ADC 601
Case Study:
Flamboyant Hotel
Group 4
PREPARED BY:
1)CHONG KEE YUM
2)SAADAH BT MOHD AFDZALUDDIN
3) PAVITRA NAIR SHASHI KUMAR
4)BALACHANDRAN A/L MURUGIAH
5) AGILA WISNATHAN
6)RADHIYAH FATHIMATUL AZIMAH BT. RAJA SALIM
P-GSM0113/21
P-GSM0143/21
P-GSM0156/21
P-GSM0102/21
P-GSM0085/21
P-GSM0298/21
17 NOV 2021
Introduction
1. Multinational hotel company
2. Philosophy of the hotel: creating a sanctuary for employees
and guests and nurturing an environment that would provide
peace of mind and internal harmony.
2
Character involved in case study
1) Saili: Originated from Greece, hotel director, well experience
2) Took Tem family: Rich, local owner of the hotel
3) Valerie: HR & training dept
4) Stephanie: Marketing executive, bright, produced ideas that
generate more profits for hotel
5) Chef Kon Tam, key person to brand hotel as an exclusive
dining destination
6) Mr. X, Procurement manager
3
Conflicts happened in hotel
1) Conflict between Saili & Took Tem family:
● Constant interference from Took Tem family
● Constant struggle to meet the requirements of both the management
company and the owners of the hotel
● Constant conflicting orders from both parties
● Diverse nature, values and cultures of hotel staffs made coordination
and performance a struggle
4
2)Conflict between Stephanie & her boss
● Stephanie boss, did not seem to value her, repeatedly bringing
down her. Laughed at her brilliant idea and tried to ridicule her.
3) Conflict between Chef Kon Tam & Procurement manager
● Quality of the vegetables that had been ordered; chef refused to
use them
5
Major Causes of Job Dissatisfaction at Gansan
Poor management
• Employees were being affected by the inability of managers
Poor workplace relationship
• Owner and management did not have the same approach and values
• Continuos conflict from both of them which was a major cause of stress
to employees
• Diverse nature in hotel staff because of the differences in values and
cultures
• Constant interference by the owners in the day to day running of the
resort
6
Major Causes of Job Dissatisfaction at Gansan
Not being heard
• Stephanie, a marketing executive was not
valued at all by her manager with the ideas
she had brought up to generate profit for
Gansan
7
STRATEGIES COULD BE IMPLEMENTED TO RESOLVE
THEM
Business culture
• The leaders in the business for the Gansan hotel need to focus
on changing the organisation culture.
Making employees more committed
• Giving the employees a very clear and meaningful description of
the company vission,mission and goals so that they know what
are they working for.
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STRATEGIES COULD BE IMPLEMENTED TO
RESOLVE THEM
Appreciation
• Employers must recognize employees' work to motivate them and if
they are not achieving their standard, try to take feedbacks from them
and give moral support to improve their job day by day.
• Give them rewards for doing good job.
Behaviour of employees
• Hotel employees should have a positive attitude towards their work
since it will affect the attitude to the tourist that stayed in a hotel.
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Q
2
Key Factors Influence an Employee’s Organizational Commitment
●
A clear direction will enable
employee to have a clear goal
○
Direction is the way
employees work hard. They
can choose where to
contribute their efforts; they
know what level they are
achieving in terms of quality
and quantity.
●
Encourage continuous
communication between the
management and staff
● They should spend time with
employees, listen to their
opinions, and involve them in
decision-making processes.
10
Key Factors Influence an Employee’s Organizational Commitment
●
Recognize employee skills and
develop their skills through
training
○
Providing the
necessary training will
ensure the best chance for
employees to succeed
●
Employee need precise role
perception to achieve
organizational commitment
○
Role perception is the degree to
which people understand the
responsibilities assigned or
expected to them
11
Q
3
Major Stressors at Gansan
Organizational constraint
• Constant conflicting orders from the management company and
owners creates a stressful working environment.
• Struggle to meet requirements from both parties who do
not have the same approach and values.
Interpersonal conflict
• Cultural and values differences among the employees lead to
coordination and performance struggle.
• Conflict between staffs from different departments
• Staffs vent out in the morning meetings
12
Q
3
Major Stressors at Gansan
Lack of moral support
• Unsupportive manager creates job disatisfaction.
• Workplace bully that discourages the staffs
13
Q
3
Strategies to relieve stress level
 Set clear objectives and requirements by encouraging regular
communication.
 Create awareness to embrace each other irrespective of the culture
and values, encourage teamwork.
 Prioritize the overall well-being of the employees. Listen to all the
work-related conflict the staffs face and be attentive to their issues,
encourage the staff to join wellness programs.
14
Q
4
Stress contributes to decreased organizational performance, decreased employee overall
performance, high error rate and poor quality of work, high staff turnover, and absenteeism due to health
problems such as anxiety, emotional disorder; work life imbalance; depression and other forms of ailments.
Work
stress
Cultural and
value
differences
Lack of
dedication
Lack of support
or rejected
ideas/thoughts
15
CONCLUSION
 Encourage continuous communication between the management and employees.
 Creating clear strategies and policies for employee engagement.
 Respecting and recognizing the needs of the employees.
 Work as a Team.
 Motivated employees will bring more value addition to the organization.
 Creating career growth opportunities for employees.
 Embrace collaboration despite the cultural values and differences.
16
THANK YOU
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