This article reports on a qualitative study where six organisations from different industry backgrounds were examined in order to investigate the effect of management style on employee skill utilisation. One of the organisations studied was a holiday resort. A modified grounded theory method was adopted, whereby managers and employees defined management styles and the perceived influence of those styles on employee skill utilisation. It was found that, where managers possess strong interpersonal skills and adopt consultative, participative styles of management there was, apparently, a beneficial effect on employee skill utilisation, regardless of the industry.
Keywords: Management Style, Consultation, Employee Participation, Skill Utilisation
Management in the Hospitality Industry
A ubiquitous feature of the hospitality literature is the contention that hotel general managers are instrumental to the success of a hotel property. Contingent to this success is the influence managers have on employees and their way of working. Consequently, the effective management of people is one of the most perplexing dilemmas facing leaders and managers of modern times and explains why the nature of management has been the subject of extensive research for many years (Hunt, Wallace, and Richards 1996; Savery Mazzarol, and Dawkins 1996; Starkey 1998). Despite there being no universal agreement as to what constitutes effective management, there is a strong theme in the literature which supports the view that it is the critical factor in determining organisational success or failure (Dawson 1996, Senior 1997).
Much of the management literature has centred on the concept of autocratic and democratic management styles, the former associated with various interpretations of Taylorism and the latter with the human relations' movement (Fulop and Linstead 1999). Horstman (1992, p.287) holds that the strategic purpose of management control is to secure employee compliance with managerially defined objectives of all types, ranging from `management coercion' (an autocratic style) to `management seduction' (a democratic style). The adoption of an autocratic style is said to produce better results in the short-term, due to compliance based on fear (Bass 1981; Likert and Likert 1976), while several studies have noted that democratic styles induce more subordinate satisfaction and better long-term performance than autocratic styles (Fulop and Linstead 1999). A third style, referred to as `laissez faire', involves managers `who give the group complete freedom, provide necessary materials, participate only to answer questions and avoid giving feedback; in other words, they do almost nothing' (Bartol, Martin, Tein and Matthews 1995, p.453).
The contingency theories of leadership indicate a person may change their style from directive to supportive (and vice versa), depending on the situation. Where situations are ambiguous, uncertain and/or stressful (Fodor 1976; House 1974) or where subordinates lack ability and unwillingness, research indicates that more autocratic styles tend to be adopted (Hersey and Blanchard 1988). Nevertheless, the function of management as a mechanism for control sits uneasily with contemporary rhetoric that advocates employees take more initiative and responsibility (Mabey and Salaman 1995).
Tracey and Hinkin (1994) argue that that many hospitality managers have been trained in the conventional style of management, which focuses on the functions of planning, organising, leading and controlling. They contend that this form of training has developed a tradition in the hospitality industry of autocratic management, where managers operate within rules and regulations, with very little room for subordinates to display any individual freedom, creativity and innovation.
Conversely, Hoque (1999) argues that despite a number of hospitality industry reports indicating a lack of interest in `HRM practices' among managers (Price 1994), there is evidence that hotel managers are taking more of an `HRM' approach than before (Hoque 1999). Specifically, Gilbert and Guerrier (1997) and Hoque (1999) argue that the need to develop a culture of service quality has led to hospitality managers endeavouring to empower employees by improving communication systems, consulting extensively and introducing teamwork.
Furthermore, Simons and Enz (1995) report that hotel managers often ask how they can motivate their employees to provide excellent, efficient service. Respondents to their survey on hotel employees and motivation cited good wages, job security and opportunities for advancement and development as the three most important factors in their job. These findings led Simon and Enz (1995) to the following conclusion, which they refer to as having both good and bad news:
`The bad news is that employees motivate themselves, based on their view of
what they want and how they can best get it. The good news is that managers
who know what their employees want from work can design a work environment
that promotes excellent service by accommodating employees' needs and
desires. At the same time, informed managers can avoid common pitfalls that
reduce employee motivation' (p. 20).
This argument is similar to that of MacGregor (1966) who maintains that because employees' needs are generally related to the intrinsic, rather than extrinsic, rewards of work, management can provide the conditions whereby employees can meet their needs themselves through `theory Y', democratic, participative styles. Whereas the relationship between job satisfaction and performance remains uncertain, various forms of employee participation continue to be advocated as beneficial for organisational success (Appelbaum 1998; Davis and Lansbury 1996; Vallen 1993; Wright 1995). Employee participation schemes can be somewhat nebulous, ranging from suggestion boxes to employee representation on committees, although the European Direct Participation Centre for Organisational Change (EPOC) identified two main forms. In a survey conducted in ten European countries, comprising 5 800 respondents, they segregated consultative and delegative forms of participation. Consultation involves management encouraging employees to make their views known on work-related matters, although management retain the right to take action. Delegation involves management giving employees increased discretion and responsibility without reference back to management (EPOC …
SOURCE:http://www.accessmylibrary.com/article-1G1-78918806/growing-right-skills-through.html
Keywords: Management Style, Consultation, Employee Participation, Skill Utilisation
Management in the Hospitality Industry
A ubiquitous feature of the hospitality literature is the contention that hotel general managers are instrumental to the success of a hotel property. Contingent to this success is the influence managers have on employees and their way of working. Consequently, the effective management of people is one of the most perplexing dilemmas facing leaders and managers of modern times and explains why the nature of management has been the subject of extensive research for many years (Hunt, Wallace, and Richards 1996; Savery Mazzarol, and Dawkins 1996; Starkey 1998). Despite there being no universal agreement as to what constitutes effective management, there is a strong theme in the literature which supports the view that it is the critical factor in determining organisational success or failure (Dawson 1996, Senior 1997).
Much of the management literature has centred on the concept of autocratic and democratic management styles, the former associated with various interpretations of Taylorism and the latter with the human relations' movement (Fulop and Linstead 1999). Horstman (1992, p.287) holds that the strategic purpose of management control is to secure employee compliance with managerially defined objectives of all types, ranging from `management coercion' (an autocratic style) to `management seduction' (a democratic style). The adoption of an autocratic style is said to produce better results in the short-term, due to compliance based on fear (Bass 1981; Likert and Likert 1976), while several studies have noted that democratic styles induce more subordinate satisfaction and better long-term performance than autocratic styles (Fulop and Linstead 1999). A third style, referred to as `laissez faire', involves managers `who give the group complete freedom, provide necessary materials, participate only to answer questions and avoid giving feedback; in other words, they do almost nothing' (Bartol, Martin, Tein and Matthews 1995, p.453).
The contingency theories of leadership indicate a person may change their style from directive to supportive (and vice versa), depending on the situation. Where situations are ambiguous, uncertain and/or stressful (Fodor 1976; House 1974) or where subordinates lack ability and unwillingness, research indicates that more autocratic styles tend to be adopted (Hersey and Blanchard 1988). Nevertheless, the function of management as a mechanism for control sits uneasily with contemporary rhetoric that advocates employees take more initiative and responsibility (Mabey and Salaman 1995).
Tracey and Hinkin (1994) argue that that many hospitality managers have been trained in the conventional style of management, which focuses on the functions of planning, organising, leading and controlling. They contend that this form of training has developed a tradition in the hospitality industry of autocratic management, where managers operate within rules and regulations, with very little room for subordinates to display any individual freedom, creativity and innovation.
Conversely, Hoque (1999) argues that despite a number of hospitality industry reports indicating a lack of interest in `HRM practices' among managers (Price 1994), there is evidence that hotel managers are taking more of an `HRM' approach than before (Hoque 1999). Specifically, Gilbert and Guerrier (1997) and Hoque (1999) argue that the need to develop a culture of service quality has led to hospitality managers endeavouring to empower employees by improving communication systems, consulting extensively and introducing teamwork.
Furthermore, Simons and Enz (1995) report that hotel managers often ask how they can motivate their employees to provide excellent, efficient service. Respondents to their survey on hotel employees and motivation cited good wages, job security and opportunities for advancement and development as the three most important factors in their job. These findings led Simon and Enz (1995) to the following conclusion, which they refer to as having both good and bad news:
`The bad news is that employees motivate themselves, based on their view of
what they want and how they can best get it. The good news is that managers
who know what their employees want from work can design a work environment
that promotes excellent service by accommodating employees' needs and
desires. At the same time, informed managers can avoid common pitfalls that
reduce employee motivation' (p. 20).
This argument is similar to that of MacGregor (1966) who maintains that because employees' needs are generally related to the intrinsic, rather than extrinsic, rewards of work, management can provide the conditions whereby employees can meet their needs themselves through `theory Y', democratic, participative styles. Whereas the relationship between job satisfaction and performance remains uncertain, various forms of employee participation continue to be advocated as beneficial for organisational success (Appelbaum 1998; Davis and Lansbury 1996; Vallen 1993; Wright 1995). Employee participation schemes can be somewhat nebulous, ranging from suggestion boxes to employee representation on committees, although the European Direct Participation Centre for Organisational Change (EPOC) identified two main forms. In a survey conducted in ten European countries, comprising 5 800 respondents, they segregated consultative and delegative forms of participation. Consultation involves management encouraging employees to make their views known on work-related matters, although management retain the right to take action. Delegation involves management giving employees increased discretion and responsibility without reference back to management (EPOC …
SOURCE:http://www.accessmylibrary.com/article-1G1-78918806/growing-right-skills-through.html
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