In the growing market of hotel and tourism, the sustainability of a business venture is highly dependent on the preservation of ethics and codes. In the recent years, Australia has observed an enormous growth in the sectors of tourism and hotel industry (Allen, 2017). The sea beaches, the adventure park, restaurants offering mouth watering cuisines and the destinations like Blue Mountains, Uluru and Whitsunday islands have become major destination goals for the tourists around the world (Allen, 2017). However, the ethical issues have gained more and more importance along with this growth of the industry.
This is a fact that a successful hotel or restaurant is run by a team. The team should be honest amongst each other and which remains integrated in terms of communication and collaboration with in the group (Kim, Vogt & Knutson, 2015). The primary tenet of ethics include honesty, loyalty, integrity, trustworthiness, fairness, respect, good leadership, excellent commitment, preservation of morale, reputation and accountability towards the company (Knani, 2014). All these aspects of ethics have a role in the elevation of a business organisation in the sector of hospitality and tourism (Knani, 2014).
As team work or group activity becomes inherently important in case of hospitality management or tourism, the principles of ethics plays an important role in binding the team together and achieving the goals through the maintenance of discipline with the help of ethics (Knani, 2014). The major ethical issue to be addressed in the hospitality and tourism industry is loyalty of the employees. In the present world, the maintenance of privacy is looked upon as a major issue in t hotel and tourism sector (Knani, 2014). The saleability of a service or a product is entire dependent on its uniqueness and quality. A hotel or a restaurant maintains its secret recipes for keeping the uniqueness of food products (Wijesinghe, 2014). The Loyalty also plays a significant role in the preservation of important data, business secrets and confidential information. Hospitality sector has to deal with information like Customers’ bank account number, the customer service information and financial data (Wijesinghe, 2014). It is the responsibility of a hotel to ensure its secrecy. The design of the hotels or the customer information is confidential form of data which are often not shared with the outsiders (Wijesinghe, 2014). If such information is leaked, it can cause heinous results like personal attacks or in breach of the privacy issues for the customers. Therefore, loyalty of the employees is a very sensible issue in this sector (Knani, 2014). It is important for securing confidential information about the organisation and the customers (Wijesinghe, 2014). It safeguards, personal information like the bank account numbers of the customers, organisational information like financial reports and secret of the uniqueness of the organisation and the security issues of the organisation (Knani, 2014). These are the issues which can cause headache for the stakeholders, as it can affect business and their credibility (Knani, 2014).
In the present age loyalty has become a difficult ethic to maintain or sustain within an organisation. The employees of a company are constantly in search of better job opportunities which provide them better facilities, working conditions and salary. As the Australian tourism and hotel industry is booming at present, the employee loyalty has been hitting an all time low. Hence, the stakeholders are looking at major alternatives to the employee loyalty.
The major process of addressing this issue is in the hands of an able leadership. An able leadership can channel the employees in work in a better way and will keep an eye on the employees and their performance (Jamsari, & Hashim, 2013). The leadership or the management can monitor the employees and their action in terms of his performance, behaviour with customers and if he is involved into any suspicious activities during the working hours. Any suspicious activities should be addressed properly by the leadership (Kim, Vogt & Knutson, 2015). The instances like breach of code in terms of acquiring information and making it available for the outsiders should be treated with strict attention by the leadership of the hotel industry (Jamsari, & Hashim, 2013).
Another major method can be the enhancement of the better security system (Kim, Lee & Ham, 2013). A better security system with elevated technology will not only help to monitor the work in progress but will also become useful in assessing the loyalty of the employees (Law, Buhalis & Cobanoglu, 2014). A better security system includes regular checking of CCTV footages and the activities in the software and the webpage helps in safeguarding the security system of the company (Law, Buhalis & Cobanoglu, 2014).
Another important way to address the problem is the formation of a better employee contract in terms of rights and regulations (Jamsari, & Hashim, 2013). The contract should be a legal framework containing all the rights and limitations of the employee in the workplace. This will work as a warning for the employees and will ensure their seriousness towards work (Jamsari, & Hashim, 2013). However, the contract should be legal and there should be clauses to prevent employees to leak the important information.
The best way to limit the dependency on the employees is to maintain a flexible structure among the workers in the hotel industry (Jamsari, & Hashim, 2013). The management should try to change the designations or the responsibilities of the employees in regular intervals. This will limit his understanding of a specific field in a proper way(Jamsari, & Hashim, 2013). This form of channelling work can ensure the security of a hotel from the fear of dishonesty of employees.
Loyalty in the Hotel and tourism business is a supreme form of morale which is required to be maintained for the betterment of the organisation in terms of safety, security, discipline and encouragement of the employees. Loyalty is scarcely found among the employees because of several reasons (Jamsari, & Hashim, 2013). The primary reasons behind it are the long working hours, unsuitable working conditions, low salary and hierarchy. However, the major stakeholders know and understand the present circumstances in the industry and hence have tried to carve out an alternative for maintaining the situations (Jamsari, & Hashim, 2013). The major problems like recession and downfall of the company shares often results into job cuts, demotions and decrease of salary. This led the employees to search for other jobs or adopt unethical ideas like selling of important information about the uniqueness of the business organisation to other competitors.
One of the major alternatives to loyalty is technical elevation. The primary objective of the company as an alternative should be to limit the access of the employees to the confidential information. The use of technical equipments like CCTV and computerised methods of accounting and monitoring helps in limiting the power of the employees to get access to the confidential information (Kim, Lee & Ham, 2013). The constant monitoring of the employees through automatic cameras helps the organisation to keep an eye on his every action (Kim, Lee & Ham, 2013). This forces the employees to remain serious about his job and commitment.
If the confidential information is restricted the fewer people at the top, it ensures the safety and security of the hotel or the enterprise (Law, Buhalis & Cobanoglu, 2014). A computerised system limits the access of information to the common employees (Law, Buhalis & Cobanoglu, 2014). For example, in a hotel the accommodation information of the employees are stored in the computer (Law, Buhalis & Cobanoglu, 2014). The computer is accessed by a login name and id in order to enter the software of the hotel. If an employee tries to enter the software program in order to access the information about accommodation, he has to provide id name and password (Law, Buhalis & Cobanoglu, 2014). Hence, the company will easily get to identify the employee by accessing the history of the system. These technologies have reached such heights that it can also limit the requirement of loyalty from the employees (Law, Buhalis & Cobanoglu, 2014).
However, the computerised system and other technologies used for security and monitoring also satisfies the customers in terms of service and ensures them their safety and security (Jamsari, & Hashim, 2013). These systems have reduced the requirement of ethical issue in the employees like loyalty and ensured the stakeholders a good alternative. The stake holders should understand that the elevation of security and monitoring systems is the real future of hotel industry. As the security has become one of the major demands of the customers, and safeguarding information has become mandatory for a hotel, restaurant or a tourist organisation, this is a major alternative for the stakeholders (Kim, Vogt & Knutson, 2015).
References
Allen, F. (2017). Australia – pg.1. forbes.com. Retrieved 27 June 2017, from https://www.forbes.com/pictures/mji45ikie/australia-2/#240146d71c1c
Jamsari, F. N., & Hashim, S. N. (2013). Factors employee loyalty in organization.
Kim, H. B., Lee, D. S., & Ham, S. (2013). Impact of hotel information security on system reliability. International Journal of Hospitality Management, 35, 369-379.
Kim, M., Vogt, C. A., & Knutson, B. J. (2015). Relationships among customer satisfaction, delight, and loyalty in the hospitality industry. Journal of Hospitality & Tourism Research, 39(2), 170-197.
Knani, M. (2014). Ethics in the hospitality industry: Review and research agenda. International Journal of Business and Management, 9(3), 1.
Law, R., Buhalis, D., & Cobanoglu, C. (2014). Progress on information and communication technologies in hospitality and tourism. International Journal of Contemporary Hospitality Management, 26(5), 727-750.
Wijesinghe, G. (2014). Reimagining the application of sustainability to the hospitality industry through a virtue ethics framework. Journal of Sustainable Tourism, 22(1), 31-49.
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