The Rise of the Hospitality Manager

Man talking

Happy, comfortable and productive employees and the new generation of office managers making it happen

By Fernanda Arreola and Gregory Unruh

New demands are emerging in the service sector that require people-oriented managers who also understand the technical aspects of operating large facilities. Our research shows a need for new “transversal” professionals capable of merging hard technical abilities with soft relational ones. A prime example is a new generation of Hospitality Managers that fulfill the hospitality needs of employees in ways that facilitate organisational happiness and engagement.

 

Capturing the Organisational Value of Hospitality Service Offerings

Executives are increasingly aware of the value that attending to the humanistic needs of an office can bring to the organisation. Research shows, for instance, that providing the basic elements of ergonomy, such as good lighting, workplace ventilation and green spaces, can result in greater work satisfaction with an eventual positive impact on workplace performance.1,2,3 Other companies are employing perquisites and assistance services to attract talented employees and encourage deeper engagement.4,5 Facebook or Alphabet (Google), for example, have rendered their facilities into “campuses” with spaces meant to generate collaboration and informal exchanges while reducing stress levels. The companies further facilitate many of the personal life activities of employees, such as dry cleaning, child care or even making dinner reservations or arranging for flower delivery.6 The goal of these services is to free employees of mundane concerns so that they can attend more fully to their professional work.

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About the Authors

Dr. Fernanda Arreola is a Professor of Strategy & Entrepreneurship at École de Management Léonard de Vinci where she is head of the Business Research Group. Her research focuses on innovation and entrepreneurship with a specific interest on the governance of innovative business practices.

Dr. Gregory Unruh is the Arison Professor of Values Leadership at George Mason University in Washington, DC and an expert on sustainable business strategy. He serves as the Sustainability Editor for the MIT Sloan Management Review.

References
1. De Croon, E., Sluiter, J., Kuijer, P. P., & Frings-Dresen, M. (2005). The effect of office concepts on worker health and performance: a systematic review of the literature. Ergonomics, 48(2), 119-134.
2. Roelofsen, P. (2002). The impact of office environments on employee performance: The design of the workplace as a strategy for productivity enhancement. Journal of facilities Management, 1(3), 247-264.
3. Singh, A., Syal, M., Grady, S. C., & Korkmaz, S. (2010). Effects of green buildings on employee health and productivity. American journal of public health, 100(9), 1665-1668.
4. https://www.forbes.com/pictures/ 56b3b990e4b062f6b5994e 8b/the-top-10-employee-perks/#508d637564c3, retrieved on July 23, 2019
5. https://fortune.com/2016/03/28/these-32-companies-have-concierge-services-for-employees/, retrieved on July 23, 2019
6. https://www.inc.com/business-insider/14 – popular – perks -for-new-parents-that-go-beyond-paid-parental-leave.html, retreived on July 23, 2019
7. http://workplacemagazine.fr/Archives-article/Fiche/6925/De-l%2592accueil-a-l%2592hospitality-management, retreived on July 23, 2019

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