13.08.2021, My common birthday with 🐷🐷🐷🐷🐷 🎂again! The cake was tailored made by my former colleagues and boss. It was so unique and I didn’t dare to make a cut neither to taste it. And it’s been keeping in my fridge until now.
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But every single time I opened the fridge door, this triggered my memory working in this restaurant. I paid several lum sumps for the restaurant’ Grand Opening ceremony but the restaurant was just shut down the week after. And I didn’t get my salary for 3 months which I deserved for and the payments from my own pocket. Labor Department been reported, but the compensation was not a fair deal at all. Therefore, I lost almost $150-200 thousands because this incident, this was all my savings already. Wish Tomorrow Shall Be A Better Day 💪🏻
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13.08.2021, 又到了我和🐷🐷🐷🐷🐷的共同生辰,Happy Birthday To Us 🎂 蛋糕是2018年同事和老闆訂製致送的,捨不得切,更捨不得吃,放在雪櫃到今天。
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但當每一次打開雪櫃門,就會記起就是在這家餐廳工作,自己帶錢上班,到最後公司拖欠薪金三個月,到再最後要到勞工處解決,到再再最後賠償不足,以致來回損失十幾廿萬的儲蓄。希望明天會更好💪🏻
🤠
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大家記得戴口罩😷勤洗手🤲🏻🚿留家抗疫💪🏻
Stay Home Stay Safe & Healthy & Happy!
Wear Mask 😷 Wash Ur Hands 🤲🏻🚿
🤠
*拍照前請先打招呼詢問一下哦
*拍照前請先注意交通安全哦
*狗狗上廁所時請不要拍照哦
*我清理和拿著狗狗便便時請不要拍照哦
*摸狗狗前請先問一下
*我們鼓勵人與人之間應該多聯繫
*打個招呼拍拍照何樂而不為
*PleaseGreet&AskBeforeYouSnap
*PleasePayAttentionToTrafficBeforeYouSnap
*PleaseDoNotSnapWhenDoggiesPeeAndPoo
*PleaseDoNotSnapWhenAmCleaningAndCarryingTheirPoops
*PleaseAskBeforeYouPat
*WeEncourageHumanEngagement
*NothingToLooseToSayHi
🤠
#WE5 #Shibaland #Shibainus #shibas #ShibaGang #GrandpaDogTraining #Grandpa狗噏 #DogTraining #MutualRespect #WE5ShibaFamily
#多尊重少包容 #文明旅遊 #柴犬 #HKShibas #ShibaFamily
#HKShibas #香港柴犬
#DiscoverHongKong #DogsofInstagram #DogPhotography #WE5Story
#GrandpaPhotoGraphy
#LoveWillKeepUsTogether
#只要不投降就是成功 #不要棄養 #AwesomeHongKong @hk_dog_owners
#HappyBirthday
同時也有10000部Youtube影片,追蹤數超過2,910的網紅コバにゃんチャンネル,也在其Youtube影片中提到,...
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- Luyện Reading, tìm từ vựng hay
MOTIVATIONAL FACTORS AND THE HOSPITALITY INDUSTRY
A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?
Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces - usually in the non-service sector - that emphasized fun and enjoyment as part of work-life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.
Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).
Lucas also points out that 'the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work' (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).
Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): '[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.' Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.
While it seems likely that employees' reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.
Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services ofhotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.
It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.
Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).
Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg's (1966) theory discusses the need for a 'balance' of these two types of needs.
The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover.
Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. 'Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously maintaining high levels of performance' (Tews et al., 2013).
Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.
Các từ vựng nổi bật:
critical (adj): then chốt
superior (adj): tốt hơn
accomplish (adj): trọn vẹn
retain (v): giữ lại
by contrast: ngược lại
extend (v): kéo dài
emphasize (v): nhấn mạnh
investment (n): đầu tư
competitive (adj): cạnh tranh
recognition (n): sự công nhận
substance (n): cốt lõi
foster (v): thúc đẩy
constructive (adj): có tính xây dựng
managerial (adj): thuộc quản lý
potential (n): tiềm năng
turnover (n): nghỉ việc
compensation (n): lương
morale (n): tinh thần
obstacle (n): chướng ngại
succinctly (adv): súc tích
retention (n): sự duy trì
predisposition (n): khuynh hướng thiên về
separate (adj): riêng biệt
sophisticated (adj): phức tạp
dichotomy (n): sự lưỡng phân
extrinsic (adj): từ bên ngoài
intrinsic (adj): từ bên trong
align (v): sắp hàng
delicate (adj): tinh tế
simultaneously (adv): đồng thời
adequate (adj): đầy đủ
break (n): giờ giải lao
Các bạn cùng tham khảo nhé!
compensation salary 在 蘇浩 Anthony So Facebook 的最佳解答
每當聽到人對著我說,「乜原來 banker 係咁㗎」 ,內心都很不好受。
印象最深刻一次,是在一個衣香鬢影的婚禮上,坐在一位靚女主播隔離,開頭互相介紹自己做什麼工作的時候還是有說有笑的。
但憑著一位新聞工作者熟練的訪問技巧,那碟蟹蓋還未上,她成功向葉某套取很多私人資料,包括開什麼車住什麼樓做了什麼私人投資之後,主播開始變得冷淡了。為什麼?原因不明,但她說了一句話,我到今天依然記得那口輕蔑的語氣:「我以前男朋友都係 banker,不過同你好唔同。」
「你說不愛就不愛,我一個人欣賞悲哀,」呢下真係 hurt 到心臟。
後來才知道,主播以前的男朋友雖然也在銀行工作,但他是一個 trader,不是 banker。
想寫這篇文章的念頭已經萌起好一段時間了,因為識啲唔識啲嘅人實在太多。
其實 Banker 又好,trader 又好,不就是一個稱呼而已,但為了不讓其他人對 banker 有個不合理期望,而導致有些人選錯職業或嫁錯老公,實在有必要說清楚何謂一個 banker。
銀行是其中一個歷史最悠久的行業,其規模之大、分工之細,在外行人眼中未必看得出來。
無論在歐美最著名的投資銀行或私人銀行工作,崗位大致上可分為前中後三線。
後防的人工最低,負責的例如是 documentation 及 operations 等。
中場就比較海鮮價,而這種 middle office 泛指產品部門 (product solutions) 或者是風險部門 (market/ credit risk) 。
前線,當然就是賺錢最多的,但前線也不一定是 banker。
一家投資銀行裏,賺錢最最最多的,通常都是操自己公司盤的交易員 (好像 proprietary trader) 或者是像 private equity 那類坐盤做 deal 的 (例如 special situation group) merchant banker。
曾經認識一位 commodities trader,在新加波工作,年薪大約一百萬美金左右,而當時他只有二十八歲;也見過一位做 special situation 的鬼仔,僅僅三十二歲已經成為 Partner MD (這通常是四五十歲老鬼,又能幫公司賺很多很多錢才有機會做到的),搵好鬼多球美金。
但要 find out 一個 banker 通常搵幾多錢,我們必須撇除以上這些在三個 standard deviations 以外 的 superstars,因為,雖然他們的 package 屬於幾何級別,但他們對著的是「盤」,而不是「客」。
一家投資銀行裏,直接對客的,才能稱之為 banker 吧。
一說到 banker,通常只有 investment banker 和 private banker 兩種。
先講 investment bankers。
那些世界頂尖大學學府的尖子,被上天欽點後,一入行就會加入 IBD 的 analyst program。
我那個不是太過久遠的年代,analyst 的年薪 (basic +bonus) 大約可以是十五至二十萬美金。有幸晉升到 associate 的話,年薪可以去到三十多萬美金。
別忘記,那個年代還是有 housing allowance 的,但大部份銀行在金融海嘯後已經把這種福利取消,或把那些津貼納入 salary 了。
大部分美資大銀行是做三年 analyst,之後再做三年 associate,而最快六至七年後便可以去到 vice president 等級。
絕大部份人在職業生涯中,只要願意努力及忍耐,我認為都大可去到 VP level。
不過這個 band 的範圍很大,一個做了一年的 VP 和一個做了二十年的 VP,人工可以差很遠。
很多銀行在 VP 後會加上 executive director 或 director ,從而製造更多職位上升的空間。Goldman 是一個例外,因為他們只有一個 VP grade,但他們在美國以外的 VP 全部叫做ED,所以在香港或倫敦如果見到 Goldman 的 ED 時,很多人奇怪他們為什麼那麼年輕便這麼高級,實情他們可能只有六至七年的經驗。
絕大部份人的職業旅途上,做到 VP 已經是一個備受尊敬的終點。只有少部份人,憑驚人毅力及在長期過勞的情況下,才可以做到 managing director。
今時今日還爬得上 MD 職位的朋友告訴我,現在和黃金時代不同,已經未必每人都有一球美元的年薪。
那麼 private banker 又如何?
可能是自己走過的路,感覺是格外凄楚。
私人銀行家的工作是沒有初階的,意思是,除了一兩所美資大行會願意像投行辦這種 analyst 班之外,絕大部份的私人銀行只會請有經驗及,most importantly,有客戶的精兵。
畢竟,作為 revenue center ,請人就是要為公司找生意。
叫得做私人銀行家,基本上已經有一班固定客戶。最年輕的 private banker 通常都已經廿多三十歲,職位普遍都叫 associate director 或 director。
跟投資銀行不同,不管你年紀多大,經驗如何,私人銀行家的年薪是根據你幫公司找的revenue 而去計算的。
通常一個 AD 可為公司帶來大概二百萬美元的 revenue,而 D 大概是三百多萬美元。
至於 total compensation,大約會是 revenue 的10-15%。
人工的距離,取決於兩個原因。
第一,當然是看看客戶是否你自己找回來的。
什麼意思?
工作一段時間之後,會見到不同的 private banker 在不同的銀行跳槽。雖然他們會用盡 200%的力度把舊客戶帶到新銀行開戶,但經驗之談是,有三至四成的戶口還是會留下來的。當有這個情況出現的時候,有些較幸運或被賞識的同事便有機會接收到這些戶口了。
不過公司不是傻的。
接收這種舊客,你用的 effort 不用太多,所以公司也不用 pay 得特別好。相反地,如果客戶是你自己由零開始 (我們叫揼石仔) 爭取回來的戶口,那麼公司便會 pay 得更 generous 了。
也因為這個原因,一位八球 revenue 的 ED 可以搵得多過一個十球 revenue 的 MD。
原因是,那個 ED 的所有客戶是他當年由滙豐分行一個一個戶口搬過來的。
相反,那個 MD 則是老臣子,只是看顧著公司多年的舊客。
私人銀行跟街邊的零售銀行最不同的,是食水不能太深。
做一個 accumulator,私人銀行在各同業激烈競爭下,每個 trade 都可能只收你十個八個 bps,跟恒生滙豐收取客戶的,相距甚遠。
如是者,一個 private banker 要有坐擁好幾十億美元的客戶資產,才有機會突圍而出。
錢,好很多的錢。
講咗咁耐,private bank 還是 investment bank,份工應該點揀?
一個二三十歲的私人銀行家,收入通常遠不如同齡的投資銀行家。
但當真的努力找到 top clients,三四十歲時可能會更快追回所有失去的。
說真的,跟任何職業都一樣,banker 不就是每天營營役役去 make a living 的小嘍囉。
但也跟任何職業一樣,總有些人會比其他人努力,因為就算是一個 make a living 的小嘍囉,終有一天也希望可以 make a difference。
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