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An Assessment Of The Impact Of Motivation On Employees Productivity In Hospitality Industry
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CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The
motivation of employees, whether professional, skilled or unskilled, is a
major issue in all service organizations. For the hotel industry,
employee motivation is a major issue. It is a challenge for the
management of the hotel industry to motivate employees to stay on the
job and to offer the efficient and good service which customers expect
(Cheng, 1995). One of a human resource manager’s functions is related to
ensuring employees’ workplace motivation. Human resource management’s
function is to assist the general manager in keeping the employees
satisfied with their jobs. If employees are not satisfied, they will not
perform to expected tasks. Workplace dissatisfaction and poor
performance usually lead to low employee turnover in the hospitality
industry, particularly in developed countries. According to a Hotel and
Catering Training Company in the United Kingdom, turnover is the United
Kingdom was estimated to have cost the hotel and catering industry 430
million pounds a year, and turnover was higher among men than women
(Lucas, 1995). The Hong Kong Hotels Association found in its 1994-1995
annual survey that 41.26 percent of the employees in 63 hotels changed
jobs or resigned.
Yu (1999) reported that in order to reduce labor
turnover and retain productive employees, management has to improve
working conditions and keep the employees properly motivated. Human
resource managers need to understand the motivational processes and
human needs in different cultures.
To understand employees’ needs,
managers should understand key theories that help them learn the basic
needs of people. Maslow’s theory is one of many theories that pointed
out the basic sorts of needs. They are Physiological needs, Security
needs, Belongingness needs, Esteem needs, and Self-actualization needs.
The lower level needs must be satisfied before the next higher level.
Another theory, Hertzberg’s is based on two distinct sets of factors:
hygiene factors such as pay, organizations, policies, working
environment and motivating factors such as recognition, promotion,
achievement and the intrinsic nature of the work.
Moreover, managers
can learn what kind of motivation factors should be provided to
employees from many research papers. For example, the study of Dr.
Kovach during forty years concluded that good wages ranked the first
through the fifth of the ten items of motivational factors (Kovach,
1987). The study of seven Caribbean Hotels, Las Vegas Casino Hotels and
278 hotels located in United States and Canada supported Kovach’s
research that good pay is the first priority for employees (Charles and
Marshall, 1992). However, from the study of 1,245 employees of the Hong
Kong hotels concluded that an opportunity for advancement is the first
factor but good pay is the third one (Siu, Tsang and Wong, 1997). So,
when managers understand employees’ needs and provide the suitable
motivational approach, employees will match their goals with the
organizations’ goals. As a result, not only employees will get benefits
but also the whole organization will be more successful.
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ABSRACT - [ Total Page(s): 1 ]The ultimate quality of service provided will depend on the collective ability of staff, training and individual motivation to produce the services demanded by the guest. Hotels are physical structures supported by human resources that enable the delivery of service. Key in the process of delivering quality service is the individual motivation of all employees whether professional, skilled or unskilled. With the growth of the service industry the hospitality industry now competes for quality ser ... Continue reading---
