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Written Assignment of Unit 2: Case Study of the Mandarin Oriental Hotel

MBA, University of the people

BUS 5910: Management Capstone

Dr. Lee

September 2022
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Abstract

The Mandarin Oriental Hotel, which is based in Bangkok, is the subject of this case study. This has

created a global business environment and is a global leader in hospitality management. The creation and

upkeep of their personnel's extraordinary performance were one of the factors in their remarkable

achievement. Encouragement of employees to work nonstop has been a strategic goal of human resources

management (HRM). This strategy promotes the growth of skills and competencies as well as the

maintenance of a competitive edge by making careful investments in HRM. The focus of this case will be

on workplace adjustments that not only improve the working environment but also recognize how much

employees are valued. This allows us the chance to comprehend the effects that might be seen as various

motives by employees based on their gender, division, and level of expertise, as well as how an employer

might adjust the work environment in a way that would be advantageous to all parties involved.

Keywords: Internal and External Motivation; Hotel Work Environment.

Introduction

A global brand with 29 hotels operating from 19 different nations and territories, Mandarin Oriental has

made a name for itself. The organization has reinforced compliance through a code of conduct, managing

anti-corruption risks, and resolving information protection concerns to advance high ethical standards

(Marshall et al., 2015). Mandarin Oriental, a hotel in Bangkok, enjoys an outstanding reputation as a

pioneer in hospitality management. The business has continued to succeed through encouraging and

supporting outstanding employee performance.

Mandarin Oriental's strategy has been to designate a specific area of the hotel dedicated to employee

welfare, the O-Zone, meant to support employees' social lives to preserve work-life balance, to keep

workers focused on a high level of performance around the clock (Marshall et al., 2015). In the framework

of this case study, emphasis is placed on workplace adjustments and how they might successfully raise

employee regard and appreciation.

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Problem diagnosis - Internal and External

This section will examine and list both internal and external problems related to this condition. Intrinsic

motivation is, in a nutshell, an inspiration (or inspiration) that a worker can pursue entirely for his or her

fulfillment or delight. Extrinsic motivation, however, is distinct from internal motivation. Extrinsic

motivators may contribute to the emergence and maintenance of behavior that is motivated by rewards.

He works toward a reward with extrinsic incentives in mind; he is not doing this for his satisfaction. The

HRM team has to understand what makes these methods advantageous for boosting employee satisfaction

and retention in this situation.

Another issue was that the issue needed to be further identified, researched, and evaluated due to its

internal and external components. Psychology frequently reveals that people may have innate qualities

like love and joy that can work as motivators for them. Hotel management must embrace human resource

management strategies that enable it to create and keep skilled people to identify and address these two

issues. Herzberg described the "employee theory," which focuses on variables like bad hygiene that can

lower job satisfaction while stimulating agents can increase propensity. These catalysts are broken down

into health variables and stimuli. The necessity for fair execution of corporate policies, awards, security,

growth and success, commendation and rewards, etc. are among the incentives. To help with these

problems, Mandarin Oriental has included an O-zone trial.

Herzberg's theory of motivation and hygiene contends that people have two distinct types of wants in light

of this diagnosis. Employees may not be satisfied when one of these external circumstances, as previously

noted, is unfavorable. This does not imply that satisfying these hygiene demands would result in

happiness. It might, however, make people happier. Additionally, the O-Zone region featured the

development and implementation of the Fashion District, Standard Maintenance and Cleaning, Personal

Grooming, Health Zone, and Employee Health Care to aid HRM in extrinsic employee assistance.

There was an innate need to make the workers happy to be highly regarded. As a result, the Wall of Fame,

Dream Zone for relaxation, Mind Zone for meditation, and Employee Recognition were all built within the

O-Zone to improve the level of service offered to staff members at the Mandarin Oriental Hotel. The data
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needed to be gathered to show how the employees' innate requirements were being satisfied.

Alternatives and Plan of Action

The difficulties facing Mandarin Oriental as it serves the hospitality industry are urgent problems for it

both internally and internationally. One of the key factors in employee retention is work happiness.

Employee weariness could be a result of problems that are not promptly and accurately resolved. For

employees to be happy with their work and their surroundings, it is necessary to consider the Herzberg

principles of motivation and cleanliness. The employees have a sense of belonging and inclusion when a

positive organizational culture is imposed. Employees regard their work personally and as if it were their

place of employment as their sense of belonging grows, even in their professional positions. This satisfies

the criteria for commitment, perseverance, and the accomplishment of organizational goals.

Knowing the factors that contribute to employee motivation, engagement, and engagement is crucial

when implementing an action plan. Consequently, this company, as well as the management team in

charge of human resources, needs to be aware of the causes of both employee contentment and

dissatisfaction. Because of this, research has been done to collect information that will help Mandarin

Oriental keep and preserve its competitive advantage. To sum up the previous sections in plain language,

job satisfaction and dedicated employees are the main causes of the issue. Whether there are no external

or intrinsic motivations, it makes no difference. The company would have wasted time and resources if it

had just paid attention to one element. This is made clear through study and the methodical application of

findings that will strengthen and improve the work. For instance, they could invest heavily in Area O's

future development and utilize that money to build it. However, this goes against the motivating

demands, which are satisfied by a variety of elements, if the employees seek higher compensation and

more prospects for advancement within the organization (Senyucel, 2009). Because they abused its

financial resources without striking a balance, the company is now in trouble.

In this situation, finding a balance while addressing the genuine problems of employee satisfaction and

increasing their levels of commitment will be beneficial for the HRM team and all required entities for the

leaders concerned. Employee commitment is hampered if they don't feel satisfied. In the end, it drives them
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to quit the company and work for one that offers a better working atmosphere.

Relevance of the Issue to Study

This case study closely resembles a business study because it offers illustrations of employee motivation.

Furthermore, we discover that money is not always the main source of incentive at work, and this is an

admirable example for other businesses. The fact that allowing employees at all levels to participate in the

decision-making process is a step on the right path because it helps them to feel part of the process is

another element I chose from this case study that makes it closely tied to the study of business. Although it

is incorrect to assume that employees have direct involvement, doing so is crucial for the organization's

overall development.
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References

Brooks, C. (2017, May 25). Change in the Workplace Stresses Your Employees Out Most. Business News

Daily. https://www.businessnewsdaily.com/8744

Laegaard, J. & Bindslev, M. (2006). Organizational Theory. Bookboon

Marshall, T., Mottier, E., & Lewis, R. (2015). Motivational Factors and the Hospitality Industry: A Case

Study Examining the Effects of Changes in the Working Environment. Journal of Business Case

Studies, 123-132.

Meadows-Fernadez, R. (2017, September 25). What Is Extrinsic Motivation and Is It Effective?

Healthline. https://www.healthline.com/health/extrinsicmotivation

Senyucel, Z. (2009). Managing the Human Resource in the 21st Century. Bookboon