Arun Final Report II

SECTION II
PROBLEM CENTERED
STUDY

A. PROJECT TITLE

A Study on the Effectiveness of Employee Engagement at Hilton, Chennai

B. OBJECTIVES

a. General Objective
To understand the effectiveness of Employee Engagement at Hilton, Chennai
b. Specific Objectives

To find out the extent of Senior Management Support provided to employees
of Hilton, Chennai
To understand the Employee Supervisor Relationship existent at Hilton,
Chennai
To understand the Workplace Expectations of employees at Hilton, Chennai
To understand the level of Work Stress at Hilton, Chennai

C. RELEVANCE OF THE STUDY

Employee engagement is a vast construct that touches almost all parts of human
resource management facets we know hitherto. If every part of human resources is not
addressed in appropriate manner, employees fail to fully engage themselves in their job
in the response to such kind of mismanagement. The construct employee engagement is
built on the foundation of earlier concepts like job satisfaction, employee commitment
and Organizational citizenship behavior. Though it is related to and encompasses these
concepts, employee engagement is broader in scope. Employee engagement is stronger
predictor of positive organizational performance clearly showing the two-way
relationship between employer and employee compared to the three earlier constructs:
job satisfaction, employee commitment and organizational citizenship behavior.
Engaged employees are emotionally attached to their organization and highly involved
in their job with a great enthusiasm for the success of their employer, going extra mile
beyond the employment contractual agreement

This study aims at understanding the effectiveness of employee engagement at Hilton,
Chennai. It also looks into factors like Senior Management Support, Employee
Supervisor Relationship, Work Stress, Work Life Balance and Workplace expectations
of employees.

D. LITERATURE REVIEW

Recent researches also indicate that Employee commitment and OCB are important
parts and predictors of employee engagement in that commitment is conceptualized as
positive attachment and willingness to exert energy for success of the organization,
feeling proud of being a member of that organization and identifying oneself with it and
OCB is a behaviour observed within the work context that demonstrates itself through
taking innovative initiatives proactively seeking opportunities to contribute ones best
and going extra mile beyond employment contract. However, these constructs constitute
the bigger construct employee engagement and they cannot independently act as a
replacement for engagement
Many researchers have tried to identify factors leading to employee engagement and
developed models to draw implications for managers. Their diagnosis aims to determine
the drivers that will increase employee engagement level. Most drivers that are found to
lead to employee engagement are non-financial in their nature. Therefore, any
organization who has committed leadership can achieve the desired level of engagement
with less cost of doing it. This does not mean that managers should ignore the financial
aspect of their employees. In fact, performance should be linked with reward.
Nevertheless, this is simply to repeat the old saying of Human Relations
Movement which goes as social being, human resource is not motivated by money
alone. A companys pay should at least be comparable to the market average.
However, bringing pay and benefits package up to market levels, which is a sensible
first step, will not take a company very far- they are like tickets to the ballpark, -they
can get the company into the game, but cant help it win.
As the best resources to any organization is always its human resources, the
attainment of an workplace with high caliber employees are the key to success & the
way to set competitive advantage in the global scenario. A well functioning
organization is the product of its healthy, committed and motivated employees, who
can be termed as engaged employees. Engagement takes place when employees are
committed to their job. They are interested and indeed excited about what they do. It
involves loyalty, faith and pride in the organization, a willingness to advocate for his
organization and a sense of personal responsibility. Global economy has experienced
significant shifts in the recent past which have accelerated the need for
organizations to find innovative ways to address new technological,
demographic and marketplace realities. These shifts made the organizations to

reevaluate costs associated with talent. High workforce performance and organizational
success must be maintained along with changes in strategies. Research has consistently
shown that employee engagement is powerfully linked to a range of business success
factors such as:

1. Employee performance/efficiency

2. Productivity

3. Safety

4. Attendance and retention

5. Customer service and satisfaction

6. Customer loyalty and retention

7. Profitability

During economic down turn, many organizations focused less on how to manage their
talent and engage their employees, instead focusing on how to reduce costs by cutting
salaries, bonuses, rewards and development costs. Some shortsighted leaders may even
think that employee engagement no longer matters because their employees have fewer
options and will stay because of their need for job security.

However, smart leaders realize that while they may need to find short-term solutions to cut
costs, they must also identify longer-term talent management strategies to remain viable.

a. Evolution of Employee Engagement
Employee engagement is derived from early studies in the 1920s on morale or a
groups willingness to accomplish organizational objectives. The concept was matured by US
Army researchers during World War II to predict unity of effort and attitudinal battle
readiness before a strike. Again, post war mass production society needed unity of effort in
execution for speed & quality, where morale was considered to be the most important
indicator. In the modern day perspective with the advent of knowledge worker, stress was
given on individual talent management. Thus a term was required to describe an individuals
emotional attachment to the organization, to his fellow colleagues and to the job. Thus came
the term employee engagement, which is an individual emotional phenomenon whereas
morale is a group emotional phenomenon.

b. Influence Of Corporate Culture On Employee Engagement
Due to shift of world economy from industrial to knowledge based one, employees are being
valued for not only what they produce but also for what they know. Having a high performing
business culture is a competitive advantage for any organization today. Every employee either
makes the culture stronger or weakens it. In the mid 1990s, it was discovered that no
organization large or small has a single culture, rather it has many cultures as it has many
functions, managers or supervisors. Employers have understood that they have little control
over the culture that exists. That does not mean that they are able to find the best managers
and supervisors. Culture cannot be inculcated through vision & mission statement. Once an
organization achieves its desired culture, the employees whose attitude & behavior align with
the desired culture will be engaged and those who do not fit into it leave on their own or they
are asked to leave because of culture push. The goal of every organization should be targeting
the right employees Only focusing on employee engagement often may miss this point.
Employee engagement may reduce at the time of culture change, which is acceptable as the
engagement score becomes high for the right group of employees afterwards.

c. Aspects of Employee Engagement
Global studies suggest that there are three basic aspects of employee
engagement:
The employees and their own unique psychological make-up and
experience.
The employers and their ability to create the conditions that
promote employee engagement.
Interaction between employees at all levels

d. Key Drivers of Employee Engagement
In 2006, The Conference Board published an article Employee Engagement A review
of current research and its implication on the basis of 12 major studies conducted by research
firms such as Gallup, Towers Perrin, Blessing White, The Corporate Leadership Council and
others. It came out that 4 of the studies mentioned 8 key drivers of employee engagement out
of a total of 26 key drivers collectively. These are:
(i) Trust & integrity managers should communicate well and go by their words.
(ii) Nature of the job employees should find their job challenging enough to motivate

themselves.
(iii) Line of sight between employee performance and company performance employee
should have clear understanding as to how they contribute to the companys
performance.
(iv) Career growth opportunities employees should have clear career path and growth.
(v) Pride about the company employees should feel esteemed by being associated with
the organization.
(vi) Coworkers / team members relationship with colleagues significantly increase
employee engagement level.
(vii) Employee development the organization should take necessary steps for developing
the knowledge, skills and attitude of the employees.
(viii) Relationship with manager the employee should be comfortable with his manager
and value the relationship.
There are few more drivers which contribute in increasing employee engagement such as
A culture of respect where good job is appreciated
Feedback, counseling and mentoring
Fair reward, recognition and incentive scheme
Effective leadership
Clear job expectations
Adequate tools to perform work responsibilities
Motivation

e. Increasing employee engagement

According to vari ous studies, organizations, that give emphasis on employee
engagement, consider the following factors to be important in increasing employee
engagement.
Culture: It basically encompasses various factors such as leadership style,
vision, mission, values, effective communications, strategic plan, HR policies &
practices etc. Corporate culture helps an organization to connect with people, gives
employees the opportunities to ideate and experience, develops employees for
leadership roles and helps them grow with the organization.
Continuous Reinforcement of Employee Focused Policies: Continuous
reinforcement exists when proemployee HR policies are framed by the organization

and top management provides budgets and resources so that the employees can
accomplish their tasks.
Meaningful Metrics: An organizations performance is dependent majorly on its
employees. Hence, it is important to decide on measurement criterion for the factors
that affect performance of an organization. This drives people focus in an
organization.
Organizational Performance: It leads to high levels of trust, pride,
sat i sfact i on, success and of course fun at work place.
Increased Job Involvement And Job Satisfaction: A clear understanding of job
role & work role expectations and opportunities to excel, recognition of good work,
opportunities to develop skills and opportunities for learning & growth help to
increase job engagement.
Encouraging Teamwork: Teamwork is the key to organizational success. To
increase team engagement, the team members should be allowed to interact
frequently and consistently so that longer term relationships are developed including
trust, co operation and reliance on each other.
Handling Employees Mental & Physical Health and Morale: Reports suggest
that lifestyle issues such as smoking, poor diet, obesity, elevated blood pressure and
stress are most likely to reduce an individuals capacity. Companies must invest in
the well being of their employee such as employee health priorities.

f. Practices To Boost Up Employee Engagement

New employee orientation is often one of the first and best opportunities to engage employees.

Engagement at the time of On boarding
Employee engagement begins from the very first day of joining of a new employee.
The employee should receive a warm welcome. The new joiners name can be displayed
on the notice board so that everyone comes to know. The new joiners of the day can be
treated with lunch with one or more senior persons so that they feel important.

Engagement at the time of Induction
HR department can assign a buddy to help the new joiner in understanding and to get along
with the organizations culture & values. Besides a buddy, one mentor should be assigned to
the new joiner at least for the first six months, so that he/she can get professional and moral
support & does not feel lost in the ocean. Induction management should be on high priority
generally any ideal induction process should start with a brief history of the organization
and philosophy, vision, mission, values, organization structure, product range, customers
& suppliers and all other vital information alongwith locational guidance. HR policies and
code of conduct should be talked upon the on the very first day.

Engagement for regular employees
This can be classified into three parts
Workplace Communication
Fun at Work

Celebration of festivals and other events

Communication is a very important component of engagement. Town Hall meeting along with
family of the employees to felicitate all the top performers in front of their families is a
common practice across industries. At the beginning of each month, any guest speaker or any
top level executive of the organization can take a onehour session to communicate the
companys goals, performance, achievements & current market scenario. This creates a lot of
enthusiasm and vibrations among employees as they feel informed and aligned with the
organizations performance. Fun at work is practiced through various games, sports,
competitions and activities involving employees & their families. Celebration of various
national/ regional festivals & national events like Independence Day & Republic Day is

another common practice across industry as a tool of engagement.

g. Impact Of Employee Engagement

In the Gallup Study nine performance outcomes were studied: Customer loyalty/engagement,
profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety
incidents and quality (defects). Employee engagement is related to each of the nine
performance outcome studied. Results show consistent correlation across different
organizations. The correlation between employee engagement and composite
performance found to be 0.48. Findings showed correlations between job satisfaction
and organizational commitment translate into lower turnover. Thus higher levels of employee
commintment, indicate higher levels of employee engagement. According to Gallup, there are three
types of employees in an organization
1. Engaged These employees are the builders. They are eager to know the
expectations from their role so that they can meet and exceed them.

2. Not Engaged These employees tend to concentrate on tasks rather than the goals
and outcomes. They need others to drive them.

3. Actively disengaged These employees are consistently against virtual everything.
They are not just unhappy at work they show their unhappiness openly.

In world class organizations, the ratio of engaged to actively disengaged employees is: 9.57:
1. In average organizations, the ratio of engaged to actively disengaged employees is
1.83:1Studies by Gallup organizations released in 2003 show that only 29% of workers
were engaged in their work, 54 % were not engaged and 17% were actively disengaged.
Employee engagement creates greater motivation within employees for the work they do and
increases their commitment to the organization. It is about creating an enthusiasm for their
roles, their work and the organization and ensuring they are aligned with the values of the
organization, well informed and well integrated with their colleagues and the culture of the
organization.

Effectiveness of Employee Engagement at Hilton, Chennai

Masters in Human Resources Management Rajagiri College of Social Sciences

As per the 2008 Association for Training and Development (ASTD) Employee Engagement
study, top 3 business benefits derived from engagement are

1. Enhance customer service and drive customer satisfaction.

2. Improve organizational productivity

3. Improve the bottom line.

Top 3 factors that positively influence employee engagement are

1. Quality of training and learning opportunities

2. Learning through stretch assignments

3. Frequency of learning opportunities.



E. RESEARCH METHODOLOGY
The construct, employee engagement emanates from two concepts that have won
academic recognition and have been the subjects of empirical research-Commitment and
Organizational Citizen Behavior (OCB) (Robinson, Perryman and Hayday, 2004;
Rafferty et al., 2005). Employee engagement has similarities to and overlaps with the
above two concepts. Robinson et al. (2004) define employee engagement as a positive
attitude held by the employee towards the organization and its value. An engaged
employee is aware of business context, and works with colleagues to improve
performance within the job for the benefit of the organization. The organization must
work to develop and nurture engagement, which requires a two-way relationship
between employer and employee.

a. Tools for Data Collection
The process of data collection was carried out using questionnaires which was
distributed amongst the employees; their responses were then collected and analyzed.
Population: 76
Sampling Frame: 50

b. Sources of Data Collection
The primary sources of data collection was the questionnaire which was circulated
among the employees



F. DATA ANALYSIS & INTERPRETATION

a. Respondents
DEPARTMENT RESPONDENTS
Owners Office 1
Executive Office 1
Business Development 7
Food And Beverage Service 4
HR 1
IT 1
Engineering 1
Operations 3
Purchase 2
Finance 7
Front office 6
Kitchen 12
Housekeeping 4

1
1
7
4
1
1
1 3
2
7
6
12
4
RESPONDENTS
OWERNS OFFICE
EXECUTIVE OFFICE
BUSINESS DEVELOPMENT
FOOD AND BEVERAGE SERVICE
HR
IT
ENGINEERING
OPERATIONS
PURCHASE
FINANCE
FRONTOFFICE
KITCHEN
H0USEKEEPING


b. Senior Management Support
Senior management is open and honest in communication
FREQUENCY PERCENTAGE
STRONGLY AGREE 23 46
AGREE 13 26
NEUTRAL 13 26
DISAGREE 1 2
STRONGLY DISAGREE 0 0

Suggestions made by associates are listened to and acted upon
by senior management
AGREE 19 38
NEUTRAL 9 18
DISAGREE 1 2
46%
26%
26%
2%
Senior management is open and honest in
communication
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE


SENIOR MANAGEMENT SUPPORT
AGREE 16 32
NEUTRAL 11 22
DISAGREE 1 2
STRONGLY
DISAGREE 0 0

Interpretation: Almost 80% of the employees are of the opinion that the senior management
is very supportive. They take in the recommendations of employees while making decisions
pertaining to the areas of concern and are very open and honest with their communication.

42%
38%
18%
2%
Suggestions made by associates are listened to
and acted upon by senior management
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
44%
32%
22%
2%
SENIOR MANAGEMENT SUPPORT
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

c. Employee Supervisor Relationship
My immediate supervisor is available to answer my questions
or concerns

AGREE 17 34
NEUTRAL 8 16
DISAGREE 0 0

My immediate supervisor gives helpful feedback on a regular
basis so I can improve
AGREE 14 28
NEUTRAL 8 16
DISAGREE 2 4

50%
34%
16%
My immediate supervisor is available to
answer my questions or concerns
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE


My immediate supervisor gives helpful feedback on a regular
basis so I can improve
AGREE 14 28
NEUTRAL 8 16
DISAGREE 2 4

42%
42%
12%
4%
My immediate supervisor holds associates up
to high standards of performance
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
52%
28%
16%
4%
My immediate supervisor gives helpful
feedback on a regular basis so I can
improve
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

EMPLOYEE - SUPERVISOR RELATIONSHIP
AGREE 17 34
NEUTRAL 7 14
DISAGREE 1 2
STRONGLY
DISAGREE 0 0

Interpretation: More than 80% of the employees have a very good employee supervisor
relationship. The immediate supervisor is always available for the employees to answer their
questions and queries and they even provide useful feedback which helps employees in
improving their line of work.

49%
35%
14%
2%
EMPLOYEE - SUPERVISOR
RELATIONSHIP
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

d. Workplace Expectations
Hilton as an organisation motivates me to contribute more
than what is normally required to complete my work?
AGREE 17 34
NEUTRAL 5 10
DISAGREE 0 0

My benefits plan is easy to understand and use
AGREE 16 32
NEUTRAL 10 20
DISAGREE 0 0

56%
34%
10%
Hilton as an organisation motivates me to
contribute more than what is normally
required to complete my work
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE


I am paid fairly for the contributions I make to the
companys success performance
AGREE 13 26
NEUTRAL 8 16
DISAGREE 2 4

48%
32%
20%
My benefits plan is easy to understand and
use
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
51%
28%
17%
4%
I am paid fairly for the contributions I make
to the companys success performance
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

I have all the resources I need to do my job effectively
AGREE 16 32
NEUTRAL 9 18
DISAGREE 0 0

WORKPLACE EXPECTATIONS
AGREE 16 32
NEUTRAL 8 16
DISAGREE 1 2
STRONGLY
DISAGREE 1 2

50%
32%
18%
I have all the resources I need to do my job
effectively
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE


Interpretation: 80% of the employees agree that Hilton have met with their expectations of
an ideal workplace. According to the survey the employees are satisfied with their
compensation, they have all the resources available to carry out their work properly and they
are also motivated to do more that their required share of work.

49%
31%
16%
2%
2%
WORKPLACE EXPECTATIONS
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

e. Work Life Balance

WORK-LIFE BALANCE
AGREE 15 30
NEUTRAL 10 20
DISAGREE 0 0
STRONGLY
DISAGREE 1 2

Interpretation: Almost 80% of the employees agree that they are able to attain a very good
work life balance at Hilton, Chennai

48%
30%
20%
2%
WORK-LIFE BALANCE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

f. Work Stress
The amount of work is spread fairly among associates
AGREE 14 28
NEUTRAL 10 20
DISAGREE 3 6

The amount of my work is right for me
AGREE 19 38
NEUTRAL 9 18
DISAGREE 4 8

44%
28%
20%
6%
2%
The amount of work is spread fairly among
associates
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE


WORK STRESS
AGREE 17 34
NEUTRAL 10 20
DISAGREE 4 8
STRONGLY
DISAGREE 1 2

Interpretation: Almost 70% of the employees agree that they do not have much of work
stress during their course of employment. They agree to the fact that each employee has been
given the right amount of work and the divisions of work amongst associates are also even.
36%
38%
18%
8%
The amount of my work is right for me
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
38%
33%
19%
8%
2%
WORK STRESS
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

G. LIMITATIONS

i. Collecting the responses from the employees took more time than
expected
ii. Not all were ready to give genuine responses to the questionnaire
iii. The survey could not cover all the employees of the organization
because or time constraint

H. FINDINGS

a. Most of the employees the opinion that the senior management is very
supportive. They take in the recommendations of employees while making
decisions pertaining to the areas of concern and are very open and honest with
their communication.
b. The employees have a very good employee supervisor relationship. The
immediate supervisor is always available for the employees to answer their
questions and queries and the supervisors even provide useful feedback which
helps employees in improving their work.
c. Employees agree that Hilton have met with their expectations of an ideal
workplace. According to the survey the employees are satisfied with their
compensation, they have all the resources available to carry out their work
properly and they are also motivated to do more that their required share of
work, to ensure that the job gets completed in time.
d. The employees agree that they are able to attain a very good work life
balance at Hilton, Chennai. This has further helped the employees have a
stress free and peaceful working environment
e. The employees agree that they do not have much of work stress during their
course of employment. They agree to the fact that each employee has been
given the right amount of work and the divisions of work amongst associates
are also even. Thus preventing overburdening of work on a particular
employee.
f. Based on the responses of employee, we can conclude that more that 70% of
the employees at Hilton are Engaged. This is because the employees work

with passion, they feel a strong connection to the organization and they work
hard to innovate and improve.

I. RECOMMENDATIONS
a.


J. CONCLUSION
Companies with engaged employees have higher employee retention as a result of reduced
turnover and reduced intention to leave the company, productivity, profitability, growth and
customer satisfaction. On the other hand, companies with disengaged employees suffer from
waste of effort and bleed talent, earn less commitment from the employees, face increased
absenteeism and have less customer orientation, less productivity, and reduced operating
margins and net profit margins. Most researches emphasize merely the importance and
positive impacts of employee engagement on the business outcomes, failing to provide the
cost-benefit analysis for engagement decisions. As any other management decisions,
engagement decision should be evaluated in terms of both its benefits and its associated costs,
without giving greater emphasis to neither of the two, not to bias the decision makers. Thus
there is a need to study the cost aspect of engagement decisions. The remarkable fact is, the
findings of todays researches, can be used as corner stone for the building of complete
essence to the construct.
Managers should enhance two-way communication, ensure that employees have all the
resources they need to do their job, give appropriate training to increase their knowledge and
skill, establish reward mechanisms in which good job is rewarded through various financial
and non-financial incentives, build a distinctive corporate culture that encourages hard work
and keeps success stories alive, develop a strong performance management system which
holds managers and employees accountable for the behavior they bring to the workplace,
place focus on top-performing employees to reduce their turnover and maintain or increase
business performance


BIBLIOGRAPHY
1. Journals & Articles
a. Employee Engagement: Maximizing Organizational Performance From
Right Management, A Manpower Company
b. Employee Engagement: What Do We Really Know? What Do We Need to
Know to Take Action? Centre For Advanced Human Resource Studies
(CAHRS) By Colin Dicke, Jake Holwerda, & Anne-Marie Kontakos
c. Employee Engagement: The Key to Improving Performance , International
Journal of Business and Management Vol.5, No. 12; December 2010, By :
Solomon Markos & M. Sandhya Sridevi
d. Employee Engagement - Engaging the 21st Century Workforce,
Asian Journal Of Management Research,Online Open Access publishing
platform for Management Research, By Abhijit Siddhanta & Debalina Roy
e. The Role Of Employee Engagement In Work-Related Outcomes,
Interdisciplinary Journal of Research in Business Vol. 1, Issue. 3, March
2011(pp.47-61) By Dr. Padmakumar Ram & Dr. Gantasala V. Prabhakar

2. Websites
a. EconomicTimes:
http://articles.economictimes.indiatimes.com/keyword/employee-engagement
b. Engage For Success : http://www.engageforsuccess.org/about/what-is-
employee-engagement/
c. Ivy Business Journal : http://iveybusinessjournal.com/topics/the-
workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-
engagement#.U4oTvnKSzEQ
d. The Guardian : http://www.theguardian.com/public-leaders-
network/2012/may/03/importance-employee-engagement-difficult-times
e. AON- Human Resource Consulting & Outsourcing :
http://www.aon.com/human-capital-consulting/thought-
leadership/talent_mgmt/2013_Trends_in_Global_Employee_Engagement.jsp



Section iii

Annexure


QUESTIONNAIRE

Employee Engagement With Reference To Hilton Hotel Chennai.

Gender : Male Female
Age :
Working in (Department):
Years of service in this industry: __________

Please Rate Your Level Of Agreement With The Following Statements
Regarding Your Current Job:
1 = Strongly Disagree 2 = Disagree 3= Neutral 4= agree 5= Strongly agree
List 1 2 3 4 5

1. Hilton as an organisation motivates me to contribute more
than what is normally required to complete my work?

2. The amount of my work is right for me

3. Senior management is open and honest in communication

4. My immediate supervisor is available to answer my
questions or concerns

5. Suggestions made by associates (Examples: suggestions for
improving service, work procedures) are listened to and acted
upon by senior management

6. My immediate supervisor holds associates up to high
standards of performance.

7.My benefits plan is easy to understand and use



8. I am paid fairly for the contributions I make to the
companys success performance

9. My immediate supervisor gives helpful feedback on a
regular basis so I can improve

10. The amount of work is spread fairly among associates

11. The balance between my work and personal life is right for
me.

12. I have all the resources I need to do my job effectively

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SECTION II

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