaders and

employees come together as strangers. At this moment their relationship and

exchanges are formal and contractual. None of the parties strive to perform

better, provide more support or show more constructive behaviour than it is

prescribed in their job description (Graen and Uhl Bien, 1995). Secondly, in

order to elevate the relationship to the second, so called acquaintance stage,

an offer for an enhanced working relationship has to be made by the

managers and it has to be accepted by the employees. In that stage of the

relationship maturity, the parties tend to overstep the barriers appointed by

their independent organisational roles. Therefore, information is shared more

effectively and a greater level of support is noted between the leaders and

subordinates both on work -and personal level (Graen and Uhl Bien, 1995).

Finally, through the continuous equitable return of favours and the

maintenance of mutual respect, the relationship between the parties enters to

the final stage, which is classified as mature partnership exchange. At this

final point the exchanges between the participants are exceedingly

developed which may form a strong base for a long term reciprocity, high

performance and future organisational success (Graen and Uhl Bien, 1995).

However, As Li, Sander and Frankel (2012) claim, high level LMX

accompanied with employee reciprocity may not evidently beneficial for the

whole organisation. Reciprocity tends to be rather interpersonal than

organisational. They also postulate that reciprocation not necessarily

comprehend the obligation towards the organisation. Therefore, a high

quality LMX not always succeed to influence the employees’ behaviour and

performance in a manner that it can contribute to the higher goals and to be

valued by the organisation. In order to fill the above identified research gap

the examination of further models, theories and existing empirical researches

is required.

Since the main goal of this research is to find out how different HPWPs can

increase organisational profit, through the positive effects of employee

engagement, the review of such models which aims to uncover and explain

the nature of this linkage is essential. Therefore, firstly the ability-motivation-

opportunity (AMO) model will be put under the scope which later will be

followed by the examination of various existing empirical researches.

- 18 -

2.2.5. AMO model

According to Kroon, Van De Voorde and Timmers (2012) the three letters

(AMO) stands for three elements or practices, which together construct

sustainable high level employee performance and aids organisational profit.

In the acronym of AMO, A, refers to workers individuall ability, that they are

able to deliver high quality performance. Since abilities directly correlate with

the employees’ performance their improvement must be taken into account,

through the implementation of different HPWPs. Thus specific recruitment

system and extensive trainings are strongly suggested (Kroon, Van De

Voorde and Timmers, 2012).

Secondly, M, stands for the motivation of the employees, both intrinlsically

and extrinsically. This statement can be alligned with Hertzberg’s (1957) cited

by Stello well-know and widely applied theory. Based on his, two factors

motivational theory, there are two distinctive factors which affect employees,

satisfaction, engagement and therefore, their performance. These are the

motivation – and hygiene factors. According to his results, hygiene

(extrensic), factors, such as financial rewards, raises or other factors which

aim to establish a more favourable work environment, are fail to provide real

motivation for the workers. Although, they are effective tools to prevent

arising job-dissatisfaction, they are unable to contribute to employee

satisfaction or engagement. On the other hand, motivation factors, such as

promotion, involvement and empowerment can motivate workers intrinsically,

thus are able to elevate the level of their satisfaction and foster engagement

(Yusoff, Kian, Idris, 2013). By applying these motivation factors the employee

engagement level emerges and the obligation of the employees to pay back

the recieved benefits and support for the organisation through eminent

performance, is strengthened.

Finally, the O component of the AMO modell represents the given

opportunity for the workers to perform. This element strongly connected to

the empowerment literature. Empowering leaders, tend share their power

with the subordinates. They involve them in the decision making

process,(involvement, communication) and give higher level of authonomy

(authority, empowerment). Furthermore, more meaningfull jobs alongside

- 19 -

with more responsibilities, are offered. Throughout all the above support,

empowering leaders are able to influence the psychological empowerment of

the workers, therefore trigger a greater level of engagement and positivelly

affect the profit realisation of the business (Özaralli, 2015; Quińones, Van

den Broeck, Hans de Vitte, 2013).

It can be concluded that every single element of the AMO bundle, in

connection with HPWPs, serves a specific goal: (A), high employee

performance, (M), high employee commitment, (O), high employee

empowerment (Kroom, Van De Voorde, Timmers 2012). Therefore, it can be

stated that the correct implementation of the model supports the achieving

greater employee engagement –and work performance. Moreover it supports

the achievement of the organisational goals and contributes to the

companies’ profit.

As Ruzic (2015) postulates higher organisational profit is stimulated by the

loyalty of the customers. In order to make guests in the hotel businesses

satisfied and in a long-term loyal, high performance from the dedicated

employees is expected. Therefore by combining the discussed theories and

models, the assumption can be made that if employee engagement is

reached, through the implementation of an effective bundle of HPWPs, and

the maintenance of a high level LMX, together with HRM contingency, guest

loyalty could be reached and thus higher financial return for the hotel could

be accounted (Ruzic, 2015; McCracken and Watson, 2008).

2.3. Review of existing empirical researches and defining the concept of

HPWPs

As it is already established in the existing literature, human resources are

the vital yet expensive commodities within organisations. Therefore, for all

organisations especially for such labour intensive businesses as hotels the

biggest challenge is to be able to amplify efficiency and to aid creativity, while

keeping costs under control to can produce financial growth for the whole

company and for the shareholders. To be able to understand how effective

HRM practices can positively influence organisation-wide outcomes a vast

- 20 -

body of theoretical research, called Strategic Human Resources

Management (SHRM) has been formed (Combs et al., 2006). The varieties of

performance enhancing HRM practices which are considered by SHMR

researchers are called HPWPs.

2.3.1. From HPWPs to performance excellence

In the following part of the present chapter the author will focus on

introducing previously conducted empirical researches and their findings on

the different outcomes of HPWPs. Firstly the focus will be put on the

examination how HPWPs affect outcomes on the level individuals.

Afterwards, it will be examined, based on the existing research material,

whether the assumed positive outcomes of the examined practices on the

employees’ engagement and individual performance could lead to

organisational success.

HPWPs are found to be associated with performance excellence. It has

been claimed that throughout a proper implementation of these practices

motivates employees to increase their performance. But how is this excellent

performance achieved on the personal -and also on the organisational level?

Why employees tend outperform in an environment where HPWPs are

present. This question has been the focus of various researches. Ramoo,

Abdullah and Piaw (2013), after studying the employees of Malaysian

hospitals concluded that throughout the effective use of HRM practices

stronger organisational commitment can be built Binoy, J. (2012), Innovative

human resources past also found a linkage between innovative human

resource practices and organisational citizenship behaviour (OCB). In his

research an Indian software developing firm has been examined. The

conclusions of this research are important in terms of the present paper. Both

in hospitality and in the software industry business success is highly lays on

the performance of the talented, creative, energetic and well-educated

employees; and in order to ensure their high performance their well-being

and engagement have to be fostered (Barrutia & Echebarria, 2015; Ruzic,

2015; Wright et al., 2001). Besides the above studies another empirical

research which presents a relationship between HPWPs and greater

- 21 -

employee performance was conducted by Kuvaas (2007). Through the

analyzation of multiple national banks in Norway he revealed that when a

work environment is created where opportunities for employees are given to

improve their skills, knowledge and attitude they tend to become more

motivated engaged and committed.

2.3.2. Excellent performance on the organisational level

So far numerous empirical researches have been presented which sought

explain the linkage between HPWPs and employee engagement. However,

in order to get a step closer to the aim of the present research researches,

studies which aimed to reveal whether engagement can be realized in

greater individual and organisational performance has to be examined. There

are numerous organisational outcomes which can be observed

One of the most complex and comprehensive empirical research has ever

been done was conducted by the Corporate Leadership Council (2004). They

draw results by analysing the engagement surveys of over fifty-thousand

respondents from all over the globe, who worked in ten different industries.

They identified a vast amount of levers which simultaneously affect the

commitment of the workers. In conjunction with the SET (Emmerson, 1976;

Lee et al., 2014) they revealed that employees in return for the received

support (HPWPs) tend go above and beyond, improve their performance and

stay with the company.

The above introduced findings can be aligned with the main theory of the

SHRM which claims that by applying HPWPs the work related knowledge,

skills and abilities (KSAs) of the employees can be enhanced thus better

work performance can be noted. These practices include for example

selective recruitment, employee training opportunities, empowerment,

participation and ownership, comparatively high wages, employment-security

or incentive payment based on performance. In addition, it has also been

claimed that when employees are provided the above job resources they

tend to become more engaged, deliver outstanding work performance and

- 22 -

stay loyal to the company (Applebaum et. al, 2000, Combs et al., 2006;

Kroom, Van de Voorde, Timmers, 2013; Karatepe, Vatankhah, 2014).

The HPWPs examined in the present research are closely related to the

above mentioned ones. Thus, the author assumes that employee trainings,

empowerment and a performance based reward system will be able to

enhance employee engagement and higher work performance. However to

be able to meet the aim of the present paper, the connection between

HPWPs and organisational performance outcomes, in the specific case of

this paper the organisational profit, has to be uncovered. The question how

the individuals’ excellent performance throughout the aiding effect of

engagement could result greater organisational profit still has to be

answered.

High level exchange, mutual respect and reciprocity between leaders and

line employees is one of the most crucial and effective ways to build

employee engagement and foster individual -and organisational

performance. However, as above it has already been explained, high level

LMX on its own cannot doubtlessly guarantee greater organisational profit as

a result due to its interpersonal nature.

Buller and Mcevoy (2011) postulates, that if the aggregated discretional

employee behaviours, rooted in reciprocity, could be utilised in order to

achieve organisational goals, they could increase the performance of the

workers in a certain way that the whole company could profit. Naqvi and

Nadeem’s (2011), defines HPWPs as a bundle of effective performance

enhancing tools used by companies’ human resources management team,

which by operating in a complex system and supported by additional HRM

practices can lead to a ‘win-win’ situation where employees, such as

businesses can profit.

By combining the thoughts of the two above researchers, the author

speculates that in order to ensure the success of the LMX and to fruitfully

apply the examined HPWPs on the organisational level, the company goals,

values and procedures have to be effectively and continuously

communicated towards all employees.

The key system which delivers this information is the human resource

management (HRM) of the companies. The application of HPWPs (extensive

- 23 -

trainings, effective leader-member communication) alongside with the

consistent and continuous communication of the organisational goals help

employees to understand how high performance can be achieved and how it

is defined by the organisation. Moreover, through empowerment, the workers

have the chance to apply their incremental KSAs, gained through the

trainings. Finally, upon successfully accomplishing their assigned tasks and

contributing to the overall business goals they can be rewarded. Thereby,

further motivated to stay engaged and keep up their excellent performance

(Li, Frankel and Sanders 2012).

2.3.3. Still existing debate

There are various reasons why the confusion around this phenomenon still

exists and why some of the researchers still uncertain about the effects of

different adapted HPWPs on employees and on the organisations. Despite

the vast amount of existing researches in this topic, the results are still

inconsistent and the universal, significant and positive effects of the

performance enhancing work practices on employee engagement and

especially on organisational profit is still not unquestionably proven (Neumark

and Capelli, 1999).

Neumark and Capelli (1999) examined not only the organisational

productivity but labour cost as well. Thereby, the comparison between the

gained benefits of the employees and the organisation become possible. In

spite of the fact that a positive correlation between the usages of innovative

work practices and employee benefits (higher involvement, higher

compensation) has been noted, the positive effect of the HPWPs on the

overall financial growth has not been significant. Moreover, in many cases

the increased labour cost tends to offset any increase in productivity that may

occur (Neumark and Capelli, 1999).

In another research, carried out by Wright et al. (2005), cited by Timiyo

(2014), the authors claim that by applying HPWPs derived from ‘effective’

HRM practices the individual KSAs of each employee can be increased,

therefore, could lead to surplus organisational performance. However, ‘good’

- 24 -

HRM practices, such as motivation or development cannot necessarily aid a

change in employees’ behaviour and therefore, they might fail to positively

exert organisational outcomes.

To sum up, from the above presented discussion the author concludes that

the examination of the effectiveness of HPWPs is challenging. There are still

unresolved issues related to this phenomenon which provides room for the

present paper and also for future researches. Moreover, the positive

connection between HPWPs engagement and organisational performance is

not yet undebatable. In addition, other distraction arises from the fact that so

far, studies failed to prove the universal applicability of HPWPs regardless of

the business sector or field where the companies are operating in.

In spite of these confusing facts which still encircle the concept of HPWPs,

the above discussed studies have shown the existence of a strong

relationship between bundles of performance enhancing practices employee

engagement and greater employee performance. Based on the above

statement and the positive reinforcing effects of HRM contingency, the author

contemplates to reveal whether through the application of HPWPs plus the

consistant communication of the company goals greater profit can be

achieved.

2.3.4. The research site

The Ritz Carlton Bal-Harbour, Miami, is a small sized boutique hotel (95

hotel rooms) which has recently become a part of the prestigious brand

portfolio. In the case of the observed hotel a bundle of four HPWPs

(employee trainings, effective leader-member communication, empowerment

and reward system) have been recently implemented, alongside with other

HRM practices, in order to increase employee engagement and ensure

organisational profit.

Since the researched property just became a member of an already

established and worldwide well-famed company in October, 2014 the

expectations of the guests towards the hotel instantly increased. Nothing

less, than excellence is accepted. The key of survival on the highly

- 25 -

competitive luxury hotel market is to deliver implacable guest service and

perfect high-end products. In order to achieve that, as the existing literature

suggest, the hotel has customize the corporate HPWP bundle and ensure

that it indeed can effectively increase employee engagement, improve guest

service and contribute to greater organisational profit.

2.4. Research model

In this previous part of the current study the author’s attempt was to

introduce important and often cited frameworks, theories, models and

empirical researches, which aims to explain how employee engagement can

be reached by implementing different HPWPs and how it can positively affect

the individuals work performance, moreover how the work performance can

be enhanced in a certain manner that the outcome would be profitable for the

whole organisation.

This research, as it has been already stated, focuses on a bundle of four

effective performance enhancing work practices. These are: training,

communication, empowerment and reward system. As the LMX theory, the

RBV or AMO model claim, by applying these practices employee

engagement can be fostered, the individual work performance can be

increased and possibly greater profit can be realised.

Firstly, even if managers hire promising candidates, through selective

recruitment system, without the necessary organisational culture oriented

and task specific trainings they will not be able to deliver the expected

service excellence. Therefore, an excessive training system is highly

recommended.

Secondly, after having the necessary KSAs of the employees, through

effective and open communication a high quality relationship between

workers and managers have to be established (LMX). This high quality

relationship is considered as the foundation of reciprocity.

Thirdly, as the theory of the employees’ psychological contract, such as the

AMO model states, workers have to be given the chance for autonomy.

Letting them to work towards the organisational goals in their individual,

effective way can increase their self-efficacy and strengthen OCB such as

- 26 -

increase the level of their engagement. Therefore, empowerment should be

handled as sheer priority.

Finally, when organisational goals are achieved or when exceeding

performance is recognised according to Hertzberg’s two-factor theory on

work motivation and the AMO model, workers have to be rewarded and

further motivated by financial benefits (hygiene factor) or more importantly by

intrinsic motivators (promotion, involvement in decision making, giving more

responsibility).

Based on the previously explained logic, the author assumes, that this

bundle of four HPWPs have a positive effect on employee engagement,

higher engagement triggers better work performance which is finally being

resulted in greater organisational profit when the 0

- 27 -

Chapter 3. Methodology

3.1. Aim and objectives

The aim of the present research is to understand how the observed bundle

of four high performance work practices (such as training, open leader-

employee communication, empowerment and reward system) needs to be

implemented in order to ensure not only enhanced employee engagement –

and performance but greater organisational profit as well; in the specific case

of The Ritz-Carlton Bal-Harbour, Miami.

In order, to be able to achieve that goal, the author has set the following

objectives:

Critically analyse the above bundle of HPWPs in order to be able to

conclude whether a strong connection between their implementation and an

elevated level of employee engagement as well-as well-being indeed exists.

Determine, whether high level of employee engagement has a positive

motivating affect on excellent individual work performance.

Find out, how the above superior performance of the individuals can

be leveraged in way that higher organisational profit is achieved in The Ritz –

Carlton Bal-Harbour, Miami.

- 28 -

3.2. The approach

Given the complexity of the present study it is required to obtain rich data

about the researched phenomenon. As Bricki and Green (2007) mention,

qualitative research method is appropriate when a topic is attempted to be

observed deeply and when the experience and perspectives of the research

participants aimed to be unveiled. Mason (2002), claims that in order to

successfully gather deep, personal data which helps to understand the

complex social reality of individuals, groups or institutions, qualitative

research is beneficial to be undertaken. Bell, Burmaran and Mills’s (2010)

claim ca be aligned with the above statement. They claim that by uncovering

what individuals think and feel, as well as why they arrived to their current

mind-set could help to develop a well-rounded conceptual understanding of

researched phenomenon.

As it has already been explained above, the present paper focuses on the

individual and organisational outcomes of HPWPs with specific focus on the

luxury hotel businesses. Firstly, on the individual level it attempts to reveal

how these practices affect the engagement and work performance of the

workers. Secondly, on the organisational level it is aimed to be uncovered

how better work performance could be utilized in a certain manner that the

organisational profit is strengthened.

Mason (2002) also postulates that qualitative researches can be

approached differently. A critical approach uses qualitative research method

to be able to analyse a research phenomenon, uncover its possible existing

issues and to find out how it could be made better (Elliott & Timulak, 2005).

Based on the above discussed nature of qualitative research method and the

objectives of the present research, the author have decided on the

application of qualitative research method, which can facilitate the critical

analysation of the researched HPWP phaenomenon.

In order to be able to achieve the above research objectives both the

employees’ and the leadership’s perception about the research topic have to

be uncovered. Silverman (1993) in his study introduces a variety of

qualitative research methods. He states that observation is a crucial part of

qualitative researches. Throughout observation authors have the chance to

- 29 -

immerse in a new culture and to better understand the researched

phaenomena. Qualitative studies, unlikely to the quantitative ones prefer to

use interviews with open-ended questions on a smaller sample, in order to

accesses and rich data.

Moreover as Silverman (1993) states that transcripts and audio recordings,

which are mostly used in qualitative researches can form a reliable source of

information which through critical analysation can be used to develop new

theories.

In the case of the present paper the above introduced methodological steps

were followed. The author spent a whole year in the Ritz-Carlton Bal-

Harbour. Throughout this period of time he had to chance to understand and

embrace its organisational culture which is built upon the effective

implementation of HPWPs. In addition, the observation phase was followed

by the conduct of face to face, semi structured interviews. The population of

the study was carefully, purposively selected and bear significant traits and

characteristics which makes them an appropriate ‘subjects’ for the research

(Bricki and Green, 2007). During the above mentioned interviews the

participants had the chance to express their experiences, opinion and

feelings on the topic being researched. The above interviews have been

recorded and transcribed. Throughout the later stages of the research these

transcribes and recordings assisted the researcher in his attempt to achieve

the aim of his research.

3.3. Sampling, data collection, and data analysis

Qualitative and quantitative researches have different purposes. Therefore,

their sampling strategies differ too. Quantitative researches seek to involve a

wide range of people in the study so the results can be generalised for the

whole population. On the other hand, in qualitative studies, winning

population-wide and generalizable information is not the most important

research driving factor. These researches seek to deeply understand a

certain phaenomenon and this in-depth analysation requires not only a

smaller amount of participants but a highly different recruitment approach

(Bailey, Hennik and Hutter, 2012).

- 30 -

While through quantitative data collection, authors often use the method of

random sampling without paying special attention to certain traits of the

recruited people, qualitative research methodology stresses the importance

of purposeful recruitment, a so called non-probability sampling method. Here,

the author picks participants based on their special characteristics and traits,

in order to ensure that by interviewing them the researched phenomena can

be addressed the best (Bailey, Hennik and Hutter, 2012; Mays & Pope,

1995). This special kind of purposive sampling practice is often addressed as

a deliberate and also flexible data collecting method (Mays, Pope, 1995;

Bailey, Hennik & Hutter, 2012; Bricki & Green, 2007).

Through non-probability sampling, research participants are selected

deliberately, ‘on purpose’, in order to be able to provide rich information

about the examined topic. In addition, a diverse variety of people are

selected for the qualitative studies, who can deliver a wide range of

information, to cover the observed phenomena to the fullest. Moreover, non-

probability sampling is considered flexible too, since through the data

collection process, researchers have the chance to refine their selecting

criteria to gain better final results (Bailey, Hennik and Hutter, 2012).

Based on the above information, for the current study the author has

chosen his research participant through purposive sampling method. First of

all, the author, In order to can obtain a complex overview on the researched

topic, differentiated the employees based on the level of their position in the

hotel. Six managers and and six line employees have been interviewed.

Within the each category participants were carefully selected to represent

different department of the hotel; and thereby fostering the development of a

complex understanding. Managers and directors from the Food and

Beverage, Sales, Human Resources, Housekeeping as well as the manager

of the hotel have been questioned.

As far as the line employees concerned their occupied positions, their

backgrounds as well as their future plans were taken into account when they

were selected for the interviews. Guest Relations, Front Desk,

Housekeeping-Butler Service and different outlets within the Food and

Beverage department were represented within the research population.

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As a method of primary data collection face to face interviews have been

chosen with all the selected line employees and leaders. Interviews, although

resemble an everyday interaction, due to their concentrated and focused

nature, allow the interviewer to gain the required research data he or she

needs (Bricki and Green, 2007). Throughout twelve semi structured

interviews the author had the chance to successfully obtain the necessary

data to reach the objectives and aim of the research.

According to Bailey, Hennik and Hutter, (2012), the number of participants

in qualitative researches is determined by the principle of saturation. They

claim that a study reaches its point of saturation when the newly collected

data starts becoming repetitive. Qualitative researches aim to identify a

variation of feelings, opinions and experiences of a smaller number of

individuals, instead of finding a vast amount of participants with the same

feelings and opinions. Thus, after this point further data collection could not

bring anymore new and useful information which could support the study.

Given the small number of line employees, such as leaders in the case of

the researched hotel, the author states that after interviewing six-six

purposefully selected people from each group, additional data collecting

effort would not bring new information and the results would become

redundant.

After having the qualitative data successfully gathered, it has to be

analysed. The author in order to minimise the bias of the research, has

selected thematic data analysis, where by identifying common issues and

perceptions, different themes can be set which allow the author to carry out a

fully comprehensive analysis. Thematic data analyses helps to identify, and

analyse patterns within the rich research data. With its support the author

was able to organise and better understand the gathered information. A

theme within the research data can be defined as a set of patterned

responses which captures important information about the research data

related to the research topic. The flexibility of the thematic research analyses

allowed the author to identify themes which were the most beneficial to assist

him in reaching the aim of his research.

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3.4. Credibility and confirmability

Qualitative studies are often criticised that the internal validity and reliability

of these researches cannot be addressed in the same way as in quantitative

researches. In spite of this criticism, qualitative researchers showed several

times that trustworthy data can also be gained through qualitative research

method (Shenton, 2004).

Although, qualitative studies are also able to present data which can

respond to the issues of validity and reliability, researchers in their qualitative

work prefer a distinguishing terminology. Guba (1985), cited by Shenton

(2004), claims that there are four major criteria which have to be taken into

account by researchers in order to conduct a trustworthy study. These four

criteria can be aligned with the ones followed by the quantitative studies.

While, credibility and confirmability correspond with internal validity and

objectivity, transferability and dependability represents the preference to

generalisability and objectivity (Guba, 1981). In this following section all these

four criteria will be taken into account in connection with the current study.

First of all, the credibility and confirmability is discussed.

Anney (2014) states credibility ensures that the information presented in the

research findings is plausible, correctly represents the original perspectives

and opinion of the participants; moreover, it is gained from their original data.

She also claims that there are various applicable strategies in qualitative

studies which aim to help the researcher to increase credibility. If the

researcher succeeds to establish a prolonged engagement in the field of

study he or she can gain a better insight into the research context and

minimise the bias of the collected data. During a prolonged stay the author is

able to overcome the possible distortions which emerge due to his or her

presence (Guba, 1981). Furthermore, throughout a persistent observation

extended time spent on the research site enables the researcher to embrace

the culture and milieu around him. Moreover, by better understanding the

research phaenomena the author is able to learn to only focus on aspects

which are valuable and crucial regarding his or her study and eliminate

others (Guba, 1981). In addition building a higher level of trust with the

participants and provide deeper and more credible information about the

- 33 -

respondents culture such as the whole phenomenon. In order to ensure the

above mentioned prolonged engagement and persistent observation the

researcher has spent a whole year on the field of research. During the first

six months the author observed and sought to understand the organisational

culture and the applied HPWPs in the Ritz-Carlton Bal-Harbour. This initial

research period was followed by another six months when the primary

qualitative data was collected and critically analysed.

On the other hand, the researcher also reached out for academic help and

consulted with other researchers in order to be able to gain other peoples’

perception and to can draw a more accurate and reliable research conclusion

(Anney, 2014).

Another strategy which all qualitative researchers should apply is the so

called member check. Through this process, the researcher aims to improve

the credibility of the data collected during the in-depth interviews (Cole &

Harper, 2012). By restating and summarising the gathered information for the

interviewees the interviewer was able to determine their accuracy and

therefore improve the credibility of the findings (Cole & Harper, 2012).

After discussing various strategies used in the current paper in order to

increase credibility, another requirement of a reliable qualitative researches

have to be mentioned. Along the process to affirm confirmability the author

aims to assure that the research findings are true representations of the

responders’ experiences, perceptions and ideas rather than the researcher’s

preferences. As Shenton (2004) states, in order to ensure confirmability and

reduce researchers’ bias, the author has to admit his own predilection

regarding the decisions have been made and methods have been chosen

during the research process. Therefore, the reasons why one method over

another has been chosen must be explained, moreover the weaknesses and

limitations of the technique actually applied must be revealed and admitted.

This way the connection between the research findings and its source is

shown to the readers, thus the direct linkage between the research

conclusion and data can be established. As a consequence, readers are

ensured that the research findings are resulted from the qualitative

examination itself and not from prior assumptions or predictions (Daymon

and Holloway, 2002).

- 34 -

In order to support confirmability the author in the current study, has already

documented his decisions about the method of the research; furthermore, the

explanation and reasons of his decisions are presented, too. In addition, the

limitation of the present study and its research method are admitted as well.

Finally, to ensure a confirmable study, all information collected during the

data gathering process is carefully and accurately recorded. Audio records

and notes have been taken during the interviews and they have been saved

and submitted together with the research findings. Thus the origin of the

research conclusions is established and can be inspected.

3.5 Dependability and Transferability

As Anney (2014) claim, Dependability refers to consistency of the findings

over time. Moreover, according to Daymon and Holloway (2001)

dependability shows strong linkage with credibility. As it has been described

already, credibility is mend to ensure the plausibility of the research and that

the gathered information is a true representation of the participants’ opinion.

However, in order to reinforce credibility the author has to make sure that the

present research is dependable as well. In order to secure dependability

readers continuously evaluate the research context and the adequacy of the

research. Therefore, to allow and support this evaluation the author of the

present study aims to reveal the decision making process has been used

throughout the research and present an audit trails where the data gathering

process alongside with the interpretation of the gained data can be followed.

During the audit trail light is shed on the data collecting process, furthermore,

it shows how the data were recorded and analysed. Through these audit

trails dependability can be secured such as the consistency and plausibility of

the current research can be increased (Daymon and Holloway, 2001).

Finally, the fourth criteria of the qualitative researches have to be explained

too. Transferability, as Anney (2014) claims refers to the extent to which the

findings of the qualitative research can be replaced to a different context,

different environment with different respondents. On the other hand, it can be

stated that transferability can be considered as the exchanged version of

external validity, such as the interpretive equivalent of theory based

- 35 -

generalisability. Since qualitative researchers work with a smaller sample the

quantitative ones their results are very specific to the researched area and to

the certain groups or individuals have been studied. Therefore, an additional

guidance from the author regarding the applicability of these specific findings

in another business setting is required (Daymon and Holloway, 2001). In

order to ensure and demonstrate the salience of the current research the

author has used purposive, non-probability sampling. This method was

proved to be effective in selecting certain key informants who has an in-depth

knowledge and experience in the question being investigated (Teddlie & Yu,

2007), cited by Anney (2014). In the present research the author, after

purposefully choosing his respondents to further reinforce transferability,

aims to provide extra guidance about the possible implementation the current

research finding in a different business environment.

- 36 -

3.6. Limitations

During the data gathering process the author encountered various

obstacles and limitations. Firstly, that the English language was not the

native tongue of all the interviewees, therefore, even though they had no

problem understanding the questions they have been asked the actual

deepness of some their answers can slightly questioned. Secondly, the

author had to face the tightness of the hospitality employees’ schedule. The

questioned managers and line employees tend to work long hours and most

them by constantly being in the front of the house, between guests were

hardly accessible. Thus some of the interviews had to be conducted at their

actual work places instead of a calm room. Thirdly, as the author has already

mentioned, the examined property being only over one year old is a difficult

location to provide far-reaching results. Moreover, the observed hotel is

considered a small, boutique resort hotel, thus its operation can be severely

distinctive to other either bigger or business oriented hotels. Finally, its

location, being situated in Miami also determines various factors such as the

high number of South-American and American origin both within the guests

and employees.

- 37 -

Chapter 4. Findings

The next chapter of the current research is committed to the presentation of

the data gained from the twelve in-depth interviews conducted with the

leadership team of the hotel as well as with various line employees working

in different departments. The findings are based on the audio recordings and

transcripts of the interviews and enliven numerous theories and models

examined in the present study. The information gathered from the

respondents are categorised into five different themes. These are divided into

different sub-sections. The semi-structured interviews allowed the

respondents and also the author to follow the flow of the conversation.

Moreover, by the help of the pre-set structure deep and valuable information

on the opinion and feelings of the interviewees’, regarding the four HPWPs

and their outcomes, have been gathered.

4.1. Training and its effectiveness

4.1.1. Company culture

According to the majority of the respondents trainings form a crucial part of

the Ritz-Carlton culture and can provide valuable contribution to effectively

increase the employees’ individual knowledge and help them to gain new

skill. The majority of the employees are also agreed that trainings provide an

effective help in terms of increasing their performance and providing better

guest service. In order to better understand the way how employees are

trained in the Ritz-Carlton, a two tiers training system has been revealed by

most members of the leadership team and its existence has been reinforced

by some of the line employees as well.

As the hotel manager explained it, throughout the first level of the trainings

the new hires are introduced to the Ritz-Carlton philosophy and core values.

In order to preserve the strong organisational culture and maintain service

quality it is vital to ensure that all newcomers understand the philosophy of

the company and embrace its culture.

- 38 -

“We really tend to focus on the initial trainings of our ladies and gentleman

and these trainings are more about the cultural aspects of the company. So

actually we focus a whole lot less on the technical training” (Respondent 1;

34).

On the other hand, as it was claimed by the assistant director of food and

beverage, the aggressive teaching of the company’s culture helps workers to

understand the higher mission and overall goals of the hotel. Moreover, the

more training the employees go through, the better they will understand their

own role in the achieving of the above goals. They will be able to see the

importance of their job beyond the level of tasks. Therefore their job becomes

more purposeful and they tend to become more engaged.

“We train them and we also would like to think that if we did a great job

implementing the Ritz-Carlton culture they will not leave. It is not a

brainwash; literally people say that my blood is blue. I truly believe that my

blood is blue too; all I believe is Ritz-Carlton. Once you have that vision,

regardless how bad a guest is or a situation or the pressure is, for example, I

would never consider leaving the company” ( Respondent 2; 385).

While all the managers shared the view about the utmost importance of the

initial, on-boarding trainings, between the line employees it was not

considered as priority compared to other- technical trainings. However, as

the concierge of the property admitted, trainings in general help to maximize

your performance. However, in order for the trainings to exploit its potential to

the fullest a certain service oriented personality and talent are preferred.

“I am very empathetic with the guest” (Respondent 9; 48)!

“I have always loved to take care of people, in my family as well. So I decided

to use that as a career path and actually get payed for taking care of people.

Now I can be a nice guy and get payed for it (Respondent 9; 167).

“I think to be completely honest with you, the trainings can definitely help, but

again, every situation is different and also important the personality and

talent. Talent is something what cannot be thought. Either you have it or not.

However, what the training does and what the actual experience does, they

bring the best out of people (Respondent 9; 175).

- 39 -

4.1.2. Technical trainings

The majority of the line-employees stated that especially technical trainings

help them to become more professional build more confidence and handle

issues more effectively. Although, they all agreed that trainings can

effectively increase their performance, most of them pointed out the lack of

consistency in technical trainings.

“The only trainings we received were about the company core values. They

do not really train you on your job and there were no cross trainings to other

positions or trainings to do effectively lateral service or even work in my own

position” (Respondent 12; 85).

They accepted the importance of embracing the culture however, the majority

of them experienced a huge imbalance between the culture oriented and

actual service oriented technical trainings.

“I think overall there is a little bit of panic all the time, which means that there

is a lack of something. There is a lack of training, lack of knowledge, lack of

experience or something” (Respondent 12; 134).

This issue has been reflected in some of the management interviews too.

Despite that some of them specifically highlighted the importance of the daily

line-ups as routinely conducted, department focused, service oriented, short,

reinforcing technical trainings; they admitted that the hotel still suffers from

many technical and service related defects.

“There is no practice. So line –ups are a little bit like how you practice during

the game” (Respondent 6; 162)”.

“We noticed something here in this hotel, if we look at our key emotional

drivers, like sense of well-being, personalized service, genuine care, using

guest name and all of these what we call emotional drivers we do really great

at this hotel” (Respondent 1; 333).

As far as the author postulates, this statement can be aligned with the

excessive initial company culture -and value oriented trainings. Although, as

far as the technicalities and functional details are concerned, the hotels still

not always succeeds to meet the expectations of the guests.

“The functional key drivers are a little bit weaker. We are trying to balance out

a little but more. The employees are warm and sweet, people love us and

- 40 -

they think that we are great, but then the drinks took ten minutes. We are

missing the balance” (Respondent 1; 333).

4.2. Leader-Member exchange (LMX)

The following section is devoted to present the findings about

communication, expectations, support and relationship between leaders and

employees. Based on the above specifications this section will be divided into

four sub-sections.

4.2.1. Clarification of the expectations

The Ritz- Carlton being one of the most recognised luxurious brands has

high expectations towards their employees and strong service standards.

The management team stressed the importance of universalised

expectations towards the employees in order to ensure high quality service

throughout the whole company.

“The expectations are the same throughout the whole company. You cannot

lower the expectations whether they come from a different background or

from a different company the expectations have to be same. The amount

time to get there might be different for different people but the expectations

are the same, especially at the luxury level, at The Ritz- Carlton”

(Respondent 6; 108).

Although, not only the hotel has high expectations towards the employees,

but the workers expect a lot from the company as well. The majority of the

leadership team granted that according to their experience the two most

expected things by the employees are the highest luxury and the support in

personal growth.

“Well experience is a big one. Having Ritz-Carton in your resume is

something what no one overlooks anywhere at any company. It is not even

hotels, it is any company. They know, if you worked for the Ritz-Carlton you

understand luxury” (Respondent 6; 117).

- 41 -

Most of the managers also acknowledged the significance of honesty and

clarification of the hotel’s and also the employees’ expectations, since it can

highly affect the workers’ -as well as the guest’s engagement, which in a long

run determines whether the is profitable or not.

“Yes! Engagement is definitely important. But not just that, it is better for the

guests too. If a guest goes to Ritz-Carlton Dallas and then here if there are

different expectations towards the employees than there is going to be

different standards which will create guest disloyalty and disengagement.

Which means the whole company will lose its interpretation and reputation.

Moreover, it is bad for the staff because at the end of the day if we do not

have guests than we do not have pay checks” (Respondent 6; 131).

Although, they strongly believe in the brand, it was also admitted that the

hotel being analysed is a very new property and sometimes disappoint the

employees on the technical, the luxury end.

“I think the expectations are extremely high and sometimes we might

disappoint the ladies and gentleman when we hire them. Especially, when

some properties are new, just like this property” (Respondent 2; 145).

The same expectations were stated by the majority of the line employees as

well. High luxury is expected just as much as the opportunity for personal

growth. Half of the interviewees’ felt that the hotel met with their initial

expectations; however the other three respondents gave voice to their

dissatisfaction regarding the consistency of the technical- and cross trainings.

“I think if we invested more in staffing who would be trained better the guests

opportunities would be less, which means we spend less on these issues,

would be less free things, free upgrades, comped food and all these things

we spend money on” (Respondent 13; 150).

- 42 -

4.2.2. Supportive leadership and coaching

It has been found that all the questioned leaders consider employee support

as one of the key element of their leadership. It has been claimed that it is

vital to create a supportive, sound and stress-free environment where

employees feel free to come and ask for support and feedbacks and where

coaching is provided on a regular basis.

“You always try to create an environment where all employees feel

supported.” (Respondent 1; 204)

It has also been revealed if the relationship between the managers and

employees is solid, authentic and characterised by mutual respect a higher

level of engagement can be noted. Moreover, the interviews have uncovered

the performance enhancing nature of the supportive leadership too.

“I think it is very important that there is a solid and authentic relationship

within the managers and the ladies and gentleman. First of all each

employee want to be respected just like you and me, wants to honoured in

every way” (Respondent 5; 139).

“If you know them personally and support them, you will get more out of

them.” (Respondent 6; 205)

The positive, engagement driving effect of supportive leadership have been

supported by the majority of the line employees as well. Moreover, most of

them have emphasized the positive performance enhancing effect of the

performance evaluations as well when they are delivered in a positive and

supportive manner.

“That is great. That is a learning process that is how I see it. This is a growing

process. Was it more positive or negative the feedback what you received?

For me it was more positive”. (Respondent 10; 119)

Even though, that all the line employees stated that they work in a safe

environment where they feel comfortable talking to their managers or ask for

their help not all of them felt that they receive the necessary or expected

support from them. They were simple hard to be available, as one of the

employees mentioned.

“I feel like that the managers are always in the offices and there is not

enough time when they are out on the floor. At food and beverage I see them

- 43 -

more on the floor but managers here just does not seem like very hands- to

me overall (Respondent 13; 247).

They claimed that when there is a lack of a supportive leadership, a lower

level of engagement and lower performance should be taken into account.

The main reasons behind their negative comments were staffing issues and

the manager’s presence on the floor as well as leading by example.

“I have been a manager for 15 years (line employee now) and I experienced

that people react very differently when the see you there. Not just when

something is dirty you send someone that, hey it is dirty, clean it. There is a

difference between the leader and a boss. The leader is going to show you

the way and boss will just tell you to do it. So I believe the ladders should

lead by example more and let’s say, directing less traffic” (Respondent 13;

247)

4.2.3. Communication of the company goals

Based on the interviews have been conducted, it can be stated that the

Ritz-Carlton not only has a strong organisational culture but the

communication of the company’s goals is also treated as unconditional

priority. All managers claimed that the communication of the overall goals

towards the employees is a crucial part of the Ritz-Carlton culture. They

revealed different practices used to communicate these goals.

“Every department has a WIG goal, which is the ‘Wildly Important Goal’. In a

perfect word everyone should have a session where they communicate their

goals, if they meet or not and what kind of commitments they should have for

themselves for the whole week in order to can strive towards that WIG goal.

In return the overall goal will be increased as well. These goals should be

communicated very clearly and effectively in each department” (Respondent

5. 119).

The majority of the leaders specifically emphasized that performance

enhancing effect of the effective goal communication. It has been claimed

that besides it supports better work performance by directing all employees

towards the same goal it helps driving engagement through providing a

higher purpose for the employees

- 44 -

“There are things that can make you disengaged but I think if everyone is on

the same page, working towards the same goal it drives extra engagement.

Everyone wants to be number one. We are number one at the pool; number

one on at the beach, the restaurant timeliness is one of the bests as well. I

think it drives extra engagement because everyone wants to be a part of the

winning team” (Respondent 2; 170).

Besides the vital importance of the communication of the company’s goals

another additional practices have been uncovered which can reinforce the

goal communication and sustain its positive effects. As it has been stated by

the human resources manager of the observed property managers play a

crucial role in the goal communication process. Throughout their help in the

continuous and consistent communication of the overall organisational goals,

the performance of the employee can permanently utilized to attain these

goals and to generate greater profit. It is their responsibility and they have be

held accountable for it.

“As far as I am concerned we could do a better job. I think a lot responsibility

has to go the managers and leaders. They really have to own it and, make

sure that they consistent with it. It can be really hyped in the first month and

new but than if you skip it once it will easier next time to skip again and by

the time you realise you have not had a huddle for the last two months. And

then when you realize it you are already loosing track of your results and

goal. The ladies and gentleman forget about it too. Every day is different and

busy but the managers have to own it together with the hotel manager”

(Respondent 5; 128).

Although, the hotel’s leadership unanimously stood by the importance of the

communication of the overall goals, on the other hand, half of the interviewed

line employees (especially but not exclusively the ones who do not seem

themselves in a hospitality career in the future) stated that their performance

is not significantly affected by the knowledge of the overall company goals.

They also believed, since they always strive for excellence in customer

service they will be able to reach higher guest satisfaction and the company

goals will be automatically attained.

“I do not want to be overwhelmed with all these numbers. If you do your best

- 45 -

all the time, provide excellent service than all the other things will be by-

products” (Respondent 9; 137).

Furthermore, some of the respondents’ answers shed light on the

overwhelming effect of the technical imperfection, defects, missing support

and technical trainings in conjunction with the present topic too. It has been

revealed that while knowing the goals can be helpful and motivating, in

default of the necessary tools to reach them it can possibly raise anxiety and

unwanted stress.

“Oh yeah, the goals are communicated. But the proper tools to reach them?

They are not. Not at the moment” (Respondent 12; 245).

(Interviewer) “And do you feel that knowing the overall goals helps you to

perform better as an individual?

(Interviewee) “Yes it does because we know that they are there and it is in

our mind! However, it is also frustrating because we know that they are there

but we do not have the tools to reach them. Because if I am not at my desk

because I am at the door or doing a check –in, which I am not supposed to, it

definitely effects everything, and again I hate use this reference so much but

it is truly a domino effect” (Respondent 12; 251).

4.3. Empowerment

Empowerment is definitely one of the cornerstones of the Ritz-Carlton

culture. Each and every managers and line employees shared the view that

they have never experienced empowerment anywhere else in a way as in the

Ritz-Carlton does it. They all argued that the strong empowerment where

each employee can spend $2000 a day on each guest in order to ensure

their perfect stay and create memorable experiences is one of the most

unique features of the company which is not only foster higher guest

engagement and loyalty but gives a higher purpose for the employees, builds

up their confidence and provides a better sense of trust and belonging.

“Honestly, that is a great feeling. If I feel that I truly have the power to fix the

problem for a guest whatever it takes, obviously everyone feels good about it.

You build the connection with the guest. Whatever the reason or the problem

was I am or you are the reason the guest is now, as we say here: they are 5!

- 46 -

It means that he is a fully engaged guest. I fixed I made him happy”

(Respondent 2; 275).

“Yes! This is also in our employee promise. Trust is one of the elements of

our employee promise so we have to trust our ladies and gentleman”

(Respondent 2; 283).

From the employees’ perspective one of the most important reason they

loved empowerment was the extra power and confidence they won.

Furthermore, the additional ability to effectively handle guest complaints by

making their own decisions was also emphasized. They all described it as a

great and special feeling.

“Makes you feel special yeah and appreciated. Off course, you get a good

feeling when you make something good for somebody” (Respondent 10;

201).

“So I think after a few months if you have that empowerment it is just great. I

mean you feel great. And it makes your life easier. When you have a guest

complaint, you have the empowerment to resolve it immediately. It is good for

you because you do not have to wait for your manager until he comes and

resolves it for you. The guest does not have to wait until the manager arrives.

They can see that you actually own it. It is yours, you can do it, and you can

resolve it and I find it beautiful” (Respondent 8; 98)!

In spite of all the great facts some other points were mentioned as well in

conjunction with the empowerment. Some of the ladies and gentleman

agreed on the fact that to fully understand and embrace the empowerment it

takes time. Moreover, without proper training empowerment could possibly

get abused, too. In addition, as it was also stated that if there were less

technical failures the more empowerment could be used to create the so

called ‘wow experiences’ rather than just turning people around and fixing

issues.

“The staffing is very difficult in this hotel. We are not staffed correctly, I think it

is very difficult and this is my opinion that it is very difficult for a small team to

work together when there is many staffing issues. To try to get to use our

empowerment is difficult because when one person does not pick up the

slack it affects the whole team, so at this property it is very difficult. Yes we

can use empowerment, they never turn is us away from empowerment, but it

- 47 -

a little difficult to do here or having the tools to do that. There is a conflict of

interest with the empowerment” (Respondent 12; 182).

4.4. Reward system

Throughout different management interviews it has been emphasised many

times how important the adequate reward system is for the well-performing

employees and how recognition can effectively increase the engagement and

organisational commitment of the employees. All leaders have differentiated

two different kind of rewards. On the one hand, there are the tangible,

monetary rewards or the so called incentive programmes and on the other

hand, there are the recognition of high performance and promotion.

Different ideas have been shared about the importance of the above

mentioned practices, whether one should outweigh the other or not. Two of

the high level managers claimed that recognition and the opportunities for

personal growth are definitely the more important practices in terms of

increasing employee engagement and performance. As an explanation their

ability to create a habit of excellence was mentioned on the first place.

“I would say it depends, but I would love to think that it is not the financial but

the recognition. Because and studies have proven this, people do not keep

their job or do not stay with the company because of the financial part. For

me the recognition is around 80%. Very important” (Respondent 2; 333)!

Others were convinced that the two very different kind of reward system

should be used equally and applied together in order to exhaust their

motivational potential to the fullest.

„I think most people have ther own way how they can be motivated or told

that they are doing good. Some people like the big check. They are

motivated by that dollar bill. But it is never one thing or another. It is the

combination of both” (Respondent 4; 195).

The importance of an effective incentive system was highlighted. Although,

as one of the managers pointed out, in hotels mostly due to the tight budget it

is always considered a challenging task. The same issue was discovered by

analysing the interviews made with the employees. Two employees pointed

out that with more incentives the existing reward system could be enhanced.

- 48 -

“I believe the hotel could offer a little bit more for the employees as far as

rewards. They could do little better job. They could have an employee picnic

or just an employee party and more recognition. Not just five star cards but

incentive programs as far as duties or attendance, Gallup scores or five star

cards” (Respondent 12; 294).

As far as the rewards and promotions concerned, out of the six questioned

employees four found promotion or higher responsibilities more motivating,

whereas two of them do not intended to pursue higher management roles.

Therefore in their case a salary raise or a bonus check was found more

motivating.

“In my personal case, I am not interested in higher positions. I am happy with

my position, it makes sense for me. I could participate to be involved in

different projects it would be great and fun, I could learn, but get into any

manager positions I have not felt inspired to” (Respondent 9; 195).

“I would choose the responsibility. As I said before, I have a few other

responsibilities here in the food and beverage so yes. The money it could be

some higher, but it is more about the title” (Respondent 8; 247).

4.5. HPWPs and profit

Within the last part of the interviews another important question have been

attempted to be answered. The author aimed to find out, in order to

contribute to the overall research aim, whether by investing in all the above

discussed HPWPs extra profit could be realised. All the interviewed

managers’ opinion has been uncovered regarding that particular topic.

All of them have agreed that today’s extra investment in the simultaneous

application of the examined four HPWP’s will generate a return on this

investment in the long run by making employees engaged, better skilled and

more knowledgeable; therefore they will make the guest lifelong returning

and loyal guests of the hotel. They all strongly believed that the investment

into this long term vision worth everything and will lead to organisational

success.

“Yes! If Ritz-Carlton is willing to pay for a training you can bet your dollar that

it probably worth it” (Respondent 6; 291).

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“They always say: Happy employee, happy business. From what I have

learned in business that if the employees are happy they make the guests

happy and loyal so they will come back and spend more money. That is the

general cycle. There are tons of guests have returned just becomes of

people they know here” (Respondent 6; 299).

They stressed the importance to understand that it investing in HPWPs is a

long term vision but extremely important. The goal cannot be immediate profit

realisation. However, in a long run by creating guests for life more profit will

be generated and a strong market share will be maintained.

“We are here to create guests for life. We want you to become a Ritz-Carlton

guest for life and then your kids becoming Ritz-Kids and then becoming

guests for life as well. Therefore, I do not think so that empowerment is a

waste of money. I truly believe this is the right thing to do” (Respondent 2;

370).

It has also been claimed that not investing in HPWPs would eventually cost

even more money than the implementation of the practices themselves.

When the expectations of the guests are not met, they always have to be

recovered. These situations have to be avoided. By empowerment

employees are given the possibility to own and immediately resolve guest

issues. Therefore, no manager involvement is needed and problems can be

solved in a timely manner. As a consequence, less money will be spent on

the immediate problem resolution than the managers had to follow up and

tried to recover the guests later.

“For the manager it takes ten minutes to get there or they have to follow up

with them later the chances are that we have to compensate way more than

if we had remade the food and gave a free dessert. So the empowerment

actually will save you money in the long run” (Respondent 3; 238).

“Another thing about our industry: If we do not perform, it will cost us money.

So sometimes it is better to be ahead of the game because do not want to

ever hurt and dissatisfy a guest (Respondent 1; 404).

Furthermore, it has also been strongly emphasised that these investments

in the HPWPs are not optional in the luxury hotel industry. It is required by

the talented and passionate employees.

“We really focus on getting the best of the best, the top one percent. We are

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pulling people with talent; therefore they require attention, trainings and

opportunity for personal growth” (Respondent 5; 241).

Based on the conducted interviews it can be accounted that the discussed

HPWPs not just crucial practices in terms of increasing employee

engagement and performance, but throughout their correct and consistent

implementation the further future growth of the company’s profit can be

ensured.

“If we just stopped hiring without the intention of finding the best and just hire

anyone who needs a job and would not provide follow up trainings or

empowerment than there would be no further growth in the company. We

truly believe the biggest resources within the company are the ladies

gentleman and every programme has been designed by the Ritz-Carlton has

a bigger purpose” (Respondent 5; 245).

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Chapter 5: Discussion

Based on the presented findings in the previous chapter, now a comparison

of the findings will be undertaken with the earlier introduced existing

literature. Similarities and differences with the academic literature will be

revealed in order to get a better insight to the objectives of the present

research and to be able to realize whether the aim of the study can be met.

The discussion will follow the structure of the findings where five main

themes were put under the scope.

5.1. Trainings

It has been established in the existing academic literature that employees

with their specific acquired knowledge, skills and abilities are one of the most

important assets of the companies who helps them achieve long term

competitive advantage (Akio, 2005). Akio (2005), also postulates that the

non-imitable human resources are especially important in the luxury hotel

industry. Therefore, based on Grants (1991), resource-based view (RBV) it

can be stated that the management of the employees had to be held as

utmost priority.

The findings of the research determined that the above mentioned views

are not only shared within the hotel being analysed but it forms one of the

ground stones of the whole company’s philosophy. The findings of the

research has also claimed that the Ritz-Carlton Bal-Harbour applies various

HPWPs in order enhance the performance of their most important assets, the

employees. One significant element of this HPWP bundle is the training of

the employees.

Wu and Chen (2015) claims that the opportunity for personal development

and extensive trainings are effective tools which strongly contribute to the

fulfilment of the psychological contract of the employees and therefore

fosters high performance.

Based on the findings it can be stated that in the Ritz-Carlton Bal-Harbour,

Miami a two tier training system is applied. Throughout the initial trainings the

company puts a huge emphasise on the core brand values and philosophy.

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This initial level is followed by the more detailed, department specific and

more technical trainings.

Both managers and employees agreed that the additional knowledge and

skills acquired throughout the trainings can be effectively leveraged during

the daily operation and service excellence can be fostered. Guest issues will

be handled more effectively and an overall greater guest experience can be

created by utilizing the individual KSAs grasped on the trainings.

All interviewees acknowledged that the hotel effectively helps the

employees to embrace the company’s culture and its values. However, they

fail to provide consistent, department related, technical trainings, which

negatively effects the engagement and the performance of the workers. The

above findings can be aligned with the AMO model of Kroon and Van de

Voorde (2012). They postulate that employee engagement and high work

performance can be achieved by reaching three keystones. Based on the

AMO model, firstly, the work related abilities, skills and knowledge of the

workers has to be enhanced in order to create a base for future high

performance.

The above mentioned knowledge not only refers to the knowledge of the

company’s values and philosophy but to other crucial work related ‘technical’

knowledge which would support the employees to be able to provide

excellent quality service. Based on the research data the author states that in

spite of the the issues identified with the consistency of technical trainings,

their effectiveness (when they are provided) on the increasing of employee

performance cannot be questioned.

5.2. Leader – Member exchange (LMX)

During the daily operation in the hospitality industry employees and leaders

undergo several social exchanges. Based Emmerson’s (1976) social-

exchange theory (SET) cited by Lee et. al (2014), it can be concluded that

through effective and open communication and supportive leadership, a

mutually beneficial social –exchanges can be formed and reciprocity can be

reached; where both parties of the exchange are willing to invest incremental

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effort in order to reach the bigger goal together and co-create something

great.

The findings shed light on the perception of the hotel managers and

employees too and helped to further confirm the above points. They revealed

that the open communication from the beginning, supportive leadership and

the clarification of each-.others’ expectations can play a major rule in the

fulfilment of the psychological contract of the employees, thus, in achieving

higher engagement and improve work performance.

However, if there is a lack of communication and positive exchange

between leaders and employees, disengagement, disappointment and higher

turnover rate have to be taken into account (Truckenbrodt, 2000). The

findings of the research align with the above analogy. Since some of the

employees experienced a major drop in the level of their engagement when

they have not received enough managerial support and coaching it strongly

affected their attitude and performance too.

As Cropanzo and Mitchell (2005) argue, reaching high level LMX, where

reciprocity appears, requires constant and consistent hard work from both

parties. The above literature can be reinforced by the research findings. The

Ritz-Carlton’s open door policy, yearly performance evaluations, flexible

disciplinary policy and ambition for employee involvement in the planning and

decision making process show the hotel’s aim towards building a high level

LMX and establish service excellence based on the foundation of strong

employee engagement.

5.3. Empowerment

As it has been already discussed in order to reach service excellence and

increase organisational performance a high quality relationship is required

between managers and employees. This relationship is characterized by

mutual work related and emotional support, trust, loyalty and contribution to

company goals beyond the demand of the regular job description (Scandura

& Lancau, 1996).

The above described behaviour is often addressed as Organisational

Citizenship Behaviour (OCB). According to Truckenbrodt (2000), there are

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various tools standing at the management’s disposal which can be utilized to

promote OCB. One of these tools is the empowerment (Scandal & Lancau,

1996), which is as well the third HPWP analysed in the current research.

Based on the AMO model of Kroon, Van de Vorde and Timmers (2012),

employees have to be given the opportunity to contribute to the

organisational goals and reach service excellence in their own unique way.

Empowering leaders in order to create a safe and motivating environment,

where employees feel appreciated and their general well-being is enhanced,

often share their authority and responsibility and thereby they create more

meaningful jobs for their employees. Through empowerment a greater level

of engagement can be reached alongside with better employee and

organisational performance and higher financial return.

The findings in the current research made clear that empowerment is one of

the most important performance enhancing practice used by the Ritz-Carlton,

Bal-Harbour, and Miami. The managers’ statements can be completely

aligned by the theory of Combs (2006) and Applebaum et. al (2000) who

stated by empowerment active contribution to the organisational goals and

greater level of engagement can be reached. The rich interview data

collected from the employees also reinforce this theory. They claimed that

besides the unique empowerment applied in the observed property helps

them to handle issues more confidently and effectively it enables them to

create memorable experiences for the guests. They also emphasized the

positive effect of the emotions and rewarding feelings, derived from practice

of empowerment, on their general well-being at their work places. Their

statements can be paralleled with the ascertainment of Aston and Sung

(2005) who claimed that by applying so called high involvement practices

such as empowerment, encouragement or involvement higher trust can be

built and better work performance can be fostered.

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5.4. Reward system

The importance of the different trainings, the construction and maintenance

of a high quality LMX, clarification of the expectations, the communication of

the organisational goals and empowering leadership has already been

discussed. Whereas, another crucial practices which could keep the

employees motivated, further elevate their engagement and sustain excellent

service has not been mentioned. Therefore the current section is dedicated

to the employee reward system.

Hertzberg (1957), in his well-known theory introduced and analysed two

very different practices which can be used to motivate and reward high

performing employees. His findings are supported by the findings of the

present paper too. The majority of the leadership stressed the utmost

importance of such practices as recognition of great performance, sharing

responsibilities and promotion. They also claimed that by exploiting the full

potential of these so called motivational practices the employees can be

intrinsically motivated to keep up and even to surpass their previous great

performance; moreover a contribution to employee engagement can be

achieved too.

The research findings can also be matched with the AMO model’s

motivational theory. Kroon, Van de Voorde and Timmers (2012) argued that

workers not just have be trained and empowered but an adequate intrinsic

and extrinsic motivational/reward system, is also required in order to sustain

engagement and eminent service. In the Ritz-Carlton Bal-Harbour despite

that some of the leaders prioritized promotions and recognitions most of them

admitted that extrinsic-hygiene factors, such as financial rewards, incentives,

bonuses and salary raises cannot be overlooked either. They also contribute

to the establishing of a more favourable work environment, can effectively

increase sales and work performance especially for a shorter-term.

Furthermore the gathered data well reflected Aston and Sung’s (2005)

rewards and commitment practices argument as well. As one of the

managers of the Ritz-Carlton Bal-Harbour, Miami stated, in spite of the fact

that hotels are usually operate on a tight budget and therefore huge incentive

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programmes are not encouraged, there are performance based bonuses

available both for managers and employees such as smaller incentive

programmes are provided too alongside with open policies and egalitarian

terms and conditions for all employees.

The findings shed light on another point too. According to interview data in

can be stated that it is crucial that the managers of each department, based

on the high quality relationship established with their employees, motivate the

subordinates in a personalized way. Even though most employees claimed to

prioritize verbal recognition, awards or promotion others had no interest in

promotion and were more driven by salary raise, bonuses or incentive

programmes. Furthermore they stressed that without the support of material

or financial rewards, recognitions and promotions can lose from their

effectiveness and become less meaningful.

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5.5. Financial outcome

It has already been broadly discussed and accepted that the inspected four

HPWPs are able to increase the engagement and the performance of the

employees. This above analysis granted a greater insight to most of the

objectives of the present study. However, in order to answer the aim of the

research as well further observation is required.

During the interviews it has been pointed out that in order to attain

organisational goals and realise greater profit the organisational goals have

to be continuously communicated towards the employees (Combs, 2006;

Graen & Uhl Bien, 1995). But can a higher financial return taken into account

as a result of the additional investment in the application of the studied

HPWPs? This has been a debate of some of the academic studies such as

the aim of the present paper, thus its deeper discussion is inevitable

(Neumark and Capelli, 1999; Kallenberg, 2006; Wright et al., 2005).

Some of the above mentioned studies concluded that HPWPs in some

cases fail to positively affect the organisational financial outcomes. Increased

labour cost can outweigh profit growth (Neumark & Capelli, 1999).

Furthermore as it has already been mentioned, differences in organisational

outcomes have also been found in different business sectors and within

different cultural environment (Kallenberg, 2006).

Regarding the question whether incremental profit can be accounted by

implementing performance enhancing practices the leadership team of the

hotel has given a congruent answer. Based on their answeres the author

concludes that the hotel since its opening (not much longer than a year ago)

has shown promising tendencies overall, however due to the longitudinal

nature of the investment in HPWPs such analysis is hard to be carried out,

especially in a new property like the Ritz-Carlton Bal-Harbour, Miami. Their

statements can be paralleled with the findings of Neumark and Capelli

(1999). It has been mentioned that some trainings and empowerment can

require huge financial investment from the company which in shirt –term can

counterbalance the possible additionally gained profit. Although it has also

been universally stresses by the whole leadership team that the Ritz-

Carlton’s vision is a long term vision and therefore the property’s at Bal-

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Harbour too. Being a part of the top one percent most recognised luxury hotel

brands the investment in such performance enhancing practices is not a

matter of short-term profit realization but is an inevitable necessity in order to

not to lose money due to guest issue recoveries, keep market share and to

maintain guest and employee engagement and loyalty in a long-term. These

practices are required in order to be able to provide excellent service what

the guest of the hotel expect company-wide and to can keep the talented and

motivated professionals who work for the company. The findings showed

unquestionable confidence from the management side regarding the future

financial success of the Ritz-Carlton Bal-Harbour, Miami; generated by the

utilization of the observed four HPWPs.

5.6. Summary

The present study examined the specifications of four high performance

work practices which are used in the hotel being analysed. Details about the

effectiveness of the above HPWPs were revealed from the management’s

and also from the employees’ perspective. It can be confirmed that the

facilitation of trainings, effective leader-member communication,

empowerment and performance based reward system are able increase the

engagement and well-being of most employees, thus positively enhance their

work performance.

However, it has to be taken into account that in order to gain additional

organisational profit through the implementation HPWPs the support of other

HRM practices, such as company goal communication cannot be overlooked.

Moreover, it has to be embraced and daily executed especially by the

managers of the hotel. Furthermore, a long term vision has to be accepted

and embraced by the leadership team and daily, consistent hard work

required. The author has emphasized the correlation of the primary data with

the existing literature; however disparities have been noted too. In order to

summarize the current study the next chapter is presented where

conclusions, recommendations and guidance for future researches will be

given too.

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Chapter 6. Conclusion and Recommendation

In the current study the author has aimed to find out whether the application

of a bundle of four HPWPs in the luxury hotel industry can help to achieve

organisational profit, through the increased engagement and work

performance of the employees. To be able to reach the aim of the study the

author has undertaken a primary data collection in the Ritz-Carlton Bal-

Harbour Miami, which has recently opened up its gates for the public under

the flag of Ritz-Carlton. By using qualitative data collection through semi

structured interviews all together twelve respondents have been questioned.

Rich data have been gathered from six managers and six line employees in

order to gain a better insight to the research objectives and reach the overall

study aim.

6.1. Conclusion and recommendation

The study’s findings revealed in allegiance of the literature that in the luxury

hotel industry the expectation of the guest not just changing fast phase but

they even require businesses to exceed their expectations. The level of their

satisfaction and engagement not exclusively based on the tangible product

they are given, especially not in the hotel industry. Their engagement is

mainly influenced and formed by the personalised, impeccable, anticipatory

service received from the well-educated, well trained and committed staff. In

order to achieve guest loyalty, sustain stable market share and maintain

profit, attentive and flawless service have to be provided alongside with

excellent quality products. The examined hotel is a part of the luxury industry,

therefore, to provide high quality product and superb customer service is not

optional but the only way to survive on such a competitive market as the

hospitality industry especially in Miami.

HPWPs form a vital cornerstone of the Ritz-Carlton’s culture. Based on the

philosophy of the company these performance enhancing practices have to

be used in order to ensure high quality individual work performance, through

an elevated level of employee engagement, and to be able to achieve the

organisational goals. It has been proven by various studies that if high level

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employee engagement is reached the workers tend outperform in exchange

of the managerial support they have received (Johnson and Brown, 2014;

Karatepe, 2013; Kroom, Van De Voorde, Timmers, 2012; Sparsam, Sung,

2005). However the question whether this enhanced level of employee

engagement could significantly and positively affect organisational outcomes

such as profit, have not yet been unquestionably proven. Therefore, the

present paper’s aim was to find out how high quality individual work

performance can be directed in a way that their contribution to the overall

hotel profit becomes undoubtfully significant.

It has been revealed that during the intensive on-boarding training

employees are introduced to the company culture and values and they are

invited to embrace them. This initial training process holds crucial

importance. It is the first time when the goals of the company are

communicated to the employees. Throughout the initial on-boarding process

a solid base for future teamwork attempted to be formed between the

management and employees; where they strive to accomplish their individual

and also the company’s goals in a co-operative and supportive manner. In

the absence of this initial step employees would not be able to embrace and

understand the core values of the company and the higher cause they have

to contribute to.

It has been uncovered too that after embracing the brand philosophy and

values, employees are provided the tools, in a form of department specific

technical trainings. When these trainings are present and provided for the

employees they can more effectively contribute to the daily operation, exceed

guest expectations and strive towards the common company goals. In order

to develop their knowledge and maintain their engagement is crucial to have

both type of trainings available at the employees’ disposal.

As far as the empowerment concerned, it has been found that within ideal

circumstances, empowerment is one of the most effective elements of the

discussed HPWP bundle in terms of increasing individual performance, as

well as driving employee and guest engagement. Despite all that, it has been

revealed that the lack of consistent technical trainings or the insufficient

amount of human resources not only effects the engagement of the workers

negatively but also creating guests for life. Therefore, based on the above

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findings and previous research results the author accepts that empowerment

can effectively foster employee -and guest engagement, however its success

strongly based on the perfect application of the other three observed

HPWPs.

In nowadays society and also in the business world supportive and

empowering leadership became more and more important. Truckenbrodt

(2000) claims leaders and employees undergo various social interactions

daily and these interactions form the quality of the relationship between each

other. Both managers and employees claimed that when there is an open,

honest, clear and consistent communication exist reinforced by supportive

and empowering leadership a better leader-subordinate relationship can be

taken into account and greater individual performance can be achieved.

Whereas if there is lack of open communication, coaching or emotional

support by the management towards the employees, it negatively affects the

engagement of the workers, thus a drop in their performance is recognised

(Scandura and Lancau’s, 1996). The findings of the study can be aligned with

the above results. Although, not all the employees of the Ritz-Carlton Bal-

Harbour felt that they are completively supported by their managers the ones

which felt the opposite, they admitted that the supportive, empowering and

open attitude of the managers help them as well to open up and

communicate and perform more effectively.

As far the reward system concerned the current study seems to validate

Hertzberg’s (1957) motivational theory. Most manager argue that

motivational factors such as recognition, sharing responsibilities and giving

promotions are more effective in a long run, in terms of sustaining employee

engagement and maintaining high work performance. However the present

research findings confirm Kroon, Van de Voorde and Timmers’s (2012) AMO

model too. They postulate that employees should be motivated and rewarded

both intrinsically and extrinsically based on their performance. On the one

hand, half of the questioned employees preferred to be intrinsically

motivated. They valued more the help in taking the next step and further

advancing their career than receiving material rewards or other incentives.

On the other hand, the other half of the line-employees claimed that they

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would be more motivated if they revived more incentives or a salary raise

than only recognitions, awards and promises of future promotions.

Based on the above findings the author concludes that it is hard to

generalize what motivates or what does not individuals. Each every person is

different, coming from different educational and family background. Not to

mention that everyone has different career goals in their lives. All these

factors have to be taken into account by the managers. The employees’

strength and weaknesses such as future carrier goals have to be known.

Managers have to be Abe to identify the ones who strive for future career

development in the luxury hotel industry and also the ones whose reason for

working in the hotel is different. In order to ensure their engagement and

sustain or further elevate their work performance they have to be rewarded

and motivated according to their needs and future endeavours.

Finally, it is important to analyse whether the final objective and the overall

aim of the current research can be met. The findings of the paper reinforce

the already existing results on HPWPs and their effects on employee

engagement and through that on individual work performance. In addition,

given the qualitative approach of the present study, the author was able to

provide additional valuable details to the existing results which can be used

by all hospitality and guest service professionals.

As all the managers stated along with some of the line employees

(especially the one who are looking for a future career in the hospitality)

when the goals of the hotel and the whole company are effectively

communicated it helps them to alter their performance and leverage their

specific skills and abilities in order to reach that exact goal. This

communication process is led by the HR department of the hotels and has

utmost importance.

The majority of the research participants mentioned two examples how the

goals of the hotel and the whole company are communicated. Daily line-ups

alongside the weekly WIG (Wildly Important Goal) board sessions were

mentioned. These practices or sessions are facilitated and delegated by the

human resource management of the hotel; however they are executed by the

supervisors, managers or the directors. Due to the positive engagement

building and performance enhancing effect of high quality leader-member

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exchange, including effective and open leader-member communication, the

role of managers in the communication of the company’s goal could not be

more important.

When they succeed to establish a high quality LMX and communicate the

overall company or hotel goals consistently, employees can understand the

purpose of their work within the company and they will be able to outperform

in a way the goals of the hotel can be met and at the end higher profit will be

realized. Consistency was emphasized as a vital point of the whole process.

It has been stated that if managers became inconsistent with the

communication, employees tend to lose track, and forget about the purpose

and the higher mission as well. Therefore their performance might drops and

they migh fail to contribute to achieving goals on the organisational level.

To sum up, the author concludes, that based on the research data, in the

luxury hotel industry where the guest expectations continuously increased by

the high competition on the market and technical development, all managers

have to look for modern ways to lead their team in order to meet and exceed

these growing expectations. A new style of leadership is required which is not

based on authority but on engaging, empowering, supportive and inclusive

leadership where by simultaneously and consistently applying various

performance enhancing work practices, such as the examined training

system, effective-open communication, high quality leader-member

exchange, empowerment and adequate reward system, alongside with the

constant communication of the company’s goals, an environment for effective

teamwork can be created, the common goals can be achieved and extra

profit can be gained.

Whether these HPWPs are effective in a way that extra profit can be

created? Kallenberg (2006) found that there are practices which are more

effective for non-profits and there are others which fit more for profit-oriented

companies. Others stated that the implementation of such practices required

a higher investment than the realized incremental growth in the profit was

(Capelli & Neumark, 2011; Timiyo, 2014). By analysing the conducted

interviews a positive tendency in the financials of the observed property was

acknowledged. “Happy employees, happy business”; “Happy employees lead

to happy guests”; “Happiness is contagious” has been claimed (Respondent

- 64 -

6; 293). However, according to an important additional point, has been

pointed out in the findings, the companies who implement HPWPs have to

have a long-.term vision, so over-time sustainable extra profit can be

obtained.

6.2. Recommendations for further researches

During the data has been gathered for the present research various

obstacles have presented themselves. Tight hospitality schedules,

differences in the respondent’s native language, the small size and freshness

of the observed boutique-resort hotel were listed between the biggest

limitations of the current study.

Based on the above limitation, in order to further strengthen the

dependability and transferability of the findings further research would be

required, which should be conducted in a different geographical location, a

larger and supposedly business oriented hotel where the expectations of the

guest are extremely different such as the operation of the property.

Furthermore, additional researches should be undertaken in another period

of time in order to gain a more precise picture of the long-term profit

generating power of the examined HPWPs.

- 65 -

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70

Appendices

Appendices 1. Interview scripts

Interview questions layout for the hotel line employees 250

Number of question Reference Reason of question

0. To begin with, I appreciate your

time and your help in my

research. Before we start please

allow me to give you a short

introduction about my research

topic in order to provide you a

better understanding of the

specifications of our

conversation.

In the last almost one year I have

been working in this hotel as a J1

rotational intern. During this year

I have embraced the strong

organisational culture of Ritz

Carlton and some elements of

this culture have specificly

cought my attention.

These elements are the so called

high performance work practices,

such as: trainings,

communication, empowerment

and reward system. My goal is to

find out more about their

effectiveness in terms of

increasing of the employee

engagement –and well-being

General information

about the interview

process and ethics

explanation.

71

such as work performance.

On the other hand, I would like to

inform you that during our

interview I will take notes and the

conversation will be recorded in

order to support my dissertation

preparation process. I assure you

that my interview results will be

anonymous and none of the

intervieewes’ names will be

mentioned. Also, all the data will

be deleted as soon as the

dissertation is submitted.

These terms are stricly enforced

by my University and supported

by its ethical codes, therefore I

must follow these rules,

otherwise my research will not be

accepted and will be cancelled.

72

1. So, to start our

conversation I would

like to ask you to share

a few pieces of

information with me

about your personal

background and your

history in the hospitality

industry.

1.1 How you came to the

decision to start

working in this field?

1.2 How long you have

been working in the

hospitality?

1.3 Where do you see

yourself in five years?

Warm up question, find

out personal

background and

previous work

experience.

2. You mentioned your

previous expeiences in

hospitality, but have

you ever work for a

hotel or other company

where you have

encountered with any

high performance work

practices such as:

trainings, effective

communication

between leadership and

line employees,

empowerment and/or

rewards system?

To reveal past

experiences in the

specific fild of luxury

hotel industry and hotels

where the mentioned

high performance work

practices are applied.

3. What were your initial Chen (2015), Rousseau To find out the inital

73

thoughts and

expectations about the

company and more

specifically about the

mentioned HPWPs?

3.1 What were your

feelings and thoughts

about trainings and the

continous

communication of the

company’s goals.

3.2 Was it hard to

understand and

embrace

empowerment? How

did you feel about being

empowered at the

beginning?

3.3 Did you feel that these

practices could help

you to become more

engaged with the hotel

and have a better

quality work place

where you feel

supported and

comfortable?

3.4 Did you think that these

practices could help

you to perform better

when you work?

(1995) employees

psychological contract

thoughts and feeling of

the employee regarding

the observed HPWPs.

4. You know that I also

have experience

Kroon, Van De Voorde

and Timmers (2012)-

To find out the

effectiveness of the

74

working here. During

the last year we have

participated in the daily

operation and many

times faced challanging

situations, such as

dissatisfied and

complaing guests.

These situations are

hard handle, especially

at the beginning. Most

people start

immediatelly

apologising, act

confused and scared.

4.1 Have you been in a

similar situation, have

you ever had similar

experiences?

4.2 What do you think,

would have been the

appropriate way to

handle these

situations?

AMO model,

trainings.

5. Do you think that the

trainings provided by

the company could help

you (and me) to solve

these problems and to

handle effectively any

other difficult situation

you possibly encounter

during your work?

Naqvi and Nadeem

(2011) - SHRM theory

HPWPs’ effect on the

individuals’ KSAs.

Karatepe (2013), -

HPWPs,

To uncover the

respondents’ perception

about the importance of

the provided trainings.

75

6. When you deal with a

difficult situation like the

one we discussed or if

you have any personal

issues, do you feel

supported by the your

managers or

supervisors?

6.1 Do you feel comfortable

to talk to them and ask

for their help?

6.2 Have you ever seen

anyone in the hotel who

hesitated to talk to his

or her manager?

6.3 What could have been

the reason?

As Lee et al. (2014),

Emmerson (1976)- SET

Truckenbrodt (2000) -

LMX.

To find out level of the

communication and the

quality of the

relationship between the

leaders and their

subordinates

7. Have you ever recieved

coaching, personal

advice, face to face

feedback or

performance evaluation

from your manager or

supervisor?

7.1 What were your

feelings about it?

7.2 Has it effected your

relationship with your

manager?

7.3 How do you think it

helps to build a better

relationship between

you and your manager

As Lee et al. (2014);

Emmerson (1976)-SET;

Li, Sander and Frenkel,

2012-LMX, high quality

leader-member

exchange;

Graen and Uhl Bien,

1995- LMM

The reveal how high

quality leader-member

exchange and

supportive leadership

effect the employees

engagement and sense

of well-being.

76

(caracterised by: mutual

higher level of respect

and trust)?

7.4 How has it influenced

the level of your

engagement and

general sense of well-

being?

8. Could you please

describe me a situation

when the above

mentioned practices

(coaching, feedbacks...)

helped you to perform

better?

Li, Sander and Frankel

(2012)- LMX, high

quality leader-member

exchange

To find out whether

communication and

effective-suportive

leader-member

exchange can increase

the employees work

performance.

9. Are you aware of the

overall goals of the

hotel?

9.1 Are the goals of the

hotel and your

department often

communicated with

you?

9.2 Knowing the goals

makes it easier for you

to work more

effectively, provide

better work

performance?

Li, Sanders, Frenkel,

2012- LMX,

communication

Hertzberg’s (1957)- two

factors motivation

theory

To reveal the

effectiveness of the

communication. Find

out whether the

employees are

communicated the

organisational goals and

are able to strive

towards those by using

their specific KSAs.

10. Do you feel that you are

heard and involved

during the process of

Quińones, Van den

Broeck, Hans de Vitte,

2013)- AMO model,

To reveal the

responders’ feeling

about involvment.

77

decision making in

order to achive the set

goals?

10.1 How does that

make you feel? Please

explaine it freely!

empowering leaders,

involvement,

Hertzberg’s (1957)- two

factors motivation

theory

11. Can you describe me a

situation when you

used your

empowerment in order

to increase your

performance and

provide a unique,

memorable experience

for a guest?

12. How the fact that you

are empowered makes

you feel now?

Truckenbrodt (2000)

empowerment

Reveal the interviewees

thoughts and feeling on

empowerment.

13. Have you ever been

promoted or been given

more responsibility?

13.1 Have you ever

recieved any gift or

extra payment? Could

you please describe me

the situation, why you

recieve it and what

were your feelings

about it?

13.2 Did or would it,

if you have not recieved

it yet, motivate you to

continue working hard

Aston and Sung (2005)-

HPWPs

Hertzberg (1957)- Two

factors motivation

To find out the

respondants’ personal

opinion on the

performance based

reward system and

whether it helps to

increase engagement

and performance.

78

and even increase your

performance?

14. Which one would you

choose and why? An

extra payment, such as

salary raise in you

current position or a

promotion to a higher

position (probably even

without a salary raise)?

Hertzberg (1957)- Two

factors motivation

Find out personal

preference and feelings

about the two strongly

distinctive reward

system.

15. Do you think that

traings, effective

communication,

empowerment and

rewarding are

effectively help you

perform on a higher

standard and make you

feel better and safe at

your work place?

Conclusion question,

summary of the

interview.

16. Thank you very much

again your time and all

the valuable

information! Dou have

further comments or

related questions?

Conclusion

question, summary of

the interview. Chance

for feedback and

additional questions

255

Interview questions layout for the hotel managers

Number of question Reference Reason of question

0. To begin with, I appreciate your General information

79

time and your help in my

research. Before we start please

allow me to give you a short

introduction about my research

topic in order to provide you a

better understanding of the

specifications of our

conversation.

In the last almost one year I

have been working in this hotel

as a J1 rotational intern. During

this year I have embraced the

strong organisational culture of

Ritz Carlton and some elements

of this culture have specificly

cought my attention.

These elements are the so

called high performance work

practices, such as: trainings,

communication, empowerment

and reward system. My goal is

to find out more about their

effectiveness in terms of

increasing of the employee

engagement –and well-being

such as work performance.

On the other hand, I would like

to inform you that during our

interview I will take notes and

the conversation will be

recorded in order to support my

dissertation preparation process.

about the interview

process and ethics

explanation.

80

I assure you that my interview

results will be anonymous and

none of the intervieewes’ nemes

will be mentioned. Also, all the

data will be deleted as soon as

the dissertation is submitted.

These terms are stricly enforced

by my University and supported

by its ethical codes, therefore I

must follow these rules,

otherwise my research will not

be accepted and will be

cancelled.

1. You mentioned your previous

expeiences in hospitality, but

have you ever work for another

hotel, hotel company or other

company where you have

encountered with any high

performance work practices

such as: trainings, effective

communication between

leadership and line employees,

empowerment and/or rewards

system?

To reveal past

experiences in the

specific fild of luxury

hotel industry and

hotels where the

mentioned high

performance work

practices are applied.

2. Do you think that this hotel

applies HPWPs with specific

attention to the above mentioned

four practices?

2.1 Could you tell me why these

practices are applied and

whether they are key elements

Karatepe

(2013),-

HPWPs,

To find out whether

HPWP’s implemented in

the hotel and if they

play a key role in the

operational success of

the hotel. Reveal the

interviewees’ perception

81

of the company’s organisational

culture?

2.2 Do you think HPWPs are more

effective if they are implemented

simultaneously?

on the implementation

of the HPWPs.

3. What do you think, what kind of

expectations and feelings the

employees have when they start

working for the company?

3.1 Do you think it is important and

to clarify at the beginning what

these expectations are and

communicate what the hotel can

provide to fulfill them?

3.2 Do you think it help to increase

employee engagement and well-

being?

Chen (2015),

Rousseau

(1995)

employees

psychological

contract

To uncover the

participants’ opinion

how the fullfillment of

the employees’

psychological contract

can effect the

engagement of the

employees?

4. Do you think that trainings can

effectively increase the

knowledge and skills of the

employees?

4.1 How does it effect their

performance based on your

experience?

Naqvi and

Nadeem (2011)

- SHRM theory

HPWPs’ effect

on the

individuals’

KSAs.

To reveal the

participants’ view on the

effectiveness of the

trainings.

5. In your opinion, how it can be

reached that all the employees

work in a way that it is beneficial

for the hotel in terms of reaching

its organisational goals and

increase its profit?

5.1 Can you describe me any

practice you do on a daily basis

As Lee et al.

(2014),

Emmerson

(1976)- SET

Truckenbrodt

(2000) - LMX.

(Li, Sander and

Frenkel,

To find out whether the

organisational gols are

communicated towards

the employees and

how.

82

to help the employees

understand the organisational

goals?

5.2 Do you think the effective

continuous communication help

the employees to perform

better?

2012).-LMX

6. Can you describe a situation

when one of your employees

had any work related or personal

issue and they came to you and

ask for your support?

6.1 How did you react? How did it

make you feel?

6.2 Do you think it is important to

support your employees all the

time and make them feel

comfortable to come to you for

advice and help.

6.3 Have you ever provided

coaching, face to face feedback

or performance evaluation for

you employees.

6.4 How do you think all this support

makes them feel? What are your

experiences?

6.5 Do you think this high quality

realtionship between you and

your subordinates can increase

their engagement level?

Li, Sander and

Frenkel, 2012)-

LMX, high

quality leader-

member

exchange;

(Graen and Uhl

Bien, 1995)-

LMM

To reveal the existance

of a high quality leader

–member relationship.

To find out whether a

supportive is present in

the hotel. To uncover

the respondants’

opinion on the linkage

between high- quality

LMX and employee

engagement.

7. Are the employees allowed to

strive towards the mutually set

goals in their own, most effective

Truckenbrodt

(2000)

empowerment

To find out if the

responders’ opinion on

the importance and

83

way?

7.1 Does empowerment is a key

element to increase

performance and employee

engagement.

7.2 How do you think the fact that

they are empowered makes the

employees feel?

7.3 How do you use your

empowerment?

effects of

empowerment.

8. Are the employees offered any

reward in the hotel and within

the company, based on their

performance?

8.1 How do you think, this rewards

system is important in terms of

increasing employee

engagement -and performance?

8.2 What is your opinion, financial

rewards or intrinsical rewards

such as promotions, deeper

involvement are more effective

to increase engagement and

support future high

performance?

Hertzberg

(1957)- Two

factors

motivation

To find out whether the

employees are offered

rewards based on their

performance. To find

out the participants’

view about the intrinsic

and extrensic reward,

motivational system

9. Can you tell how many of the

hotel’s employees are fully

engaged and committed to the

hotel or the company now?

9.1 Do you think that the applied

HPWPs has a key role in

reaching or increasing the level

of the employee engagement?

Naqvi and

Nadeem

(2011); Timiyo

(2014)- HPWPs

To find out whether a

inkage between

engagement and higher

level of work

performance exist

based on the

experience of the

respondant.

84

10. Do you believe that higher level

of employee engagement

triggers better work

performance?

10.1 Do you have any

example when a higly engaged

employee provided better work

performance then his or her less

engaged peers?

Naqvi and

Nadeem

(2011); Timiyo

(2014)- HPWPs

Li, Sander and

Frenkel, 2012-

OCB

To reveal whether

higher level of

engagement in this

particular hotel leads to

better work

performance?

11. Do you aggree that better

individual work performance can

increase the hotel’s overall

performance and trigger higher

profit?

Kroom, Van De

Voorde,

Timmers 2012-

AMO, Heskett

(1994), service

–profit chain;

Sparham and

Sung, 2005-

HPWPs

To uncover the

connection between

better individual work

performance and

organisational- financial

success in the specific

case of the observed

hotel.

12. Finally, overall based on your

experience and information, the

earlier discussed and applied

four HPWPs (training,

communication, empowerment

and rewards system) are

effective tools to increase the

profit of the hotel?

12.1 Does it worth invest

money and other resources in

these performance enhancing

practices in this hotel? Through

their application can additional

profit be gained?

Conclusion question,

summary of the

interview

13. Thank you very much again your Conclusion question,

85

time and all the valuable

information! Dou have further

related questions or comments?

summary of the

interview. Chance for

feedback and additional

questions

260

86

Appendix 2. Interview transcribes

Respondent 1.

Hotel Manager 265

Interviewee: So Mate, what are your questions about?

Interviewer: All my questions are about the Ritz- Carlton and specifically

about this property but I will explain everything to you right now. So, to begin

with, I appreciate your time and your help in my research. Before we start I 270

would like to give you a short introduction about my research and the

specifications of our conversation. As you know, in the last almost one year I

have been working in this hotel as a J1 rotational intern. During this year I

have encountered the strong organisational culture of Ritz Carlton and some

elements of this culture have specifically caught my attention. These 275

elements are the so called high performance work practices, such as:

trainings, effective communication between leaders and employees,

empowerment and reward system. My goal is to find out more about their

effectiveness in terms of increasing of the employee engagement –and well-

being such as work performance. 280

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’’ names will be mentioned.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality, and tell me please a few words about your previous experiences 285

in the hospitality?

Interviewee: How far do you want to go back? So anyways I grew up in a

family where my parents worked in the hospitality as well. Than later I went to

a hotel school too just like you. I worked in Germany in the Le Meridien hotel

and then I worked in Holland in a Sofitel and other hotels in Holland too. 290

However, I came to the U.S. as a J1 intern too and I started working in a

5star 5diamond big property in Florida. It was a very big property. After I

worked for the St. Regis in California and also for the Ritz-Carlton in Indiana,

87

I worked for Jumeriah as well in New York, so basically many different 5 star

chains before I ended up here in this property. The Ritz-Carlton it is just the 295

effective way that things are really get done. That these practices actually get

implemented and they are the part of the culture. There a couple of things

which are different in this hotel and in Ritz-Carltons. We really tend to focus

on the initial trainings of our ladies and gentleman and these trainings are

more about the cultural aspects of the company. So actually focus a whole lot 300

less of the technical training. Let’s say, the label is facing the guest make

sure all the practical service standards are ok, escort the guests, do not let

the phone ring more than three times. You probably remember, when you

first came on board, we all talked about the service values, the credo, the

motto. I feel that especially at the beginning we trying to say to everyone, that 305

yes, this is what we are, this is what we want you to be. We not just want you

to act a certain way, we these to b your values. So I think that is a big change

comparing to other luxury companies. That is for training.

About the communication? Most of the hotels are very independent when it

comes to communication, but here at the Ritz- Carlton we have many form of 310

communication such as the CTQ and they put a lot of effort to make it

globally. So everybody reads the same CTQ everybody focuses on the same

service value.

Interviewer: Could just please for the record explain what CTQ stands for?

Interviewee: Yes, very good. CTQ is the commitment to quality. So all 40000 315

employees have to have line-ups every day and the CTQ is basically the

front page of our daily OPS. The front page have the focus of the week and

the service value of the day. This is throughout the whole company, so

everyone gets the same information every day and everybody is on the same

page. 320

Interviewer: So every can strive towards the same goals? So I understand

that this is a very important practice every day.

Interviewee: Yes, and there are not much more company that does it so

globally, but I think it really works. I also think that empowerment works. You 325

know, many times people in hospitality they say team empowerment, but the

empowerment here is different, we really have this hands on approach which

88

really come from the culture of the company and the senior leadership, who

allow people to make decisions and do what they feel is the best. If I think

about the St. Regis or Jumeriah, also high-end chains. But there was always 330

something about empowerment. Ok, yes you can comp but you have to fill

out a form, or yes you can do it but you have to get your manager involved.

Or above $50.00 you have to fill out a form. Here we set a $2000 limit.

However I do not thing that is really about the $2000. It’s more about holding

people accountable. 335

So what we do here, we measure first person resolution. We measure

ourselves to see if a guest has an issue if it was the first person who resolved

it. If you do not do well with that it means you do not do well with

empowerment. So my job, what I learned, if someone takes care of a guest

who has or had an issue my first question is always, ok so what did you do 340

about it? Do we need to get back to guest, do we need to follow up to make

sure that, what we say here, is 5.

These questions are different that people would usually ask. They would ask

you: why did we comped these $300? Why did we gave something for them?

Sometimes you make mistakes and sometimes people go overboard and you 345

are scratching your hands in my position, but at the end of the day the most

important question is the guests are happy and engaged? Many times I had

to hold myself back from saying anything what to do and let people figure the

solution out themselves.

Interviewer: There is one thing what you said a little bit earlier. You 350

mentioned it is very important during the initial trainings, to let our ladies and

gentleman know what is our culture here and that we want them to

understand and embrace this culture before they even start working. So

basically we our initial expectations for them. It is very important for sure.

However, what do you think about their initial expectations towards the hotel 355

and the company when they coming on board?

Interviewee: You know it is funny, when I interview people or anyone of us

before the on boarding or orientation. I feel that they have the expectations

that we are a very strict and luxurious company with many SOPs and

regulations and doing everything by the book. So when they come on boards 360

they expect us to tell them exactly what to do. But we do kind of the opposite

89

here. We rather say, what would you do? We more focused on the outcome

of the guest not so much how you get to the results. So it is kind of weird for

some people. I remember when I did my first orientation and people were like

wow, so you want me to treat the guests are like my grandmother? So people 365

can get confused at the beginning. Than the second day when we come back

again for orientation and start doing role plays and practicing situations, you

see them that they start understanding what all that empowerment means

and they start to make their own initiatives. It is funny when we do the first

role plays during the on boarding, there many things I could think of they 370

have to do better to get to Forbes or BSA (Brand Standard) 5 star, such as

posture, verbiage, not using the guest name.... Although, we try to coach

them a little bit on that too, we focusing on if you really anticipated the guest

needs? Did you really asked the necessary questions to be able to show

genuine care. The important thing is that they understand what it to give 375

genuine care and comfort is.

Interviewer: So the focus is really on the technical details, but to see the big

picture, understand the basics and to anticipate the needs and provide

genuine care?

Interviewee: Yes, because the refinement and the polishing, the verbiage are 380

very easy things to teach and change and teach them. But to get, to feel and

to understand what the people really need and wants that is the difficult part.

Interviewer: Do we have any other trainings later on which helps the

employees to improve their performance?

Interviewee: Absolutely, we have a lot of trainings. We do what we call the 385

day 21 and the three steps of service training. This is more about the

technical steps of service and a follow up with the orientation. Using the

guest name, introducing yourself, making eye contact, using proper verbiage.

It is very important as well. You could do a very great job with anticipation but

if the delivery is bad it takes away from the message. We really have a 390

million trainings. Some of them are on property some of them are online and I

think that our daily line-ups are the daily service trainings. Every ladies and

gentleman have to have a line up every day, concentrating a different aspect

of service and different service value every day and most of the time we have

very engaging line-ups. 395

90

Interviewer: Thank you. My next question has a connection with trainings too.

You said that we have many trainings and we have the on boarding training

where we set our expectations towards the new hires. Do you think that

these trainings are effectively increase the employees work performance and

gives them a greater level of well-being within the company? 400

Interviewee: That is one of the first thing people realize, that we expect a little

bit more and some people might do not like it. However, most people quickly

realize that we empower them. We ask them to create wow stories, we ask

them to create strong relationship with the guests. I think most of our

employees, and I think we do a great job with the hiring, we hire the good 405

people, see their job as something a little bit more. Not just take and order

and serve it or if you are at the front desk you are not just checking in and out

people. I think our employees understand r higher mission and if they come

out from the orientation they feel good. Wow that is a pretty great company,

they want us to do all these things. Off course when they start working at the 410

department, when reality sets in, they realize that is ok, they still have to take

orders and serve food, but in the meantime hopefully they also understand if

you have guest with an issue you are empowered to turn them around. You

go to your manager and they say ok and ask well what do you want to do to

make them happy? How do you want to do it? Do you want to go to the 415

store? I believe they see and understand the higher goals at that point and

that is why we have in the whole industry one of them most engaged

employees. We not just asking them for simple functional tasks, like clean the

room, serve the wine or check in the guest. We ask them to be in a way

someone very meaningful. Creating memorable experiences is our number 420

one service value. For the guest but also for our ladies and gentleman is

important to be meaningful nowadays and people like that.

Interviewer: And they are also empowered to create something memorable

for someone in their own unique way and it feels good.

Interviewee: Exactly, and it feels good to see your name recognised. It feels 425

good to get additional tips.

Interviewer: Absolutely! Thank you! Can you explain me any situation when

someone used his or her engagement to create a special experience for a

91

guest, or even when you used your empowerment. I am sure you have a lot

examples but just tell me your favourite than please. 430

Interviewee: My goodness, yes there is a lot. We had so many. You know we

have at least two a week and they are great. There was a family and they

could not get their passports on time but they wanted to go to Mexico. So

they came finally here. One of our front desk agents found that out and

created an amenity and set up in their room which made them feel that they 435

are in Mexico. It is a little thing but it had a huge impact. Some of our famous

wow stories, which were meaningful: There was a family and their kids had

teddy bears. I have young kids so it had a huge impact on me too. So the kid

lost the teddy bear and he get really sad and upset. Our concierge was able

to locate the teddy bear, but instead of just sending it back, the team created 440

a whole story with pictures of the teddy bear in the restaurant, at the pool on

the beach. They sent back a whole book with the bear like the teddy bear

were not even gone just trying out all the amenities of the hotel. This one was

very memorable. I am sure that the parents will tell that to everyone and that

the book will be on the coffee table for a long time. Moreover, later when the 445

kid grows up he will probably tell his kids this story. This is such a memorable

experience. It did not cost us much but was very meaningful. Also when I

worked at the Ritz-Carlton, Dallas we won the best wow story within the

whole company. Looking back I do not think if it was that great but still.

So we had a gentleman, he was a in the NAVY, and the army was going to 450

Afghanistan at that time and that was his last night with his fiancé. He just

had dinner with us, but he had to pick up something from his car and we saw

all the military bags and found out that that was their last night together. We

surprised the gentleman and actually gave them a room we gave them the

presidential suit and took pictures and created that special memory for them. 455

It was a very emotional moment for them and this night will always have a

connection with the Ritz-Carlton for them. It was a great wow story. It was

also one where we put in a lot of money too. My favourite ones are the ones

which does not cost a lot of money but still creating a special memorable

experience. 460

Interviewer: Thank you. So as far as I understand we can say that in this

property and throughout the whole company we do use and implement all

92

four HPWPs. However I would like to ask you more about your opinion on

supportive leadership. Has it ever happened to you that one of your

employees came to you an issue and question and how did you react? Also 465

what do you think how does that make your employees feel when they are

supported by their leaders?

Interviewee: This is being honest, is always a very difficult one. You always

trying to create an environment where all the employees feel supported.

There are couple of things what we do here to create a positive environment. 470

One of them is open door policy. People can come with anything any kind of

issues, anybody. Preferably we like people going to their managers first, but

if they do not feel comfortable they can always come to me and I will never

turn anyone away. We also like to the hotel manager’s chat. We just

schedule a meeting with the different teams and just sit down and ask what is 475

going on and how they feel? What we should do better? It is an open

communication. We encourage people to talk and let us know everything and

we try to make sure that we act and follow up on the things they say.

Interviewer: How do you think, that our ladies and gentlemen are feel

comfortable and free to talk about these issues and questions? 480

Interviewee: I think so. In Ritz-Carlton generally and also here at this property

we have a very open environment. We like to get feedbacks and constructive

criticism.

We also do day 21 training. After a few weeks they come on board, we sit

down and ask them what they think? How they feel now? What could we 485

change or do better? We kind of create that open culture. Also at the line ups

we also ask and like to talk about any issues. We have a service value too. I

am involved in the planning of the work that affects me. So what we mean by

that is that we want to make sure that we listen to the employees and involve

them. Even when it comes to disciplinary actions we have a very open policy. 490

If someone disagrees we have an employee council where you can discuss

your concerns. It includes ladies and gentleman from all departments,

managers and supervisors. What do you do, you present your case and you

can say that this is not accurate because actually thus and this happened.

The council after that decides if they agree or disagree with the manager and 495

your disciplinary action. It is sometimes makes the leaders uncomfortable. If

93

the council agrees with the employee it means the manager were wrong and

it should not have been a write up for example. However, it shows that we

are not just a bunch of leaders telling people what to do. Secondly, it really

ensures that the leaders follow a correct procedure. Moreover, it gives the 500

employees a tool which helps them ensure that they are treated fairly. If they

do not agree you can just go and take it to the next level.

Interviewer: Has it ever happened here?

Interviewee: Yes, we had it a couple of times.

Interviewer: It was very interesting. We talked about many things, but have 505

not really touched the different rewards. Do we offer any kind of reward

system for our employees here?

Interviewee: Yes we do have. You know, there are two kinds of rewards. We

have a few which are more financial reward. For instance front desk would

have an upsell competition. I feel we always have a great reward system 510

since we work in the service delivering industry we work on tips too. In a

restaurant we also have an upsell competition. All of our sales managers

work on a commission based system. They have to reach different targets to

get commissions and bonuses. We also have something which we call

lightning strike. When someone goes really above and beyond and does 515

something great leaders are empowered to give out financial reward for that

person. It is a one-time financial bonus. However, I think our rewards are

more focused on recognition and we have many different tools for that. The

most common one is the first class cards. It is a small thank you card when

you recognises the great work of someone. We encourage everyone to fill 520

out these cards. By the way, I feel that in this hotel there is way too much

coming from the leaders and not many from the employees. Here we need to

work more on that, but is definitely a nice recognition. We do a hotel wide

line-up. It is on Fridays where we celebrate achievements, good scores,

employees and leaders together. We do also employee of the week which is 525

now employee of the months since we are a small hotel and we wanted to

keep it prestigious. That is a really hotel specific. We also do the employee of

the quarter ceremony where employees and leaders can award each other

with a 5star nomination. We do a 5star nominee lunch where all the

nominees attend and after we pick the five best from those people. Those 530

94

five will be at the end of the year the 5star employee of the year. If you get

those awards. There is recognition, you get a pin and money and the 5 stars

of the year also get a five nights vacation anywhere within the U.S. at a Ritz-

Carlton with $500 spending money. We try to do a lot of recognition based on

Gallup survey. We really focus on guest comments too. 535

Interviewer: You mentioned two different kind of rewards. The more monetary

and the recognition kind of rewards. What do you think which one is the more

effective in terms of increasing employee performance and engagement.

Interviewee: I think is the recognition. We want people to feel good about the

job what they do. Recognition motivates people to perform even better plus 540

recognition motivates others to do better as well. Everybody wants to get

recognised, therefore it creates a culture of excellence because they see that

good behaviour and performance is rewarded. One thing what I learned in

the hotel school that financial motivators are demotivators. If you feel that you

do not make enough money and you are disengaged the more money will 545

make you happier. However, the more money you give their performance is

not going to increase. The quality stays the same. Also, if people thinks that

they make fair money, because no one ever thinks that he makes enough

money, but if they feel that they are compensated fairly giving people more

money is not really going to motivate them. In sales it is a little bit different, if 550

you want upsells specifically than the more can money can be a motivator.

Or for leaders who work with a bonus plan like myself, I am motivated to hit

the financial goals, the Gallup targets but in most scenarios money acts only

as a demotivator.

One example, I worked at a restaurant, where the leader after a busy night 555

ordered pizza for the team. They were really busy and had a good night and

then the manager would buy them pizza. I remember once the employees

were really upset with their new manager and I asked them why? They said

you know why? Because he never gets pizza. So after a while. Pizza became

something expected. Just because they had a busy night they expected to 560

get pizza. Sometimes rewards like that can become more like an expected

compensation. On the other hand, in our company we try to hire people who

are ambitious and would like to grow, so I think the opportunity to grow and

get recognised is a greater motivation. Showcasing these people how they

95

can move up within the company is a huge motivator. We have some 565

employees off course, like housekeepers for example, who are fine being a

housekeeper but many of our ladies and gentleman are here to continuously

learn and grow so this opportunity for them is very motivating.

Interviewer: Thank you! So one of my last questions. You said that all the

communication, empowerment, trainings and rewards help our employees 570

feel better at their work place and be more engaged, but how does it affect

our guests? Are the employees able to increase their work performance and

make our guest more engaged too?

Interviewee: Yes. You know it is kind of a cliché: happy employee, happy

guest. It is absolutely like that. This is one of my mistakes I have made earlier 575

in my career. I was a fine dining manager and I really focused on the

technical details of the service and my employees did it all, but they did not

do it with passion. They did not really feel good about what they are doing.

Moreover, by the way, I think is really an American thing, focusing on the

experience, the empowerment and engagement of the employees and 580

guests, while in Europe all details have to be perfect and the employees not

necessarily have to be nice and friendly just get things done. So this is a little

bit of a cultural change and difference.

If you have a person who really wants do a good job they can only keep

doing better and better. I always say in our industry is like football. We coach 585

and train our players all day long but as soon as they step on the filed they

have to be able make their own decisions and have to be able to play and

win on their own. You can guide and encourage them a little bit from the side

line but at the end of the day they are the ones who will do and get the job

done in their own unique way. That is where the empowerment comes in. We 590

letting people to play the game not making all the decisions for them on the

field. Should I kick the ball now? No! You have to be able to make instant

decisions. That is way the trainings are so important. The only thing we can

do we can make sure that the employees have the necessary tools, so can

do their best. I am sure you worked at other hotels and have seen the 595

different how the employees in this hotel connect with the guest and create

this special relationship with the guests. We noticed something here in this

hotel, if we look at our key emotional drivers, like sense of well-being,

96

personalized service, genuine care, using guest name and all of these what

we call emotional drivers we do really great at this hotel. However the 600

functional key drivers are a little bit weaker. We are trying to balance out a

little but more. The employees are warm and sweet, people love us and they

think that we are great, but then the drinks took ten minutes. We missing the

balance. There was a gentleman Danny Myers. He was one of the most

famous restaurateur in the U.S. He managed many of the best restaurants in 605

New York City. We do not completely follow his philosophy because I think

we are a little bit heavier than that but he called his organisation the 51:49-

ers. He had fine dining restaurants. He said, what people really wants from

us is 51% great and warm hospitality, the emotional part, the emotional key

drivers. Are you warm and sincere? Are you smiling? Are you trying to use 610

the guest name? Are you trying to make people comfortable? Are you easy

to talk to? Do we people feel special? On the other hand, he said 49% the

functional pieces. Which is still pretty important because it is fine dining. Are

the employees have a sense of urgency, are detail oriented? In our business

it is very interesting and you can probably just look at your department. There 615

people who are very strong with the emotional part. They are very good with

the guests, they can chat up anyone and everybody loves them, but in the

same time they tend to be a little bit weaker in the functional part. If go and

check them out, you see that they did not do the side work properly, the

glasses were not polished quite well, but it is all ok because I just talked to 620

this guest there, they say. On the other, there are people who are the exact

opposite. They are beyond detailed and make sure that everything is always

perfect. But you cannot have them to say a word to the guest, or if they do

than they are cold and dry. That is why we are trying to find this balance in

person and in the job. That is why we hire people based on their attitude and 625

not based on skills. You can teach skills. But our business is high-end luxury,

fine dining so we have to continuously work on the functional part too and

make sure that everything we do is up to that level. It is very hard to find this

balance and to overcome this issue and that is why it is a constant battle.

Interviewer: Thank you that was a great example! So my last question is: You 630

said that all the HPWPs what we implement here are very important. They

make our employees more engaged and the guest happier, however, many

97

of these practices cost a lot of money. Do you think that all the investment we

make actually worth it and we can generate extra profit at the end?

Interviewee: Our owners ask that question all the time. To answer this 635

question many time you have to answer that by using the brand. The Ritz-

Carlton is not even that old of a brand, 1983 but we one of the most

recognised luxury brands in the whole world and I think have to allow our

guest to be loyal to the brand. If you have people who are loyal to the brand it

worth all the money because it will more money for us than anything else. So 640

that is the core philosophy. Why always use the Ferrari owner’s example. We

have these passionate, loyal Ferrari owners. Everything they own is about

Ferrari, and that is what worth so much money for the brand, because like

this they will always have loyal customer no matter what. That is a very long

term philosophy. Everything we do it is all about engagement. To have 645

engaged guest, but we really should say it is all about brand loyalty. If you

look at the survey and the questions we ask, like: Could you imagine a world

without Ritz-Carlton? It is kind of a crazy question to ask, but when a guest

checks out the important thing is if they are more or less loyal to us than

before. Therefore, as long as we stay on the positive side and the guests are 650

more engaged to us we are great and that will get us our money back.

Remember we are in an industry where there is no common sense. To spend

$ 60000 on a handbag or half a million dollar on a car, that is not rational,

there is no common sense. It is and emotional decision. This about making

yourself feel good and identifying yourself. We are in the luxury industry. If 655

we were like Walmart, we would only focus on to provide the cheapest stay in

the cleanest room with a friendly service. But we are in a luxury business. We

have to feel the emotional need of the guest, why they want to spend a few

thousand dollars on a single night? A room and shower, where they spend 8

hours because they are in Miami, so they are on the beach, in the city and in 660

the restaurant. We know and create that emotional linkage what makes them

feel good about staying in our hotel. If your car is just to get from point A to

point B, than you are going buy a good solid Honda. However, if you want to

drive something special, if you want to feel good about what you drive, if you

want to identify yourself than you will start buying luxury cars. That is why our 665

industry is a little bit weird. Sometimes we make wrong decisions and

98

sometimes we do spend too much, money on something, but sometime

sometimes we have to coach and train people, we have invest. But I think

most pf the time we get our money back. Another thing about our industry. If

we do not perform, it will cost us money. So sometimes it is better to be 670

ahead of the game because do not want to ever hurt and dissatisfy a guest.

Especially nowadays with TripAdvisor. Overall we have a very good rating on

TripAdvisor but it is funny because we had one bad comment about a

weakness what we have here in the hotel and I am surprise how often I hear

the same from our guests from that TripAdvisor comment. I spoke these 675

guests and I was like, you must have read that comment because you said

exactly the same. But I do the same. If I go somewhere I will google the

destination too and check the TripAdvisor. So that can worth so much money

nowadays.

Interviewer: Great, thank you very for your time and all your valuable 680

answers. Anything else you would like to add or any questions you have?

Interviewee: No, thank you!

99

Respondent 2.

Assistant Food and Beverage director

Interviewer: To begin with, I appreciate your time and your help in my 5

research. Before we start I would like to give you a short introduction about

my research and the specifications of our conversation. As you know, in the

last almost one year I have been working in this hotel as a J1 rotational

intern. During this year I have encountered the strong organisational culture

of Ritz Carlton and some elements of this culture have specifically caught my 10

attention. These elements are the so called high performance work practices,

such as: trainings, effective communication between leaders and

employees, empowerment and reward system. My goal is to find out more

about their effectiveness in terms of increasing of the employee engagement

–and well-being such as work performance. 15

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’’ names will be mentioned.

Interviewee: That is ok, you can use my name.

Interviewer: It is ok, thank you! I am just letting you know. Also, all the data 20

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, why did you start working in the 25

hospitality?

Interviewee: So, I grew up in hospitality. My uncle owns hotels in Morocco, in

Marrakesh. So during summertime, what I did, I was in the hotel helping

them. I loved hospitality, loved it, but I was not sure that this is what I wanted

to do. So I went to school in Paris for Business Management. My parents 30

own businesses and I thought that one day I will just take over their

businesses. When I came here to the U.S. it was the moment when I realized

that I loved restaurant businesses. I loved that interaction with the guests, it

100

just felt right. The first week working at a restaurant I was like, this is what I

am going to do for the rest of my life. 35

Interviewer: Ok, thank you! So you started in a restaurant?

Interviewee: Yes. I am a very lucky lady. The restaurant where I served at, I

served the president of all Ritz Carltons. Long story short after thirteen

interviews, literally two days after I graduated from my masters, hotel

management I started working for the Ritz-Carlton company in Washington 40

D.C. . I started as a supervisor. After six months I got promoted to restaurant

GM and after thirteen months I got promoted to be in charge for the food and

beverage in this hotel.

Interviewer: Impressive, thank you! So I hear that you worked in different

restaurants and also in hotels, but have you ever encountered anywhere high 45

performance work practices before. Such trainings, empowerment, effective

communication or rewards system?

Interviewee: To a certain level, yes. I worked for a celebrity chef, Jose

Andres and actually I was charge for the sixth best restaurant in the U.S. It

was a very unique experience. It was a restaurant within a restaurant. Six 50

seats and it has a twenty-eight to thirty courses chefs tasting menu. Again,

very exclusive so we had a lot of trainings regarding food, beverages,

service, and anticipation of the needs. I definitely learned a lot for working

Jose Andres, but Ritz Carlton took it to another level.

Interviewer: I understand, but you another level on the training part or 55

empowerment or other practices as well?

Interviewee: I would say more on the training parts because empowerment

was not close to what empowerment means for Ritz-Carlton. Anticipation of

needs and training yes I encountered them and Ritz-Carlton took them to

another level but empowerment no. If there was an issue I still had to get my 60

manager involved, I could not say, hey I am sorry this drink is on me. It took a

long time. So I did not learn empowerment until I came to Ritz-Carlton.

Interviewer: Great, thank you. How do feel, in this property do we use all

these tool, these high performance work practices. The empowerment,

trainings, how is the communication here or if we use any reward system 65

increase the engagement and the performance of our employees?

101

Interviewee: So this is a new property. Ritz-Carlton took over this property

about fourteen months ago. Obviously therefore, all the culture, the practices

are new. Not even all the leaders are coming from Ritz-Carlton culture.

So I would say it is an ongoing process. It is never easy if in your whole life 70

you were thought to get your manager involved. If anything happens, „Hey,

do not forget to ask your manager’s permission” and then from one day to

another you switch this, the way you think because you are empowered to fix

that problem on your own. You are also scared at the first time. Is it too much

or could I have done more, not enough, and you are always scared to make 75

a mistake. That is why it is key not to address empowerment if someone

makes the call and sais to someone who waited ten minutes for a drink that

ok, we comp’ the whole stay.

Obviously it is his first empowerment. It is important not to cut him off,

especially not immediately. Off course, later on we can discuss what could 80

have been done differently but you cannot cut him off right away because

than for the rest of his life or at least his career at the Ritz-Carlton he is going

to think twice and this is not purpose of empowerment. Again, empowerment

we can train it for our ladies and gentleman but we have to be very careful

how we train them and make sure they feel ok. It should not be: „why did you 85

do this and you should have done that”, but it also comes with time.

Interviewer: Yes I understand. So you say, you think it is hard to embrace

empowerment at the first time when the ladies and gentlemen come here to

the Ritz-Carlton?

Interviewee: I think it depends on your leader. If you reinforce them, if you 90

teach them what is right, help them to understand empowerment and make

your ladies and gentleman feel comfortable. Not to point out what is wrong.

They will figure out what is wrong but if you have a leader who is again, „why

did you do that??” than you cut the empowerment and their confidence right

away. 95

Interviewer: So the positive reinforcement is very important?

Interviewee: Yes, yes definitely.

Interviewer: Ok, thank you! Besides the empowerment, do you think that

communication is also an important element of our culture?

102

Interviewee: Absolutely. Our culture is based on communication. Without 100

communication there is nothing. We have to be on the same page because

at the end of the day we are all here for the same reason for the dame

person, for the guests. Without the guests none of us would have a job. The

more we are on the same page the better it is. I just came from the Ritz-

Carlton Central Park to see why they are number one in guest satisfaction 105

and that is a Broadway show. Everyone is on stage. Everyone works very

well together. The have many issues what we do not have in this property but

it is amazing to see how well they work together and they are all on the same

page.

Interviewer: Oh, I understand. So the communication is very effective 110

between them. All managers, employees, everyone? This is the key to

success?

Interviewee: Absolutely! Someone walks in the door, they know the name.

They know if the person like or does not like something what the person

wants what does not want and also the purpose of the guest’s visit. All of 115

these things are very well communicated.

Interviewer: Great! What do you think is the best way to implement high

performance work practices? To train the employees or give them

improvement? Do you think it is better to choose one practice which would

work the best for you and concentrate on that, or try to combine different 120

practices, combine training, empowerment, communication and reward

system and use them together?

Interviewee: I honestly, do not think that there is a right or wrong way to

implement anything. My personal approach is by example. I learned better

and remembered better when I was shown something. But again, like I said I 125

think there is no right or wrong way to implement something. Everyone learns

in a different way. For me and by my experience, by talking to other co-

workers it helped a lot to see my leader doing something or give me example

of things and then take it to the next level. Wow story for example. For me it

was new just like it is new for anyone who comes to work in this company. It 130

is great for me to think of a teddy bear which went through all the outlets

when it was left in the restaurant. I have seen, heard and read so many wow

stories by now but for someone who is new it takes a little time and help.

103

Interviewer: How to do it.

135

Interviewee: Yes how to do it and then we expect the ladies and gentleman

to take it the next level to personalise it based on the guest and the hotel they

work at, but showing them giving examples is a great way to implement it.

Interviewer: So you believe that if you combine multiple practices its more

effective. If you train your employees help them and then give them the 140

power to actually do something on their own is an effective way?

Interviewee: Yes, absolutely.

Interviewer: What do you think, what kind of expectations the employees

have when they come here to work. It is company with very good reputation,

what do you think about the employee’s expectations when they start working 145

here?

Interviewee: I think the expectations are extremely high and sometimes we

might disappoint the ladies and gentleman when we hire them. Especially

some properties are new, just like this property. There certain things what we

do extremely well but we have things what will take a couple of years at least 150

to implement or to get better at. They come and they think: „Ok I will come

and work for the Ritz-Carlton. If I will need wine glasses I will have hundreds

of them or I will have the fanciest plates ever but this is not the case. So in

that sense I would say we disappoint them, but I think at the moment when

they embrace and understand the Ritz-Carlton culture everything comes 155

together and they know and realise that they work for the best company in

the world.

interviewer: Thank you, and do you think if you communicate your

expectations and what you can offer it helps the employees to stay -or

become engaged instead of to become dissatisfied as you said? 160

interviewee: Again, by experience, I really think that you get always a better

result, if instead of just saying:” Hey from now on we are going to put this

glassware here and not there” ,we show and explain to them why we are

doing this and why the glasses have to be set up there. Moreover if we help

them, giving them a reminder or a floorplan or anything which helps you 165

remember to do it every day, the results will be better.

104

Interviewer: Ok, great! Do you think it helps the employees to perform better

as an individual if they know the overall goals of the hotel, what we are trying

to achieve as a whole hotel?

Interviewee: Absolutely! I think everyone comes to work to do a good job. 170

That is something what my mentor told me. Nobody comes to work to do a

bad job. There are things that can make you disengaged but I think if

everyone is on the same page, working towards the same goal it drives extra

engagement. Everyone wants to be number one. We are number one at the

pool, number one on at the beach, the restaurant timeliness is one of the 175

bests as well. I think it drives extra engagement. Because everyone wants to

be a part of a winning team.

Interviewer: Ok and do you think if they are engaged they perform better.

Interviewee: Absolutely! They perform better and the guests are happier as

well. 180

Interviewer: Thank you.

Interviewee: And probably this is one of the few companies which actually

realise that everything is all about the ladies and gentleman. Teddy Mayer

bug restaurateur here in the U.S. realised, actually I just saw an interview

with him, that we grew up here that the „guest is always right, the guest is 185

always right” but no the guest is not always right and our ladies and

gentleman have to feel that there is a backup, there is a support from their

leaders and when they feel that support, that we have their back basically

they are more engaged and if the employees are more engaged it means the

guests are more engaged. 190

Interviewer: That is great! Actually I wanted to also ask you about the

supporting of the employees. If you think it is important to support them and if

you had any case when one of your employee came to you, even with a

personal issue, for advice and what is usually your reaction?

Interviewee: If it is a guest issue or personal? 195

Interviewer: Either guest-work related or personal issue. How do you react

when it happens?

interviewee: Thank you, and do you think if you communicate your

expectations and what you can offer it helps the employees to stay -or

become engaged instead of to become dissatisfied as you said? 200

105

Again, by experience, I really think that you get always a better result, if

instead of just saying:” Hey from now on we are going to put this glassware

here and not there” ,we show and explain to them why we are doing this and

why the glasses have to be set up there. Moreover if we help them, giving

them a reminder or a floorplan or anything which helps you remember to do it 205

every day, the results will be better.

Interviewer: Ok, great! Do you think it helps the employees to perform better

as an individual if they know the overall goals of the hotel, what we are trying

to achieve as a whole hotel?

Interviewee: Absolutely! I think everyone comes to work to do a good job. 210

That is something what my mentor told me. Nobody comes to work to do a

bad job. There are things that can make you disengaged but I think if

everyone is on the same page, working towards the same goal it drives extra

engagement. Everyone wants to be number one. We are number one at the

pool, number one on at the beach, the restaurant timeliness is one of the 215

bests as well. I think it drives extra engagement. Because everyone wants to

be a part of a winning team.

Interviewer: Ok and do you think if they are engaged they perform better.

Interviewee: Absolutely! They perform better and the guests are happier as

well. 220

Interviewer: Thank you.

Interviewee: And probably this is one of the few companies which actually

realise that everything is all about the ladies and gentleman. Teddy Mayer

bug restaurateur here in the U.S. realised, actually I just saw an interview

with him, that we grew up here that the „guest is always right, the guest is 225

always right” but no the guest is not always right and our ladies and

gentleman have to feel that there is a backup, there is a support from their

leaders and when they feel that support, that we have their back basically

they are more engaged and if the employees are more engaged it means the

guests are more engaged. 230

Interviewer: That is great! Actually I wanted to also ask you about the

supporting of the employees. If you think it is important to support them and if

you had any case when one of your employee came to you, even with a

personal issue, for advice and what is usually your reaction?

106

Interviewee: If it is a guest issue or personal? 235

Interviewer: Either guest-work related or personal issue. How do you react

when it happens?

Interviewee: If guest related, I always back up the employee. Then I sit down

later with the employee and talk. „Hey you know what, this could have been

handled differently, maybe you could have done this instead of doing this but 240

in front of a guest or anyone else outside, a vendor or anyone I always have

the employees’ back.

Interviewer: Did it happen that an employee came to you for a personal

advice? Do you actually think that they feel comfortable to talk to you and ask

for your help? 245

Interviewee: I would like to think so! I am not the easiest leader to work with

because I am a perfectionist. I always want to be number one. I hate losing.

For me the team be number one, normally in the region but in the company in

the whole world is my goal, to reach 100%. Even if we reach 100% I would

find a way to push the team to get bonus points or something. So it is hard a 250

little bit for the ladies gentleman I work with but I think the end goal is being

the best and they will realise it later. Do I feel they are comfortable talking to

me? I would like to think yes. I personally mentor a few ladies and gentleman

who work in this property in other departments and also from my department

or from my former property. 255

Interviewer: So you think it is important to mentor them and support them?

Interviewee: Yes! I am giving back. As I said I was very lucky in this company

with my mentors so the least I can do is giving back and I am doing the same

thing for my ladies and gentleman that they have done for me.

Interviewer: Thank you! We talked about trainings already. Do you think that 260

trainings actually help to improve the technical skills of the employees and

also their knowledge to handle any situation better and to provide perfect

service for the guests?

Interviewee: To perform better I would say yes. Because trainings are always

about something new or about refining? You know how to open wine. About 265

the proper way? Maybe it is about the label presentation maybe it is about

how you present the cork. Is it the right way to do? I hate to put things into an

excel spreadsheet. The sky is blue, this is what and how it has to happen? I

107

believe that everyone is creative in their unique way. This is what makes us

unique together, that we offer personalised service. I hate to say: „Hey when 270

you drop bread this is what you have to do”, we can give them a general idea

but after that it is going to depend on every situation. Every case, every

guest, every situation is different and I expect them to handle it differently.

Interviewer: That is way you give them empowerment?

Interviewee: Yes absolutely! And even empowerment it is not something that 275

set. If the steak is overcooked you comp the steak and give them a thousand

points bonus. Or if something happens with the guests they get a free

cabana. No. That is why we do not specify or give specific instructions.

Interviewer: So they can solve their problem in their own creative way.

Interviewee: Yes! 280

Interviewer: So how do you think it makes them feel that they can solve the

problems, that they are empowered?

Interviewee: Honestly, that is a great feeling. If I feel that I truly have the

power to fix the problem for a guest whatever it takes, obviously everyone

feels good about it. You build the connection with the guest. Whatever the 285

reason or the problem was I am or you are the reason the guest is now, as

we say here: they are 5! It means that he is a fully engaged guest. I fixed I

made him happy.

Interviewer: So it is a great feeling?

Interviewee: Absolutely. 290

Interviewer: Do you think that they also feel that the company trusts them?

Interviewee: Yes! This is also in our employee promise. Trust is one of the

elements of our employee promise so we have to trust our ladies and

gentleman.

Interviewer: Thank you! Let’s talk a little bit about the rewards. Now hopefully 295

we have well performing employees. Do we offer them any rewards in this

Ritz-Carlton?

Interviewee: I have always believed in rewards. Not because everyone is

money driven but it is always a great recognition. There are different kind of

rewards in Ritz –Carlton. The first one is the first class cards. They are for 300

everyone who goes above and beyond their job description. They usually

come from leaders but also between ladies and gentleman of each

108

department. We also have what we call five star. Five star is for outstanding

performances from our ladies and gentleman during the quarter. We have

something called lightning strike. This is a money reward for those who do 305

something like out of this world. In my career I have seen it only once. It was

for someone who helped the housekeeper to give birth and by the time the

ambulance arrived the baby was already out. Another example when a

gentleman saved a guest’s life. He was literally dyeing on the beach and

saved his life gave him first aid. 310

Interviewer: Well that is really something!

Interviewee: In this property we have another type of reward on the top of all

of these. Gallup recognition. I think the food and beverage department is the

only one who recognises the employees with a hundred dollar gift card. To

recognise their Gallup mentioning’s we pick a name at the end of each 315

months, we just make sure that this is a fair rotation. We did contest for

preferences or whoever sells the most specials. However, at the end of the

day, the end results, for me at least the most important is not whose name

gets mentioned the most or whoever sells the most but to keep them

engaged. To give them something to look forward to. Even though this is a 320

new Ritz –Carlton most of our ladies and gentlemen have been here for

many years. After a while if you come and do the same thing every day, yes

you have different guests but it becomes a routine and it helps to break the

routine and keep them extra engaged.

Interviewer: That is great thank you, and do you offer your employees any 325

chance get a better position get promoted or to get more responsibility?

Interviewee: Absolutely. Help them get promoted yes. Even when I do the

hiring process for the new employees I always tell them listen, for me it is

better to promote within the company than bring an outsider. Why? Because

let’s say, someone is moving on to his or her next position. What is better for 330

me to promote someone right from below him who already knows the

property and the Ritz –Carlton culture? Or bring an outsider who maybe has

different ways of doing this and yes maybe something is even better than

what we are doing but still have to learn and embrace the whole Ritz-Carlton

culture. I would rather train someone financial skills or other skills to be able 335

109

to be in charge of the operation because if someone believes what stays on

that credo card and what is stands for than everything else comes together.

Interviewer: I Understand thank you. What do you think what can be more

motivating, for your employees, a financial reward or a five start or a

promotion, more responsibility or any other non-financial reward-a 340

recognition what you mentioned?

Interviewee: I would say it depends, but I would love to think that it is not the

financial but the recognition. Because and studies have proven this, people

do not keep their job or do not stay with the company because of the financial

part. For me the recognition is around 80%. Very important. 345

Interviewer: How do you feel about the engagement of your employees at the

moment?

Interviewee: I would say very engaged. We just received our employee

engagement score and we had an overall 92% percent engagement score in

food and beverage with a 97% percent leadership excellence score. Which is 350

12 points above the company average. Off course the credit does not go to

me. It goes to any other supervisors and managers what we have. We have

an amazing team, young, ambitious and talented leaders who are very close

to their ladies and gentleman and keep them motivated. There is no such

thing that you are server and I am the server assistant. Everyone works very 355

well together and it becomes your second family. We have many issues, like

tools issues. We missing thing, we did not have uniform or table cloth. We

were missing many things but at the end of the day I am confident that if I

gave them another engagement survey the result would be very engaged.

Interviewer: Because of the personal collection with their managers? 360

Interviewee: Absolutely! Do you agree?

Interviewer: Yes, I agree actually, but this is not about me now. Overall, the

hotel spend a lot on high performance work practices. A lot on trainings, the

empowerment can cost money as well just like the reward system. Do you

think that this investment actually worth it? Can we get additional profit at the 365

end? If we get our employees more engaged, can we get additional profit,

more than we invested?

Interviewee: So, Ritz-Carlton vision is a long term vision. If it was short term

vision I do not think so we would believe in empowerment. At the end of the

110

day as a guest you are either happy or unhappy. „We are sorry that we did 370

not meet your expectation, but let’s be it. No. We are here to create guests

for life. We want you to become a Ritz-Carlton guest for life and then your

kids becoming Ritz-Kids and then becoming guests for life as well. Therefore,

I do not think so that empowerment is a waste of money. I truly believe this is

the right thing to do. If we failed than we need to pay back the guest because 375

of it. We have to turn them around whatever it takes. It is not fair for you to

pay that high rates if your bed was not clean or you order food and it took an

hour. That is not what we are believe in, these are not our standards. We

have to take a step back and admit that we failed and correct our mistakes or

the breakdown what we had. It is totally ok and worth every dollar! 380

Interviewer: And do you think that the trainings are effective and worth the

additional investment?

Interviewee: Trainings? Off course. You invest in your ladies and gentleman.

It is again, a long-term vision. We do not want to think that we in three

months he is going to work for another company for the competition. We train 385

them and we also would like to think that we did a great job implementing the

Ritz-Carlton culture they will not leave. It is not a brainwash, literally people

say that my blood is blue. I truly believe that my blood is blue too, all I believe

is Ritz-Carlton. Once you have that vision, regardless how bad a guest is or a

situation or the pressure is, for example, I would never consider to leave the 390

company. Even on my level we still invest in trainings. The company keep

sending me to task force to see other properties and it is only fair if we do the

same thing for our employees. The more knowledgeable you are the more

engaged the guests will be. If you know what you are talking about you are

enhancing the guests’ experience. The more you learn the more you 395

engaged too. Probably you know about wine but if I provide you an extra

training on wine you will be more knowledgeable and more n engaged. Learn

ng is always an extra engagement for the ladies and gentleman.

Interviewer: That is great! Thank you for your answers. Anything else you

might would like to add or any question concerns you have for me? 400

Interviewee: I do not really have questions. I only would like to thank you for

the year you spent with us. I can tell you that you are already a true Ritz-

Carlton gentleman. Which is for me the best thing could have happened and

111

the best recognition. I would like to thank you for everything you added to this

property, the relationship you built everyone and I am looking forward to see 405

you in a few weeks!

Interviewer: Thank you and thank you again for your time and help!

112

Respondent 3.

Housekeeping Director

Interviewer: Good afternoon, to begin with, I appreciate your time and your 5

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong

organisational culture of Ritz Carlton and some elements of this culture have 10

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the

employee engagement –and well-being such as work performance. 15

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must 20

follow these rules, otherwise the research will be cancelled.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality?

Interviewee: When I was studying at high school, I was trying to figure out

which path I want to go. At that time, I got a part time night job in one of the 25

Marriott properties for six months. While I was there I figured out that this

would a great career for me and that is what I wanted to do. So instead of

pursuing other areas I kind of redirected my focus and now ten years later I

am still in the company I was able to grow within the company and my

current position is the Housekeeping director for this property. 30

Interviewer: So as I assume and understood you worked for many different

properties but have you ever worked any other hotel or company where you

113

have encountered the HPWPs what I mentioned before? Trainings,

empowerment, rewards.

Interviewee: So, based on my experience, it is definitely the strongest in the 35

Ritz-Carlton, however, I worked for different Marriott properties where they

put a lot of focus on trainings. I worked at a Renaissance hotel and they had

a really good training program where they have selected some high

performance managers and made them the trainers and they have facilitated

the trainings. I think that was very exciting. Definitely the Ritz-Carton has 40

probably the best and strongest culture for trainings.

Interviewer: And besides the trainings the effective communication or

empowerment, do you think that these are also important elements of our

culture here?

Interviewee: Absolutely! I think that what, makes The Ritz-Carton a Ritz-45

Carlton. Empowerment is a crucial part of our culture. All the ladies and

gentleman are empowered to make their own decisions. They do not have to

worry about, oh did I make the wrong decision and what will be the

consequences because they are empowered.

Interviewer: Thank you! So you talked about the trainings and empowerment, 50

I also mentioned communication and reward system. What do you think,

what would be most profitable way for us, if we implemented these practices

together or if we chose one or two specific one and focus on those?

Interviewee: Probably to implement everything together because they kind of

work together. People to feel empowered and to understand that they have to 55

be trained on that. They need trainings to can act effectively and make

decisions. Moreover, based on their performance or participation on the

trainings, there will be rewards for that. Different kind of incentives or

opportunities to grow. So I believe it has to work all together.

Interviewer: Great thank you! What do you think, when your employees start 60

to work for the company, what kind of initial expectations they have towards

the Ritz-Carlton. What they will have to do and what the company will do for

them. What they could expect? How do you think they feel?

Interviewee: I think most people when they first apply when they want to

come to the Ritz-Carton their perception is that this is the best hotel. That 65

they will come to best company in the world. The most luxurious. They have

114

all that kind of dreams. Also, that the company can kind of take them

wherever they want to go. So when people come company they have a lot of

opportunity to grow.

Interviewer: Do you think is important that you communicate the real 70

opportunities and also your expectations towards them? It helps them to feel

and perform better?

Interviewee: It is very important. I personally throughout my career I had

leaders who would have come to me and said, hey this opportunity might be

something good for you and why do not you go down to this path? It is very 75

important that we do that for our employees!

Interviewer: Ok, and what about the trainings? Do you feel that they are really

effective and they actually can help increasing the technical skills and

knowledge of the employees and then by utilizing these skills they perform

better? 80

Interviewee: Yeah, I think trainings is one of the most important thing we can

do, because have to make sure that everyone is o the same page and

everyone is consistent with the service. The techniques what they are using

are the same. Moreover, it is also very important to facilitate those trainings

correctly, where we valuing people’s time and the trainings are interactive 85

that people not just sitting around looking at a Power Point presentation but

they are involved in it! Another think is that we have to follow up on those

things they have been trained on and make sure that they are living what

they have learned, rather than just leaving them go on their way.

Interviewer: Thank you! Now let me see the next part of my questions. So 90

you said we provide trainings for the employees which helps to increase their

work performance, but is this performance will be beneficial for the whole

company? How do you make sure that your ladies and gentleman are aware

of the overall goals of the hotel and everyone works towards the same goal?

Interviewee: I think Ritz-Carlton as a company makes a really good job at 95

communicating their goals and we use many different methods to

communicate them. An example would be, we have a board here on the

corridor where we have our line ups, and there is posted what the overall

goals are and the actual scores so we know where we are at. Also we talk

about it every day. There is a specific paperwork what we use on our line 100

115

ups. So we try to communicate these goals as much as possible, so

everyone knows how we are doing and again where we are at now and what

else we have to do to get to the end goal.

Interviewer: And do you think that knowing these goals helps the employees

to increase their individual performance? 105

Interviewee: I think it helps them a lot! If you do not know what your goals are

and currently how you are doing than most of the people would assume that

they are doing fine and correctly. But maybe we not even close to our goal

and we have to do something and change our habit. But if people are not

aware of their goals they are just going to make assumptions based on their 110

work.

Interviewer: I understand! So you believe you have to give them constant

feedback how they are doing. But what is your opinion on coaching? Have

you ever provided coaching for any of your employees?

Interviewee: Yes, so there is a one thing that we do, it is a yearly 115

performance evaluation. We do other coaching and performance evaluation

as well, but every year there is a big evaluation for every employee which

sums up their performance for the year. What they have done very well and

what areas they could improve on even more. It is a good time to talk about

feedbacks, what are the strength or areas for improvement, what are the 120

goals for that individual. What they want to achieve? Are they want to stay in

the same position, same department or they like to grow?

Interviewer: And generally how they react? Does it have positive effect on

them?

Interviewee: Generally yes! We always like to keep it positive. Some 125

employees might be surprise because some of the things I pointed out and

some of them might not be 100% positive, but we try to make it as

opportunity for them to improve rather than concentrating on negative things.

Interviewer: So even if there is an issue, you as a leader always trying to

present it as room for improvement and not as something negative. 130

Interviewee: Exactly, keep it positive!

Interviewer: Have you ever had any situation when one of your employees

came to with any work related or even personal issue, and how did you

react? What do you think is the best way to handle these situations?

116

Interviewee: I have had many cases when that happened. Many times 135

different employees came and kind of just seeking for sort of career advice,

how they can grow? I always try to take the time to really help them and try to

share some of my experiences from my career. What they want to pursue

and which direction would be the best probably to achieve it. I think it can be

rally helpful, I even sis it myself. Ask the managers how did you get to the 140

position where you are now and could I get there, what should I do in order to

reach that?

Interviewer: You always trying to be really supportive.

Interviewee: Yes, you just want help them and keep it positive, even if the

person is trying to pursue something what they are not ready for or not 145

qualified yet, you still want to keep it positive and guide them and show them

what could be the next step for them so they can get there soon. What things

they have to do. Or what trainings they have to take. Or what opportunities

they have now.

Interviewer: Do you think this mentality helps to create a better relationship 150

between you and your employees?

Interviewee: Off course! You want to try to have the best relationship

possible. It can be hard sometimes, because you are there boss and you

have to hold them accountable, but you always want to keep the relationship

as positive as possible. 155

Interviewer: And if you have this positive relationship it influences their

performance?

Interviewee: I think people strive to do their best more likely for someone they

like and if they work for a company they like they will perform better?

Interviewer: You mentioned earlier that empowerment is a very important, 160

key element of our organisational culture. But what do you think, how the fact

that they are empowered makes the employees feel?

Interviewee: I think it makes them feel that they are really can make

decisions and that we trust in them because we give them this opportunity,

this empowerment. That we trust them that they are able to make decisions 165

and also it makes them feel confident when they talk to the guests. Because

they are empowered to make decisions and they do not have to wonder what

to do now. Should I go and speak with my manager or not? Should I get

117

someone’s approval first? I believe that is why is so important to have strong

empowerment so the employees can feel this way. 170

Interviewer: So in that sense we can say that it helps them to make our

guests happier perform better and be more engaged?

Interviewee: Definitely!

Interviewer: Another important practices is what we did not really mentioned

so far is the rewards. Are any rewards offered for the employees? 175

Interviewee: Yes we do. You know different departments have different

incentive programs. For example the front desk has an upsell program where

they can get commission on room upgrades and things like that. This is one

kind of reward what really drives them that they want to do that. In

housekeeping department we have an incentive program for the top 180

performers in room cleanliness we announce the winner and give them a

prize at the end of the month. We really want to try to recognize these top

performers. Moreover, it also creates a competition between them because

they want to win.

Interviewer: Great! Let me ask, what do you would be more motivating for 185

your employees. Any financial recognition or incentive programme for the

high performers. A bonus check at the end of the month. Or if you constantly

recognize their great performance even without money or offer them more

responsibility and promotion?

Interviewee: I think it depends on the person and also on the particular job 190

what people are doing. For example, many line employees would be more

motivated by a monetary recognition, a bonus or a gift card or a raise.

Whereas, a lot of leaders and managers that would not mean that much but a

recognition or a promotion means way more. I think the higher you get it will

be less about getting a bonus but more about getting recognized or offering a 195

promotion. However, off course your compensation is very important, but a

$10 gift card is not going to inspire me that much. Off course if it was a

$100000 bonus check I would happily accept that but it is not going to

happen. Most of us leaders, we want to be the best we can be. We want to

be recognised as successful people so it is important. 200

Interviewer: On the other hand for most line employees probably the extra

monetary compensation would be a bigger motivator.

118

Interviewee: Exactly!

Interviewer: About the engagement level of you employees. What do you

think how many of the employees are fully engaged and fully committed to 205

the company and their work?

Interviewee: Well I know that in this hotel we had a 95% employee

engagement score, so we can say 95% of the employees were fully engaged

at time. But it goes up and down. People’s mood always chances, but overall

I think The Ritz-Carlton does a good job keeping them engaged. Throughout 210

the year many times we also have to take the time and kind of monitor their

engagement. If we see people are not very happy, or someone has bad

attendance or if someone is not performing, we have to give some attention

to those employees and find out what is wrong and help them, in order to

keep them engaged. 215

Interviewer: What do you think what can be the reason when the

engagement drops when someone is very disengaged?

Interviewee: What I think, the reason why their engagement drops is a lot of

different reason. Many times even personal reasons. It also can be work

related. There is not enough recognition, they are not feeling they are valued. 220

They feel they are not getting payed enough. A lot of different reasons. But

that is why we have to take the time and speak with them and figure out why

they are not engaged.

Interviewer: So you think by applying these four core HPWPs we can help

the employees to become more engaged? 225

Interviewee: Absolutely!

Interviewer: Do you think that their level of engagement has any connection

with their performance?

Interviewee: That is all the connection! If they are engaged their

performances going to be way better than someone’s who is disengaged. 230

Interviewer: That is probably very true. As a last question: This hotel spends

a lot of money on HPWPs. We have trainings and the empowerment costs

money too. Do you think that investment actually worth it and we can get

extra profit at the end?

Interviewee: I think if we did not invest the money in training and 235

empowerment or rewards, it would cost us much more in a long run than the

119

cost of sending someone on a training or having empowerment. For example

we have line employee who encounters an issue with a guest. Maybe their

food was not correctly and the employee resolves it immediately. Sir let me

remake this, we will not charge it, and later maybe he will send a free dessert 240

too. However if the employee says that I am not really able to make decisions

I have to ask my manager. For the manager it takes ten minutes to get there

or they have to follow up with them later the chances are that we have to

compensate way more than if we had remade the food and gave a free

dessert. So the empowerment actually will save you money in the long run. 245

On the other hand, as far as the trainings are concerned, you have to have

your people properly trained, otherwise you will end up spending a lot more

money in mistakes, inefficiency, rework, compensation. We simply cannot

afford to not make these investments.

Interviewer: I understand, so you say that it can bring profit through engaged 250

and loyal guests, but even if it did not bring extra, at least it would save you

money.

Interviewee: Exactly, and it can save you losing a guest because your

employees were not empowered or trained properly.

Interviewer: Great! Any questions or concerns what you have for me? 255

Interviewee: No!

Interviewer: Than thank you very much I really appreciate your time and help

and all the valuable information you provided.

120

Respondent 4.

Catering sales director

Interviewer: Good afternoon, to begin with, I appreciate your time and your 5

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong

organisational culture of Ritz Carlton and some elements of this culture have 10

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the

employee engagement –and well-being such as work performance. 15

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must 20

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality?

Interviewee: So I really think that hospitality is one of those areas, if you like 25

serving people and like making people you will be drawn to hospitality. I

actually started non-profit. I was an executive director of a non-profit. Some

other things you can find that people work on the hospitality are very similar

to people working in non-profit. Because they do all what they can for the

betterment of the society as a whole. Sometimes it is done as a moment to 30

moment operation, like hospitality and sometimes it happens for the

betterment of people’s life in a long term which is non-profit. Very similar type

of people. There are differences off course, you probably make little more

121

money in hospitality, a little bit more. So the way I got into it, in order to raise

funds I had to do fundraiser events. As a part of making these events off 35

course I had to put them together, organise them and I found out that I was

really good at it. It was actually at one of my largest event’s with the non-

profit I was with at the time. On that event a person who owned a big

company came to me and asked me who did all this what they are looking

at? I said, I did. He asked if I have a full time job and I said this is my full-time 40

job. His name was Russel Holloway. Great guy I am still good friend with him

today, he ended up being my mentor. And he said, hey come and work for

me, because I think you are really good at this. After a couple of years

working with him I actually opened up my on company and went all over the

world with Nokia. I had a great time. I worked like a crazy person but off 45

course I got to see many different places many different hotels and

restaurants. So I have seen many different ways how people get involved in

hospitality. It was during again an event what I was during at the Hyatt. The

catering director came to me and said, have you ever thought about working

for a hotel, I think you would be really good at it. I said I have not really been 50

thinking about working for a hotel but I was looking for a big change a carrier

change I my life. I was just tired having my own company and being

responsible for every small detail. Accounting was just a nightmare. I have

been involved for around ten years at that moment, so it was a great time to

change a little bit to take a pause. So I started as a catering manager at this 55

Hyatt. It was great. I got to do everything what I am doing really good, which

is creating positive experiences for people and creating that one on one

relationship with the clients and I was making good money, because I knew

how to sell. In non-profit you try to get money. But in events in hospitality you

get back for the kind of hospitality what you give. For there later I came to the 60

Ritz-Carlton. Very quickly went form catering manager to director of catering

sales, in six years and that is where I am now. I really feel the better the

company is the better hospitality they provide the more money they can ask

for. People pay for hospitality.

Interviewer: Great! So you have a lot of experience. You mentioned different 65

companies, hotels and your own company too, but have you ever worked for

another company where you encountered high performance work practices

122

(HPWPs)? Where they had trainings, empowerment, a reward system what I

mentioned or such and effective communication between managers and

employees as here in Ritz-Carlton (RC)? 70

Interviewee: No I have never worked for any other company or brand where

they had such strong empowerment as the RC. Off course when I had my

own company I was very big on empowerment because I only wanted to hire

people who were willing to make choices. Smart choices without my

guidance. I needed that. The whole idea behind empowerment, instead of 75

one person being responsible to ,make all the difficult decisions throughout

the day you spread it out between your staff and you trust them that you

hired the right people who will be able to make all those decisions. Part of

that is that we come from a world where nobody really gives empowerment.

Itis always taken away. There is always a red tape, there is always a form 80

you have to fill out, copy it three time and send it to three different

department and have to make sure that the budget is there too. The thing

about the RC, they said just don not deal with that. We want to make sure

that if there is an issue we have the ability to fix it right away and not only to

fix it but go above and beyond. I think it is very important because at the end 85

of the day you end up losing less money. I find as we move along more

company is getting into this model. However, the hard thing is getting people

to believe in that. That they believe they have the power to do that. They are

so used to that red tape. It goes all the way even in the school system.

Anything you do someone have to approve that. 90

Interviewer: You say, you think it is hard to believe in the beginning?

Interviewee: Yes, it is hard to believe at the beginning but it is also up to us

as leaders to let people make that decision. I tell you an example. One of the

things that happens in an empowerment situation, there is a decision made

which might have been the wrong choice and something is done which was 95

not good for the hotel. These are learning experiences. What happened at

other places that leaders punish the employee for making those decisions

and choices instead of saying: Hey, great job on the empowerment just let’s

talk about some of the other options which are available to use. Because I

would rather have somebody now, who makes a choice and fail than not 100

making a choice at all?

123

Interviewer: Thank you! So empowerment as you said is one of the most

important thing, tool for us in the RC but what do you think about the

HPWPs? The trainings, communication or rewards? Are they important part

of our organisation culture? 105

Interviewee: So trainings, rewards specifically?

Interviewer: Trainings, rewards and effective communication between leaders

and employees?

Interviewee: So reward system is really important when you talking about an

organisational culture. Let’s say you have a great employees. He performs 110

very well, works long hours, his feedbacks are amazing, he gets lots of

positive comments from the guests or clients and you have someone who

does that bare minimum. If it was not the reward system why would

somebody do the extra work? Off course many of us working in the RC it in

us anyways and this is kind of our blood. But in the real world and this what 115

we are facing, people if there is no reason to work extra hard and you feel

you go above and beyond and nothing is being rewarded either by praise or

money after a while you going to give up and leave. This is human nature.

Therefore, it is very important as an organisation and for this company to

keep that reward system and to make sure that the people who are doing 120

amazing they feel that they are valued. At the end of the day that is what we

are talking about, how much you are valued as an employee. If you are doing

the bare minimum are you valued the same or more or less than the person

who goes the extra mile. Plus who do you want to focus your attention on

when you think about moving somebody to management. Somebody that 125

works less or somebody who works more. I think at the end of the day it is

very important. On the other hand, you cannot expect the people in this word

to excel without giving them the necessary tools to do it. If I break down, I

would say you cannot expect someone to build a house without giving him

the materials and the tools to do it. Same thing happens when we are talking 130

about exceeding guest expectations and trainings. You have to give people

trainings, so that they know what they have to do in order to exceed people’s

expectations and also giving them ideas what is the process of making

decisions like that. These are the tools to build the house. The trainings are

the tools. It is that simple. 135

124

Interviewer: So they can be empowered but they do not know how?

Interviewee: Exactly! I could say you are empowered to make somebody’s

day. But if you do not understand what that means or how to do it.

Perfect example, another hotel where I worked before RC. They believed in

empowerment as well, truly believed in it. I was lucky enough to work for a 140

GM who was really into empowerment, which is why I am really happy here

in the RC, because I was already in a similar environment. We had a guest

who had bad issues in regards to their room. It was a mess. It was my first

time as manager on duty (MOD) of the hotel and the only room I had

available was the presidential. So I upgraded them to the presidential suit for 145

the weekend. Were there other options available for me, which would have

made them very happy? Absolutely. Looking back now that I had some

trainings, absolutely. But for a person who is brand new to empowerment is

not that easy. Actually I was given the option by my GM to do that. He said I

am happy that you turned the situation around and made that decision. Let’s 150

talk about now why did you come to the decision to what you did and what

other possible solutions would have been available. He did it a non-

threatening way. Why did you want to give them the presidential? It really

that bad? Let’s discuss some other options what would have been available

and he gave like six tool right away. I learned a lot since then but you have to 155

have that freedom to make choices.

Interviewer: that is great thank but and that connects to my other question

actually. You mentioned that your GM gave you a feedback on your

empowerment in a positive way which helped you a lot actually since than to

improve and get in the right track for the next time. Does it important to you 160

as well when you talk to your employees?

Interviewee: Oh yeah, absolutely. I mean the thing is you cannot get angry a

lot. It is crucial that the people see you in a positive mood a lot 80 to 90 % of

the time. It can happen that things just so bad that you will get angry and get

on to people but you lose that effectiveness of being angry if you are angry 165

all the time. Putting people all the down, you did that wrong, did that wrong,

pretty soon they will feel it does not matter what they do you will only see

what was wrong. However if you are the person who always says, hey great

job thank you so much for jumping in but let’s talk about a few things that

125

happened today. Keep it always positive. Do not say you should not have 170

done that. As soon as you say that word: should not, the positivity of the

conversation is dropped. If you said: Here are a couple of things what I would

have thought about. You are not bring in any negativity. You can say hoverer,

here are a couple of things which would have been better. Keep positive. My

old assistant is now up in Jacksonville but I worked very hard to make sure 175

that she had all the tools she needed in order to get her new job and advance

her carrier. Or when one of my other employee negotiated for his new job. He

came to me and I hated the fact that we are going to lose him so were willing

to pay more money for him. We pay for good people. I really thing that it is

more important to be a good manager a good leader with your employees 180

rather than be always very profitable. It is a balance. Our job is to get you to

the next point. The whole idea of management is not to keep people in line

but teaching you and get people to the next level.

Interviewer: And do you think it effects the engagement of the employees?

Interviewee: Yes it does. If you are able to manage and lead that way, you 185

will have great employees who go above and beyond because they work in a

positive environment. After that when it comes to customer service or

anything else what happens in hospitality is going to get better. Because

happy people do happy things. They smile more they take the extra mile.

This is our secret. The difficult thing is we should get used to do things 190

differently not how they have always been done but how they should be

done.

Interviewer: Do you think it works in this hotel?

Interviewee: Well it always have its pros and cons. There is always more

room for improvement in different areas. I have to be very careful because 195

my style of management is very different than some other people’s

management. It might not be perfect all the time, it is not always perfect and I

can learn from other people as well. I have to very careful to allow even other

leaders to make mistakes, because that is how they going to learn too. They

are doing the same things what you do. They are trying to be better to get to 200

their next position. Trying to figure out what other tools they need in order to

become a director or a manager. If everyone is doing his job correctly

everyone has mentor above him why does the same things what I do for my

126

employees. I think the RC as a whole has built this system very well which

feeds itself. It does not mean that it is perfect all the time, no and do I feel like 205

that every department completely follows that model, no. But I have believe

in the system over all.

Interviewer: Thank you! We have talked about rewards and you mentioned

that you believe they are very important. But what do you think. Which could

be more motivating for your employees. A financial rewards such as a raise 210

or other material incentive or a recognition or promotion.

Interviewee: I think these are the things which are going to be up to the

individual. As a manager you need to know the people who works for you

and what drives them. For me is not really the money I strive for, it is being

told that I am doing a good job. Usually this is all I need. Money is great but 215

after a certain point my basics are covered and the others are going into

savings. So it is not a big financial wow moment for me. It makes my future

life better but as a motivation for the moment is being told that I am doing

good job. I think most people have their own way how they can be motivated

or told that they are doing well. Some people like the big check. They are 220

motivated by that dollar bill. But it is never one thing or another. It is the

combination. If you have competition let’s say when you trying to motivate

people. You, let’s say trying to get reward member information as many as

you can. How many you can get within the first week. At the end of it, you will

say for the first place we will give 100$ for the second 50$ and so on. 225

Moreover we are going to keep track of it on the board and every day we will

update it. So at that point you did both. You recognised it and gave the

financial reward too. At the end it is also good that everyone gets together

and talk about. At this point the challenge is not the first or second. The

challenge is who came in last. We are all top performers bit as a manager 230

you also have to think about why someone is the last Peron. Someone has to

be the last but I need to investigate that more I need to make sure that there

is not another issues is happening which keeps that employees from a better

performance. That reward system works both ways. It allows you to divide

the cream at the top but it also helps you to find out problems and helps you 235

to see where should I also concentrate on what should I do get that last

people motivated too. It is not an easy job. Helping people become better is

127

not an easy thing. At the end of the day I have a boss too. And his boss is the

ownership of the property who are about the profit. Why do not have more

profit why we are not doing, more on sales why we are not higher on Gallup. 240

They may not have the same leadership philosophy because they are

owners not leaders.

Interviewer: What do you think how many of you employees are fully

engaged at the moment?

Interviewee: Well I am taking a moment to answer that because the easy 245

answer would be 100% but we both know that it would be a lie. Overall at 60-

70%. I think it is a good number. There off course places where we have to

improve there are things which are out of our control. Scheduling events,

number of events per week, how many people we have on schedule how

much money the make on these events. Because if you do not have events 250

for a long time people get dissatisfied. There are some ladies and gentleman

who are not that happy and we have to do more to find out why they are not

that engaged and what we could do make them feel better and make sure

that their questions are going to get answered. Most of the people are upset

because of unanswered questions. I am in the wedding business. Brides, if 255

they do not get an answer they get angry. Why cannot you tell me if I have

something included in my meal. Why cannot we just say, yes we can get

them for this extra charge or yes we do offer this or that. That is an answer. If

you are employee. You can ask, why I cannot learn more about hoe the

phone system works. Let’s say you are at the front desk. Why cannot I get an 260

answer for that? Than you ask again. Why cannot I get more information?

And you street to get angry. As managers if we have to figure out how to

make the communication better, or they feel comfortable talking to us even

about sensitive questions and why there questions are not answered. Not

everyone feels comfortable to air his feelings to people. All comes back to it. 265

It is all about leading and leading by example.

Interviewer: So you said the communication might be something we have to

improve.

Interviewee: Yes.

128

Interviewer: So as one of my last questions. Do you feel that all these 270

HPWPs what we implement here, help the ladies and gentleman to perform

better and be more engaged?

Interviewee: Everything goes back to not always being 100% perfect and

willing to say that. We will never do anything perfect. This hotel operates very

differently than other RCs. We are a smaller team, which means that anxiety 275

can run higher, people are afraid of saying or doing something because of

raffling feathers. However, I feel we are getting there. This RC has converted

faster than any other RC in the world. With that off course came some

complications. Trainings, communications between departments. Putting

good managers and people together and for a little while we forgot how to 280

talk to each other in a respectful way. That was a big wake up call. All the

managers came together from the different departments and we all started to

make changes. In the last six months everyone can see a dramatic shift how

people are responding. We leaders had to recognise first. As a company, as

this hotel, we have come long way. I think we will set a role model how this 285

type of hotel works in a future. But being the first it always challenging.

Nothing worth doing is never easy. I wish I had more definitive answers but

this is management, it is not always definitive. Hospitality every person is

different. What makes you happy, is different for another. Employees and

guests too. Sometimes giving them money makes them happy sometimes 290

just recognising that there is an issue and act on that makes them happy.

Want someone to understand it.

Interviewer: Do you think all the investment what we make on HPWPs are

worth the money and we realise extra profit at the end?

Interviewee: Yes, always. I cannot imagine that one training does not worth it. 295

There is a thing that if you reach one person today than it was worth it. I feel

same about trainings. If one person is going to get better because of it than it

was worth it. Nobody wants to go to trainings, we have long days, but as

management we have say that it is important that you go to this because

maybe you cannot see the positive reactions yet but they will come. Forbes 300

training. Many of them we do it already but there were a few new thing what

we have incorporate into our everyday life. If had not had that Forbes

training, would we have known? No. Nobody would told us. So it was worth it.

129

It was expensive, it took a lot of time from people life but worth it. It is not

goanna happen overnight but soon yes. Another thing about trainings, that 305

you only remember the around 20-25 percent of the total training later

anyway so it up to the leaders to reinforce what you have learned throughout

the trainings and add the increments throughout the rest of the time. So you

can get sometime at least to 70 %.

310

130

Respondent 5.

Human-Resources manager

Interviewer: Good afternoon, to begin with, I appreciate your time and your 5

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong

organisational culture of Ritz Carlton and some elements of this culture have 10

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the

employee engagement –and well-being such as work performance. 15

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must 20

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality?

Interviewee: I have been nine years with the Marriott. I started as front desk 25

agent, than went into accounting and then to HR.

Interviewer: Have you ever worked with any other hotels before you came

here?

Interviewee: Yes I worked three different Marriott’s in Chicago and then I

came here. I have only worked with Marriott? 30

Interviewer: Have you ever encountered the above mentioned HPWPs, the

trainings, empowerment, effective communication and reward system in any

other properties where you worked at?

131

Interviewee: Well, Marriott has very similar structure when it comes to

employee relation. So whatever is followed at the Ritz-Carlton it is followed at 35

the Marriott as well?

Interviewer: Do you feel that in this property we apply all these practices?

Interviewee: One of the things with Marriott that they are very consistent with

their brands. So no matter which Ritz- Carlton you are at in the world they

going to follow corporate guidelines what we have to follow and enhance at 40

the property.

Interviewer: Do you think these practices are very important part of our

culture?

Interviewee: Yeah, absolutely. You know our employee promise. Our ladies

and gentlemen our most important resources. If you take away them from 45

any hospitality related industry than what do you have? Only the guest. With

that in mind, the Ritz Carlton’s philosophy is that they need the ladies and

gentleman. Mr Marriott says as well, take care of your employees and they

will take care of the guests who will come back over and over again. The

same analogy goes with our company. Knowing that we invest in our 50

employees and continuously teaching them, they will take care of our guests

who in exchange will return over and over again ó, hence the success of the

whole company. Then there is different initiative, rewards, incentives,

trainings. Many things which focusing on the development of the ladies and

gentleman to make them more knowledgeable. If they are at the front desk 55

there are reward, Opera, Mystique and so on trainings, so they can

continuously learn and grow and that they are also complying with the state

law, with the legal trainings what they have to take as well. Every position the

Ritz-Carlton has, has specific trainings. On the top of that there is e-learning.

An interface filled with trainings. It does not necessarily has connect to your 60

role but if you want to be a more effective communicator, communication,

marketing. So everything even outside of your expertise you can learn on my

learning. Even if you want to learn a new language, we have Rosetta Stone.

So it is really up to the lady and gentleman how much he or she want to grow

but they have the necessary tools. 65

Interviewer: Do you think it is important to implement all the HPWPs together

or each property has one or two which are the most effective them to apply?

132

Interviewee: I think they all go hand in hand. They have to work

simultaneously. Because even for you to know about empowerment, first you

have to be taught how to use empowerment. Everything starts with the 70

orientation. That is kind of like trainings about the philosophy of Ritz-Carlton.

The expectations for you to become a true ladies or gentleman. To really do

the aggressive hospitality, an innkeeper. Once you have that and you

implementing everything you learn you can be nominated as employee of the

quarter or employee of the month. There is also three steps of service. Or 75

day 21 one just to make sure if you have any question or concerns we can

follow up with you. It is kind of like a domino effect. Everything starts with the

trainings. You have to have them, you need knowledge, than you need to act

you need to perform, you need to do whatever you think is the best, you have

do what you learned on the training. With that than comes the incentive. 80

Comes the reward, comes the Gallup, and guests start mentioning your

name, how creative and great of a person you are or great service you

provide. After you will get comfortable with this excellence and want to learn

more and go to the next level. At the same time you also learning for your

career growth. It all goes hand in hand. You cannot just focus on trainings 85

and not act. You cannot just focus on incentives, giving gifts away but the

ladies and gentleman are not doing their best. So again they have to go hand

in hand.

Interviewer: You said that the employees have to act. Empowerment is an

important factor when it comes to acting. Dou you think that it is important 90

that the ladies and gentleman are allowed to act on their own specific way

and how does that make them feel?

Interviewee: It is self-explanatory. When people are empowered they feel

they have the power. They have the knowledge. They have the responsibility

and the leaders trust in them. When you create trust within the ladies and 95

gentleman in an environment they feel equipped. They have all the resources

and tools they need. All the consuls all the guidance to make their decisions.

When you grow up in an environment when you are always told what to do or

what t choose it is really hard to be empowered. Here you can do whatever

you want. I can do whatever I want? Ok, but what is the right thing to do? The 100

word: empowerment id flying around everywhere. It is a nice and fancy word,

133

but when it comes down to it is scary to make that decision. Because your

decision can bring one guest back and make them fully engaged or they can

just say you just lost him. It comes with experience and with really putting

yourself out there. The important thing is that they understand that they are 105

empowered, that they have the power to bring that gust back to the engaging

point. Here come the first person resolution. That they do need their

managers to provide quality and genuine service. Which is very important but

not a lot of companies have. It creates again a sense of unitedness it brings

unity overall within the team. 110

Interviewer: Do we have any practise here how we communicate the overall

hotel goals to the employees of the hotel?

Interviewee: We do, I am sure you are aware of it. That is the BLT.

Breakthrough Leadership Training. We have our Gallup. Every property is

given a goal, to really increase the level of guest engagement. In order to 115

reach that goal, there are sub goals which have to be in place. If our goal is

higher guest engagement than every department have to have their own goal

in order to contribute to reaching the overall goal. Front office’s goal in order

to focus on guest engagement and on the hotel goal as a whole, has to be,

let’s say every guest has a phenomenal pre- arrival. Organised confirmed 120

and so on. Gallup have different section where you can measure how you

have done. Ever department has a WIG goal, which is wildly important goal.

In a perfect word everyone should be having a session where they

communicate their goals, if they meet or not and what kind of commitments

they should have for themselves for the whole week in order to can strive 125

towards that WIG goal. In return the overall goal will be increased as well.

These goals should be communicated very clearly and effectively in each

department.

Interviewer: Based on you experience, how effectively we communicating

these goals? 130

Interviewee: As far as I am concerned we could do a better job. I think a lot

responsibility has to go the managers and leaders. They really have to own it

and, make sure that they consistent with it. It can be really hyped in the first

month and new but than if you skip it once it will easier next time to skip

again and by the time you realise you have not had a huddle for the last two 135

134

months. And then when you realize it you are already loosing track of your

results and goal. The ladies and gentleman forget about it too. Every day is

different and busy but the managers have to own it together with the hotel

manager. This a kind an accountability, each of us have to be accountable

and help each other. 140

Interviewer: Thank you, great! My other question what I would like to ask is

that it has ever happened to you that an employee came to you and ask for

your support or your advice in a work related or even in any personal issue. I

am sure that you as an HR person had many examples when someone came

to you for advice. How did you react in that situation? What do you think how 145

does that make them feel?

Interviewee: I think it is very important that there is a solid and authentic

relationship within the managers and the ladies and gentleman. First of all

each employee want to be respected just like you and me, wants to honoured

in every way. Most likely it is really hard to remember that. The leader is 150

focus on tasks many times. They have to get tasks done and in the meantime

they have to make sure that the ladies and gentleman are respected as well.

While completing the task there might some hinderers or some

miscommunication or misinterpretation ion the way. I am pointing fingers at

you to do something but maybe the person does not like to be pointed at. 155

The mutual respect between the leaders and the employees is very

important. Moreover, once the ladies and gentleman know that they are

respected by the leaders than you will have a very loyal employee how will

do whatever they are asked for. Why? First, they respect their leaders and

think highly of them. Another thing what the leaders have to be is consistent 160

and fair. When they realize that the leaders respect them y are consistent

and fair you will have a ladies and gentleman who will always respect you

and will do whatever it takes to make sure that the department goal is met.

Because they trust that leader. HR comes along as kind a neutral person

which communicates to both parties, employees and leaders. Have them see 165

each other’s point of view and have them understand it is not all about

pointing fingers, because it is very easy when you are mad. It is more about

the communication piece. A lot of leaders have the big picture and they know

where they are heading, while the ladies and gentleman are blind to that big

135

picture and therefore, they could get robots. They just do the simplest stuff. 170

But if you explain to them the big picture, why will need to move this thing

from point A to point B and that is what the cost will be and that is how we get

to our goal. This way they will join you to reach your goal and even more on

their own, the empowerment comes in and you just going to have a

successful department. It is really the communicating piece what really brings 175

together the respect, the consistence and so on.

Interviewer: Thank you! What do you think how engaged our employees at

the moment.

Interviewee: You know that, there are lot of changes going on right now, but I

would say overall our ladies and gentleman are very engaged. You know 180

engagement is not necessarily mean all positive. You can be engaged in a

negative way, but you are still engaged. You want to communicate how you

feel. Maybe it’s positive maybe its negative but you still want to address and

talk about it. I believe that our employees are passionate and they do care

about what happens with this company. My worst nightmare is that people 185

stop caring. If they stop caring they stop talking. They will release negative

energy and causing a very bad hostile environment. But when they come and

address their concerns or what they disagree with they are still engaged

because they care enough to bring that up and try to change it. Lot of people

would say they are negative and disengaged but for me they are still 190

engaged. The key is here that you never going to have everyone 100%

happy. When they notice that you take notes and trying to do everything what

it takes to change in a way as they think is important. When they realize that

they are listened to their giving respect. That is what brings engagement to

our ladies and gentleman. Even if do not have everything on its place a 195

100%, the employees understand that we work towards it. That they are not

being ignored.

Interviewer: Do you think that they feel that they are being heard?

Interviewee: I hope so. We will have an employee engagement survey

coming up which will show. How accurate is that, it is a different question but 200

I really think that they feel that they are being heard. We also have a hotel

manager’s session, roundtables. We sit down with the departments, what is

going in, what we should do better or differently, what should we stop or

136

continue. It gives us a post check because we are not present all the time.

But we with the purpose of improvement we can follow up again with the 205

leaders what to do better.

Interviewer: We are getting close to the end now, but let me ask one more

question about the rewards. You said we have different rewards. I incentives,

different recognitions. Usually we have these two different kind. One is more

financial the other one is more about recognition. What do you think which is 210

more effective or should they work together?

Interviewee: I think they have equal importance. You have your anniversary

rewards, if you are here for a year you get a pin. If you are here for five years

you get a catalogue and you get to choose a gift and you get a certificate and

a pin as well. You get different benefits, vacation time, sick time. These are 215

the awards and benefits what the ladies and gentleman have in mind. The

Ritz-Carlton also believes in work life balance. That you have good balance.

You need to take vacations to be healthy they know. That is why they

launched a new, take care programme to help being healthy. They also what

to have happy employees so they have new initiative which is called be 220

happy. They encourage the ladies and gentleman to do things what makes

them happy. They have a lot of tips online how to eat healthy and stay

healthy, exercise, webinars and finance. So the company is consistently

coming up with specific things and hire people just too specifically do and

refresh these things so they can help the employees grow also in their 225

personal life. They also have ARL, that any lady or gentleman going to

hardship, divorce or buying their first house or any kind of other thing they

can call this number and can get a professional consul for them. SO there

are many things for the employees, which are free and part of their benefits.

The employee is the number one. You have that side. And you have the 230

other one which is more the recognition side, more saying thank you. The

employees and also managers are always encouraged to give thanks to each

other. At the end of the day when you are done with your shift, just use the

word thank you, thank you for everything what you have done today. Nothing

should go unnoticed. You also have the star of the quarter. You get a 235

certificate, you get a plague, money. Also there is a star of the year. You get

money, and a five night stay in any U.S. Ritz- Carlton. There is a lot going on.

137

That is just here. There is also the J.W. Marriott award, the service

excellence award and other programmes. Our ladies and gentlemen are get

nominated and recognised for a lot of things, even outside of Ritz- Carlton. 240

The purpose of it is when someone gets nominated. the great feeling what

you get it pushes you to almost do even more, and you feel that, ok, all that

hard work did not go unnoticed. We want all the ladies gentleman to

experience that, to get to the point when you feel that you want to do more

and more. More in a sense of personal growth. I hope I answered your 245

question.

Interviewer: Yes absolutely! So just to sum up our conversation, you agreed

that all the applied HPWPs in this property help your employees to become

more engaged and perform better and better. But many of these practices

cost money, the trainings, and the empowerment too. We are here for the 250

guest and the employees, however at the end of the day, we are here to

make profit and money for the owners too. Dou you think that this investment

worth it?

Interviewee: Yes, sure! If you think about it the ladies and gentleman are the

one who will take to any business success. We really focus on getting the 255

best of the best. The top 1% of the service industry. We have to make sure

that you are really going to perform at the finest quality and be the best. We

pulling people with talent. These people will require, attention, training,

personal growth. If we just stopped hiring without the intention of finding the

best and just hire anyone who needs a job and would not provide follow up 260

trainings or empowerment than there would be no further growth in the

company. Every programme has been designed by the Ritz-Carlton has a

bigger purpose. And the purpose is again, we truly believe the biggest

resources within the company are the ladies gentleman.

Interviewer: So you think the employees have these expectations even 265

before they come on board. They expect the trainings, the opportunity for

personal growth?

Interviewee: Yes, and the management when they interviewing new

employees they are looking for this kind of personality. They looking for talent

and looking for innkeepers. Because I can teach you a program, or teach you 270

how to make a bed but it is really hard to teach you how to be an innkeeper.

138

Hospitality is almost like a gift and not everyone can be taught that. You will

see it, that sometimes we are wrong. We think that this person has that talent

and then halfway we realize that oh, he is not the one. So it is our

responsibility, to continuously teach them and make sure that they get to the 275

point where we want them to be.

Interviewer: Thank you very much! Thank you and thank you again for your

time and help.

139

Respondent 6.

Food and Beverage manager

Interviewer: Good afternoon, to begin with, I appreciate your time and your

help in my research. Before we start I would like to give you a short 5

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong

organisational culture of Ritz Carlton and some elements of this culture have

specifically caught my attention. These elements are the so called high 10

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the

employee engagement –and well-being such as work performance.

On the other hand, I have to inform you that I will record our conversation 15

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must

follow these rules, otherwise the research will be cancelled. Just to let you 20

know.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality?

Interviewee: I started in hospitality about seven years ago. I started in Hilton

Garden Inn, which was a small boutique hotel. That was at the time while I 25

was in college. That is what I wanted to do in my whole life that is why I went

to school to study. After that I went to Waldorf Astoria in New York, for a

management development program. I managed a little bit every department.

Food and beverage was where I ended my training. Then, I moved with

Waldorf Astoria to Naples and after that now I am here. 30

Interviewer: And what made you to change the company?

Interviewer: You know I wanted luxury and Ritz-Carlton or Four Seasons are

the most luxurious companies, so that is where I wanted to end up.

140

Interviewer: Thank you, and your current position is Food and Beverage

manger? 35

Interviewee: Yes!

Interviewer: So, I understand that you worked for different luxury hotels and

companies too, but have you ever been to any other places where you have

encountered the above mentioned HPWPs, the trainings, empowerment,

effective communication and reward system? 40

Interviewee: Yes, but you know empowerment is very different here. At the

Waldorf I just kind of got my feet wet. There was a very strong union in New

York and you were not really allowed to do much more than your basic duty.

At the Ritz-Carlton here is different. They encourage you to use

empowerment and be comfortable what you are doing. The trainings are very 45

similar or at other places is even more intense than here to be honest.

Interviewer: So can we say that in this hotel we apply all the HPWPs?

Empowerment, trainings...

Interviewee: Yes, definitely, we empower our employees. You have

$2000/day/guest to spend. Not that we want you to do that but you have that 50

amount of money to make guests happy. Which is important because Ritz-

Carlton definitely puts a heavy burden on that, to make guest happy.

Interviewer: What about the communication or reward system?

Interviewee: I have not been really experienced any great rewards system at

any hotel so far, I have been to 4-5 different ones. Hotels are generally on a 55

tight budget. The reward systems are not very encouraged as much as they

should be.

Interviewer: Why do you think that all the HPWPs are important for our hotel

and our organisational culture? All the trainings, empowerment, the effective

communication and reward system are an important part of our culture here 60

at the Ritz-Carlton Bal- Harbour?

Interviewee: Yes absolutely. If you are properly trained which is a lot of times

does not happen, but if you are, than you have your values as well as you

can understand the company’s culture and what- and how makes the guests

happy. All these things what the top companies are teaching you, and if you 65

know how to implement them, you can use them anywhere. However, there

is not one proper way to do it. Everyone has their own unique way to do it. As

141

long as you have the base, you can build whatever temple you want and the

guests can feel it. Just like if you are not properly trained the guest will feel it

too, that you are not trained as you should be, whether it is verbiage, talking 70

to one- another, your presence on the floor, the way you handle guest

requests, the knowledge of the menu. That is all about if you can deliver five

star service. But again it is hard to come by properly trained people.

Interviewer: What do you think how these practices can work better: if they

are implemented together, or if we pick one? Let’s say I will focus on 75

empowering the employees or concentrate on trainings. Which way could

work better and more effectively in order to increase performance and

employee engagement?

Interviewee: There is so many things to understand about a hotel. There is

overall trainings and specific ones. There are many different trainings. 80

Orientation is an example when you get trained on the broad spectrum of

what Ritz-Carlton represents. After you get into the departments, you have

specific ones, three steps of service, day 21. You have line-ups where you

also have to be trained on specifics. It always gets more and more specific.

The way how we trained to train here is that to do and train something until it 85

becomes a habit and then move to another one. If you do too many things at

the same time nobody will ever observe that. No managers no line

employees.

Interviewer: So you think if you only focus on trainings it would have a better

result? Or you think you should support any kind of trainings with other tools 90

in order to be able to increase performance, engagement or well-being?

Interviewee: Other tools are definitely important. You cannot just talk and

expect everyone to listen and understand what you are saying. At the end of

the day they are here to make money. So rewards, incentives are always

good and motivates them to do it. That is always a driver. Communication is 95

always on of the most important part of it. If I am training on using the guest

name, but the way I say it is ‘A’ and one might understand it B. You have to

make sure you communicate in a way that everyone understands it and

participates. Because otherwise at the end you asked them if they everyone

understood it? They say yes but it is already over their head. Participation is 100

important. If they participate and not just listening they working it out with

142

their heads too. You have to kind of guide the training and get them involved.

Visuals are important too and it’s all the part of it.

Interviewer: Ok, thank you! My other question is about the expectations of the

employees when they start working here. What do you think they expect from 105

the Ritz-Carlton when they come on board when they come on their first day

to the orientation?

Interviewee: The expectations are the same throughout the whole company.

You cannot lower the expectations whether they come from a different 110

background or from a different company the expectations has to be same?

The amount time to get there might be different for different people but the

expectations are the same, especially at the luxury level, at The Ritz- Carlton.

Interviewer: And what do you think what the employees think and expect

when they come to the company. You have some kind expectations about 115

what the hotel and the company can provide you?

Interviewee: Well experience is a big one. Having Ritz-Carton in your resume

is something what no one overlooks anywhere at any company. It is not even

hotels, it is any company. They know, if you worked for the Ritz-Carlton you

understand luxury. 120

Interviewer: So experience is probably the biggest one. Do you think it’s

important that the hotel clarifies its expectations towards the employees?

Interviewee: Yes, if there is no clarification, than you just counting on different

managers and the culture of each separate hotels. It is not really a good

thing. You want the level of service throughout the whole company. It is not 125

just giving something for each hotel to aspire to but it is about the

consistency throughout the company. If someone gets promoted or if they

move to a different hotel there is no need for other initial training because

they understand the exact same values and standards.

Interviewer: And in terms of the engagement of the employees? Clarification 130

is important?

Interviewee: Yes! Engagement definitely. But not just that, it is better for the

guests too. If a guest goes to Ritz-Carlton Dallas and then here if there are

different expectations towards the employees than there is going to be

different standards which will create guest disloyalty and disengagement. 135

143

Which means the whole company will lose its interpretation and reputation.

Moreover, it is bad for the staff because at the end of the day if we do not

have guest than we do not have pay checks.

Interviewer: We talked a lot about trainings. But what I am interested in if you

think that these trainings are actually able to effectively increase the 140

knowledge and skills of the employees?

Interviewee: Yes absolutely. We always teach and learn. There is no one

who knows everything about service or knows everything about the hotel or

work all the systems, no one can do that. It is also a changing world.

Everyday a new technic or something new comes up and we have to keep 145

up! It is absolutely a positive effect on their performance. The more

knowledge you have, the more power you have to make somebody happy.

Also, if someone has more knowledge they feel better about themselves.

That is what we want. You want your staff to feel that they are important and

feel confidant. Confidence is everything, confidence is very important. 150

Interviewer: Thank you. And how do you think we can reach that the

employees increase their performance and perform in a way that it is more

profitable for the hotel overall?

Interviewee: So you asking how to make them perform better?

Interviewer: Yes but I am interested in whether they are aware of the goals of 155

the whole hotel and if you as a leader do something to help them achieve

these goals. You mentioned the line-ups for example.

Interviewee: Line-ups are definitely a huge part of it, if you do them right,

which we have not really been doing well with as a hotel. But line–ups in

general it’s extremely important. There is not much time during the day what 160

you can spend with a team. The hotel manager makes a really good analogy.

Pro football. You have six days a week to practice and there is one game. In

hotels there is a game every day. There is no practice. So line –ups a little bit

like how you practice during the game. It is very difficult. Some departments

are easier than other. Housekeeping they do not start cleaning until 9:30. So 165

they coming all in at 9:00 and they are all ready to go to do their line –ups.

There is no guest pressing them to do anything. At the pool we have the line

–up but there are guests coming already to sit down and order so it’s difficult.

We playing the game and trying the practice at the same time. It is new for

144

me as well, have not really done this before anywhere. I pride myself on 170

training. I have not been doing a really good job. I cannot get everyone to

focus and pay attention for more than two minutes because there are guest

pressing us already. It is very difficult.

Interviewer: But you believe if you can communicate to them effectively and

keep them on the track it would help with their performance and the whole 175

company?

Interviewee: Yes. You know that is why I keep it very general at least for the

time being until I can keep a grasp how to deliver it better. I keep them

general, make our guests happy and do not let them leave unhappy. Every

guest is a V.I.P. and we do always our best to make the fully happy. It is 180

extremely general but if you think about it, they have the base what they get

in orientation and then just little by little you add something to the general

topic.

Interviewer: Thank you, great! My other question what I would like to ask is

that it has ever happened to you that an employee came to you and ask for 185

your support or your advice in a work related or even in any personal issue.

How did you react in that situation? What do you think as a leader how

should you react?

Interviewee: Sure, it happens a lot. For example, one of the servers came up

and he had to take a tenor twelve day leave because his father was 190

hospitalised in another country and he had to go and take care of him. It was

a last minute thing but family is number one. There is no important than

family. I want my staff and their families to understand that I am as

understanding as humanly possible and I will always do anything to help. It is

important that they feel that. So they know that you really care and you are 195

not just here to do a job. People work harder for someone who they know

that cares than for someone who does not care. It motivates them as well.

Their loyalty grows. He is not here for twelve days but when he comes back

on the 13th day you can be sure that he is stepping up and performs even

better. And after when I am disappointed in their work it hurts them. 200

Whereas, if I did not care they would be just like, aww I do not care what you

are saying. You do not care about me, why would I care about what you are

saying. It is the same when I explain about the guests. When you build a

145

personal relationship with the guests and something messes up, they do not

really care because they know you, personally. It is the same with your staff. 205

If you know them personally and support them, you will get more out of them.

I am always trying to work that stuff out. After a certain point off course you

have to worry about the business. But it happens all the time. This is life.

People will get sick or, they will pass away and you have to work that out.

Interviewer: Have you ever provided performance evaluation to your 210

employees or given feedback? You said sometime you can be disappointed

with their performance, so how do you verbalise it for them and how they

usually react?

Interviewee: I believe nobody likes to perform poorly at work. Unless if you

get that one percent who just do not care and they are really bad eggs, but it 215

is only a very small percentage. Most people want to do well. Want to work

hard. There is not so much poor performance whereas poor training. You

have to look into the mirror a little bit. Why he is not doing this or that?

Because I just have not given him all the tools to do it or he is just simply not

doing it. It is a double edge sword a little bit. But I have done hundreds and 220

hundreds performance evaluation. Again, I stay as positive as possible.

Unless someone is really in the dumps I approach them positively. Even if it

is negative I turn it into positive. I know you are not doing this, but I know you

can do it and we will do it this way, this is how we going to get there.

225

Interviewer: What is your experience, is it help them to perform better?

Interviewee: Oh, absolutely. Unless you tell someone how they perform

nobody really knows how they doing. The server can be the best in the word,

but if you did not say anything he could think that he is not doing a good job.

It can also demotivate you when your hard work is not recognised. 230

Interviewer: Do you think empowerment is also a key element to increase

employee performance and also engagement and well-being?

Interviewee: Yes definitely. You just like I said it is very different from other

properties. Most people who come from other properties they have that

‘where is my manager’ habit. If something goes wrong I have to get my 235

manager if I can do this or that. Here, usually you do not get questions like

that. If you think you have to comp something or do something for a guest,

146

you do it. It is all about individualism. How it makes you feel to do it?

Empowerment is great, you do something for a guest on your own and not

with the manager’s permission. You just do it because you have the power to 240

do it, it just makes you feel really good about what you do. It is a higher level

of trust and everything. Off course you cannot abuse it but you do not have to

go and beg for the manager to do it. You just do it. At the end of the day we

talk about the consequences, what happened, but nothing is wrong what you

choose to do. As long as you have the guest happiness in front of you cannot 245

go wrong.

Interviewer: I understand. The other topic is about the rewards. You said

rewards are always tricky and difficult in hotels. But what about this property?

Do you think we provide enough reward for the employees? Financial

rewards or other kind of, like recognition, promotions? 250

Interviewee: I think in terms of recognition the hotel does a decent job. I think

if someone goes above and beyond than e-mails will send out about it, we

have this while wow story thing. Financial wise, honestly they do not really do

much. Every hotel pretty much have the same. They do not provide these big

incentive programs, unless it is sales. That is different, if you sell a lot you will 255

get a nice bonus check. If we sell a certain amount of food we do not get any

commission on that. Every department is different. We might give a $50gift

card on this or a $100 gift car on that again and again but that is it. But it is

not that every hotel is different, they have pretty much the same things.

Hotels usually do not provide big incentives. Maybe the big-big hotels do, but 260

this one is a very small hotel.

Interviewer: You think the more financial reward would motivate the

employees more? Which one is a better motivator in your opinion the more

monetary incentive or the more recognition or promotion?

Interviewee: I think they have equal weight to them. Recognition is a big 265

motivator but I think money is a big motivator too. I would put equal weight to

them. Even money is a huge motivator. If you take an incentive program, if

you win you almost recognise them at the same time. You get the certificate

and money because you are the best, you won. It goes hand in hand. You

have to have both of them it goes together. For the employee of the quarters 270

too. You get a $150, $250 and even if it is not too much it goes a long way.

147

Interviewer: You mentioned the engagement of the employees many times.

What do you think how engaged are your employees at the moment?

Interviewee: Mine are definitely not engaged as much as I want them to be.

They just do not make enough money. At the end of the day that is why they 275

are here. This is not a hobby. It is no one’s hobby to serve here or be a pool

attendant. The only people get jobs is to pay their bills. If you are not making

that money it is very difficult. You are very demotivated. It is very difficult to

keep people motivated when they are not making enough money.

Interviewer: And it effects their performance too? 280

Interviewee: It affects everything. Your attitude is everything. The way you

think is everything. If you think you are not making money it will effect, even if

only subconsciously, your attitude and performance. It is the way you look at

it. In general you cannot really go wrong with any incentive. By offering a

prize or money for great performance. But again if they are not making what 285

they think they should make or need it is very hard to keep them engaged.

Interviewer: So HPWPs many times cost money. Do you think that this extra

investment worth it? We will get more engaged and better performing

employees who will make the guest more engaged and loyal, so the hotel

can make extra profit at the end? 290

Interviewee: Yes. If Ritz-Carlton is willing to pay for the trainings you can bet

your dollar that probably worth it. Forbes that is what people measure you by.

So it is probably worth every dollar to have that training. The more knowledge

somebody has the better they feel and more confidence they have to deliver

to the guest. You do not want the job to become robotic. The only way to 295

prevent that to give them always something new to work on until it becomes

a habit and then you give them something new. Guests can feel robotic.

Interviewer: And at the end of the day you can realize extra profit?

Interviewee: You hope! They always say: Happy employee, happy business.

From what I have learned in business that if the employees are happy they 300

make the guests happy and loyal so they will come back and spend more

money. That is the general cycle. There are tons of guests have returned just

becomes of people they know here. There are different factors which effects

every hotel. Location, weather, economy can affect the profit of the business.

But happy employees lead to happy guest. Happiness is just contagious. 305

148

Interviewer: Is there anything what you would change or do differently. Any

other tool or practice what you would implement in order to increase

employee performance and engagement?

Interviewee: There is one thing I am trying to change and that is the trainings.

The pool and beach is difficult to get trainings. We have one meeting monthly 310

which try to keep not too long so you cannot go to crazy. The line-ups are

also difficult, to get everyone together, on the same page. On the top of that

it’s very difficult because you get staff thrown over you from the top and the

training becomes a last thing, goes to the bottom. Whereas in this hotel

trainings should be at the top. It hard to build a strong base. If the upper 315

leadership does not make something as a priority than it’s hard to do. Even

though I would love to train my people more the decisions is not going to

mine. So the priorities of this hotels what I would change.

Thank you and thank you again for your time and help

Respondent 7. (Trial interview)

Food and beverage assistant manager:

5

Interviewer: Good afternoon! To begin with, I appreciate your time and your

help in my research. Before we start, I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong 10

organisational culture of Ritz Carlton and some elements of this culture have

specifically caught my attention. These elements are the so called high

performance work practices (HPWPs), such as: trainings, effective

communication between leaders and employees, empowerment and reward

system. My goal is to find out more about their effectiveness in terms of 15

increasing of the employee engagement –and well-being such as work

performance.

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes, although, I assure you that I will not use any

149

names, none of the interviewees’ names will be mentioned. Also, all the data 20

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must

follow these rules, otherwise the research will be cancelled.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality? 25

Interviewee: I chose to work in the industry because while I was in college I

had a few experience with it and I really enjoyed it. Enjoyed working in this

field, in hotels and restaurant. I have always enjoyed the fast phase of the

hospitality and working with many different people. That was one thing what

attracted me. 30

Interviewer: For how long have you been working in the hospitality?

Interviewee: On and off, about ten years. Six years in restaurants and about

three-four years in hotels so ten years in hospitality.

Interviewer: So I assume that you worked many different places, restaurants

and hotels. Have you ever been to any other places where you have 35

encountered the above mentioned High Performance Work Practices

(HPWPs), the trainings, empowerment, effective leader-member

communication and reward system?

Interviewee: The empowerment what we have here in the Ritz-Carlton is very

unique. Other places I have experienced some empowerment too, but not 40

like in this hotel, in the Ritz- Carlton.

Interviewer: And what about the others? Trainings or communication or

rewards?

Interviewee: The other hotels where I worked at I have not experienced

trainings like here. I remember that there were trainings available but not as 45

mandatory as here. In the restaurant what I ran I was always aggressive with

the trainings but not really with the service end, I was more focused on the

product end. The food, the wine, the liquor knowledge.

Interviewer: Great, and how do you think, are the before mentioned practices

applied in this hotel? 50

Interviewee: Yes!

Interviewer: And do you think that these elements are important part of our

business and our organisational culture at the Ritz-Carlton?

150

Interviewee: They are very important. The trainings has to be the same for

example. So if a guest goes to any other Ritz-Carlton besides the one in Bal-55

Harbour, the experience has to be the same. We have to provide the same

quality service. Companywide it is very important that everyone receives the

same trainings and can provide the same standards.

Interviewer: Is it only important when we talking about a big hotel chain, a big

brand? 60

Interviewee: I believe it becomes especially important in that case. So the

experience what the guests experience is the same and we provide the same

end product everywhere.

Interviewer: Thank you! And what is your opinion about the implementation of

these practices. Is the best way to choose one practice, let’s say we choose 65

to concentrate only on trainings or only on empowerment, or we decide to

implement all of them? The trainings, the empowerment, we try to

communicate effectively the goals of the company and we reward high

performance as well. Which way could be more effective?

Interviewee: I think the best way to use them together. However, sometimes 70

if you have a specific issue, and you know where you are exactly suffering

than obviously concentrate on that one more and use one specific tool.

Interviewer: So in specific cases you would recommend to concentrate only

one tool very effectively, but in general if the goal is simply to improve

performance than combine them and use them together? 75

Interviewee: Yes exactly.

Interviewer: Ok, thank you! My other question is about the expectations of the

employees when they start working here. What do you think they expect from

the Ritz-Carlton when they come on board, when they come here on their

first day to start the orientation? 80

Interviewee: Our ladies and gentleman I am sure they expect high standards

when they start to work here. They expect that this hotel is the best and what

we give for the guests is the best. They probably have very similar

expectations than our guests when they come to the Ritz-Carlton.

Interviewer: What do you think they expect from the hotel? What the hotel 85

can offer them as an employee?

151

Interviewee: To my experience the Ritz-Carlton goes even further than what

they expect, even more than what they expected. I got more than I expected

when I started. I cannot imagine that the employees would expect more from

the company than what the Ritz-Carlton actually offers them. As I see, the 90

company absolutely exceeds expectations.

Interviewer: Thank you, great! We talked about the employees and their

expectations but do you think it is important to clarify what the expectations of

the hotel are towards the employees? Do you think that these expectations

towards the employees should be communicated? 95

Interviewee: I think you have to be very realistic with the people when you

hire them. It is absolutely better to clarify the expectations of both parties’ in

advance.

Interviewer: Do you think it has an effect on their level of engagement and

well–being to? 100

Interviewee: Absolutely! If you are not honest and not upfront with your

employees they might going to feel cheated and become disengaged. If they

feel that they are not getting out the same thing from their work what they

thought they were going to it has a negative effect. It is absolutely contributes

to their engagement and well-being. 105

Interviewer: We have talked briefly about trainings and you agreed that we

have many trainings here in this hotel. But what I am interested in if you think

that these trainings are actually able to effectively increase the knowledge

and develop the skills of the employees?

Interviewee: Yes definitely. However, I feel, and maybe this would be my job 110

too to work more on the technical trainings. To focus more on the technical

part. We could do a better job on that. Work on the service and product

aspects of the restaurant and not just having hotel oriented and company

oriented trainings, like three steps of service, or the orientation.

How to deal with the guests and the problem resolution. We have a lot of 115

trainings on that, but we could probably do a better job in our department on

the technical execution part of the service.

Interviewer: And would this trainings help to increase performance? Do you

think that the current ones can help too?

152

Interviewee: They help too and the others would help as well off course, but 120

another important thing is that if you have trainings also on the technical

knowledge, than it is easier to hold people accountable. Knowing that they

have been trained to do something the right way, you can hold them better

accountable. It is just like they like to be rewarded when they do a good job,

many people like if they can be held accountable, believe it or not. 125

Interviewer: So overall we are strong on the hotel and guest engagement

related trainings, although we should improve in the food and beverage

department on the technical trainings?

Interviewee: Yes we should focus more on that internally and pay more

attention to improve the technical skills of the employees too. 130

Interviewer: In your opinion what the employees need to have or need to

know to be able to perform in a way that is beneficial for the whole hotel and

company and not just for themselves and the guests?

Interviewee: They need to have a lot of confidence. Very rarely I have ever

gotten on somebody or disciplined anybody for using empowerment, if 135

anything than that is the other way around. Why you did not use

empowerment? If an employee has the confidence than they know, that they

can do whatever they have to do in order to ensure fast problem resolution.

That is the best way how everyone wins. You have to be confident as a

leader too and hold them accountable but the employees have to have the 140

confidence as well that they can do whatever is necessary to deal with an

issue and make sure that the guest is happy. That way we can turn the guest

around and make sure that their experience is heading to the right direction.

Interviewer: You mentioned that there are many trainings provided about the

hotel, but do you do anything maybe even on a daily basis to make sure that 145

the overall hotel goals are communicated to them employees?

Interviewee: We have our daily line-ups. But my opinion, and also it was

mentioned by the hotel manager that during those line ups we should spend

a little bit less time talking about the overall hotel and company goals on the

Commitment to Quality (CTQ) stuff and rather focus on our daily operation 150

and our issues (in the department). What you need to work on within your

department. Just like I said, I believe, we should spend more time on product

knowledge, like wine, food or liquor, such as on improving technical skills.

153

The hotel goals are - and should be communicated but more focus should be

on these things too. 155

Interviewer: And if these trainings were on place and as well the goals are

communicated do you think it would help to improve employee performance?

Interviewee: Absolutely! We spend here countless hours that the employees

are aware of the goals and that all of them are put through the mandatory

training programs of the hotel, but at the end we realise that we are missing 160

our own mandatory trainings in the food and beverage department. We are

missing the wine and food knowledge tests and trainings which were

necessary. We do have monthly meetings where we concentrate on some of

this issues, but that is it. The hotel overall does a good job communicating

the goals but we as an individual department do not provide all the tools to 165

reach these goals.

Interviewer: Another important topic which has a connection with

communication. Has it ever happened to you that an employee came to you

to ask for your support or your advice in a work related or even in any

personal issue? How did you react in that situation? What do you think as a 170

leader how should you react?

Interviewee: It often happens that an employee comes to me with a

scheduling issue, because they also have to go to school or because

something came up in their family life. I think you always have to consider

that. Every employee have his or her own personal life and issues and you 175

always have to listen to those and put them into account.

Interviewer: So, you believe that it is important to listen to them and support

them?

Interviewee: Oh yeah absolutely. Many of the employees just want someone

to listen to them. It is just like with guests for that matter. Sometimes it is not 180

about if you can solve the problem but if you are listening to them and

emphasise with them. Many times, a guest can have a bad stay and you just

make it better by listening to their complaints. You do not even have to

respond just listen to them. It is many times the same with the employees.

Even if you cannot solve their problem, you just have to listen to them, and it 185

makes them feel better.

154

Interviewer: Have you ever provided coaching or personal performance

evaluation?

Interviewee: I have not done many here so far. At my last job I did many

personal coaching and performance evaluation for all my employees. 190

Interviewer: Do you think it is important to provide these feedbacks, and If

yes, why?

Interviewee: Yes it is, so you can hold them accountable. Sooner or later you

have to do that so everyone is on the same page. Not all the employees are

taking their job very seriously and you have to make sure that you can hold 195

them accountable. Moreover, as I said, I think most employees like if they are

held accountable. Even if you have some negative comments it helps them

and everyone. They like to know where they are at. If they want to improve

what they have to do. Even if something is wrong they like to know where

they can improve more. Even the negative points can be taken as positive. 200

Interviewer: I understand. In especially this hotel, just like you said we let the

employees to solve problems in their own specific way. We empower them.

What do you think how does it make them feel?

Interviewee: Yes, so Ritz-Carlton does a very good job with empowerment

and also in this property I see that every day. There is no specific set way to 205

handle a problem. All our ladies and gentleman are allowed to solve

problems in their own way. Some of them like to do wow stories and put a lot

of effort in it and solve the situation like that. I am sure that this is much more

rewarding if they can fix issues that way. If they would not be allowed to do

that and a problem came across they did not feel that they can make a 210

difference. Everyone has the goal to make the guest happy and make this

hotel better and if they are allowed to do that in their own way that is the most

rewarding.

Interviewer: How do you use empowerment? With the employees or guests?

Interviewee: What I really like to do, to encourage my employees to do what 215

they have in mind. There is one kid in Inn Suit Dining (ISD) who always have

a lot of ideas for wow stories, always wants to do a wow story. I try to help

him to create those memorable experiences. In the same time you have to

control them that all the employees are using it in a correct way and not

overusing it. 220

155

Interviewer: My next question is about the rewards? Are the employees here

offered any kind of reward?

Interviewee: We have the five star reward for example when we recognise

our best performers. They receive recognition, a gift card and also a five

night stay in another Ritz-Carlton. This is one of the biggest what we have. 225

Interviewer: What do you think, this recognition helps them to perform better?

Rewards help them to become more engaged and work better?

Interviewee: Honestly, I do not think this is a big motivator. It is a great

recognition for an employee who put a lot of work in, but I have never thought

that this is a big motivator for the most of them to work better. 230

Interviewer: What do you think than, what is a great motivator?

Interviewee: The greatest motivator is coming to work and knowing that you

will make a difference and you will be able to provide to your family after.

That is the most rewarding.

Interviewer: You mean rewarding in terms of financials. 235

Interviewee: Financials are the most important because if you do not make

enough money it is difficult to live. But also just knowing that with your job

and your effort you will be able to make a difference in somebody’s life. On

the other hand, for the best performing employees, I do believe that we have

great recognitions and they are important, but I do not think that it is a big 240

motivator for the others. Being a five star employee or employee of the month

is not what motivates the most ladies and gentleman. There are some who

would like to get these awards and get that recognition but for most of the

employees I think the big motivation is the financial reward and knowing that

you have an important job. That you can make a difference for a guest or 245

your family.

Interviewer: And what do you think about promotions?

Interviewee: Yes, the more responsibility and more „important” position is

definitely a motivator. Unless off course someone is taking advantage of you,

but here in this company I have not experienced that, that we would just 250

overload someone with responsibilities. If they do have aspirations to step up

and grow within the company, than yes more responsibility and promotion

are motivating. But you have to find those people who would like to have

these added responsibilities. Some people like them some do not.

156

Interviewer: What do you think which could be a more effective motivator? 255

Financial rewards, bonuses or added responsibilities and promotion?

Interviewee: I think they go hand in hand. The more recognition you get and

the more responsibility you get you should be rewarded financially too.

However getting only a financial reward is not necessarily a bad thing either.

People has bills to pay so it can be motivating too. 260

Interviewer: Which one would you choose? Higher position with not

necessarily higher salary or keeping the same position with a raise.

Interviewer: I would go for the higher position. I did that when I came here. I

took a pay cut to come here. I thought it will be more beneficial in a long run

to come here and learn the Ritz-Carlton culture. I found that rewarding and 265

would not change it. That is a long-term strategy.

Interviewer: Could you tell me how engaged are your employees at the

moment?

Interviewee: I think at the moment they are pretty OK. They are happy and

engaged. We just finished a very busy month and a half. During the summer 270

time, low season when pay checks are low, their engagement drops, they

start looking for other work, but in Miami you have this low season

everywhere.

Interviewer: How do you think their engagement affects their work

performance? 275

Interviewee: It has a huge effect! If they are not happy and not engaged with

their job they are not going to take advantage of the empowerment. They are

not going to take advantage of many things what the company has to offer. If

we have someone who is not engaged they are not going to do wow stories

and they are not going to reach the guests on that personal level. 280

Interviewer: Do you think that if the employees perform better it helps for the

hotel to make more profit too?

Interviewee: Yes, absolutely! Especially in a long run. If they can reach the

guest on a personal level and make the fully engaged they will come back.

We have seen gust coming back time to time because they had a personal 285

relationship with some of the employees. Especially, it is very important in the

Miami market. There are lot hotels here and multiple Ritz-Carlton properties

and the guests can easily go somewhere else. But they keep coming back to

157

our ladies and gentleman, to our employees. Every time they coming back to

Miami, they might thinking about going somewhere else but finally they will 290

come back to us because that personal relationship with the employees. So

because someone was engaged with his job, went the extra mile and

therefore the guest came back again for another stay.

Interviewer: So the hotel made more money at the end because of them.

Because we had engaged and well performing employees? 295

Interviewee: Yes!

Interviewer: So, we have discussed that all the HPWPs can help the

employees to increase their work performance, but all this investment

actually worth it? Trainings can cost sometime thousands of dollars,

empowerment can cost money too? Does this investment worth it? Can the 300

hotel realize extra profit at the end? What do you think?

Interviewee: Obviously, the answer is yes, it is always worth the investment.

But, I think you have to time your trainings and investments. For instance,

Forbes training. Was this hotel ready for a Forbes training? Our brand

standards are pretty similar to the Forbes standards, but did we even have all 305

of our standards down? Were we ready to tackle the Forbes standards and

become a Forbes five star? I do not think so. At that point you are talking

about fine-tuning your staff as opposed to building up yourselves. I believe,

first we have to focus on our internal trainings and standards. Make sure we

have a strong core with our standards first. 310

Interviewer: You say all the extra investment should only be spent when we

have a strong base with our standards already built up and we should time

the extra trainings or other investments wisely?

Interviewee: Exactly. I think at this moment we were not ready for example

for a Forbes five star training. It was definitely a valuable learning experience 315

but our staff have to meet our own standards before we would start tackling

the Forbes requirement.

Interviewer: Thank you and thank you again for your time and help!

158

Respondent 8.

Restaurant server

Interviewer: Good afternoon, to begin with, I appreciate your time and your 5

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong

organisational culture of Ritz Carlton and some elements of this culture have 10

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the

employee engagement –and well-being such as work performance. 15

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must 20

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, could you share some information

about our background and why did you start working in the hospitality?

Interviewee: Ok, so for me working in the Ritz-Carlton company has been like 25

my first official job. I have been working for the Ritz-Carlton now for five

years. I started at the one at Coconut Groove, Florida and now I am at the

one in Bal-Harbour which is opened only a year ago, so it only started to

become a Ritz-Carlton. Still has more to do.

Interviewer: Ok, and how did you come to the decision to start working in 30

hospitality and for the Ritz-Carlton?

159

Interviewee: It was because one of my sisters graduated from hospitality and

she said they have an opening, but I did not know what I was expecting. So

that is how it started in hospitality and until today I like it.

Interviewer. So you did not have expectations or idea about the company. 35

Interviewee: No, no not at all.

Interviewer: So you worked for another Ritz-Carlton at Coconut Groove right?

Interviewee: Yes.

Interviewer: And what is your position now here?

Interviewee: As of now I am an F&B learning coach. 40

Interviewer: In your case in other Ritz-Carltons, have encountered such

things as what I mentioned before. If you have received trainings,

encountered empowerment, if you have received any rewards. Have you

experienced effective communication between employees and leaders?

Interviewee: Yes, at the Ritz-Carlton Coconut Groove I would say we always 45

had trainings every months, we always had line-ups every day consistently.

Everything was consistent. That is the word for Coconut Groove.

Interviewer: And what about the Ritz-Carlton Bal-Harbour?

Interviewee: It is not consistent.

Interviewer: But you still revive trainings in this hotel? 50

Interviewee: Yes but not in a while.

Interviewer: And at the beginning? Have you received any training when you

came here?

Interviewee: Well, since I have been with the company for five years I have

already received the initial trainings. We get training every year, like three 55

steps of service, but not all of them. Yeah I got the initials and the orientation

before.

Interviewer: And, what are your feelings about the trainings at the Ritz-

Carlton? Do you think helpful?

Interviewee: I think they are amazing. I think everyone should appreciate all 60

these trainings. Because other people would die to be on those trainings,

paid by the company.

Interviewer: So you think they help you to perform better?

Interviewee: Yes they are. At work and in your personal life.

Interviewer: What other feelings you have regarding these trainings? 65

160

Interviewee: It helps you to improve and make you be more professional!

Interviewer: Great thank you! We also mentioned also empowerment. What

did you think about it when you heard it at the first time? And how does that

make you feel that you are empowered?

Interviewee: It would make you feel more secured when you work. More 70

secured. Makes you feel that you own the problem. You can make your own

solution, you do not have to look for somebody. It makes you feel more

independent. Independent is the best thing.

Interviewer: Was hard at the beginning to understand it or was it natural to

you? 75

Interviewee: No, it was natural.

Interviewer: All these practices, the HPWPs makes you feel more engaged

with the company and makes you want to stay?

Interviewee: Yes!

Interviewer: Thank you! That is great! As you know I have also participated in 80

the daily operation throughout the last year and had to face many challenging

situations. Had to handle guest complaints. It is very hard sometimes to deal

with difficult people. Many people when there is a guest complaint they

cannot handle it effectively, they start immediately apologizing and they get

scared. What do you think are the trainings provided by the hotel helps you to 85

handle these better?

Interviewee: Yes it does.

Interviewer: Have you ever been any similar situation and when your

trainings helped you to solve it?

Interviewee: Oh, I have been in many. It does help you. You have to 90

approach and handle the guest professionally, first of all. It helps you be

secured and not insecure about the problem. The more secured the guest

see you about it the better you going to have results?

Interviewer: You have to be confidant?

Interviewee: Yes, confidence is very important! 95

Interviewer: I understand thank you. We also talked about communication

between managers, leaders and employees. When you have any personal or

work related issues, do you feel comfortable talking to your managers and

ask for their advice.

161

Interviewee: Yes I do. 100

Interviewer: And how they usually react?

Interviewee: Well, actually with personal problems I do not feel comfortable.

Interviewer: So you would not think that they support and help you.

Interviewee: No, but I have friends to talk to about these things and not my

managers. If you mean like getting and off for some reason or something like 105

that, than yes. Off course they understand that.

Interviewer: But you say with personal questions you would feel comfortable

to talk to them?

Interviewee: With those no, I have my friends for that.

Interviewer: Ok, and oh, have you ever seen any of your colleagues to 110

hesitate going and talking to the managers and ask for their advice? Dou

think everybody feels comfortable about it?

Interviewee: Yes, I think everyone feels comfortable.

Interviewer: But, let’s see, have you ever received any personal coaching or

advice from your managers? 115

Interviewee: Yeah, in the Ritz-Carton we do that every year. They give you

feedback and give you a score.

Interviewer: And, all these evaluations and feedbacks, how do they make you

feel when you receiving them?

Interviewee: It makes me feel good! It makes me want to improve! 120

Interviewer: So you say that it not negative and helps you to improve?

Interviewee? No, not negative, not at all.

Interviewer: Do they make you feel better within the company?

Interviewee: Yes.

Interviewer: Does it affect the relationship with your manager? 125

Interviewer: Yes it does. It helps you to get closer and build a better

relationship, pretty much.

Interviewer: Dou you have any specific example, when someone sat down

with you and helped you to improve, besides the yearly, mandatory yearly

performance evaluations. When the manager, like tried to help and coach 130

you. Hey, I see this and that. Can you recall anything like that?

162

Interviewee: Yes, I had it like four years ago. It was my co-workers and

managers, so everyone all together to change my attitude. From that day I

changed let me tell you that. I changed at work and even in personal life.

Interviewer: So it seems it was very helpful... 135

Interviewee: Oh, yeah it was, big time!

Interviewer: Does it still help you at the new property?

Interviewee: Yeah it really helped me at the new property.

Interviewer: What about the overall goals of the hotel? Are you aware what

the hotel is trying to achieve? 140

Interviewee: Sorry can you repeat the question?

Interviewer: So I tried to ask you if you are aware of the overall goals of the

hotel.

Interviewee: If I know the goals?

Interviewer: Yes. 145

Interviewee: Oh, yes I know, the wildly important goals. Which is why I get

sometimes very frustrated with some of the co-workers because they not

really follow it. So if I have to run my things, or if I go to the kitchen and the

kitchen is late there is you know the timeliness of service. All my things, they

do not take it seriously. But I do. I do take them seriously. I do what is good 150

for the hotel and then they get mad at me. Sometimes I feel that I am the only

one who cares about the guests.

Interviewer: Oh, ok. And how do you get to know these goals? Someone tells

you that?

Interviewee: Yeah the managers. Some of them and we go the wide line-ups. 155

Interviewer: And it is on a daily basis?

Interviewee: Not in a while, not in this property.

Interviewer: Do you think that knowing these goals helps you and makes it

easier to provide a better performance? How do you feel about this?

Interviewee: Yes it does. It makes you want to focus on something. It really 160

works.

Interviewee: Do you think that these goals could be better communicated and

then it would be better for you?

Interviewee: Yes. If we are all, and all the departments are on the same page

it would really help! 165

163

Interviewer: We talked about goals. And do you think that you are involved in

the planning of these goals?

Interviewee: Yes

Interviewer: And how does it happen? In what sense you are involved?

Interviewee: Well, the managers tell us what to do and then we do it and then 170

we give feedback.

Interviewer. Ok, but what I mean if they ask your opinion about different

things, how should we do this and how should we do that?

Interviewee: Oh, yes they do. We really do it in practices.

Interviewer: How does that make you feel that they involve you in the 175

planning? They not just tell you what do but trying to involve you and follow

your opinion. Does it make you feel more trusted?

Interviewee: Yes it makes you feel more trusted. But we talking about work

wise right?

Interviewer: Yes, the fact that you are involved in the planning of the goals 180

that they count in you and your opinion matters, how does that make you

feel?

Interviewer: It makes me feel better, yes!

Interviewer: We also talked about empowerment. You said we use a lot of

empowerment in the hotel and company. Can you tell me any specific 185

situation when you used your empowerment?

Interviewee: Making a wow story without asking anyone. That is

empowerment. Doing wow stories pretty much. In F&B, for example if the

guests order something what is not on the menu but we make it. I talk to the

kitchen and even if they get mad at me. I send a ticket for them and aww. I 190

just do it. Instead of asking anyone. I know that I can do it. I always have to

double check if we can do it, but if I know that I can do it I will make sure that

we do it for the guest, even if it is not on the menu.

Interviewer: What about the rewards? Have you ever been promoted, given

more responsibility? 195

Interviewee: I have been promoted, I have been nominated, pretty much. I

have been in videos promoting the Ritz-Carlton.

Interviewer: Have you ever received any extra payment or gift from the

company,

164

Interviewee: I had the most sold, of specials. I received like a dinner for two. 200

Interviewer: What do you feel what would motivate you more to provide a

better performance? If they would promote you and get more responsibility

and without significantly more money or if they just told you Crystal do the

same thing what you do now, but we going to pay you more if you perform

better? 205

Interviewee: The position is better than the money.

Interviewer: So for you a promotion is more motivating than just the money?

Interviewee: Yes it is!

Interviewer: That is sounds good, so I only have one last question left. We

talked about communication and you feel like it could more effective between 210

the managers and employees right?

Interviewee: Yes!

Interviewer: You also mentioned that you would love to receive more and

more consistent trainings.

Interviewee: Yes. But I think the communication part is what is more missing 215

in this hotel. They pretty much, you know, when we have holidays, Easter,

New Year’s eve or whatever, we get to know many things on the day. We

should know weeks before, what we serving and other things. Two weeks

before at least. No, not on the day. So we can get ready. Not to get know

everything at the same time and the server does not even know what we are 220

serving, you know. That is what is missing, the communication. They put it on

the wall. They did it before too, but a lot of people just read the first two line

and just walk away.

Interviewer: I understand. And you think if we could fix the issues with the

communication together with the other practices it would help to be more 225

effective and work better?

Interviewee: Yes!

Interviewer: Do you feel that if you are, pre engaged you can work better too?

Interviewee: Yes!

Interviewer: Amazing, thank you. Thank you very much again your time and 230

help and all the useful information. Any further questions or concerns what

you have for me?

Interviewee: No thank you!

165

Respondent 9.

Guest Relations/ Concierge

5

Interviewer: Good afternoon, to begin with, I appreciate your time and your

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong 10

organisational culture of Ritz Carlton and some elements of this culture have

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the 15

employee engagement –and well-being such as work performance.

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these 20

terms are strictly enforced by my University and its ethical codes, so I must

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality and your previous experiences? 25

Interviewee: Ok, so I started working in hospitality at the Ritz-Carlton Key-

Biscayne as an inventory supervisor for the hotel and also for the retail shop.

That was the door for me to get my foot into hospitality. It was a great

opportunity to learn the purchasing aspect pf a hotel as far as the linens and

the bedding and the retail and the gift shop. So I definitely learned about 30

controlling the inventory. As well supervising employees in the retail and the

gist shop. So that was my first entry position in hospitality and from aspect of

the front of the house operation as well as a little bit of the back of the house

166

with housekeeping cross training little bit. Then I decided to venture out to the

world of concierge. So I spent three and a half year at the Ritz-Carlton Key-35

Biscayne, four years at the Four seasons at Downtown Miami and I am here

now with this hotel total for almost four years. So I spent a lot of time at some

of the most luxurious hotel companies. So it is definitely a wide experience

what I have in the industry a great knowledge about the South-Florida

cliental. 40

Interviewer: How did you come to the decision to start working in the

hospitality?

Interviewee: It came to after three years of college. I played soccer and I just

did that to pay myself through college, I did not really find my niche and I was

still trying to find out what am I good at, what many people trying to do in 45

college, find out what I really want to do. Then I found out through many

friends that my passion is people, and what better way delve into this passion

than hospitality and take care of people. I have always loved to take care of

people, in my family as well. So I decided to use that as a career path and

actually get payed for taking care of people. Now I can be a nice guy and get 50

payed for it. Taking care of guest, set up guest vacations, reservations is my

job is my duty in hospitality.

Interviewer: Where do you see yourself in five years?

Interviewee: I see myself in a sales area. Whether maybe in hospitality or

maybe in a different aspect of hospitality. I does not necessarily be in a hotel. 55

It can with travelling and tourism or it could be something which infusing the

knowledge what I have in hospitality into other branches of industries. Which

is becoming very common now. It is a hot topic that different companies hire

concierges and hospitality professionals to run and manage companies

because in a very grand scheme everything comes down to customer service 60

and what better way to enter into this than through hospitality. Having

hospitality professionals with that experience. I feel I will be soon getting out

of the hotel aspect of the hospitality and getting onto more of a corporate or

sales aspect. Not related to hotels in generally but related to other parts of

hospitality. 65

Interviewer: Sounds interesting. Thank you! So you mentioned that you have

worked also to other Ritz-Carltons and Four Seasons as well which is also a

167

very luxurious brand. Four example in Four Seasons have you encountered

these HPWPs what I mentioned, like empowerment, trainings,

communication and rewards? 70

Interviewee: Yes, however, both companies are very similar. Ritz-Carlton has

a Credo card the Four Seasons has the golden rules and also a similar thing

as a credo card. They both are very competitive. Both are extremely

competitive and always trying to top each other. I feel the philosophy is the

same and the nature if hospitality as we treat guests both companies are 75

winners in that aspect. Because both companies drive each other to be the

best in a hospitality so they are always on a competitive level. So as far as

comparing the two I feel like more or less is a tie, however, some companies

rate Four Seasons better than Ritz-Carlton and other companies rate Ritz-

Carlton better than the Four –Seasons. It is just a matter of perspective of a 80

different evaluation which comes through different companies and

corporations.

Interviewer: What were your initial thoughts when you started to work in the

Ritz-Carlton, especially regarding the above mentioned HPWPS?

Interviewee: So as far as the training and once again comparing and not to 85

leave again anything for the four seasons either the trainings at both

companies are very good. But delving back to the Ritz-Carlton I feel like the

actual active empowerment is good. We are able to actually own a guest and

also make any wrong right and exceed our guest’s expectations by using

empowerment. So empowerment is not just about right or wrong, it is also 90

about to make the guest experience more enjoyable and more enhanced.

That is something the company does very well. Allows us to have access to

empowerment and to always use our best judgement. Off course there are

by-laws to talk to the management just to make sure. Because the hotel is

business to make money as well and if we giving up to $2000 every guest 95

than the hotel just not going to make money. Certain situations and

circumstances require us to make right a wrong for a guest and enliven their

sense by using our empowerment. I am definitely a very big fan of

empowerment.

Interviewer: And when you first encountered the empowerment how did that 100

make you feel? Now off course you really embraced the whole process you

168

know how it works and what you can do, but at the beginning at the first

moment when you were introduced to that what were your thoughts?

Interviewee: The first moment, just to give you a perfect example, I was over

at the Key Biscayne Ritz-Carton. We had a guest, a family and unfortunately 105

the father passed away and they just wanted to get away. They were grieving

for a while and they just wanted to get away and that was their first vacation

without the father and it was a very difficult one for the lady. I took it upon

myself and arranged flowers upon arrival made sure that everything

seamless. Also at the restaurant and outside as well. Because she did not 110

have a lot of money and she told me she wanted get away and just relax. So

I was making sure that she is able to use our resources. I used my

empowerment to cut a little bit from her costs and enjoy herself more.

Basically adding everything together it did not really cost the hotel much

because it was mainly using the hotel’s facilities and the cost was flowers 115

through vendors, getting a complementary cabana, taking care of the

restaurant inside of the hotel, complementary dinner with champagne. So it

did not really cost the hotel much but she was blown away. She was just

going to stay in the hotel and not really eating or doing anything, but she got

a good rate and she had really well taken care of the staff and by me. She 120

felt absolutely love in the property. Actually it was the benefit of the hotel

because she told it to her friend and her boss and her boss came back and

spent the money. So we turned something sad into something positive and

the feeling what she got, she wrote a letter back to the hotel thanking me and

the whole staff that it was a blessing in the sky. We actually did not even 125

expect to get a letter back but she took her time to acknowledge the staff. It

was a very pleasant stay and everyone was involved.

Interviewer: And how did that make you feel?

Interviewee: It made me feel absolutely amazing. It was one of a first time

when I used empowerment, I was a around a year into my job, because 130

throughout the first year as an inventory supervisor I did not really used

empowerment much because I was more behind the scenes. But then I got

out, I started front desk and used empowerment and I will remember this in

my whole life. And this was just one.

169

Interviewer: Yes, it was only one. It is great thank you! There are other 135

situations when we have to deal with different issues and difficult guests. To

give you an example when I started here and I had a guest complaint it was

really hard to handle, you just start apologising and do not even know what to

say. What do you think what is the proper way to handle these situations.

Dou you think that the trainings provided by the hotel can effectively help to 140

handle these situations?

Interviewee: I think it definitely helps, but it is hard to train for that. There is

something what you cannot really forecast cannot really foresee. Every single

situation is different, every single guest is different. I think it is more like

experience and using your brainpower and your mind. Patience is also a very 145

important factor. We getting into a society where guests are not always right,

but in this industry that we are in we always have to assume that they are. So

there is an expression in the hospitality which I think you very well know, it is,

killing them with kindness. What better way to somehow resolve and

somehow tackle an issue than with killing them with kindness trying to right 150

the wrong even by using empowerment. Anything to please the guest, the

family in whatever situation. Unfortunately some things are out of control for

us and it may affect the guest tremendously and maybe whatever you do it

will not satisfy the guest, but as long as we are ethical, we are moral about it,

we do things that are legal to please the guest, that is probably the most we 155

can do. If the guest is still unsatisfied, you know maybe we could have them

meet with the general manager why not and he will try to resolve the issue.

We do not really want to lose the guest however sometime comes the time

when there is not much we can do and if the guest is still unhappy at least we

can give kindness and take really good care of them and show them what 160

hospitality is all about. Unfortunately there are some rotten apples, I am sorry

to use this expression but there is not much we can do about it, only

acknowledge them and wait for their departure date and everybody maybe

can breathe a sigh of relief when the depart.

Interviewer: Yes it happens sometimes and I am sure that you as a concierge 165

had these issues many times.

Interviewee Yes, but I mean luckily for me, I am very empathetic with the

guest. No one in this world can be fully, fully pleased, however they are here

170

for one reason. This reason is to be totally relaxed and whatever issue they

have, whatever the problem is they want to stay with us stay with the Ritz-170

Carlton, because they here for that one reason, So we have to try everything

for that specific reasons.

Interviewer: So you think the experience is more important than trainings? Or

trainings can help too?

Interviewee: I think to be completely honest with you, the trains can definitely 175

help, but again every situation is different and also important the personality

and talent. Talent is something what cannot be thought. Either you have it or

not. However, what the training does and what the actual experience does,

they bring the best out of people. Or it can bring out the worst, but that is the

beauty of life. You go your entire life to find out what you are good at, to find 180

out what are you’re like and your dislikes. If you like music or movies, if you

like food, through highs and lows and I think hospitality is about, talent and

the real desire to serve people.

Interviewer: Thank you! And when you have to deal with different situations

or you want to use your empowerment, do you feel that you are supported by 185

your managers, that they are there and they have your back and if you need

any help?

Interviewee: Are we talking about present, as far as this hotel?

Interviewer: Yes especially this property.

Interviewee. Because the staffing is very difficult in this hotel. We are not 190

staffed correctly, I think it is very difficult and this is my opinion that it is very

difficult for a small team to work together when there is many staffing issues.

To try to get to use our empowerment is difficult because when one person

does not pick up the slack it effects the whole team, so at this property it is

very difficult. Yes we can use empowerment, they never turn is us away from 195

empowerment, but it a little difficult to do here or having the tools to do that.

There is a conflict of interest with the empowerment.

Interviewer: Just in general do you feel supported by your leaders? Do you

feel comfortable talking to them if you have any issue?

Interviewee: Comfortable talking yes, however we had a leadership issue at 200

the front desk. We did not have front office leadership until recently. So it was

very difficult, and once again it goes back to the staffing issues. Even though

171

in hospitality the staffing is always a hard think, especially here in this

property it is more and more an issue, but it is probably more contributed to

the issue that we do not really have staff to hire people. We have one HR 205

manger here, with no assistant. So we have no time to look into hiring

people. That is what I call a domino effect. If we cannot hire someone for the

front desk. Than if someone calls out we do not have enough people, we

have no one to call. So that is a domino effect. The support system is not

there. Because let’s face it, employees are not coming to work at 100% of a 210

time. You always have to account that variable change. It is variable change

and it effect everything. Let me give myself as an example. I am a part of the

gest relation department as the concierge of the hotel, being staffed with one

bellman and a doorman and if the call out it is a domino effect. There is no

bellman or doorman. So what is that leave. I have be the doorman and take 215

care of the door, which I am not. I am not a bellman or a doorman. I so it, I

work for other department if I have to and I do lateral service but not every

day.

Interviewer: But then the quality will drop?

Interviewee: Yes, it is a domino effect, which effects our standards, which 220

effects empowerment and everything becomes obsolete.

Interviewer: And do you feel that it effects your level of engagement?

Interviewee: 100%! When I leave to my home sweating in my suit, which I am

not supposed to my leg hurting that is not supposed to at the position what I

have. It definitely effects it. It effects the moral as well. It makes you want to 225

question why? It also want to make you question how? At the Ritz-Carlton?

Interviewer: And if you cannot get an answer?

Interviewee: If not than the exit sign looks bigger and bigger and closer and

closer.

Interviewer: I understand. You said that we have staffing issues, but if look 230

back, maybe last year when you had your leaders, can you recall that you

have ever received any face to face feedback from you managers. What you

could improve on.

Interviewee: Absolutely. We had a manager who transferred to another

property but we had a manager who was very engaging with the employees. 235

He always asked if everyone is doing okay. At the time we were pretty much

172

fully staffed. Here at Bal –Harbour Ritz-Carlton it was quite different. We

were fully staffed we did not have the turnover what we have now. The

budgeting was little better, the forecasting was a bit better, so everything

was a little bit different at that time, but definitely the manager would coach 240

as and came to us, guide and push me to the good direction. Helped me do

my job better and as well, not just coaching but also being enthusiastic, offer

opportunities to better ourselves as employees and also gave us recognition.

Great job, it was the very key.

Interviewer: So it is effected your engagement s well but in a different way. 245

Interviewee: Ys, definitely. Unfortunately he was only here for about six or

eight months, so it did not last very long.

Interviewer: Different topic. Are you aware of the overall the overall goals of

the hotel? Not just your or your departments but the overall hotel goals?

Interviewee: Yes, As far as the WIG scores the yearly and monthly scores 250

absolutely. As far as the guest satisfaction and the surveys and the Gallup

scores. Definitely.

Interviewer: Do you feel that these goals are effectively communicated to

you?

Interviewee: Oh yeah, the goals are communicated. But the proper tools to 255

reach them? They are not. Not at the moment. However I do see light at the

end of the tunnel, but at this very moment they are not provided. If got rated

now or get audited I feel like it would not work our well.

Interviewer: Understand. And do you feel that knowing the overall goals helps

you to perform better as an individual? 260

Interviewee: It does because we know that they are there and it is in our

mind! However, it is also frustrating because we know that they are there but

we do not have the tools to reach them. Because if I am not at my desk

because I am at the door or doing a check –in, which I am not supposed to, it

definitely effects everything, and again I hate use this reference so much but 265

it is truly a domino effect.

Interviewer: Knowing the goals is good and help but if you have no tools to

reach them...

Interviewee: Yes, than it is frustrating, because we know and understand the

goals but we cannot achieve the goals. 270

173

Interviewer: Especially if we talking about improvement, do you feel that your

voice is actually heard? That the leaders when they making decisions they

involve you and listen to your ideas?

Interviewee: I do feel that I heard. After talking to the general manager again,

I do feel that I am being heard. Hence that we have a lovely front office 275

manager, that I do hope and feel will take over and recharge and re-energise

this front office. We dove have truly amazing staff. The staff what we have is

absolutely amazing. The food and beverage staff is absolutely amazing too.

That is what is shown by the surveys too, as far as our openness with the

guest as far as engagement with the guest, as far as genuine care we are 280

amazing. Our engagement surveys are amazing, but we lose a lot of points

on technicalities. The coverage at the front door or that we are missing

people in key positions.

Interviewer: Which is very important too if you talking about five star luxury.

Interviewee: Yes, absolutely it is. 285

Interviewer: The fact that you are feel now that you are being heard makes

you feel better?

Interviewee: Yes, because you feel that there is a sense of purpose, being

here. There is a light at the end of the tunnel. If there is a sense of being here

and we cannot lose faith in our ultimate goal in hospitality, which is our 290

guests and fellow employees. But employees come first. Employees always

come first, it is very difficult but employees come first.

Interviewer: The next topic is about the reward system. Do you feel that we

any reward system in the hotel? If yes than what kind of and if you have been

offered or given any of them? 295

Interviewee: Are we talking about reward for employees and not rewards for

guest right?

Interviewer: Yes rewards for employees!

Interviewee: All I am doing is rewards here for guest. But as far as the

rewards for the employees, hmm, I think they are doing a good job. It could 300

be a little bit better, even in food beverage or other department in other hotels

and even in other Ritz-Carltons for a matter of fact they would invite

employees for breakfast, lunch, brunch or dinner dimly select employees.

Just to build up their moral and also to become a better sales persons for the

174

hotel. I believe the hotel could offer a little bit more for the employees as far 305

as rewards. They could do little better job. They could have an employee

picnic or just an employee party and more recognition. Not just five star cards

but incentive programs as far as duties or attendance, Gallup scores or five

star cards.

Interviewer: So you feel that the hotel could do an even better job with the 310

rewards.

Interviewee: Yes.

Interviewer: Have you received any reward or given more responsibility?

Interviewee: Just for the employee of the quarter. For employee of the

quarter mainly. 315

Interviewer: There are two kind of rewards. One is the recognition, promotion

and the other is the more financial, material reward as you mentioned too.

Which one is more motivating for you?

Interviewee: Hmm, So what I would say it is in between the two. Money

motivates everybody. We are here to make money and take care of our 320

families but also to do exceptional service, so this day and age, and this is

only my opinion, that this days financial recognition is way, way a 100% time

better than regular verbal recognition. However, verbal recognition cannot

sees to exist. This thing must be there. The pound on the back still has to be

there. Unfortunately at this day of age employees have to be pampered. And 325

they way you pamper them is monetarily, with cash, gift cards, Publix gift

cards or anything.

Interviewer: Which one would you choose? Getting a promotion which would

be an absolute rewards of your excellent job, or getting a just a financial

reward. Staying in the same position but get a raise for example. Which one 330

would you choose?

Interviewee: So that would depend on the individual if they wanted to

advance within the company but for myself I would probably say, financial

reward. I have been in the industry long enough to know that if I do not see

myself taking the next step within hospitality than... 335

Interviewer: Yes you mentioned that you would like to venture out and do

other things too. So the financial reward is more appealing for you now?

Interviewee: Yes.

175

Interviewer: So as we getting close to the end of our conversation, Do you

feel that’ll these practices together can positively affect your engagement and 340

performance?

Interviewee: Yes, as long as they are applied and they are on place, yes. If

they are applied by the corporation and delivered than it is only always up to

the individual to take place. If the individual does not seem fit than the

individual should not be in the industry. But yes as far I think this is a well-345

oiled machine and if it works properly there should be no reason why anyone

should not be happy with the system that we have in place. It is set up in a

way for a reason. The company is like this for a reason. The company is a

multibillion company in a year, a truly successful company. The best and the

top tier of hospitality we are the 1% if not more like 0.99 percent of luxury 350

hospitality. With all this in place works, implemented properly I can definitely

see many happy employees and a well-oiled machine. It works.

Interviewer: Thank you very much! Thank you for your time again and for all

the valuable information you have provided. Any questions or concerns what

you have? 355

Interviewee: No, thank you!

Interviewer: Thank you!

Respondent 10.

Bistro Bartender

5

Interviewer: Good afternoon, to begin with, I appreciate your time and your

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong 10

organisational culture of Ritz Carlton and some elements of this culture have

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

176

is to find out more about their effectiveness in terms of increasing of the 15

employee engagement –and well-being such as work performance.

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these 20

terms are strictly enforced by my University and its ethical codes, so I must

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality? 25

Interviewee: I started in the hospitality business when I was seventeen years

old, when I came to Miami. I started at South Beach in a small hotel, called

the Leslie Hotel as a busboy, after did a little rooms service and minibar.

After that I moved to the Tide hotel at Ocean Drive, I have spent here seven

years. After that I moved to the Trump Internationals, where I was a 30

supervisor of the minibars for 300 rooms. From there I took a break and

made my own business. After that I moved back to hospitality and doing

minibar again and later I switched to server doing banquets, bartender,

banquets. After that I also worked at the Hilton Double Tree as a bartender.

Since I started to work there I am always a bartender for like seven years 35

now.

Interviewer: Lot of experience. What made you to start working in the

hospitality?

Interviewee: Miami is the place where are so many hotels. That is a big thing

here so that was my first option. 40

Interviewer: but have you ever worked for another company where you

encountered high performance work practices (HPWPs)? Where they had

trainings, empowerment, a reward system what I mentioned or such and

effective communication between managers and employees as here in Ritz-

Carlton (RC)? 45

Interviewee: I think this hotel is definitely one of the best with empowerment.

Some other hotels have it as well, but not like here. Also they teach you how

to communicate with the guests so they can have a better experience. Many

177

hotels have trainings however they not doing it as often as it was needed.

Here we have a lot of trainings, sometimes every month. 50

Interviewer: What is your experience about the communication between

employees and managers? Here and at other places?

Interviewee: Well at other places too, I always had a good relationship with

managers. I have a lot of background and I am very reliable so I always had

good relationship with the managers and could communicate very well. Here 55

as well.

Interviewer: What about the reward system?

Interviewee: No other places where I worked at they do not really have

reward system.

Interviewer: When you started working here for the Ritz-Carlton, what were 60

you initial expectations from the company? I believe you heard at the

beginning about the above mentioned HPWPs, such the trainings or

empowerment for example. So what were your initial thoughts about them

and the company?

Interviewee: At the beginning it was kind of hard. I knew that this company 65

will push me to the limit and make me an expert in hospitality and guest

services. These were my initial expectations. It was challenging but exciting

as well.

Interviewer: Was it hard at the beginning to embrace the new culture and to

understand what is it actually to be empowered? 70

Interviewee: Well, I mean it is a process where you have to go through.

Everything was new, the company and these practices. But it was not that

hard. They give you the tools and you have to use it and practice it.

Interviewer: Do you feel that all these practices we talked about it helps you

to feel better at your work place and become more engaged with the 75

company?

Interviewee: Yes, definitely! The trainings and the engagement as well gives

you a better self-confidence. Help how to handle issues you to communicate

with the guest and also to become a better in all aspects of customer

services. 80

Interviewer: Does it makes you feel better too?

178

Interviewee: Actually yes, it makes you feel good. You will gain new

knowledge what you have not had before and you are becoming better. It is

exciting and makes you feel good!

Interviewer: Thank you! That is great! As you know I have also participated in 85

the daily operation throughout the last year and had to face many challenging

situations. Many people when there is a guest complaint they cannot handle

it effectively, they start immediately apologizing. What do you think is the best

way to handle the issues?

Interviewee: Yes off course, but here with the trainings they show you how to 90

handle these situations. To not apologize only but rather be sympathetic,

listen to them and come up with a solution.

Interviewer: So feel that the trainings here are very helpful and not just in a

sense that it gives you better self-confidence but to handle situations better

and be more effective? 95

Interviewee: Yes absolutely!

Interviewer: When you deal with a guest complaint or any other work related

or personal issue do you feel comfortable talking to your manager and ask for

their advice? Do you feel supported?

Interviewee: Yes! Here the managers very supportive they know and help 100

you to solve the problems and also give you empowerment to solve the

problem yourself.

Interviewer: Do you also feel comfortable to talk to them even if it is not a

work related but personal issue?

Interviewee: Yes, they are always supportive, they are very good at that. 105

Interviewer: Have you ever seen any of your colleagues who hesitated to go

ask the managers for advice?

Interviewee: Yeah sometimes people are not very open and do not want to

talk to the managers, but the managers are always supportive and open

here. They have an open door policy. 110

Interviewer: So you think that this problem is coming from the employee’s

personal side and not from the managers, because they are very open.

Interviewee: Yes some people just do not communicate well with the

managers.

179

Interviewer: Have you ever received any coaching or any face to face 115

feedback or personal advice from the managers?

Interviewee: Yes sure, many times. Especially at the beginning when I was

doing something not as the expected, they came to me and showed me how

to do it or gave me an example.

Interviewer: What were your feelings about it? 120

Interviewee: That is great. That is a learning process that is how I see it. This

is a growing process.

Interviewer: Was it more positive or negative the feedback what you

received?

Interviewee: For me it was more positive. 125

Interviewer: Do you think it has effected positively your relationship with the

managers? And how the support of the managers makes you feel?

Interviewee: Yes absolutely! It also makes me feel comfortable and stress

free, it is a great and stress free environment.

Interviewer: Any particular situation what you can remember that you went to 130

the managers for support or you received feedback?

Interviewer: Just like I said ó, at the beginning when I started working for the

company it happened many time but from the last couple of months I cannot

recall anything.

Interviewer: Great, thank you! Are you aware of the overall goal of the hotel? 135

Interviewee: Ah, most of them, yeah!

Interviewer: And, these goals are communicated to you or how do you get to

know these goals?

Interviewee: Well, we have line ups, through-line-ups, mostly line-ups. They

tells whatever the goal is. What is the standard? So yeah mostly line –ups 140

where we get this communication.

Interviewer: How often do you have these line- ups?

Interviewee: Hmm, it depends, two or three times a week, not very often.

Interviewer: That is good, thank you, but do you feel that you get enough

information and communication? 145

Interviewer: Yeah.

Interviewer: And, do you think that knowing the goals helps you to perform in

a way that everyone can profit, everyone wins.

180

Interviewee: O, for my actually it all comes down to service. You have to

provide your best service to make happy the customer. It does not matter for 150

me what is the goals, what goal we have to reach or not. Just be

professional, be yourself with the guest.

Interviewer: So for you it does not really matter what the overall goal is, you

just want to make the people happy?

Interviewee: Yeah, yes, customer service. 155

Interviewer: So, my next question. Do you feel that you are involved in the

decision making process in the hotel.

Interviewee: Well, hmm, sometimes yes. It depends. If I am needed or not. If

it concerns the bar than yes.

Interviewer: But if we talk about the bigger goals, overall hotel or the goals of 160

the department?

Interviewee: Yes, because once in a month we have a department meeting.

And they try to tell us and they ask us what think we should change, what

could we do better, what should we improve, things like that.

Interviewer: Dou you feel that you are being heard? That it is important what 165

you say?

Interviewee: Sometimes, yes. But this is not always hundred percent.

Interviewer: Why do you feel like that?

Interviewee: Because sometimes it is, like that we say that yeah we have to

change these things but than nothing happens. Maybe I wait until the next 170

meeting to say it again and then finally it gets done.

Interviewer: Ok, and how does it you feel?

Interviewee: Sometimes it makes you feel frustrated, but I also understand

that there are many priorities, other small things maybe, so I understand.

Interviewer: And what if you mention something on a meeting and it does not 175

get done, is it communicated to you? For example, you propose an idea and

they say it is good but then it nothing happens. Is it followed up with you? Are

these things communicated to you?

Interviewee: Hmm, sometimes yes. Just I said sometimes we say we need

this or that, but they have to prioritise before they would follow my idea, but 180

sometimes yeah.

181

Interviewer: We talked before about empowerment and you said it is a great

thing. You also said that you work at the bar.

Interviewee: Yes.

Interviewer: Can you describe me any situation when used your 185

empowerment to provide better service or to make a guest happy? You

mentioned that is very important to you, the guest service.

Interviewee: Yeah. I remember this couple came and they were on an

anniversary and they were very stressed because of their flight and the

woman asked me about a massage maybe something like a shower or a 190

bath tub with aromas and staff, so we got together with the concierge guy

and we put together a small package what they offer in the rooms. They had

dinner with me. So before they went out to the room, we, or the concierge set

up the room with everything. Nice bottle of champagne, strawberries with

chocolate and a nice bath tub with some aroma inside. So that is the 195

empowerment they gave me, that we can do something for the guests which

is nice and make the guest feel comfortable.

Interviewer: And you do not even have to ask anyone’s permission? Just

whenever you feel like you can do. Do you think it helps your performance to

provide something great for the guests? 200

Interviewee: Yeah it a good thing. It is a good experience to make something

why the guest will always come back here, so we are creating guests for life.

Interviewer: Beautiful. And how does that make you feel that you can do all

these things?

Interviewee: It is good. It so good for the hotel it is good for me. So I think it is 205

very good for everybody.

Interviewer: Besides good, do you have any other feeling? I do not want to

make you say anything I am just curious about how do you feel? Does make

you feel anything special besides good?

Interviewer: Makes you feel special yeah and appreciated. Off course you get 210

good feeling to make something good for somebody.

Interviewer: Ah, and you said you had various positions in many different

places, but how was it with the promotions especially in this hotel? Have you

ever been promoted or given more responsibility?

182

Interviewee: Here, let’s say I work at the restaurant and I also have like, like 215

in charge, like a little bit in charge of the banquets. Concerning all the bars,

the set-ups and help all the people, to make sure that all the set-ups are nice.

Interviewer: All right, so it is more like giving more responsibility?

Interviewee: Giving more responsibility yes.

Interviewer: Were you happy when you received all these responsibilities and 220

all this trust?

Interviewer: Yeah, off course. I mean it makes you feel good. Because you

know that they can count on you. It is a nice a feeling if you know that people

can count on you and people can trust you.

Interviewer: What about not promotion, but gifts or any extra payment any 225

other sign that they appreciate your hard work?

Interviewee: Yeah, am, there is the Gallup thing going on, I have also

received the award for the five star employee. I received, a gift card for a

hundred dollars, received a little not a medal, also, a sculpture. And like I said

we have the Gallup and when the guest mention my name when they leave, 230

it always gets recognised.

Interviewer: What is Gallup actually?

Interviewer: Gallup is a questionnaire. Questions what they send in e-mail

about the hotel and the guest fill it out. Here they can mention all the good

experience they had and all the bad experience. So if your name gets 235

mentioned a certain amount of time, more than anybody else, and you win

the Gallup and you can get the hundred dollars.

Interviewer: Ah, so there are different ways how you get recognised?

Interviewee: Yes, you get recognised here.

interviewer: And, how does that make you feel that, you said that you won 240

the five star, you have achieved a lot, your name get mentioned the most in

Gallup. How does that make you feel that you get recognised?

Interviewee: It makes you feel, like that you have worked for something.

Makes you feel appreciated and you want to do better. Makes you want to try

even better and keep growing as a person and to work for the company. 245

Interviewer: Does make you try to work even harder or at least to continue

hard and good as before?

183

Interviewee: Yeah, it makes you to work harder and improve a little bit more

and just to be polite and the best what you can.

Interviewer: Ok, sounds really good. Which one would you choose an extra 250

payment, higher salary and stay in your current position as a bartender or to

get a promotion and more responsibility maybe even for the same amount of

money? Maybe little more money, but not significant. So if you would do the

same thing what you are doing now just get more money or choose more

responsibility? 255

Interviewee: I would choose the responsibility. As I said before, I have a few

other responsibilities here in the food and beverage so yes. The money it

could be some higher, but it is more about the title. Bar supervisor or bar

manager in the Bistro and the banquets. So maybe get more involved in the

pool area as well. So maybe a bar supervisor. 260

Interviewer: Ok, so that is basically your goal and it would make you feel

better if you get the title? The supervisor and do more even for the same

money?

Interviewer: Yeah to get the position, new experience, learn more. Get more

hands on schedules, more inventories and things like this. 265

Interviewer: So higher responsibility is more important for you at the moment

that so great, thank you.

Interviewee: Yes.

interviewer: So just overall, because that all basically, but overall all these

practices the trainings, empowerment, good communication and rewards 270

helps you to perform better, on a higher standard and makes you feel that

you are in a safe place and feel good?

Interviewee: Yeah, every day here you learn something new. With this

company I grew and learned a lot! I am very happy with the company.

Interviewer: You think that without these things it would be different? 275

Interviewee: Yeah, without these, it would be just another hotel.

Interviewer: Amazing, thank you. Thank you very much again your time and

help and all the useful information. Any further questions or concerns what

you have for me?

Interviewer: No thank you that would be all. 280

184

Respondent 11.

Pool Bartender

Interviewer: Good afternoon, to begin with, I appreciate your time and your 5

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong

organisational culture of Ritz Carlton and some elements of this culture have 10

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the

employee engagement –and well-being such as work performance. 15

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must 20

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality?

Interviewee: So the most basic reason why I work in the hospitality because it 25

is tip based. I work in a department where I get tips. It makes more sense for

me. Because I could work somewhere in a retail store and standing around

for the bare minimum, but here we get tips as well. That is the basic idea for

me. I did work hospitality before at the Intercontinental hotel at the Bach

restaurant. My first hospitality experience was with the Disney Resort at 30

housekeeping. I only did about two weeks. Why, because of the timing only.

It took me long time to get the job and by the time I got it I got into the

University. I went full time university. Where I studied recording engineering.

185

That is something what I do freelance. For movies for commercials, looking

for talent. Besides that I also worked retail, stores, and fast food restaurants. 35

I work in this property for four years and in hospitality since 2008.

Interviewer: Thank you! What would you where do you see yourself in five

years?

Interviewee: In five years, in a different industry. I do not want to reach fifty or

sixty years old and still be a bartender or a server. It is not a bad job now 40

when I am young. I am looking forward to build up my professional career in

a few years.

Interviewer: but have you ever worked for another company where you

encountered high performance work practices (HPWPs)? Where they had

trainings, empowerment, a reward system what I mentioned or such and 45

effective communication between managers and employees as here in Ritz-

Carlton (RC)?

Interviewee: Mostly, I only encountered in this hotel and a little bit also before

the transition before this hotel became a Ritz-Carlton. The old company the

One, Bal- Harbour also had trainings and seminars and they tries to keep us 50

motivated. They had incentives as well. In retail at Express they also had

some incentives, they did raffles where you could win a nice shirt or a dress.

Nice high price tag items. When I worked at Chilli’s they also offered us

dinners and drinks, off course only after work hours.

Interviewer: So the rewards system are important for you? 55

Interviewee: Yes, it keeps you motivated and focused on the common goals.

Interviewer: When the Ritz-Carlton came in what were your initial

expectations? What did you expect from the company, what is going to

change?

Interviewee: My personal expectation were that will be a very luxurious and 60

refined and strict company. Very high- end. It turned out that it was not

completely the case but it looks like that company is really trying to modify

the culture. My expiations also were that everything is going to almost like a

white glove service, personal butlers and also the guests only extremely

high-end, but after a year, I personally do not think that this 100% the case. 65

Interviewer: Do you think that this hotel uses empowerment?

186

Interviewee: Yes definitely and this is the best. Why? Because it allows you

to fix everything. If there is a guest is not happy, it is not my business but I

take it as mine and I can make sure that all the guests are extremely happy.

For example here at the bar: the food is delayed for some reason, or I maybe 70

messed up something in a rush I still have the flexibility to treat them

something small, such a corona for example and make them happy.

Interviewer: At the beginning was it hard to embrace the empowerment?

Interviewee: It was not hard but it was surprising. You have nice budget to

deal with. Off course I try not to abuse it. 75

Interviewer: How does that make you feel that you are empowered?

Interviewee: I am as a person I like to fix problems myself, so it is good that I

am allowed to do that without passing it on to my managers. It is great they

gave us that flexibility, this innkeeper type of flexibility.

Interviewer: Do you think it effects your performance? 80

Interviewee: I do not think so. I mean I made it a part of myself, I got used to

it and helps me to be better things. But besides that no.

Interviewer: We talked about training. We have guest with very high

expectations. Especially at the beginning when there is a guest complaint it is

hard to handle effectively. Do you think that the trainings provided by the 85

company help you to deal with these issues more effectively?

Interviewee: I think that the trainings help, but it is also up to the person to

actually embrace it. It is a private skill. The property gives you some tools to

use it and apply it. Use to your own benefit. We are in a tip based industry

and everything what they teach us help you as well to earn better. 90

Interviewer: Have you ever been in a similar situation?

Interviewee: Yes in the first thing that I do, that I listen to the guest. Listen,

emphasize and them simply the best solution available. That is it.

Interviewer: When you deal with a guest complaint or any other work related

or personal issue do you feel comfortable talking to your manager and ask for 95

their advice?

Interviewee: Yes I think there is a very good communication and relationship

between the managers and the employees. You can definitely feel

supported.

187

Interviewer: Have our ever seen any of your colleagues who hesitated to go 100

ask the managers for advice?

Interviewee: Yes!

Interviewer: What could have been the reason?

Interviewee: I think that they more shy than they should be.

Interviewer: Have you ever received any coaching or any face to face 105

feedback or personal advice from the managers?

Interviewee: Yes. They do a yearly employee performance evaluation and

also an employee engagement survey. What I do, I always try to seek

feedback from my managers. Look at this set-up, what do you think? Look at

here what I just did what do you think? How could I make it better? 110

Interviewer: What are your feeling when you get a feedback? Even when it is

something negative. Is it a negative experience or positive? Even if they

address an issue with your work, how does that make you feel?

Interviewee: It is not negative, it is more positive. And listen, if I go and seek

for feedback it is up to my how I am going to take it. If a take it positive or if I 115

am going to be sad. If they came to me and gave me feedback all the time

and address something negative off course I would have little bad feeling too

but that is not the case. It is very uncommon that they address something

which would make me feel bad.

Interviewer: My next question is, if you are provided these feedbacks it helps 120

you to build a better relationship with your managers?

Interviewee: Off course. If you communicate and get the feedbacks are

addressed in a positive way than it has a positive effect on a relationship. If

they addressed it in a negative way that you could get in trouble and this and

that it would have a negative effect for sure. 125

Interviewer: Does it help you to be more engaged and perform better

Interviewee: Interviewee: Yes absolutely!

Interviewer: Are you aware of the overall goals of the hotel and how do you

get to know these goals?

Interviewer: Yes I am. We getting to know these goals from the managers. 130

They do the daily line ups, where they talk about these goals and we discuss

the statistics where we are at right now. What is the projection? What did we

do well and we could do better?

188

Interviewer: Do you think it works effectively? It helps you to contribute the

overall goals and work better? 135

Interviewee: Me personally it is not really about the hotel goals. It just doing

my best all the time, perform the best I can do, take very good care of my

guests here. I do not want to be overwhelmed with all these numbers. If you

do your best all the time, excellent service, all the other things will be by

product too. 140

Interviewer: Do you feel that you are involved in the decision making process

and involved in the planning when the hotels makes its goals?

Interviewee: Well, we do not do too much of the planning but we have our

voice heard. We have sessions and hotel manager’s meeting and also

department meetings where they listen to our opinions and everybody can 145

speak up.

Interviewer: Do you feel that they act on your ideas and use your ideas?

Interviewee: Yes, some. If it makes sense to them they implement it.

Interviewer: Do you feel that you would like to have to chance more often to

peak up and participate in the decision making process? 150

Interviewee: Well, I do it anyways! It is for me just working smarter.

Interviewer: Do you feel that they communicate with you and follow up

weather your ideas are getting implemented and if not why?

Interviewee: Even if they do not do it, I follow up with them anyways. If it is

important to me than I follow up myself. 155

Interviewer: Have you ever used your empowerment?

Interviewee: Yes I have. Sometimes is unexpectedly crazy busy. We had a

family with small kids and they have been waiting for the food for a long time.

For me it is very easy to offer them something simple like a French fries or a

smoothie. Something what I can grab fast from the kitchen and they will be 160

happy about it. Also something I do, I offer simple drinks. It always makes the

guest’s happy. This is my personal way. It off course varies between

departments.

Interviewer: We also talked about the rewards. Have you ever received any

reward or promotion or given more responsibility. 165

Interviewee: Since I started with the Ritz-Carlton I remained the bartender.

My position is the same. We got added responsibilities, which is called the,

189

innkeeper. You have to feel like that you are the owner of the property and

you have to work that way. Even if no one is available you still have to help to

the guests. 170

Interviewer: Have you ever received any money, raise, extra payment?

Interviewee: No, not that I remember. However, once we performed very well

and then we all got together and went to bowling. It was a great experience,

getting together, play and eat. The food and beverage director organised it. I

enjoyed it a lot. 175

Interviewer: Was it motivating for you?

Interviewee: For me is beneficial in a way that you can interact with your

managers outside of work too. Off course with respect but you can interact

them differently, in a more casual way and with these interactions you can

develop a greater relationship and trust and confidence. It effects positively 180

your relationship at work too.

Interviewer: So you think that if your relationship is better with the leaders it

helps you to perform better.

Interviewee: Definitely! It is very important. So when you come to work you

do not have to worry about seeing this or that manager because you have a 185

good relationship. You can be happy. You can do your job better, make the

guests happy, and make more money for yourself and also the company, so

everyone is happy. Money is important it is a business.

Interviewer: Which one would you choose if you had the chance: Higher

responsibility or promotion maybe without any significant change in your 190

salary or just getting a higher salary, an extra payment?

Interviewee: For the same amount of money I am not interested in any

promotion whatsoever. I do not feel inspired to do that. But if they want you

do work better, build a better relationship with the company and more

effectively to reach his goals they have to offer something what seriously 195

motivates you. A few days stay on property or somewhere else maybe.

Interviewer: So for you it is more motivating if you can get a financial reward

for your performance rather than offering you a higher position.

Interviewee: In my personal case, I am not interested in higher positions. I

am happy with my position, it makes sense for me. I could participate to be 200

190

involved in different projects it would be great and fun, I could learn, but get

into any manager positions I have not felt inspired to.

Interviewer. Fair enough, thank you! Just as a last question. Overall if the

HPWPs are implemented, trainings, empowerment, effective communication

and rewards, it helps you to feel better at your work place and perform 205

better?

Interviewee: Overall, yes but what I think it has to be much organised and

everyone in the whole hotel has to be on the same page. Because we have

to rely on each other to be able to work as a team.

Interviewer: Thank you very much again for your time and all the useful 210

information.

191

Respondent 12.

Concierge

Interviewer: Good afternoon, to begin with, I appreciate your time and your 5

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong

organisational culture of Ritz Carlton and some elements of this culture have 10

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the

employee engagement –and well-being such as work performance. 15

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these

terms are strictly enforced by my University and its ethical codes, so I must 20

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality and your previous experiences?

Interviewee: Ok, my previous experience is twelve years retail management 25

and five years of food and beverage management in which I managed a night

club and two years a restaurant and cafe. I decided to join the hospitality

industry because my goal was to manage my own boutique hotel in my

country and I figured that the reputation of the hotel is great and you really

want to learn the business from the Ritz-Carlton. 30

Interviewer: where are you from originally?

Interviewee: I am from Honduras. [Laughs]

Interviewer: How long have you been working in the hospitality?

192

Interviewee: In hospitality as a hotel, ten months, but hospitality as restaurant

or venue management for 5 years. 35

Interviewer: Thank you. And another question. Where do you see yourself in

five years?

Interviewee: No, I want to do that in ten years. [Laughs]

Interviewer: It depends probably in some sort of directorial position in a

hospitality or retail environment. I am interviewing now for a manager role in 40

a different Ritz-Carlton property. My retail experience will help in the

hospitality.

Interviewer: So you mentioned that you have worked for many different

companies. You also worked in retails, clubs, restaurants, but have you ever

worked for any other company where you encountered these HPWPs what I 45

mentioned, like empowerment, trainings, communication and rewards?

Interviewee: Outside of the hospitality business?

Interviewer: Outside of The Ritz-Carlton especially, but at any other place

musically where you have worked at?

Interviewee: Ok, so, yes. I have worked for the Ralph Laurent Corporation 50

where they were very much about leadership, empowerment, and all those

things. Very strong on the reward system, you know performance based

reward system, customer satisfaction reward system. But it was not only

acknowledgement, not only recognition you have also received things.

Interviewer: Material rewards? 55

Interviewee: Material rewards, yes and for other people how worked for long

years they also had career opportunities. Career rewards. Some things what

people would not even notice, but they were things in your file, like he was

successful in this or that there was a record kept.

Interviewer: So there was opportunity for career development? 60

Interviewee: Yes absolutely.

Interviewer: Well, I wanted to talk about this a little bit later, but since it came

up I would like to ask you the question now. You talked about different

rewards. You mentioned recognition, career development and also material

rewards. Which one would it be more motivating for you: Promotion, more 65

responsibility or a salary raise and keep your current position?

193

Interviewee: Well, I think it has to a balance. It cannot be just one or the

other. I think it is realistic to expect both. A pound on the back is great but

after a while it is just going to hurt your back on its own and definitely not

going to help alone. There should be a balance between the recognition and 70

also the material present.

Interviewer: Let me ask you this way than. Which one would you choose: A

rise maybe even in the same position or a promotion, maybe even a

significant amount of raise but getting higher responsibility? Which one is

more important for you? 75

Interviewee: At the moment? Probably promoted. I would say promoted as

long as my income would not be decreased or impacted any way. That would

be my first opportunity to get a manager role that does not have a

performance based recognition. In every other management position where I

worked through the last twelve years had that. It had certain levels. It always 80

said if you reach that than you will get that, if you increase it even more than

that than you get that. It was always a scale, 10% increase or 20% increase.

The short answer would be promotion but that would be for today.

Interviewer: So let me go back little bit, what were your initial expectations

about the Ritz-Carlton when you started working here? 85

Interviewer: Well, I thought that there will be much more trainings. And there

were not any trainings. The only trainings we had were about the company

core values. They do not really train you on your job and that there were no

cross trainings to other positions. Trainings to effectively do lateral service or

even in my own position. So from the outside my expectations were very high 90

what I am going to receive from the Ritz-Carlton. These have not really

happened.

Interviewer: How does that make you feel that you did not really received

from the company what you have expected?

Interviewee: Well there are two ways. People can say that you are supposed 95

to get it for yourself and fight it for yourself. But there are certain things what

you cannot get on your own. This is the company’s responsibility to train you.

So you want to stay with the company and not that they start train you and

then at half way you are going to leave. I feel a little bit disappointed.

194

Interviewer: And if we talking about empowerment, which is a big point. What 100

were your initial feelings about empowerment when you started working

here?

Interviewee: Well, I like it but it was unusual. I can only say good things. I feel

like we abuse it a little bit sometimes in order to turn around the guest’s

experiences. We have sometimes opportunity guests and we just overdo it, 105

because everyone feels empowered and all of us feels that we have to turn

them around at some point. But overall it’s great.

Interviewer: And how the fact that you are empowered makes you feel, that

you can create a special memorable experience for someone?

Interviewee: It is good. It definitely makes it nicer and makes it more 110

rewarding, your job that you can really impact a guest and make their stay

and experience more memorable.

Interviewer: Was it hard to embrace empowerment at the beginning?

Interviewee: No, it was natural for me.

Interviewer: Do you think that the above mentioned practices, such as 115

trainings, empowerment, helps you to become more engaged with the

company?

Interviewee: Hmm. no. I do not thinks so. To become more engaged with the

company, no. It helps to become more engaged with the guests. Do not

think that there is a connection between them and the engagement with the 120

company.

Interviewer: Do you feel that it effects your performance if you are

empowered, properly rewarded, have effective communication with your

managers?

Interviewee: If it affects me in positive way? 125

Interviewer: Positive or negative.

Interviewee: If all those factors are working than I feel great yes. If all those

things are working yes, so to answer just the question directly, yes. If your

manager is great, supportive, I feel empowered and I am motivated to use

that empowerment than that is great. 130

Interviewer: How do you feel about this specific property? Are these things

working together?

195

Interviewee: I think we overdo it sometimes and us the guest’s way more

than what they deserve, because we feel like, it is a bit of a panic in every

scenario. There is no really a calm management behind it. I can only talk ab 135

my own department, but I think overall there is a little bit of panic all the time,

which means that there is a lack of something. A lack of training, lack of

knowledge, lack of experience or something. Because people who panic,

they do because they do not know what the answer is. I feel that we,

because we are empowered, we kind of overinvest to try the situations 140

turning around. We spend more even on the situations which could have

been solved with less empowerment.

Interviewer: Do you think if we had more training and more specific technical

trainings, would it help us to perform better?

Interviewee: Yes, because we have a lot of errors. Errors which should not 145

be happening. So if we had more of those technical trainings, operational

trainings for front desk, and more opportunities in housekeeping or food and

beverage for cross trainings, it would be better.

Interviewer: So, first you say we should eliminate the technical errors, have

more specific trainings and then we used the empowerment to wow guest 150

instead of turning situations around would be very helpful?

interviewee: Yes and I think if we invested more in staffing who would be

trained better the guests opportunities would be less, which means we spend

less on these issues, would be less free things, free upgrades, comped food

and all these things we spend money on. If we had more coverage, the 155

service would be quicker, food would come out quicker. That is betting on

hiring more people for a fix cost instead of paying the cost of opportunities,

it’s a gamble I feel.

Interviewer: Have you ever received coaching? Face to face feedback?

Interviewee: From HR, about my tone. About my tone as I speak to our ladies 160

and gentleman.

Interviewer: What kind of feedback was it?

Interviewee: It required for me to be a little bit more flexible with people that I

dislike and after that I was a little bit more flexible.

Interviewer: How did it make you feel that you received this feedback? 165

Interviewee: It was OK, I heard it before. [Laughs]

196

Interviewer: And the way as it was delivered? Was it more positive or

negative?

Interviewee: It was not done in a very serious way. It was more like a

conversation, that I need to work on my tone a little bit and in my relationship 170

with some fellow ladies and gentleman.

Interviewer: Did it affect your relationship with your fellow ladies and

gentleman?

Interviewee: Hmm, I would like to think so.

Interviewer: Do you think these feedback can affect you relationship with your 175

manager?

Interviewee: In a positive way yes. You should be a blue to get coached.

Interviewer: That was the only situation when you received feedback or

coaching?

Interviewee: Yes, other that I was excellent. [Laughs] 180

Interviewer: Are you aware of the overall goals of the hotel?

Interviewee: No, I am not paying attention.

Interviewer: What is the reason why you are not paying attention?

Interviewee: Because I think in order to achieve the goals, it should be done

separately by departments. Knowing the overall goal does not help a lot. You 185

should know what your department has to achieve. If you do a four another

department should do a 7 and another a 5 we will collectively get to the end

point. We have managers to micro manage all the departments and they

should allocate us and tell us do we have to do in each department. So I do

not have to worry about what food and beverage does or hotel-wide things. 190

As long as we hit our numbers we can contribute. You know if I had the

proper training I could do lateral service even in other departments, but I

think it is more important that I know what to do in my department and how

reach their goals and how to assist my colleges in my departments the

bellman’s or front desk. So I do not really pay much attention to the overall 195

hotel goals.

Interviewer: So you fell that knowing the overall hotel goals does not help

perform better?

Interviewee: Some people like to think that but I do not really think so.

Interviewer: Are you aware of the goals of your department? 200

197

Interviewee: Yes I am aware. I do not really know the m by hearth but I

always strive for excellence. So the goals do not real matter much. I am here

to give a 100% every day.

Interviewer: Do you feel that your voice is heard, when for example the hotel

sets goals or managers make decisions. 205

Interviewee: I do not really participate in these things.

Interviewer: And if you wanted? Did you have the chance?

Interviewee: Well, I have never questioned it. Goals wise, I have never

questioned them. I have never really gone up to question it. To get my

feedback on it. 210

Interviewer: Let’s just jump back a little bit for the empowerment. Can recall

any memorable moment when you used your empowerment?

Interviewer: Yes, it was so memorable. I had six guests they were checking

in for one of their friends who passed away. When they checked in the

mentioned that they were going to the funeral to the Indian creek golf course. 215

But when they were there the driving range was closed and they wished they

could have hit some golf balls. So I felt empowered that moment to give them

a last, memorable experience with their friend. So with the help of the pool

bar supervisor and the driver we borrowed some golf clubs from the Indian

creek course and we did a driving range at the beach. We invited them and 220

made some cocktails before dinner. They could hit the balls. They checked in

the night before and we gave them the same drinks what they like before.

Interviewer: How did that make you feel as an employee?

Interviewee: It was awesome, great feeling.

Interviewer: Thank you, know a little bit different topic. Have you ever 225

received any promotion or given more responsibility here at the Ritz-Carlton?

Interviewee: Yes, I was invited to participate in the holiday decoration of the

whole hotel. To come up with concept. To come up with the concept of the

Christmas dresses. I had to come up with the concept of the entire retail

store, which is going to come up soon and will replace the Ritz-Kids room. 230

What else, I have also helped with the pool uniforms.

Interviewer: Great! And have you ever received any material rewards?

198

Interviewee: From the hotel, not like a bonus, but I receive commission from

every transportation what I book. So yes that is outside of my regular pay.

That is it. 235

Interviewer: So just to sum up, all the HPWPs what we talked about do you

think they can increase your performance if they are implemented?

Interviewee: Yes, because it will make you want to come to work. It makes

you want to give your 100%. Helps you to have good relationship with your

manager and co-worker. You do not feel like that you are just working for 240

nothing. For a nothing salary. You feel like you can contribute to the day to

day operation because you are empowered. You spend more time here than

with your families, you have to enjoy it! There has to be a reason for you to

come in. If we are not hitting these points the company is failing.

Interviewer: Understand! What would you change within this hotel regarding 245

the HPWPs what we discussed?

Interviewee: What I would change, hmm, I feel like that the managers are not

that present. But this is me looking from the outside because I do not work

every department. I feel like that the managers are always in the offices and

there is not enough time when they are out on the floor. At food and 250

beverage I see them more on the floor but I does not seem like to me very

hands-on, overall as a manager.

Interviewer: Is it important for you as an employee to feel and see that your

manager is there, is on the floor and available?

Interviewee: Yes it is! I have been a manager for 15 years and I experienced 255

that people react very differently when the see you there. Not just when

something is dirty you send someone that, hey it is dirty, clean it. There is a

difference between the leader and a boss. The leader is going to show you

the way and boss will just tell you to do it. So I believe the ladders should

lead by example more and let’s say, directing less traffic. Sometimes I 260

understand that you cannot expect them to do things, but there are

opportunities when they have to teach people, and empower them, to learn.

So what I feel the quality of the leadership is what is lacking in this building.

Interviewer: You do not feel that you are supported by your managers?

Interviewee: I am supported but I feel I am not managed too much. My 265

specific role we do not necessarily require a lot of management, although I

199

would have liked more trainings regarding the front desk and the operation

there, so I could have helped out. I work here for a year and I did not have

any Opera training. Here is room for improvement.

Interviewer: Thank you! And that would be all, so any questions or concerns 270

what you have for me?

Interviewee: No, no thank you!

Interviewer: Than thank you again for your time and all the valuable

information!

275

200

Respondent 13.

J1 intern/ Housekeeping supervisor/ Butler

5

Interviewer: Good afternoon, to begin with, I appreciate your time and your

help in my research. Before we start I would like to give you a short

introduction about my research and the specifications of our conversation. As

you know, in the last almost one year I have been working in this hotel as a

J1 rotational intern. During this year I have encountered the strong 10

organisational culture of Ritz Carlton and some elements of this culture have

specifically caught my attention. These elements are the so called high

performance work practices, such as: trainings, effective communication

between leaders and employees, empowerment and reward system. My goal

is to find out more about their effectiveness in terms of increasing of the 15

employee engagement –and well-being such as work performance.

On the other hand, I have to inform you that I will record our conversation

and maybe take some notes but I assure you that that I will not use any

names, none of the interviewees’ names will be mentioned. Also, all the data

will be deleted as soon as the dissertation is submitted. Moreover, these 20

terms are strictly enforced by my University and its ethical codes, so I must

follow these rules, otherwise the research will be cancelled. Just to let you

know.

Ok, so to start with, to warm up a little bit, why did you start working in the

hospitality? 25

Interviewee: Ok, so I am 26 years old now. I made my college in Hungary in

Haryanvi Janos College. I have BSc degree.

Interviewer: Bachelor degree right?

Interviewee: Yes, bachelor degree, reflected on catering, hospitality and

event organising. In my last year I already started to work, six months in 30

Greece for my internship. I was at the cold kitchen. I worked as well at home

in a few cafes and bars, than I moved to Cyprus. I worked at the lounge bar

and the pool bar as well at the Anassa hotel which is a five star superior

201

luxury hotel. After I moved to Austria where I was working in a four star s

hotel called Quellenhof where at the beginning was a restaurant server but I 35

worked myself up to chef de rand. So I was the head of one of the 5

restaurants what the hotel had. After I spent one year at home and I worked

for a school as an event organiser. Than now recently I am working at the

Ritz-Carlton Bal-Harbour and I am a housekeeping supervisor and a butler.

Interviewer: Great, great, thank you! I see you have plenty of work 40

experience, you worked in different places, different countries. But what I am

interested in if you have ever encountered any other places the HPWPs what

we mentioned. If you have ever encountered empowerment, the effective

communication, if you have received trainings or any reward? Have you ever

encountered these practices before? 45

Interviewee: Well, I have to say yes and no. The biggest hotel where I

worked at, in the Anassa, I think they did not really put a lot of effort in these

things. But in Austria were I was working, it was a smaller hotel and they had

much more time for the employees. I had a very good leader there and yes

he took the opportunity there and let me learn and grow. I could learn for 50

example sommelier things, we had wine classes and wine tastings. When I

was chef de rang how to serve and what are the proper wines for the meal.

Or I learned how to make cocktails, you know the basic cocktails so I could

work behind the bar as well. But the structure what they have here at the

Ritz-Carlton, hmm, I have to say it is exceptional. 55

Interviewer: Great, so you mentioned that you have received trainings and

help from your leader in Austria. What do you think is it important to have a

supportive leadership behind you and how does that make you feel?

Interviewer: I mean I am not sure that everybody needs that. I know several

people, like, who like to have challenges and they do not need that, many 60

support from the leaders because they know exactly how to do things and

they have experience. But, like, for example if you are new on the field or you

do not have that much experience or you just want to continuously get better

that off course a hundred percent!

Interviewer: You think that it actually helps you to improve your performance? 65

Interviewee: Oh, yes, yes, absolutely.

202

Interviewer: My other question is as well about specifically the Ritz-Carlton. It

is such a prestigious company, and what were your initial feelings about the

company when you came here to work?

Interviewee: Although, I had the experience and I considered myself as 70

prepared I was, oh, I had, I do not know how to express that properly, but I

had some anxiety, that they have such high standards and the hiring

procedure is very specific and it was even very difficult for me to get the visa,

a lot of process. I was a little bit worried if they will be happy with me and if

they think that I am a good source. Let’s say a good source what they can 75

take here.

Interviewer: And for example the initial trainings provided by the hotel, helped

you to overcome these things what you just mentioned, to not to be worried

anymore.

Interviewee: Oh, absolutely. My biggest fear let’s say, was how to handle 80

guest complaints, because it is different how to handle it in a four star

company or at a three star company and obviously different when you work

at the Ritz-Carlton. I had trainings specified on guest complaints and how to

handle them. What I think is beautiful, that they give you the empowerment,

to jump a little bit forward, my leaders always let me, empower me to make 85

my own choices. Off course they have consequences. If it was a good choice

than I get let’s say rewarded and they say good job, well done, but if I fail if I

make a wrong decision I have to stand up for it and say that yes I made a

mistake but they are still hundred percent, they tell what I should have done

differently, but they are still a hundred percent behind me. So they say ok, 90

you had a bad experience but now move forward.

Interviewer: Oh, that is great. My other question would have been about the

empowerment. You mentioned many things already.

Interviewee: Sorry.

Interviewer: No, that is all good thank you! I am just curious how does that 95

make our feel that you are actually empowered that you are allowed to make

your own decisions?

Interviewee: You need to have confidence. I think at the first month when you

understanding how all the procedures are and how the whole structure is and

how you become a Ritz-Carlton employee. Because when they hire you are 100

203

not an arts-Carlton employee. You start here and you need months to

embrace all the experience, all the trainings all the feelings what it gives you.

So I think after a few months if you have that empowerment it is just great. I

mean you feel great. And it makes your life easier. When you have a guest

complaint, you have the empowerment to resolve it immediately. It is good for 105

you because you do not have to wait for your manager until he comes and

resolves it for you. The guest does not have to wait until the manager arrives.

They can see that you actually own it. It is yours, you can do it, and you can

resolve it and I find it beautiful!

Interviewer: Ok. Have it ever happened to you that you had a guest complaint 110

or you had any issues, even maybe personal issues and you went to your

manager to address this issue. How did they react? Were they supportive

and there for you? Do you feel comfortable talking to them?

Interviewee: Actually I have a manager and a director above me and they do

not really even want me to go to them with that kind of problems anymore. At 115

the beginning I was there every day, ten times asking them questions but

after a few months I can say that I operate daily, without their help. Because,

hmm, because they just trusted me from day one. Off course if it is like a big

major issue and I really do not know what to do, they always have open

doors and they are there for me. 120

Interviewer: Ok. But I did not mean only guest complaints. I mean any kind of

issues when you have even in your personal life and you need help, or if you

have any work related question?

Interviewee: Oh, yeah. I was, I give you an example. I was moving and it was

not sure if we find a place and how we find a place, whatever can happen 125

and both of them offered me that I could live there for one week or two weeks

until I find a proper apartment because they do not let me, you know, to sleep

under the bridge. That was their funny answer. Even with personal issues

they are also supportive and off course with other issues not guest

complaints. 130

Interviewer: And how does that make you feel as an employee that you have

such supportive leaders?

204

Interviewee: That they are not bosses. They are not above to give orders and

then when something happens they are shouting with you they are throwing

you under the bus, no. They are leaders, they guide you. 135

Interviewer: And have you ever received any face to face feedback from

them, or personal coaching?

Interviewee: Ha-ha, every day. Every single day.

Interviewer: That is great. And do you feel that these feedbacks help you to

learn and increase your knowledge and perform better? 140

Interviewee: Oh yes! I think you even should ask them, they could even tell

you more about the professional background of it, but I think yes!

Interviewer: The other question is about the overall goals of the hotel. Are

you aware of these goals?

Interviewee: You mean the WIG? 145

Interviewer: What is WIG?

Interviewee: You do not know what is WIG?

Interviewer: I know what WIG is but my teachers might not know what that is.

Interviewee: Ok, hmm, basically the biggest leaders of Ritz-Carlton they put

every single year a number for all the employees what the overall 150

engagement should be with the guests. So the hotel sends out a survey after

the guest leaves the hotel where you can give from one to five points to the

questions as an answered. They ask you about hotel cleanliness about the

food about everything, about the whole experience, but like detailed. Here in

Ritz-Carlton we say we do not accept a four. We go for five we strive for five. 155

So if a guest gives for it is not enough, it is not enough for us and then we

failed the survey. We get the good scores if they give for every single

question a five. They cannot think about the life without Ritz-Carlton, that is

what we want. And we have here at the Ritz-Carlton Bal-Harbour, 46.2, 46.2

percent of the guest minimum have the five star experience, the real five, five 160

, five, five experience.

Interviewer: So you say that we would like to have at least 46.2 percent of

our guests fully engaged and that is the overall goal of the hotel?

Interviewee: Yes! And then every single department has their own goal. For

example housekeeping has 86.8 I think this year. 165

205

Interviewer: So each department has a separate goal which helps to achieve

the overall goal?

Interviewee: Yeah, because imagine housekeeping would do only 46.2. They

would say oh, ok they did not change my sheets, my bathroom was dirty but

actually liked the chairs. No. We are very close to 90% that is what we want 170

to achieve.

Interviewer: Great! Are there any specific ways here in this hotel how you get

to know these goals?

Interviewee: Am, we have line-ups. Every single morning. If my leaders are

not here than even I am in charge and I do line-ups. We have the CTQ, 175

which is stands for commitment to quality and every single day, there is a

wow story. We talk about the goals, month to date, year to date and how we

can reach the goal. We have gold standards which guideline us. We talk

about guest complaints, and we have billboard on our hallway. For example

with my work I walk by at last fifteen times a day, so I know always every 180

week that actually where we stand.

Interviewer: Do you think it helps you and colleagues to work better that you

know these goals?

Interviewee: Off course! Sure, sure. Because if we are under it than we know.

Actually our points are always very high and I think is everywhere. It’s much 185

personalised service. If we use the guest name, if we make them wow

stories. We make it very personalised for them. So every time when is under

than the hotel manager is coming and he is like, ok, this week we had ten

wow stories but the next week I would like to see twenty wow stories

because it is not enough. The funny thing is that it really goes together, it 190

moves next to it. It really has a strong connection between wow stories and

personalised service and between our WIG and scores or goals.

Interviewer: And you can do wow stories whenever you like?

Interviewee: Yes and no. So the easiest, I mean not everything is a wow

story. It has to be something extra. For example if you are a guest and I bring 195

you a lemonade it is not a wow story. But if I know that you really like

lemonade and I talk to the honour bar and I fill up your fridge with ten

different kind of lemonade and make you a cute little bar upstairs than it is

considered a wow story. So it is like a further step.

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Interviewer: But you do not have to ask anyone’s permission? 200

Interviewee: No you don’t have to. But there is like a money limit. Like it

cannot be more than that. It cannot me more than $2000 per day per guest.

Every single day which is I think really well.

Interviewer: Can you explain me any moment when you did a wow story or

used your empowerment to wow a guest to make a memorable experience 205

for them?

Interviewee: I had so many I do not know which one to choose.

Interviewer: Tell me your favourite.

Interviewee: Ok, so I have to actually. One was for a little girl who really like

hotel amenities. But we did not have specifically for children robes or 210

slippers. Children stuff. So I took the opportunity and I bought her a pink robe

with pink Mignon slippers. After our lady from the uniform room sewed her

initials in that robe and then I bought her a tiara and told her that now she is

the princess of Ritz-Carlton. She also had a kid’s toothpaste and brush which

has lights on until you have to wash you r teeth and after when you are done 215

it does not do it anymore, so it guides you too. The other one was recently, I

had a family from Germany. I speak German too, so I was very happy, but I

have to admit I made a mistake with their room with their housekeeping

request, but there was a problem with the communication and they did not

receive the housekeeping service on time. They were a little bit upset so 220

when the housekeeper went upstairs I went with her as well to ensure that

everything is perfect. So when I went upstairs I recognised that their nine

years old daughter is a huge fan of Monster High Barbie. So at turn down

service we sneaked in to the room, we took a picture of her 40 different

Barbie’s and then we went to a website to look for a beach edition what she 225

does not have. We were looking and looking and then we found special

edition which was not very cheap and we shipped it here in two days and

with my father’s help we wrote a poem about Ritz-Carlton that we really want

to see them again and if they came back they would make us really happy.

Interviewer: In German? 230

Interviewee: Oh, yes it was in German and the Barbie was waiting for her

with the nice handwritten letter for them. So the next day I was off and they

were like crazy looking for me and they were super cute. In two days they

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called again that they know that I am there so I should go upstairs. So the

small girls hugged me and the father and the mother was like super happy. 235

And I was I am sorry about the housekeeping issue and they said oh, I do not

care, we forgot about it so long ago: So it is perfect and thank you so much.

Interviewer: That is a great story! I am sure they were very happy after.

Interviewee: I hope so.

Interviewer: So the last topic is the rewards. We have not really talked about 240

the rewards system.

Interviewee: The Marriott reward or Ritz-Carlton reward?

Interviewee: No actually the rewards what the employees can receive. Have

you ever received any reward, given promoted or given more responsibility?

Interviewee: Every day a hug and a kiss on the cheek, but to be serious the 245

most simple one is first class cards. Which we take very seriously.

Interviewer: Is it a recognition for excellent job?

Interviewee: Yes and for help, for lateral service. Let’s say an extra step what

you take for somebody else in the company. So every Friday we have a hotel

wide line up. every single Ritz-Carlton have it on Fridays, so whoever does 250

not have to be upstairs they would come down, everybody comes down, we

have every single department together on the line-up. At the end everybody

could give it, it is like a postcard and you can write, thank you so much for

this and that and first class. Off course there are promotions and other things.

Interviewer: Have you ever received any of these? 255

Interviewee: Yes, I have them on my wall, I am collecting them.

Interviewer: Ok and it makes you a warm feeling that people recognise you?

Interviewee: Yes it a good feeling, a good feedback.

Interviewer: So what do you think what would be more motivating for you:

receiving a salary raise and keep doing your job, or getting a promotion, like 260

if they said ok, we promote you to housekeeping manager you get more

responsibility but you might not going to have a significant raise. Which one

would you choose?

Interviewee: For me is to climb the ladder. To go from butler or supervisor to

assistant manager or manager stepping forward. But I can understand those 265

people too, who would say they choose a raise, because we are different.

Interviewer: You think it is different for everyone?

208

Interviewee: Yes.

Interviewer: Just to sum up everything. Do you feel that in this hotel we apply

all the HPWPs and they actually help you as a person for the whole hotel to 270

perform better?

Interviewee: Yes absolutely, I think so.

Interviewer: Than thank you very much I really appreciate your time and help

and all the valuable information you provided.

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