L’étude des déterminants et des effets de la formation au sein des entreprises canadiennes : au-delà de la productivité

Les milieux de travail canadiens présentent des visages diversifiés et en pleine mutation. En raison de facteurs tels que les nouvelles technologies, la mondialisation, l’économie du savoir ou encore l’évolution démographique, la transformation des entreprises canadiennes passe par une main-d’œuvre qualifiée, adaptable et de qualité. Notre recherche s’inscrit dans le cadre des études s’intéressant aux comportements des entreprises en matière d’investissement en capital humain au Canada. Nous avons retenu un cadre théorique qui est constitué principalement de la théorie du capital humain, de celle des ressources internes et de l’approche des coûts et des bénéfices. Pour les fins de notre recherche, nous retenons une approche quantitative longitudinale, en utilisant des données secondaires issues du questionnaire des employeurs de l’Enquête sur le milieu de travail et les employés pour les années 1999 à 2005 inclusivement. La nature longitudinale de l’EMTE permet de corriger pour les biais liés à l’hétérogénéité non observée des firmes et à l’endogénéité possible de la variable de formation. Notre étude se divise globalement en trois articles. Dans les deux premiers cas, les dépenses en formation sont considérées comme une variable explicative de la productivité et du taux de roulement des employés. Dans le troisième cas, les dépenses de formation constituent la variable dépendante à l’étude. Le premier article examine l’effet des investissements en formation sur la productivité des entreprises canadiennes. La littérature scientifique traitant de l’impact de la formation sur la performance des entreprises continue de s’accroître dû aux nouvelles techniques d’estimations, à la disponibilité des données, et à l’intérêt grandissant pour le capital humain. Les résultats partiels des études antérieures montrent la possibilité que les retours des investissements réalisés en formation puissent avoir des effets au-delà de l’année courante. Sur le plan théorique, cette hypothèse a du sens, mais au niveau empirique il semble que les liens formels entre la formation et la productivité des entreprises ne sont pas clairement identifiés. Nos résultats montrent que les investissements en formation réalisés avec trois années de retard engendrent des effets positifs et significatifs sur la productivité à court et à moyen termes. L’interaction entre les différents types d’investissements permet de vérifier l’hypothèse à l’effet que les investissements en capital physique et en capital humain soient complémentaires et se supportent mutuellement. Après avoir procédé à l’estimation de l’effet des dépenses en formation structurée sur la productivité des entreprises, nous nous demandons pour quelles raisons les employeurs demeurent réticents quant aux retours des investissements en formation ? Dans le cadre de cette seconde réflexion, nous nous intéressons à deux dimensions de l’estimation du roulement, à savoir le roulement de nature volontaire et une mesure de l’optimum. Les résultats obtenus quant à l’effet des dépenses en formation structurée par employé sur les taux de roulement volontaire et optimal montrent que la relation est positive dans les deux cas. Cet article vise également à vérifier si différents outils organisationnels associés aux relations industrielles peuvent avoir un effet sur la réduction du taux de roulement volontaire des employés. Nos résultats montrent aussi que la présence syndicale et la perception d’un bon climat de travail traduisent dans un sens, un environnement dans lequel l’employeur et les employés ont des intérêts communs pour la poursuite de mêmes objectifs. Dans le cadre du troisième article, nous examinons certains déterminants des investissements en formation structurée au sein des milieux de travail. Nos résultats montrent qu’une entreprise de grande taille, qui investit davantage en capital physique par employé par rapport à la moyenne, au sein de laquelle un grand pourcentage de travailleurs utilisent un ordinateur, où il y a une proportion élevée de nouvelles embauches et pour laquelle l’employeur introduit un système cohérent de pratiques dépense davantage en formation structurée qu’une entreprise qui ne possède pas ces caractéristiques, toutes choses égales par ailleurs. Ces résultats permettent de discuter également de la complémentarité des facteurs faisant partie d’un cercle vertueux de croissance des entreprises pouvant déterminer les investissements en formation.

Étude longitudinale du lien entre la satisfaction intrinsèque et la satisfaction extrinsèque au travail et l’intention de quitter chez les travailleurs du secteur des TIC

Le but de ce mémoire est de comprendre l’influence de la satisfaction intrinsèque et de la satisfaction extrinsèque sur l’intention de quitter des travailleurs. Afin d’étudier ce sujet, nous avons formulé trois hypothèses basées sur la théorie des attentes et la théorie des deux facteurs d’Herzberg. La première hypothèse stipule que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs. La seconde hypothèse est formulée à l’effet que la satisfaction extrinsèque fait diminuer l’intention de quitter des travailleurs. La dernière hypothèse stipule que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter des travailleurs que la satisfaction extrinsèque. Les données utilisées afin de tester nos hypothèses de recherche ont été collectées dans le cadre d’une étude plus vaste portant sur « les liens entre la rémunération, la formation et le développement des compétences et l’attraction et la rétention d’employés clés ». L’entreprise au sein de laquelle les données ont été collectées est dans le domaine des technologies de l’information et des communications (TIC) à Montréal. Les employés interrogés sont les nouveaux employés embauchés par l’entreprise. Les résultats de notre mémoire confirment deux de nos hypothèses. Ainsi, nos résultats ont démontré que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs d’ici six mois, un an et deux ans. De plus, nos résultats ont démontré que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter que la satisfaction extrinsèque. Par contre, une de nos hypothèses est partiellement confirmée. En effet, nos résultats ont démontré que la satisfaction extrinsèque fait seulement diminuer l’intention de quitter d’ici un an et deux ans et n’a aucune influence significative sur l’intention de quitter d’ici six mois. Le soutien organisationnel perçu est une variable qui a également une forte influence sur l’intention de quitter des travailleurs. Pour terminer, la conclusion de ce mémoire présente en quoi nos résultats peuvent être utiles aux gestionnaires des ressources humaines et des relations industrielles.

A study on the Effect of Psychological Empowerment on Job Satisfaction and Job Related Stress Among the Bank Employees

The present research is carried out to understand how psychological empowerment, job satisfaction and job related stress are related.In banking sector, employees are less satisfied and less motivated than employees in other lines of work (Kelley, 1990; Bajpai, Naval and Deepak, 2004). The banking industry also suffers from high employee turnover rate (Branham, 2005; Nelson, 2007) and high level of stress (Chen and Lien, 2008). There are no adequate studies linking psychological empowerment and job satisfaction, stress, turnover etc. among employees of banking sector. Lack of psychological empowerment could be a reason for these problems faced by banking sector. Further majority of studies in psychological empowerment are carried out in manufacturing sector and studies in service sector are concentrated on hotel industry and hospitals. Empowerment takes different forms in different contexts (Zimmerman, 1995). In the light of above discussion, the present research is directed to explore the dimensions of psychological empowerment of employees in banking sector and to find out whether high psychological empowerment can increase job satisfaction and reduce job related stress among employees in banking sector

O gerenciamento de impressões e a qualidade dos serviços nos hotéis da Paraíba

The present study has got as its aim to show how the impressions management is being used by the hotels in Paraiba State. For that, the dramma or role play perspective has been adopted as a model for service management. From the theater metaphor, the physical environment and its components can be seen as a scenery of the service show. We conduct the reader to notice the importance of the consummer about the service quality demand and its influence on his satisfaction. A methodology with exploring and qualifying nature has been adopted by using the analyses of content technique in interviews applied to hotel managers lebeled as having 4 and 5 stars in the State, trying to check how impression management takes place, identifying impression management tools used in relation to the physical evidences and to contacting people, as well as checking managers views in the survey about the use of impression management for client satisfaction make. The information revealed that managers, maybe for being unaware about impression management theory, haven t considered neither the physical evidences yet, nor contacting people as marketing tools. About the physical evidences, we could see that hotels take actions in a pulverized way referring to environment decoration and colors, however there isn t a global usage of physical evidences to highlight the service. Contacting people by their turn, receive better importance and attention. It was possible to make sure that managers are aware about the influence of the employee over the attendance quality. This way, we may come into a conclusion that impression management at Paraiba hotels has been under used, as long as managers seem to be, most times, turned to actions related to contacting people, not having realized the planning importance and national-wide use of service scenery in a genaral way yet

Análise da atividade de trabalho profissional de gerentes de hotel à luz da abordagem da ergonomia

This Masters degree dissertation presents a research that aims at analyzing the activities regarding within a hotel managers work in Natal/RN - Brazil, This Masters degree dissertation presents the research that aims at analyzing the activities regarding the hotel managers work in Natal / RN - Brazil, performing diagnosis of their activities and relating the aspects that impact the quality and productivity of hotel services and managers occupational health. This research is characterized as a case study with a qualitative approach, taking the method of Ergonomic Work Analysis which is the analysis of the managers work activity as a reference to the focus; and combining the use of observational and interactional methods. Ergonomics and macroergonomics are used in this study not only to understand the physical, cognitive and organizational constraints of the manager s duties, but also to characterize the work organizational architecture and design of that hotel. High workload, accumulation of tasks and diversion of functions performed by managers were noticed, increasing thereby the physical and psychological suffering for them. It was found that the activity of managers is characterized by the ambivalence of power, limited autonomy, cooperation, interdependence between managers and the fear of incompetence. It was also noticed that managers devote more time to the day job (37%), another time to sleep (30%), while only 33% of the rest of the day are meant for activities like taking care of health, family, social life and study. Although there are few studies addressing the health and safety of hotel managers, this research revealed that 84% of the surveyed hotel managers complain of musculoskeletal pain which 50% are obese and are 100% sedentary. It was also observed that managers adopt unsuitable postures for carrying out the work activities that contribute to becoming injured or work-related musculoskeletal disorders in the near future. Ergonomic measures were recommended as an investment in the skills and the training of managers, encouraging cooperative work, appropriateness of workload, limiting overtime, preserving the enjoyment of breaks during work and weekly holidays, changing the layout of the work sector , usage of communication technology to prevent displacement, compensatory physical activities, furniture adaptation, among others

An epidemiologic evaluation of a worksite based intervention

The healthcare industry spends billions on worker injury and employee turnover. Hospitals and healthcare settings have one of the highest rates of lost days due to injuries. The occupational hazards for healthcare workers can be classified into biological, chemical, ergonomic, physical, organizational, and psychosocial. Therefore, interventions addressing a range of occupational health risks are needed to prevent injuries and reduce turnover and reduce costs. ^ The Sacred Vocation Program (SVP) seeks to change the content of work, i.e., the meaningfulness of work, to improve work environments. The SVP intervenes at both the individual and organizational level. First the SVP attempts to connect healthcare workers with meaning from their work through a series of 5 self-discovery group sessions. In a sixth session the graduates take an oath recommitting them to do their work as a vocation. Once motivated to connect with meaning in their work, a representative employee group meets in a second set of five meetings. This representative group suggests organizational changes to create a culture that supports employees in their calling. The employees present their plan in the twelfth session to management beginning a new phase in the existing dialogue between employees and management. ^ The SVP was implemented in a large Dallas hospital (almost 1000 licensed beds). The Baylor University Medical Center (BUMC) Pastoral Care department invited front-line caregivers (primarily Patient Care Assistants, PCAs, or Patient Care Technicians, PCTs) to participate in the SVP. Participants completed SVP questionnaires at the beginning and following SVP implementation. Following implementation, employer records were collected on injury, absence and turnover to further evaluate the program's effectiveness on metrics that are meaningful to managers in assessing organizational performance. This provided an opportunity to perform an epidemiological evaluation of the intervention using the two sources of information: employee self-reports and employer administrative data. ^ The ability to evaluate the effectiveness of the SVP on program outcomes could be limited by the strength of the measures used. An ordinal CFA performed on baseline SVP questionnaire measurements examined the construct validity and reliability of the SVP scales. Scales whose item-factor structure was confirmed in ordinal CFA were evaluated for their psychometric properties (i.e., reliability, mean, ceiling and floor effects). CFA supported the construct validity of six of the proposed scales: blocks to spirituality, meaning at work, work satisfaction, affective commitment, collaborative communication, and MHI-5. Five of the six scales confirmed had acceptable measures of reliability (all but MHI-5 had α>0.7). All six scales had a high percentage (>30%) of the scores at the ceiling. These findings supported the use of these items in the evaluation of change although strong ceiling effects may hinder discerning change. ^ Next, the confirmed SVP scales were used to evaluate whether the intervention improved program constructs. To evaluate the SVP a one group pretest-posttest design compared participants’ self-reports before and after the intervention. It was hypothesized that measurements of reduced blocks to spirituality (α = 0.76), meaning at work (α = 0.86), collaborative communication (α = 0.67) and SVP job tasks (α = 0.97) would improve following SVP implementation. The SVP job tasks scale was included even though it was not included in the ordinal CFA analysis due to a limited sample and high inter-item correlation. Changes in scaled measurements were assessed using multilevel linear regression methods. All post-intervention measurements increased (increases <0.28 points) but only reduced blocks to spirituality was statistically significant (0.22 points on a scale from 1 to 7, p < 0.05) after adjustment for covariates. Intensity of the intervention (stratifying on high participation units) strengthened effects; but were not statistically significant. The findings provide preliminary support for the hypothesis that meaning in work can be improved and, importantly, lend greater credence to any observed improvements in the outcomes. (Abstract shortened by UMI.)^

Employee Leadership Development

Abstract \ The business importance of retaining and developing top performing employees is more crucial to business organizations that in the past, yet many organizations are not confident in their ability to staff leadership positions within the next five years. Many companies continue to run without a employee leadership development program. Organizations that shy away from development programs tend to do so because of fear the costs are too high. Organizations that support leadership programs acknowledge that the benefits far outweigh the costs. In this capstone study, the researcher illustrates that employee leadership development programs add value through improved business strategy and employee satisfaction, and as a result, represent a worthy investment.

The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry

This paper reports results derived from a mixed methods study where 13 hotel managers were initially interviewed, followed by a quantitative study of 355 additional managers. Data were analysed using partial least squares path modelling. The research question related to the relationship between quality and environmental management and the competitive advantage sought by hotels. The results indicate that quality management and environmental management permit the improvement of competitive advantage in terms of both costs and differentiation. Moreover, hotels implementing quality programmes find fewer obstacles in implementing environmental management.

Reference Points: Hotel Management Training In The United States and Europe

Different cultures and historical precedents produce a broad range of influences on the training of hotel managers in Europe and the United States. The author isolates a certain number of facts the nature of which clarify an understanding of two attitudes which complement each other to the benefit of their common objective - efficient professional training.

Correlates of Non-Institutional Food Service Turnover

The high rate of restaurant employee turnover, particularly of the non-supervisory employee, is a continuing problem. The authors assess the possible correlates of this turnover and their relative strengths, ranking and comparing working hours, quality of supervision, chance for promotion, on-the-job training, pay, work of others, employees' attitudes, and management's interest in employees to present possible solutions for the high rate of turnover.

Chinese and British Hotels: Cultural Differences and Management

Rapid tourism development in China has led to an influx of hotels invested in and operated by multi-national hotel companies. The authors examine the impact of cultural differences on employee behavior in China and UK hotels and offer recommendations for expatriate hotel managers to effectively develop human resource management styles while operating properties in China.

The International Hotel Industry in the New Millennium

The top priorities of 170 hotel managers from 25 countries were identified as human capital, understanding customers, use of capital, alignment of stakeholder interests, use of information technology, and valuing brands in a Cornell University study.' The authors discuss how managers in a hotel's functional departments are ultimately responsible for addressing each of these concerns and issues.

The Food Service Industry: Beliefs Held by Academics

In his study - The Food Service Industry: Beliefs Held by Academics - by Jack Ninemeier, Associate Professor, School of Hotel, Restaurant and Institutional Management at Michigan State University, Associate Professor Ninemeier initially describes his study this way: “Those in the academic sector exert a great deal of influence on those they are training to enter the food service industry. One author surveyed educational institutions across the country to ascertain attitudes of teachers toward various segments of the industry.” Those essential segments of the industry serve as the underpinnings of this discussion and are four-fold. They are lodging, institutional, multi-unit, and single-unit properties. For each segment the analysis addressed factors relating to Marketing, management and operating concerns: Marketing, operations, fiscal management, innovation, future of the segment Employee-related concerns: quality of work life, training/education opportunities, career opportunities The study uses a survey of academicians as a guide; they point to segments of the food service industry students might be inclined to enter, or even ignore. The survey was done via a questionnaire sent from the campus of the School of Hotel, Restaurant and Institutional Management at Michigan State University to 1850 full-time faculty members in two and four-year hospitality programs in the United States. Through the survey, Ninemeier wishes to reasonably address specific problems now confronting the food service industry. Those problems include but are not limited to: reducing employee turnover, retaining staff, increasing productivity and revenue, and attracting new staff. “Teachers in these programs are, therefore, an important plank in industry's platform designed to recruit students with appropriate background knowledge and interest in their operations,” Ninemeier says. Your author actually illustrates the survey results, in table form. The importance to an employee, of tangibles and intangibles such as morale, ego/esteem, wages, and benefits are each explored through the survey. According to the study, an interesting dichotomy exists in the institutional property element. Although, beliefs the academics hold about the institutional element suggest that it offers low job stress, attractive working conditions, and non-demanding competitive pressures, the survey and Ninemeier also observe: “Academics do not believe that many of their graduates will enter the institutional segment.” “If academic beliefs are incorrect, an educational program to educate academics about management and employee opportunities in the segment may be in order,” Ninemeier waxes philosophically.

Labor turnover : its causes, consequences, and control strategy in five selected restaurants in the Miami area

The purpose of this study is to identify and analyze the basic causes of food service employee turnover in five selected restaurants in the Miami area. The withdrawal behavior in this study is treated in terms of controllable turnover, for the purpose of management, learning more about what action to take to solve this problem which has eaten into the fabric of the hospitality industry. The aim is to find out from the food service employees and management view of work for the purpose of identifying the variables which cause an employee to voluntarily leave a job. The objective is therefore, to analyze and describe the problem of labor turnover in these selected restaurants. Such description must precede efforts to arrive at solutions to the problem if these efforts are ever to be more than haphazard and superficial. Sigmund Freud once stated: "The true beginning of scientific activity consists in describing phenomena and only then in proceeding to group, classify and correlate them."1 The nature of the study is basically descriptive survey. Data is collected by the use of management questionnaire, food service employee questionnaire and finally employees job description index. The survey consisted of a series of well defined questions with open and closed endings dealing with employee with employee turnover. As Robert Ferber and P. J. Verdoom state in their book titled Research Method in Economics of Business: "Structured questionnaires, by supplying question formulations in very specific terms as well as the different possible answers are easier for the sample members to answer and also serve to reduce the danger of interviewer bias."2 The answers to the prepared questionnaire by sample members were then recorded. The results of the questionnaire responses were then compiled for presentation and analysis. 1 Julian Simon, Basic Research Methods in Social Science. Random House, New York, 1969, p.53. 2 Robert J. Ferber and P.J. Verdoon, Research Methods in Economics and Business, The McMillan Company, 1962, p. 20 9 .

A Flow-Through Analysis of the US Lodging Industry During the Great Recession

Purpose – The objective of this exploratory study is to investigate the “flow-through” or relationship between top-line measures of hotel operating performance (occupancy, average daily rate and revenue per available room) and bottom-line measures of profitability (gross operating profit and net operating income), before and during the recent great recession. Design/methodology/approach – This study uses data provided by PKF Hospitality Research for the period from 2007-2009. A total of 714 hotels were analyzed and various top-line and bottom-line profitability changes were computed using both absolute levels and percentages. Multiple regression analysis was used to examine the relationship between top and bottom line measures, and to derive flow-through ratios. Findings – The results show that average daily rate (ADR) and occupancy are significantly and positively related to gross operating profit per available room (GOPPAR) and net operating income per available room (NOIPAR). The evidence indicates that ADR, rather than occupancy, appears to be the stronger predictor and better measure of RevPAR growth and bottom-line profitability. The correlations and explained variances are also higher than those reported in prior research. Flow-through ratios range between 1.83 and 1.91 for NOIPAR, and between 1.55 and 1.65 for GOPPAR, across all chain-scales. Research limitations/implications – Limitations of this study include the limited number of years in the study period, limited number of hotels in a competitive set, and self-selection of hotels by the researchers. Practical implications – While ADR and occupancy work in combination to drive profitability, the authors' study shows that ADR is the stronger predictor of profitability. Hotel managers can use flow-through ratios to make financial forecasts, or use them as inputs in valuation models, to forecast future profitability. Originality/value – This paper extends prior research on the relationship between top-line measures and bottom-line profitability and serves to inform lodging owners, operators and asset managers about flow-through ratios, and how these ratios impact hotel profitability.