IMPACT OF MOTIVATION IN THE HOSPITALITY INDUSTRY


A RESEARCH PROPOSAL


            The hospitality industry covers a very broad sector that engages in delivering hospitality services to clients. The sectors are tourism services, entertainment and recreation, food and beverage, visitor information and meeting and events. Those that work in the hotels, tourism agencies, lodging, restaurants, cruise line, and airplanes, theme parks and a lot more are in the hospitality industry. (Wikipedia, n.d.)


            One of the requirements for employees in this type of industry is a pleasing personality and good communication skills. People are the center of this type of business and it is pleasing and satisfying a variety of their needs that is the utmost concern. But since humans are complex, this industry must employ knowledgeable service crews who understand and know about the different types of personalities of clients and their different needs. The main concern then of the managers of hospitality industry is how to improve service, but how to improve services hinges on how to motivate employees to make them flexible and at all time pleasant and able to manage very well the stresses of the service industry.


Review of Related Literature


            The turnover in the service industry in the United States cost the industry a loss of US0 billion dollars per year. The turn-over rate is about 78% to 95% annually. Research showed that if level of motivation is improved, the turnover rate reduces to 53%. A study of motivation and performance among fast food employees by Condly and DePietro (2001) found out that turnover is less when, employees feel good about their jobs, are supported by their organizations and have high value for their work. Those who feel that the work conditions are below standard and do not play fair are less motivated. In addition, women, older workers, salaried employees compared to hourly-wagers are more motivated.  In hotels, intrinsic motivation such as value for work is and important indicator of productivity (Chiang and Jang, 2007).


            The above mentioned review of related literature and studies proves the importance of motivating employees to improve productivity and reduce turn-over cost. It also established the relationship between motivation and productivity in the industry.


Statement of the problem.


            This study will look into the impact of motivation on the productivity of employees. Further this study will establish the relationship between motivation and turnover rate. There are two dependent variables in this study, productivity and turn-over rate. A difference between intrinsic and extrinsic motivation is also considered in this study.


Definition of Terms


            Motivation is defined as the internal energy which drives a person to do something in order to achieve something” (Romando, nd) which is measured using the CANE Model, as discussed below. Productivity mainly refers to the efficiency and effectivity of the service crew which can be measured using their output. Turnover refers to the number of employees that leave the company per year.


 


 


Hypotheses


            There are several assumptions that guide this research endeavor. First, motivation and productivity is positively correlated, the lower the level of motivation of employees of hospitality industry the lower the productivity and the higher the motivation the higher the productivity. Second, intrinsic motivation has more positive impact on productivity than extrinsic motivation. Third, motivation and turnover rate is negatively correlated, the lower the motivation the higher the turnover and the higher the motivation the lower the turnover.


Methodology


            This study will be conducted in a popular restaurant. The respondents are the service crews of the establishment. A survey questionnaire will be distributed to the respondents and retrieved. The survey questionnaire will ask them the basic information and data regarding their life and work situations. The survey questionnaire is also adopted from the CANE (Commitment and Necessary Effort) Model of Motivation. Further interview is necessary to get their feedback and opinion. Unobtrusive observational technique is also used to observe the respondents working condition and their behavior.


Data Analysis and Interpretation


            The data that are collected will be entered in a Statistical Package for Social Science to compute for correlational coefficient. The qualitative data that are gathered from the interview and observation will supplement and strengthen the findings.  


  REFERENCES


Chiang, CF., and Jang, S., 2007. An expectancy theory model for hotel employee motivation. Abstract only. [online] Available at: http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6VBH-4PJ6BW2-1&_user=10&_coverDate=06%2F30%2F2008&_rdoc=1&_fmt=high&_orig=gateway&_origin=gateway&_sort=d&_docanchor=&view=c&_searchStrId=1757697449&_rerunOrigin=google&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=7d134bd9276a4de8c0954fca52693d19&searchtype=a> [Accessed 19 May 2011].


 Condly, SJ and De Pietro, R., 2001. Motivation in the Hospitality Industry. Pdf. [online] Available at:< http://www.loyaltyworks.com/incentive-program-research-articles/motivhospitality.pdf> [Accessed 19 May 2011].


Romando, R., n.d. Define Motivation. [online] Available at: < http://ezinearticles.com/?Define-Motivation&id=410696> [Accessed 19 May 2011].


 


Wikipedia, n.d. Hospitality Industry. [online] Available at:< http://en.wikipedia.org/wiki/Hospitality_industry> [Accessed 19 May 2011].



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