Various factors that affect employee loyalty in the British hospitality workplaces in the context of national and private service sector patterns cannot ignore the fact that employment in the service sector is subject to regulation in areas such as minimum wages, lack of pay and reward system, traditional managerial approach, gender issues, etc. But beside regulations what matters, is the different economic, social, legal and political factors that create particular cultures and diverse employment systems to understand the context in which employee loyalty can be understood and measured. Despite the efforts to make employment relations in the British service industry from ‘vulnerable’ to ‘secure’, there is a difference when the national service sector is compared with the private one. On one hand, employment policies and practices are responsible for conforming to the management-driven ungoverned individualism thesis which is based on cost-control, whereas on the other they reflect a more affiliated and liberal managerial approach within a customer-service attribute.
It is not necessary to alienate employees, however, they may trade-off low pay for other compensations demonstrating enfranchised pragmatism. The employment relationship is based upon transactional, relational, and exploited recruitment. What is important in employee management is to realize that front-office or other hotel employees are different and they are subjected to a unique compelling task that trade unions face. Managers need to develop an attitude to measure their attempts in recruiting members and organize workplaces while understanding the nature of the common barriers between managers and employees. This helps them to visualize what they do not share as commonly held assumptions of ‘good’ employment relations. This paper analyses the leadership and management style adopted in circumstances that escorts the managers to face challenges like employee shortage and lack of loyalty. There was a time when managers used to deploy strict procedures and peer support while approaching a bureaucratic managerial style. Contemporary management has no room for bureaucracy and prefer charismatic leadership, and when it comes to hospitality management, leadership does not require a simple set of traits to function but is more likely to be dependent upon a range of interacting elements that require genetically as well as culturally determined traits like attitudes towards employees, rational expectations, accent and emotions towards employees performance and attitudes to work along with them.
A leader requires to be highly adaptive in the hotel industry because he confronts not only the problems of employees but also guests, who are the first priority in selling any service or product business. Motivation works well with the performance and skill of the service, resulting in customer satisfaction. But to make an employee contended is a highly complex phenomenon particularly in a contemporary epoch where competition rules. In this scenario motivation alone is not sufficient to gain employee loyalty, what matters is to supervise working environments in order to analyze and shape the nature of employee’s attitudes and assess the problems that underlie their attitudes.