Employee Engagement in the Hospitality Industry: Hyatt Hotels

Employee engagement entails more than just harnessing human resources for the success of an enterprise or organization. Employee engagement means that an employer creates and sustains a workplace environment that enables employees get involved the successful realization of an organization’s strategies (Marler & Parry, 2016). Employee engagement includes drawing out qualities like enthusiasm, passion, dedication and commitment to an organization’s vision and strategies for realizing the same (Bailey et al., 2017; Wallace et al., 2016; Zanozovka, 2017). For example, Hyatt hotels use several approaches that employers have used to ensure their employers are engaged in relation to realizing an organization’s objectives (Veesar & Bozai, 2017). A consideration of how approaches that include remuneration practices, talent management, e-HRM and job security offers an understanding of how employers enhance employee engagement. 

Because employee engagement entails quantifying subjective perceptions, literature presents different definitions for employee engagement. For example, some definitions of employee engagement take into account work-related psychological and social factors that affect variables such as employee performance, innovation, turn-over, and so forth (Bailey et al., 2017; Bradler et al., 2016; Eldor & Vigoda-Gadot, 2017). Other definitions evaluate job satisfaction as well as behavioral manifestations that enhance work related performance (Wallace et al., 2016; Zanozovska, 2017; Bradler et al., 2016). In the global, interconnected market place, employee engagement has fast become an important determinant of competitiveness (Mann & Harter, 2016). For example, organizations with engaged employees have higher workplace productivity, are innovative, and are better able to withstand disruptions to their operations. 

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Remuneration remains a major factor in Hyatt hotel’s engagement of its employees (Ji-Eun, 2019). Remuneration extends to more than just what employees earn after successfully accomplishing the tasks set out in their contracts (Eldor & Vigoda-Gadot, 2017). Remuneration also includes the benefits that employees derive from their employer. Hyatt hotels use remunerations and benefits as incentives to improve productivity and motivate their employers (Veesar & Bozai, 2017). For example, performance-related bonuses for talented and productive employees are an established approach that employers use to retain and skilled employees. 

Decision-making and Communication

The manner in which employers make and execute decisions can determine the extent to which employees are engaged in meeting an organization’s shared vision and strategies (Bradler et al., 2016). At Hyatt hotels, the adoption of decision frameworks that require the employees’ active input is an approach that ensures employees remain engaged in fulfilling the organization’s objectives (Ji-Eun, 2019; Wallace et al., 2016). Employers that promote a work place where their employees’ decisions are valued are more likely to be successful in engaging the latter with gainful outcomes. 

The breakdown of traditional hierarchical barriers to communication is one way of encouraging employee engagement (Zanozoyska, 2017). In workplaces where employees are able to liaise with top management, it is possible for organization leaders to identify and address emerging issues in relation to the work processes as well as human resource issues. For example, good communication enables informed decision-making processes (Bailey et al, 2017). Hyatt hotels recognize that different generations and the diversity of its workforce require different leadership and communication styles to motivate employees (Veesar & Bozai, 2017). Leveraging on employee talent in turn increases the extent to which employees are dedicate themselves to accomplishing tasks. 

Peer Collaborations and e-HRM

The proliferation of easy to use information technologies has meant that employees are no longer bound to geographical restrictions (Marler & Parry, 2016). Instead, smart personal devices and internet connectivity has meant that employees can work from a location of their choice. For example, many employers are allowing their employees work from home, a development that personal computers, smart phones and broadband connectivity have enabled. Unlike the past, employees today are able to complete various work-related tasks from remote locations as well as engage in real-time video and voice communication with their colleagues (Marler & Parry, 2016). In addition to working from home, efficacy of working remotely is demonstrable in the medical field where surgeons are now able to perform high precision procedures remotely by using robots. 

In addition to increasing work space options for employees, information technology-driven peer collaborations have also enabled employers to enhance the extent to which employees are able to supervise themselves (Bradler et al., 2016). The self-supervision paradigm as part of enhancing peer collaborations is crucial to ensuring productive team work (Zanozoyska, 2017). Peer collaborations make it possible for employees to objectively and practicably engage each other (Eldor & Vigoda-Gadot, 2017). For this reason, peer collaborations create an environment that motivates employees to improve not only how efficiently they perform tasks, but also the motivation to keep improving their work performance. 

Job Security

Given the changing global job market, employees have in recent years faced increasing job insecurity. In particular, the permeation of technology in the modern workspace has brought with it both advantages and disadvantages. While technology has increased productivity in organizations across all sectors, it has also negatively affected the employment of individuals as it has replaced some tasks previously requiring people to accomplish (Ji-Eun, 2019). For instance, new software applications have simplified information processing and enhanced mechanization. Ensuring the job security crucial to maintaining employees engaged at the workplace remains a challenge for employers, who have had to devise new ways of motivating their employees (Mann & Harter, 2016). 

Retraining has reemerged as a method of choice for employers desiring to keep their employees engaged (Mann & Harter, 2016). Ever changing technologies have until recently posed a challenge for employers desiring to control the human resource-related costs. In the hospitality industry like elsewhere, hiring new employees and inducting them into an organization’s work culture requires considerable investments (Ji-Eun, 2019). Compared to new hires, reskilling the existing workforce is cost effective and enhances performance within a short time (Veesar & Bozai, 2017). For this reason, retraining employees has become invaluable in ensuring job security and as a consequence, has become an effective way to successfully engage employees. Opportunities for personal development not only enhance employee engagement, but also improve the perception of job security, increasing employee dedication. 

In conclusion, there are numerous approaches available to employers for engaging their employees. Some of these approaches include remuneration, inclusive decision making and communication structures, enhancing collaborations between employees using technology and job security. In view of the pressure global connectivity, employers have been compelled to revisit employee engagement, as it has emerged as an essential means the former can utilize to acquire and retain a competitive edge.


Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews19(1), 31-53. 

Bradler, C., Dur, R., Neckermann, S., & Non, A. (2016). Employee recognition and performance: A field experiment. Management Science62(11), 3085-3099. 

Eldor, L., & Vigoda-Gadot, E. (2017). The nature of employee engagement: Rethinking the employee–organization relationship. The International Journal of Human Resource Management28(3), 526-552. 

Ji-Eun, K. I. M. (2019). The Impact of Creative Role Identity and Creative Self-Efficacy on Employee Creativity in the Hotel Business. The Journal of Asian Finance, Economics and Business (JAFEB)6(2), 123-133. 

Mann, A., & Harter, J. (2016). The worldwide employee engagement crisis. Gallup Business Journal7. Retrieved from https://www.corporateejournal.com/resources/Worldwide%20Employee%20Engagement%20Crisis%20-%20Gallup%202016.pdf 

Marler, J. H., & Parry, E. (2016). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19), 2233-2253. 

Veesar, G. Y., & Bozai, G. (2017) Employee Engagement-Best Practices of Successful Companies-Study of Gallup Great Workplace Award. Journal of Managerial Sciences 11(3), 167-194. 

Wallace, J. C., Butts, M. M., Johnson, P. D., Stevens, F. G., & Smith, M. B. (2016). A multilevel model of employee innovation: Understanding the effects of regulatory focus, thriving, and employee involvement climate. Journal of Management42(4), 982-1004. Zanozovska, O. (2017). The effects of the quality of employees’ interactions with their managers on the quality of their work. Baltic Journal of Economic Studies3(2) Retrieved from https://cyberleninka.ru/article/n/the-effects-of-the-quality-of-employees-interactions-with-their-managers-on-the-quality-of-their-work

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