The purpose of this project is to analyze the job related motivators and job related barriers to creativity as perceived by hotel employees with supervisory level or higher positions in Hong Kong. In addition to a literature review, a total of four pilot tests will be conducted. Two tests will be by individual in-depth interviews and dichotomous selection, which will be conducted to identify possible motivators and barriers to creativity. An additional two tests will be implemented through a questionnaire which will be distributed to other hotel professionals.
Based upon approximately 180 respondents, an analysis will be conducted according to five critical areas:
- Training and Development;
- Support and Motivation from the Top;
- Open Policy;
- Recognition and
- Autonomy and Flexibility.
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Additionally, four major dimensions of job-related barriers are also listed:
- Time and Work Pressure;
- Low Commitment to Organization and System;
- Rigid Rules and Company Style and
- Fear of Change and Criticism.
Since there is an increased recognition of the roles of creativity and innovation in most businesses, as well as the realization that these can be fostered and developed, there have been recommendations developed that can lead to enhanced employee creativity. Among these innovations are budget allocation for employee training and development, management initiation of support and motivation, providing a clear concept of the 2 company’s vision and mission to every employee, and providing recognition for all employees that become involved in creativity and decision making. Also learn which political factors affecting hotel industry
It is also critical to find ways to reduce barriers that effectively hamper creativity in the workplace. Some methods that have proven successful in this regard are; assuring there is enough staffing on hand at all times to avoid over-burdening some employees, attempting to allow all employees to be able to share a common understanding of objectives, relax conservative tendencies that tend to thwart creativity and be willing to accept change.
Creativity is required for any entity in the hospitality industry to compete in the current global marketplace. Tourists and travelers simply have too many options for hotels or other hospitality-related businesses to fail to find creative ways to attract new, or returning, business. Among the creative methods that Hong Kong developed, was one created out of necessity after a regional health epidemic temporarily decimated the tourism industry.
The wave of SARS cases that occurred in Hong Kong from March to June 2003 resulted in an acute decrease in the number of visitors (both Mainland and overseas), to a minimal level that was unparalleled in recent years. The hospitality and tourism industries of Hong Kong were both negatively affected. As a result of this drop in tourism, the government established the Individual Visit Scheme, in order to boost the economy of Hong Kong and Macau. Under the initial stage of the proposal, citizens of Beijing, Shanghai, and 8 Guangdong province cities 3 (Dongguan, Foshan, Guangzhou, Huizhou, Jiangmen, Shenzhen, Zhongshan and Zhuhai) could apply for visas to visit Hong Kong individually. Eventually, in May 2004, the plan was extended to all 21 cities of Guangdong, and then to 9 other cities in Jiangsu, Zhejiang, and Fujian provinces by July 2004. The visas, issued by the Public Security Bureau of the People's Republic of China, were valid for 7 days and the individual could reapply after their return from Hong Kong to the Mainland.
This creative plan brought about an immediate growth in the number of Mainland visitors. From July 28 to November 4, 2003, over 600,000 individuals from the Mainland applied for visas, and 450,000 visas were issued. The number of visitors under the scheme reached two million in May 2004. (Six Month Review on Hong Kong 2004) Millions of tourists are drawn to Hong Kong each year, to enjoy all of its wonders. These visitors are desirous of a variety of attractions – from natural wonders to entertainment offerings of a modern metropolis.
The most popular attractions during the past few years have included: Victoria Peak, Open-Air Markets, Ocean Park, Repulse Bay, Sik Sik Yuen Wong Tai Sin Temple, Aberdeen, Hong Kong Convention and Exhibition Centre, Stanley Market. With Hong Kong Disney opening in 2005, it is sure to become one of the leading destinations as well. The HKTB (Hong Kong Tourism Board) is an officially authorized entity which was established to promote Hong Kong globally as both a preferred pleasure and business destination and make proposals that would add to the experience of visitors after they arrive.
Much of the work they do is based on creative thinking. For example, the HKTB continues to promote Hong Kong through its worldwide “Hong Kong – Live it, Love it! ” 4 campaign. It also organizes a series of popular mega-events. In 2005, the HKTB continued to place special emphasis on attracting more visitors in the hospitality areas that are both upscale and family oriented. Emphasizing the opening of several new attractions beginning in 2005, the HKTB named the year 2006 as ‘Discover Hong Kong Year’.
This creative worldwide marketing campaign makes use of a series of well-timed promotions to emphasize a new image of Hong Kong and promote it as a “must-visit” destination in 2006. The HKTB already initiated its promotions to the travel industry in May of 2005, and also introduced consumer promotions worldwide in the latter months of 2005. In addition to promoting Hong Kong as a preferred tourist destination in Asia, the HKTB is putting much effort into developing combined marketing efforts with strategic partners to promote multi-destination tourism and develop new markets.
Building on the recent Pan-Pearl River Delta co-operation agreement, a series of joint overseas marketing initiatives is being conducted with Macau and the nine provincial tourism bureau concerned. The Government supports the HKTB and the hospitality and tourism industries to further these efforts. In the years ahead, the Government seems desirous of continuing to work creatively with the HKTB and the hospitality industry to preserve Hong Kong’s status as Asia’s World City.
Regardless of Hong Kong’s position in the world of hospitality and tourism, nothing can or should be taken for granted. Every effort must be made to continually ‘raise the bar’, and creativity is the primary method that will accomplish that goal. The goal of this research is to attempt to provide hotel employees in Hong Kong with 5 information that will assist them to identify factors that will motivate creativity, as well as identify factors that are viewed as barriers to creativity.
on The Importance of Creativity to the Hospitality Industry in Hong Kong
Hong Kong hotel industry has capacity to continue to grow despite economic uncertainty and manpower shortage. The Hong Kong Hotels Association says 2018 was a record year for the sector, largely driven by visitors from mainland China.
Creative Industries:Creative industries are important economic drivers for Hong Kong. They help to increase the innovation capacity of the economy and can be a powerhouse for future economic growth. Our creative industries have immense development potential.
Among the creative methods that Hong Kong developed, was one created out of necessity after a regional health epidemic temporarily decimated the tourism industry.
Supply of hotel beds in Hong Kong will grow by 3 per cent annually in the next three years despite the imminent shutdown of the high-end Excelsior hotel and uncertainty surrounding the city’s tourism sector, according to the Hong Kong Hotels Association.
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