Keep One Eye On The Polymorphism: Explaining Employees’...

Keep One Eye On The Polymorphism: Explaining Employees’ Behavioral Reaction

This topic popped up when I was asked to work on my research methodology for manpower management thesis and their retention identity in modern hospitality sphere.

The context is definitely rooted being a human driven enterprise. These capitals of the hospitality brigade are of the belief that their job has high value on their lives.

The job today is more on a roller coaster with more and more new talent (at times, short-term/ educationally pro) and new technology pumping in. This survival and contentment in retaining oneself towards an organization asks for polymorphism; Which means the occurrence of different forms among the members of a population or colony, or in the life cycle of an individual organism. How much it has trended in the Indian sector is for scholars and HR counselors to find out.

An employee is a migrant from one phase to another who will soon want to get toned. It is for the talent stricken to see if the workplace is here to stay or subject to change. The multitasking assent holds their own against a wide variety of human capital with varied frequencies reproduced by precision and experience.

The biggest change is the end product/service delivery quality standard through planning and performance, beyond which dissatisfaction starts to creep in. It entails small upgrade over the normal functioning, protocols and responsibilities, but not as big a leap as one would expect. You need access to infrastructure, benefits, environment, package, recognition, balance; you need a working culture and a large number of people to work along.

The idea is to prepare the work force for a mutual beneficiary role. One immediate reference could be the Maslow’s Theory which could elevate them to a high altitude.

Expanding Maslow’s hierarchy of needs Original five-stage model to eight-stage model, developed during the 1970s.

  1. Biological and Physiological needs  – air, food, drink, shelter, warmth, sex, sleep, etc.
  2. Safety needs– protection from elements, security, order, law, stability, etc.
  3. Love and belongingness needs – friendship, intimacy, trust and acceptance, receiving and giving affection and love. Affiliating, being part of a group (family, friends, work).
  4. Esteem needs – self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.
  5. Cognitive needs – knowledge and understanding, curiosity, exploration, need for meaning and predictability.
  6. Aesthetic needs – appreciation and search for beauty, balance, form, etc.
  7. Self-Actualization needs – realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.
  8. Transcendence needs – helping others to achieve self actualization.

The inclusive workforce engagement balance with sustainability is gaining momentum. The more you expose yourself to the work environment, the more adaptable job-fit you are. It takes time for one and all to finally get out of the conservatism that they served for as long till then. The present day generation of workforce is hungry for more, fast in approach and comparatively takes more risks than yester.

The veterans at the same time, stay, and stay for long, really long. I guess that is what is retention; greater-than-expected. In this tenure, where the music of the attrition is quite audible, the perceived organizational support has had a positive impact on intention to stay increasing their employees’ commitment as a critical component of turnover culture.

Engaged or married to the job, seems to have gotten around the potential minefield. The performance is amalgamated with the wide variety of skills, departments, expertise and more importantly need of hour, as it necessitates. As an apt example, I would like to share a personal instance. I graduated my hotel school to take up a culinary career in continental section. When I joined I was asked to take care of Indian Section followed by Pantry, Volume feeding, Bakery, South Indian and so on as an occurrence of different forms among the kitchen team. This was an uphill task, but I understood that it was one more milestone, an overseas appointment and definitely career expansion. Had I rejected the offer and jumped to another shore, I would not be sitting here today to pen down my experience as an Ex- Chef, Educationist.

The major intrinsic elements could be categorized as the following. Listed not in the order each one would assess ones position. Sometimes the debacle in these is the resultant attrition.

  • Family domicile
  • Security and progression
  • Package and incentives
  • Job Profile and environment
  • Subordinate and Superior colleagues

The extrinsic would revolve on the intrinsic elements. These are decisive and can be seen through longetivity and performance levels.

  • Personnel personal reach
  • Recognition as an asset
  • Capacity building
  • Exist interview/ one-on-one
  • Align expectations and goals, out of comfort zone

The retention rate can tell us many things about the organization. For instance, a high retention rate usually indicates that the employees are satisfied in their work and that the organization is providing competitive compensation, facilities, work-life balance, recognition and beneficial packages to employees. At the same time the retained employees step forward to run the extra mile addressing issues at various fronts, different spheres of life and organization, at times unbelievably true, when it comes to fulfilling the organizational goal, occurrence of different roles among the team members of a department / organization.

For instance, a Non- MBA-HR could be excellent in the recruiting procedure; another HR professional could spurn wonders as a Sales team member and so on. Something interesting I came across is Talent science, a human capital management technology, assimilates big data and performance metrics in hiring decisions. This is used to assess all current employees to establish a baseline; examining employee’s behavior. Skills can be inculcated as per need and groom future workforce.

This shows that multi tasking as is every hotelier’s job has become quintessential. There are no barriers in terms of core or ancillary departments vide job rotation and career progression.  There are organizations that employ a Java application that performs its payroll calculations polymorphic ally, but we need to check on the multi faceted employee. And who are these, these are WE.


Have you read?

Pro employee retention: a few suggestions to develop peoples’ skills with a major continued commitment and investment through human resource capital asset department.

Salla Vijay Kumar

Salla Vijay KumarVerified account

Lecturer & Training Coordinator at Institute of Hotel Management Ahmedabad
Mr. Salla Vijay Kumar, is a recipient of National Award for Excellence in Hospitality Education. He is pursuing his Ph.D. in Management from Kadi University, Gandhinagar, Gujarat after M.Phil from Madurai Kamaraj University, Madurai and B.Sc. (H & H.A.) degree from IGNOU from Institute of Hotel Management, Ahmedabad.

He has 5 years of International & National industrial exposure at Holiday Inn, Ahmedabad, Baisan International, Bahrain and Sarovar Group, Ahmedabad and teaching at Baisan Institute of Hotel Management, Bahrain; he is serving IHM Ahmedabad since 2002.

He writes for local, state and national level newspapers. He has represented Institute for Management Development Program in Singapore, Indonesia and Malaysia. His classes were telecasted live on Edu Sat at EMPC, IGNOU. He coordinates the Industrial Training, Research activities for students & Nodal Officer for Official Language Implementation Committee. His core areas are Food Production, Research, training and coordinates the institute and National Seminars.
Salla Vijay Kumar

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Mr. Salla Vijay Kumar, is a recipient of National Award for Excellence in Hospitality Education. He is pursuing his Ph.D. in Management from Kadi University, Gandhinagar, Gujarat after M.Phil from Madurai Kamaraj University, Madurai and B.Sc. (H & H.A.) degree from IGNOU from Institute of Hotel Management, Ahmedabad. He has 5 years of International & National industrial exposure at Holiday Inn, Ahmedabad, Baisan International, Bahrain and Sarovar Group, Ahmedabad and teaching at Baisan Institute of Hotel Management, Bahrain; he is serving IHM Ahmedabad since 2002. He writes for local, state and national level newspapers. He has represented Institute for Management Development Program in Singapore, Indonesia and Malaysia. His classes were telecasted live on Edu Sat at EMPC, IGNOU. He coordinates the Industrial Training, Research activities for students & Nodal Officer for Official Language Implementation Committee. His core areas are Food Production, Research, training and coordinates the institute and National Seminars.