| dc.description.abstract | This multiple case study investigates the importance of empowering front-line employees in the construction of an employee handbook. The study researches this by discussing training, leadership styles, empowerment, and leader-member exchange theory. The study was conducted as a multiple case study. Four semi-structured interviews with eight participants were conducted among the students at the University of Stavanger, the Norwegian School of Hotel Management, who are working on the front-line of hospitality. The data collected was analysed with narrative analysis.
Even though an employee handbook is considered crucial in the induction of employees, it is not currently implemented in the process and the employees are missing structure and guidance in their employment. Due to the missing structure, front-line employees create their own guidelines, and own handbooks, to operate efficiently. Findings suggest that the front-line employees need to be included in the decision-making processes affecting the front-line operations and duties. Additionally, the main finding in the study suggests that the front-line employees need to be included in the construction and updating of an employee handbook and the company’s induction training. The front-line employees hold a vast amount of information regarding the ever-changing environment of the hospitality front-line. Empowering employees is crucial in ensuring service quality and commitment to the organization and the leader. The employees require an authentic leader, who understands the importance of using transactional leadership when enforcing rules and equality among the employees. A leader is desired to be fair, equal, accepting, and attentive.
This thesis presents a new perspective on the construction of an employee handbook with the help of front-line employees and proposes to include them in the decision-making processes of the leaders. | |
