Work-Life Balance

Seminar paper from the year 2012 in the subject Leadership and Human Resources - Miscellaneous grade: 10 University of Applied Sciences Heide course: Human Resources Management language: English abstract: Table of contents1. Introduction 41.1 Background and purpose of the topic 41.2 Methodology 52. Current Working Conditions in the hospitality industry 52.1 Issue statement 52.2 Special Working Environment and Conditions 62.3 Subsuming of the current situation 73. Description and Analysis of different Work-Life Balance methods and 8 instruments 83.1 Definition of Work-Life Balance 83.2 Importance of Work-Life Balance for the hospitality industry 103.3 Work-Life Balance methods and instruments 113.3.1 Flextime Work Arrangements 113.3.2 Family Services 133.3.3 Feedback Instruments 153.4 Validation of the WLB instruments for the hospitality industry 164. Best Practice of Delta Hotels: Exceptional commitment to a flexible 20 Workplace 205. Future Outlook and Conclusion 22Overwork stress a high employee turnover and a minimum time for the social life are just some of the negative working conditions for the staff in the tourism and es-pecially in the hospitality industry. Human capital is a carrying pillar within every hospitality business. Employees have to be motivated to increase the customer satisfaction and ensure the economical aims of the enterprise. While the enquiry for the balance between social life and work has been recognized by various industries the hospitality industry seems backward regarding the implementation of Work-Life Balance later in the text also abbreviated as WLB methods. Hospitality businesses have to realize that the success of the business is no longer just based on natural conditions or advantages of the location or special tourism activities within a destination. The focus has to be more on the human capital. Therefore the motivation and satisfaction of the employees should be a superior aim for the