Whereas a bare approach to Human resources management is a self explained concept without its strategic orientation. It refers to all those activities that are undertaken consciously or unconsciously, internally or externally to an organization whereby human resources of the organization are developed and utilized in a manner to maximize achievement of organizational goals. One important precept of entire human resources' management exercise is the recognition of the fact that the most valuable resource for any organization is its human factor; it is the only live factor and thus the only truly mouldable factor.
Therefore human resource management (HRM) is a term used to represent that part of an organization’s activities concerned with the recruitment, development and management of its employees (Wood & Wall, 2002). Employee empowerment is an important piece of strategic initiatives in human resource management in any hotelling organization. Empowerment if adopted as a conscious strategy has important implications for employee motivation, performance and the quality of the service offered by the hotel. This paper seeks to examine the issue of employee empowerment in some star hotels in Jordan in the back drop of a comprehensive literature review.
The Hotel Industry Parks (2003) states with abundant clarity the role of human interface in hotel industry in following words, ” The hospitality industry is obviously customer-service driven. If your employees aren’t satisfied in their jobs, their unhappiness is bound to spill over into their attitudes and behaviors toward clients and guests. Most hospitality positions require people to be in constant communication with the public while servicing guests. Because of this, employee satisfaction is vitally important to the success of your business. Everyone knows that it costs much more to hire and train a new employee than it does to keep an existing employee. However, besides the monetary benefits, tenured employees provide many more advantages to the company. In Adenekan Dedeke (2003) service quality was framed as being dependent on composite results that a service provider and its systems offered a customer.
In contrast to the approach that depicts service quality as a discrepancy construct, this paper frames the concept as a fulfillment-oriented construct. Accordingly the underlying variables were defined.
To implement a context-dependent Services quality instrument, paper argued for use of a service quality grid to classify firms according to their outcomes and dominant service-encounter interactions.
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