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You should spend about 20 minutes on Questions 1-14

A critical ingredient in the success of hotels is developing and
maintaining superior performance from their employees. How
is that accomplished? What Human Resource Management
(HRM) practices should organizations invest in to acquire and
retain great employees?
Some hotels aim to provide superior working conditions for
their employees. The idea originated from workplaces –
usually in the non-service sector – that emphasized fun and
enjoyment as part of work-life balance. By contrast, the
service sector, and more specifically hotels, has traditionally
not extended these practices to address basic employee
needs, such as good working conditions.
Pfeffer (1994) emphasizes that in order to succeed in a global
business environment, organizations must make investment
in Human Resource Management (HRM) to allow them to
acquire employees who possess better skills and capabilities
than their competitors. This investment will be to their
competitive advantage. Despite this recognition of the
importance of employee development, the hospitality
industry has historically been dominated by underdeveloped
HR practices (Lucas, 2002).

In addition, or maybe as a result, high employee turnover has
been a recurring problem throughout the hospitality industry.
Among the many cited reasons are low compensation,
inadequate benefits, poor working conditions and
compromised employee morale and attitudes (Maroudas et
al., 2008).
Ng and Sorensen (2008) demonstrated that when managers
provide recognition to employees, motivate employees to
work together, and remove obstacles preventing effective
performance, employees feel more obligated to stay with the
company. This was succinctly summarized by Michel et al.
(2013): ‘[P]roviding support to employees gives them the
confidence to perform their jobs better and the motivation to
stay with the organization.’ Hospitality organizations can
therefore enhance employee motivation and retention
through the development and improvement of their working
conditions. These conditions are inherently linked to the
working environment.
While it seems likely that employees’ reactions to their job
characteristics could be affected by a predisposition to view
their work environment negatively, no evidence exists to
support this hypothesis (Spector et al., 2000). However, given
the opportunity, many people will find something to complain
about in relation to their workplace (Poulston, 2009). There is
a strong link between the perceptions of employees and
particular factors of their work environment that are separate
from the work itself, including company policies, salary and
vacations.

Such conditions are particularly troubling for the luxury
hotel market, where high-quality service, requiring a
sophisticated approach to HRM, is recognized as a critical
source of competitive advantage (Maroudas et al., 2008). In
a real sense, the services of hotel employees represent their
industry (Schneider and Bowen, 1993). This representation
has commonly been limited to guest experiences. This
suggests that there has been a dichotomy between the
guest environment provided in luxury hotels and the working
conditions of their employees.
It is therefore essential for hotel management to develop
HRM practices that enable them to inspire and retain
competent employees. This requires an understanding of
what motivates employees at different levels of
management and different stages of their careers (Enz and
Siguaw, 2000). This implies that it is beneficial for hotel
managers to understand what practices are most favorable
to increase employee satisfaction and retention.
Herzberg (1966) proposes that people have two major types
of needs, the first being extrinsic motivation factors relating
to the context in which work is performed, rather than the
work itself. These include working conditions and job
security. When these factors are unfavorable, job
dissatisfaction may result. Significantly, though, just fulfilling
these needs does not result in satisfaction, but only in the
reduction of dissatisfaction (Maroudas et al., 2008).
Employees also have intrinsic motivation needs or
motivators, which include such factors as achievement and
recognition. Unlike extrinsic factors, motivator factors may
ideally result in job satisfaction (Maroudas et al., 2008).
Herzberg’s (1966) theory discusses the need for a ‘balance’ of
these two types of needs.

The impact of fun as a motivating factor at work has also
been explored. For example, Tews, Michel and Stafford (2013)
conducted a study focusing on staff from a chain of themed
restaurants in the United States. It was found that fun
activities had a favorable impact on performance and
manager support for fun had a favorable impact in reducing
turnover. Their findings support the view that fun may indeed
have a beneficial effect, but the framing of that fun must be
carefully aligned with both organizational goals and
employee characteristics. ‘Managers must learn how to
achieve the delicate balance of allowing employees the
freedom to enjoy themselves at work while simultaneously
high levels of performance’ (Tews et al., 2013).
Deery (2008) has recommended several actions that can be
adopted at the organizational level to retain good staff as
well as assist in balancing work and family life. Those
particularly appropriate to the hospitality industry include
allowing adequate breaks during the working day, staff
functions that involve families, and providing health and
well-being opportunities.

Рассматриваем несколько вариантов пробных тестов IELTS онлайн и взвешиваем “за” и “против”.

 
В Интернете можно найти несколько способов сдать пробные. Я испытал на себе все, кроме одного (IELTS Progress Check), и все они перечислены ниже. Среди них – в основном бесплатные.

Выбирая пробный тест, я всегда отдаю предпочтение тому, который был имеет официальный источник, т.е. исходит от одного из партнеров IELTS: Cambridge, IDP или British Council. Хотя в целях практики можно посмотреть и неофициальные версии теста, но к ним стоит подходить избирательно.

Вот все способы, которые я могу посоветовать:

(бесплатно) Пробные на сайтах British Council – официальный источник IELTS

Полный тест @ Take IELTS
Только Reading @ Road to IELTS

(бесплатно) Пробные на сайтах IELTS IDP – официальный источник IELTS

Computer-delivered IELTS @ IELTS IDP Australia

(бесплатно) Пробный на сайте IELTS.org – официальный источник IELTS

Paper-based IELTS @ IELTS.org

(платно) Пробные на сайте IELTS Progress Check – официальный источник IELTS

Официальные пробные тесты Academic и General Training – по 4 пробных теста на каждый формат.
Ваш Writing и Speaking оценивают сертифицированные экзаменаторы IELTS.
Стоимость каждого теста – €42.70.

Пробный IELTS @ IELTS Progress Check

(бесплатно/платно) Пробные на портале IELTS Online Tests

Подходят для paper-based и computer-delivered IELTS – множество тестов по этой ссылке.
Владельцы сайта не дают ссылок на то, что их тесты взяты из официальных источников, хотя и называют их ‘Recent actual exams’.
Формат тестов приближен к реальному.

Пройти тесты можно бесплатно, и при этом никто не будет проверять Writing и Speaking. Их могут проверить за отдельную плату. Для работы на сайте нужно создать бесплатный аккаунт.

(бесплатно) Пробные на сайте IELTS Mentor

Сайт предлагает большую базу тестов, оцифрованных из всевозможных учебников и тестовых сборников.
Вы можете слушать Listening онлайн и проверить свои ответы по ключам.
Большой раздел по Reading и Writing. Ссылка на сайт здесь.

(бесплатно) Пробные в YouTube

В основном, это оцифрованные тесты Listening из различных учебников и тестовых сборников.
Зайдите в YouTube и напишите в поиске “IELTS Listening” или что-то похожее.

(платно) Пробный на сайте MyIELTS.kz

Доступен как Academic, так и General Training. В тест входят Listening, Reading, Writing (проверка), Speaking (интервью). Использованы материалы Cambridge (но не сборники Cambridge 1-15).

Тест проводится на платформе нашей онлайн-школы – читать подробнее.