100
Human Resources
opportunities and nancial incentives. Those in their 50s or older prefer a secure and stable position.
Your own parking slot In their 2008 case study, Mr Udani and Mr Au Ieong analysed a non-gaming mul- tinational company established in Macau and found that most employees described workers there as committed and loyal to their employer. Although some hoped for better remuneration, more training and improvements in the workplace, they treasured working for a rm with a record
of having made few layoffs and of having rarely been late with the pay – which also instilled team spirit. The study found most employees
thought job stability and a good working environment were important considera- tions in their preference to remain in the company. In Macau’s highly competitive tour-
ism and hospitality industries, remuner- ation and bene ts are likely to remain costly in the short run, as employers strive to attract the most talented candi- dates from a limited pool of labour, says
Mr Neirynck. Jobs in these industries are usually intense and done in shifts (often long and late-night shifts) and in a competitive atmosphere, making non- - nancial incentives even more important for day-to-day motivation, he says. Hotel and casino companies have
been improving their non- nancial in- centives, offering a wide range of career planning and progression initiatives, team-building activities and good work- ing conditions. Wynn Macau Ltd.
is an example.
The casino operator offers incentives such as employee recognition and award programmes, sports and social activities to build team spirit and strike a work-life balance, and a dining area, parking and an in-house clinic for employees. The company also offers learning and devel- opment opportunities. “When employees know that they
are part of a company that fosters talent, they naturally want to remain and grow with the company,” says Zuleika Mok, Wynn Macau’s vice-president for human resources.
Love equals money Aware that training increases employee satisfaction and motivation, the casino industry has been steadily building up its capabilities. In a study published in 2009 of the relationship between job satisfac- tion and performance in Macau casino- hotels, Ricardo Siu, associate professor of business economics at the University of Macau, and Zheng Gu of the University of Nevada, Las Vegas, found that most casino employees were short of training and wished for more of it. Mr Siu says the situation has greatly
improved since, not only because of the training offered by gaming operators but also because of their support for and as- sistance with education. Casino opera- tors are also giving employees opportu- nities to try out different jobs so they can nd the one that suits them best, he says. Experts say that greater employee
loyalty and commitment bene t a com- pany’s bottom line. They usually boost productivity while reducing
staf ng
costs, so increasing pro tability. There are also intangible bene ts.
Satis ed employees tend to recommend their company to others, improving its reputation in the labour market and eventually helping it to attract the best people. Sometimes it is not just about the
money. JANUARY 2012
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116