Counterproductive Employee Behavior at the Casino

Motivation of employees is typically reduced if they have poor idea of their duties or performance standards, do not receive feedback on the quality of their work or feel that the evaluation of their work is unfair. In the casino, employees often have to make work which is out of their competencies, fulfill additional work due to poor labour organization, and have to deal with unpleasant and non-motivating style of leadership. In this case, leadership should undertake the following actions(Hughes & Rog, 2008):
– Express performance requirements in the form of challenging but achievable goals;
– Reach an agreement of workers and managers with these objectives and actions, necessary to achieve them;
– Encourage managers to positive assessment of employees for good work;
– Carry out regular, informative and clear feedback, as problems should be discussed in order of appearance, in order to take necessary actions immediately;
– Explain employees how the performance management system works, and get information from them about the impact of its application.
In the connection with the previous issues, loyalty of employees to the casino can be improved by:
– clarification of organizational mission, values, policies and incentives for workers to discuss and express their comments on these issues;
– timely and honest communication with employees, with an emphasis on personal relationships, for example, by the briefing groups;
– systematic search and taking into account the views of employees on business matters;
– providing opportunities for employees to express their ideas on improving business systems;
– implementing changes in organization and work only after consultation and discussion.
These and abovementioned measures lead to effective labour, rational organization, increase of responsibility of each employee, and thus, general attractiveness of the company for employees.


Frequently, intra-corporate problems occur due to the fact that the leaders doubt on the profitability of investing in motivation, and it is such firms that suffer the greatest losses from so-called turnover. Effectiveness of investment in the staff is always difficult to calculate, but experts say that investing in people, you get the effect; or you do not get it, not investing in human resources.
Subtle individual approach to the personnel requires leader’s good knowledge of his employees and flexibility in the choice of management strategies. However, the result obtained more than justifies the effort.


Beck, R.C. (2003). Motivation: Theories and Principles (5th ed). Prentice Hall.
Chang, K. & Lu, L. (2009). “The influence of occupation on stressors and work behaviours”ť. International Journal of Human Resource Management 20 (3): 591-605.
Hughes, J.C. & Rog, E. (2008). “Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations”ť. International Journal of Contemporary Hospitality Management 20 (7): 743-757.
Mullins, L.J. (2007). Management and Organisational Behaviour (8th ed). Prentice Hall.

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