{"id":5712,"date":"2020-03-16T17:31:39","date_gmt":"2020-03-16T09:31:39","guid":{"rendered":"https:\/\/www2.ift.edu.mo\/NewsPortal\/?p=5712"},"modified":"2020-03-16T17:54:49","modified_gmt":"2020-03-16T09:54:49","slug":"hospitality-sector-csr-inspires-staff-to-offer-customers-better-service","status":"publish","type":"post","link":"https:\/\/www.utm.edu.mo\/NewsPortal\/hospitality-sector-csr-inspires-staff-to-offer-customers-better-service\/","title":{"rendered":"Hospitality-sector CSR inspires staff to offer customers better service"},"content":{"rendered":"\u4e2d\u6587\u6458\u8981 \/ Summary in Chinese<\/span>\n

Introducing positive-minded policies to the hospitality sector in terms of corporate social responsibility (CSR) can not only benefit society, but also the firms promoting these policies. That is according to a new study by a scholar from IFTM. It concludes that CSR policies can have a \u201cgenerally positive effect\u201d on employee behaviour, leading them to provide better customer service.<\/p>\n

The findings of the study \u201csuggest that hotels\/companies\u2019 investment on CSR pays off in the form of not only monetary gains\u201d \u2013 that can come from a good reputation with customers \u2013 but also in other ways, stated IFTM scholar Dr. Ali Bavik in a research paper.<\/p>\n

\u201cWhen employees perceive their organisation taking an active role to fulfil the expectations of not only internal stakeholders but also those of the external parties, their cognitive evaluation of job responsibilities may be accordingly moulded and redefined,\u201d he noted in the paper. \u201cIn the context of hospitality, employees who perceive greater organisational CSR may therefore redefine customers\u2019 demands as challenging work goals rather than as unreasonable demands, which in turn motivates them to go the extra mile to satisfy their customers.\u201d<\/p>\n

Dr. Bavik stated that, for example, when employees witnessed their employer donating a portion of company earnings to non-profit organisations, the staff could conclude that \u201chelping their customers with needs that lie beyond their work duties is what good service employees should do\u201d.<\/p>\n

The comments were featured in the research paper \u201cCorporate social responsibility and service-oriented citizenship behavior: A test of dual explanatory paths\u201d. It was published last year in the International Journal of Hospitality Management.<\/p>\n

The main objective of the study was to look into how company CSR policies, as perceived by staff, could \u201cdynamically influence hotel employees\u2019 service-oriented citizenship behaviour directed at customers\/guests\u201d. In this context, \u201ccitizenship behaviour\u201d referred to \u201cdiscretionary behaviours of contact employees in servicing customers\u201d that were actions that \u201cextend beyond formal role requirements\u201d.<\/p>\n

The study results were based on a survey completed by 238 employees working at 5-star hotels in Macao. In addition \u2013 as part of Dr. Bavik\u2019s study \u2013 the immediate supervisor of each participating worker was asked to assess their \u201ccitizenship behaviour\u201d in terms of customer service performance.<\/p>\n

Making use of CSR<\/strong><\/p>\n

Dr. Bavik noted in his research paper that it was important for hospitality managers to understand that CSR was \u201cmore than a tool\u201d for promoting a firm\u2019s image and reputation. Organisations might also be \u201cbetter off\u201d when their employees demonstrate what Dr. Bavik termed \u201cmore customer-oriented citizenship behaviour\u201d as a result of perceiving their organisation as being \u201cgenuinely concerned with the community\u2019s interests.\u201d<\/p>\n

The IFTM scholar pointed out, however, that hospitality managers should be aware of the \u201cpotentially detrimental effect\u201d of CSR-related voluntary work by employees, as it could consume significant staff member resources \u2013 including time and energy. \u201cTo simultaneously maximise the benefits of CSR and reduce the potential costs incurred to employees, hospitality establishments should regularly review their CSR agenda, strategically integrate CSR into their operations, and encourage employees\u2019 participation on a voluntary (versus compulsory) basis,\u201d said Dr. Bavik.<\/p>\n

The researcher suggested that management in hospitality firms \u2013 and other service-related industries \u2013 should \u201ccarefully design\u201d their CSR programmes. \u201cA path to a balanced coexistence between job duty fulfilment and commitment to the company\u2019s CSR through volunteering, may involve a shift of voluntary activity from off-work hours to working hours, or a combination of both,\u201d suggested the IFTM scholar.<\/p>\n

He added: \u201cAnother way of leveraging on CSR initiatives for motivating employees to contribute to non-profit organisations would be adopting and improving the matching-gift programmes, which refer to a corporation (e.g., hotel) making the same amount of donations as their employees do to non-profit organisations (i.e., dollar for dollar).\u201d<\/p>\n

A different option could be the adoption of skill-based volunteering programmes, matching employee skills and experience with the needs of community organisations, suggested the scholar. \u201cWhile donation-oriented CSR programmes are noble, they do not provide personal touch and interaction with the beneficiaries.\u201d He added that employees might \u201cenjoy using their expertise and knowledge for the community\u201d, which could provide them with a \u201csense of achievement, boosting self-esteem\u201d, and lead to \u201cbonding with the community\u201d.<\/p>\n

Another positive aspect of skill-based volunteering programmes, noted Dr. Bavik, was that they could be designed also as team-building activities.<\/p>\n

The IFTM scholar additionally suggested that, in order to increase the value of CSR within organisations \u2013 and promote positive outcomes for employees in relation to in-house CSR programmes \u2013 senior managers should consider diversifying their CSR initiatives and tailor them in a way that staff members could use these programmes also to acquire new skills and knowledge.<\/p>\n

<\/div>\n

More info<\/strong><\/p>\n

<\/div>\n
The researchers<\/div>\nDr. Ali Bavik is an Assistant Professor at IFTM. He has a PhD from the University of Otago in New Zealand. His research interests include hospitality marketing and hospitality management, with a focus on nepotism, organisational culture, consumer behaviour, job satisfaction, and employee performance management. Dr. Bavik has published a number of articles in academic journals and conference papers on topics related to tourism and hospitality management. He has presented his research work at major conferences in Macao and overseas.
\n<\/div>\n
The paper<\/div>\n– The paper
\nAli Bavik: \u201cCorporate social responsibility and service-oriented citizenship behavior: A test of dual explanatory paths\u201d, International Journal of Hospitality Management, Volume 80, pages 173-182, 2019.
\nhttps:\/\/doi.org\/10.1016\/j.ijhm.2018.11.014<\/a>
\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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