Aakash Kaushik - Employee Motivation

8/14/2019 Aakash Kaushik - Employee Motivation

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CHAPTER -1

INTRODUCTION

INTRODUCTION TO EMPLOYEE MOTIVATION

The topic of the project report is, Employee Motivation This topic required a lot of

research. A research is defined by Collins Enlish !ictionary as systematic

investiation to establish facts or principles or to collect information on a subject.

The main reason for choosin this topic "as to learn about motivation theories and

ho" they can be implemented effectively in any "or# environment.

A vital manaerial function in any orani$ation is to motivate employees. This is

because motivation is lin#ed to employee satisfaction and ensures employees

consistently e%cel at their jobs. Motivation is especially important in the

hospitality and tourism industry, "here employee satisfaction and competence

are #ey determinants of service quality.

Motivation is the #ey to #eepin the employees performin continuously at the

hihest standards. &or a company to succeed, it is necessary for employees to be

competent, for the company to be orani$ed in efficient "ays, for the firm to provide

the employees "ith necessary materials and resources to do the job, and for

employees to have a desire to do their best. 'hen employees have a desire to do

their best, they are said to be motivated.

Accordin to (tephen ). *obbins, Motivation is defined as+

The "illinness to e%ert hih levels of effort to"ard orani$ational oals conditioned

by the efforts ability to satisfy some individual need.

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&rom an employers perspective, moneycompensation is the prime motivator.

/o"ever not all employees have the same needs and "ants. As a result compensation

does not "or# as a motivator for all #ind of employees. As a result motivation policies

rarely succeed "hen the companies base motivation solely on monetary re"ards.

Employers frequently combine incentives or benefits "ith "aes or salaries to form a

total compensation pac#ae for employees. Most employers reconi$e a direct lin#

bet"een performance and incentives. *e"ards must be substantial enouh to

encourae effort. 'hether money or merchandise, the re"ards must be desirable. Too

often manaers set re"ards those employees perceive as not "orth their effort.

)erformance is a function of both ability level and the motivation to use ability.

)erformance standards in essence are physical measures of labor productivity.

0ncreases in productivity and performance should be tied to other re"ards such as

advancement. *e"ards must be lin#ed to output, not to time invested. The basic

principle for any incentive plan should be that the employees "ould produce more if

the re"ard "ere lin#ed to productivity.

Money and frine benefits satiate physioloical and security needs. /yiene factors

such as 1interpersonal relations and supervision satiate social needs. Motivators such

as increased responsibility, challenin "or# and ro"th and development satiate the

esteem and self2actuali$ation needs. The physioloical, safety, social and part of the

esteem needs related to hyiene factors. The esteem needs have t"o parts status an

reconition. (tatus may be acquired throuh influence and partiality and thus may not

reflect actual personal achievement. /o"ever, reconition is acquired throuh

competence and achievement. Therefore, "hile status is considered as a hyiene

factor, reconition is a motivator. 0n the liht of above motivators orani$ations see#

to et ma%imum quantity and quality output from their employees.

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)roductivity still remains very much a rey area in human resource manaement.

Therefore, in the liht of these different theories, it has been tried to prove that

different motivational factors have different impact on employees and they play a

vital role in meetin employee satisfaction and aims and objectives of an

orani$ation "hich thus lead to an enhanced productivity of staff.

The aim of the project report is to investiate "hether motivation leads to better

productivity in employees .The aim here is to e%amine if motivation induces better

productivity.

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OBJECTIVES

The objectives to"ards achievin the aim of the project report are identified as+

)*0MA*5 678ECT09E

To understand the factors that motivate the members, especially that of the

hotel industry.

To determine the various motivational schemes and tactics prevalent in the

/otel 0ndustry.

(EC6:!A*5 678ECT09E

To understand the lin#ae bet"een the various motivation theories e%istent

and the practical aspects bein follo"ed, specially, in the /otel 0ndustry.

Money "as considered to be the only motivatin factor, in earlier times, but

recent literature supports other factors as "ell to be important drivers of

motivation, li#e job security, "or# conditions, ro"th and promotions etc.

To determine the factors constitutin motivation.

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SCOPE OF THE STUDY

The scope of the study is to #no" the best "ay to motivate the employee. 0t has been

tried to prove that different motivational factors have different impact on employees

and they play a vital role in meetin employee satisfaction and aims and objectives of

an orani$ation "hich thus lead to an enhanced productivity of staff.

The aim here is to e%amine if motivation induces better productivity and to determine

the factors constitutin motivation.

Motivation is e%plained as a force "ithin individuals, "hich lead them to achieve

certain oals in order to fulfill their needs or e%pectations .

Apart from money there are other drivers of motivation, "hich are important

as "ell.

Appreciation at "or# is a vital motivational tool ainin momentum in

orani$ations.


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RESEARCH METHODOLOGY

0n this chapter, information "as collected about the staff motivation and its impact on

employee productivity. 7oth )rimary and (econdary research methods "ere used to

collect data and information. This section includes the research methods, their

rationale, validity, reliability, sample si$e, alternatives and limitations faced durin

primary research . To #no" about the various needs of staff and "hat they "ant from

their job .

To discuss "hat steps do manaers to ta#e to motivate their staff and fulfill their

needs.

To aue the impact of staff motivation on employee productivity.

PRIMARY RESEARCH

The main objectives "ere to collect information about staff needs and different

method used by an orani$ation to motivate their staff. !ue to time constraint,

=uestionaires "ere sent to manaers and /*! throuh online in three hotels.

SAMPLE SELECTION

&or primary research, three of :e" !elhis five star hotels "ere chosen, namely+

The Clarides /otel

/otel The 0mperial

/otel The )ar# /otel

The survey contains t"o questionnaires, one for the staff and one for the manaers.

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CHAPTER 22

CONCEPTUAL FRAMEWORK

WHAT IS MOTIVATION ?

Accor!"# $o Kr%!$"%r Ro&%r$ '1((()*+,

The term motivation derives from the atin movere, move. 0t is virtually

impossible to determine a persons motivation until that person behaves or literally

moves. 7y observin "hat someone says or does in a iven situation, one can dra"

reasonable inferences about the persons underlyin motivation.

Mitchell B-D3 aptly defines motivation as the deree to "hich an individual "ants

to chooses to enae in certain specified behavior

Co"lin and Mailer B-D have defined motivation as+ Motivation is a

psycholoical concept related to strenth and direction of human behavior.

Motivation is e%plained as a force "ithin individuals, "hich lead them to achieve

certain oals in order to fulfill their needs or e%pectations.

7ennett B-@ also suests that motivation is a force that influences on employee to

"or# so as to achieve certain aims and benefits.

B%""%$$ '1((.)1/2 co00%"$

An employees motivation to "or# consists of all the drives , forces and

"hich influences F that cause the employee to "ant to achieve certain aims

and benefits.

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Motivation is some #ind of drive or impulse that causes one to act in a certain "ay.

'ebsters :e" 'orld !ictionary B-D .

Motivation can be defined as that "hich eneri$es, directs, and sustains human

behavior. 0n /*M, the term refers to a personGs desire to do the best possible job or to

e%ert the ma%imum effort to perform assined tas#s.

Motivation of employees at all levels is the most critical function of manaement. 0n

the hospitality sector in particular employee productivity is a critical factor and thus

motivation of employees becomes a major function of /*M in the hospitality sector.

Motivation plays a major role in achievin hihperformance in the "or#place, "hich

is an important oal of manaement. /o"ever, just because an employee is motivated

does not uarantee she "ill perform satisfactorily. Therefore, chanin the

performance of "or#ers is rather more complicated than just motivatin them.

Manaers are challened to understand employee needs and to assin "or# and

"or#places so that employees "ill enae in behaviors that meet their needs, "hile at

the same time achievin orani$ational oals.


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TYPES OF MOTIVATION

Motivation theory see#s motivation that it is behavior directed to"ard a oal.

Motivation theory see#s to e%plain "hy employees are more motivated by and

satisfied "ith one type of "or# than another.

*obert 'ood B-> has defined motives in three different cateories+

)sycholoical Motive

(ocio2psycholoical Motive

Heneral Motive

PSYCHOLOGICAL MOTIVE

)hysioloical motives are variously called primary motives. The livin system has

motives for some physical satisfaction, a lac# of "hich over a loner period proves to

be e%tremely damain. The individual requires o%yen, food, and "aterI somethin

to preserve body temperature, "hich indirectly points to clothin and shelterI but

these by themselves do not form a motive. These physioloical motives may be

divided into specific cateories. There are t"o features of these motives+

They are universal, is they e%ist in all human beins irrespective of their

diverent social cultural and physical settins .

The behavior patterns related to these motives are larely unlearned or innate.

These behavior patterns appearG either immediately after birth or at different

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periods of life follo"in upon maturation of the neuro2physioloical

mechanism, for instance, the reproductive behavioral pattern.

SOCIO-PSYCHOLOGICAL MOTIVE

(ocio2psycholoical motives may not be as immediate or physical, yet they influence

behavior at an early stae. An individual is not merely a food see#in livin system.

/eshe desires and actively strives for association, for belonin to various

individuals and roups. These motives are neither inborn to him nor are they related

directly to his survival. These motives oriinate from the trainin "hich he acquires

from different social orani$ations 2to "hich he belons Bi.e. 0 the family, club, etc.

(ocio2psycholoical motives, unli#e physioloical motives, are larely learnt and

accordinly vary from culture to culture. They may be divided into affective and

eoistic motives. 7oth are related to people. Affiliative motives deal "ith

beloninness, friendship or affection "ith people. Eoistic motives relate to a

position over people rather than "ith people. )o"er, status, prestie or esteem fall

under eoistic motives. (ocio2psycholoical motives include acquisitiveness, security,

status, autonomy, affiliation, achievement, dependence, aression, po"er and

nurturance.

GENERAL MOTIVE

There is an intermediate cateory of motives bet"een the physioloical and the socio2

psycholoical. The motives in this cateory are unlearned but not physioloical based.

They are placed in a eneral cateory. 0n this cateory may fall all other motives

"hich cannot be classified as physioloical and socio2psycholoical includin

competence, manipulation, activity and curiosity.

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Employee satisfaction is therefore a result of different motives. These motives

enhance the productivity of the employee.

TYPES OF NEEDS

Accor!"# $o N%$or0 3" D34! '1((56 $7%r% 3r% $o $89% o: 7;03" "%%)

PRIMARY NEEDS

'hich are also #no"n as physical needs. These needs include food, "ater,

se%, shelter, air and a comfortable atmosphere. These are the basic needs of

human beins and remain from person to person.

SECONDARY NEEDS

'hich are also #no"n as social and physioloical needs. These needs include

self2esteem, assertion, competition, sense of duty, status, security, etc.

:eeds chane from employee to employee and often create complications for

manaers "hile applyin motivational efforts for employees.

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THEORIES OF MOTIVATION

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Maslo" arued, once physioloical needs have been met the individual "ill

see# security at home, tenure at "or# and protection aainst reduced livin

standards.

Soc!3= N%%

GMost people desire affection, they "ant to belon to a community, and to feel

"anted. )eople create social, reliious, cultural, sportin roup.

S%=:- E$%%0 N%%

0t includes needs for reconition, authority and influence over others. This

could be met by havin hih2ran#in jobs, toether "ith the provision of

status symbols.

S%=: Ac$;3=!@3$!o" N%%

Accordin to Maslo", this is the hihest level of need as to concerns activity

and hunt for personal fulfillment. &e" people over reach this final staes .

MASLOW>S THEORY

Maslo"Gs hierarchical concept of human needs is based on the, vie" of prepotency of

needs. These needs include the physioloical needs, safety needs, love, esteem and the

need for self2actuali$ation. After the satisfaction of physioloical needs, the need for

safety tends to motivate human behaviour. This need refers to freedom from fears of

e%ternal threats includin criminal, attac#s and climate distress, protection, comfort,

peace and orderly and neat surroundins. The need for love involves the acceptance,

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roup participation and desire for affectionate relationships amon family members

and other associates. 0t propels the individuals to belon to "arm, supportive

associations of other persons. Then comes the need for esteem Bi. e reconition and

prestie, confidence and leadership, achievement and ability, etc. "hich refers to the

"ish of an individual for a hih valuation of his personal "orth. An individual

requires self2#no"lede of competence in certain aspects of accomplishments. /e

requires the reconition or approval of these accomplishments by other persons.

There are many other features of Maslo"Gs theory, "hich deserve attention .This

hierarchy relates to the motivational scale of normal, healthy individuals belonin to

hihly advanced society. This society ensures satisfaction of L physioloical and

safety needs. &rom the standpoint of "hat actually motivates human behaviour it can

be asserted that a satiated need is no loner a motivator. 0n advance society, the

physioloical and safety needs do not form motivators for most normal adults. 0t is

only in underdeveloped reions that these needs dominate human behaviour. 0n

advance reions, these needs motivate only a small sement of population "hich is

either abnormally deprived or, has not e%perienced "arm affiliate relationships and

the esteem of others. The theory asserts that it is perhaps only the search for hiher

level needs, "hich form the motivatin factor for a normal adult individual.

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HERBERG TWO FACTOR THEORY

The present theory of /er$ber is called the 1t"o2factor theory1 or the 1motivation2

hyiene theory1. 0t incorporates t"o #inds of factors+ intrinsic or motivators and

e%trinsic or hyiene factors. The e%trinsic factors are related to job dissatisfaction

"hereas the intrinsic factors are related to job satisfaction. 0n situations "here the

e%trinsic factors are not provided up to a minimum acceptable level, people become

dissatisfied. 5et, if the e%trinsic factors are provided beyond, this minimum

acceptable level, they do not cause increase in satisfaction. These factors are also

called as maintenance factors because their presence maintains satisfaction. They

operate primarily to dissatisfy individuals "hen they are not adequately provided but

their presence in adequate deree does not motivate them sinificantly. 6n the other

hand increase in the intrinsic factors is associated "ith satisfaction. These factors are

called motivational factors. The absence of these factors "ill not necessarily cause job

dissatisfaction. 5et, they operate primarily to build stron motivation and hih job

satisfaction. &or several years manaers had been "onderin as to "hy their frine

benefits and personnel policies "ere not enhancin employee motivation in "or#

settins. The difference bet"een motivational and maintenance factors helped ans"er

their question. Their frine benefits and personnel policies are related to maintenance

factors and not motivational factors. Thus, the definition of hyiene and motivation

and the relationship of these factors to the behavior of men at "or# have sinificant

implications.

/er$ber as#ed professionals Benineers and accountants, the factors that increase or

reduce their motivation durin "or# place and /er$ber concluded that factors

reducin employeeGs satisfaction are+

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0nadequate )ay

)oor personal relations .)oor manaement

Jnpleasant "or#in conditions

ac# of incentives and other frine benefits.

Maintenance or /yiene factors2 these factors prevent dissatisfaction by controllin

the factors mentioned above. (ome of the main constituents are+

Hood pay

Hood "or#in environment

Hood relationships "ith colleaues and manaers.

evel of job security

ALDERFER>S ERG THEORY

Alderfer suested a three rather than five level hierarchy. Accordin to Alderfer the

three roups of basic need are+

E%istence needs comparable to physioloical and security needs of Maslo"Gs

hierarchy.

E*H Theory suests that people may e%perience different levels of needs

simultaneously and if a person not able to achieve the ne%t hihest level, then the one

belo" it "ill assume for reater importance in that personGs mind. Alderfer suested

that needs for self2actuali$ation may not be achievable in a "or#in environment

"hich is dull and borin, the individual "ould substitute other needs as bein more

important, such as relatedness needs.

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McCLELLAND>S THEORY

McClelland proposed three needs "hich are important in orani$ational settins for

understandin motivation. These needs include achievement, po"er and affiliation

and deserve attention because they have reat sinificance in orani$ation

The individual propelled by achievement motivation is constantly preoccupied "ith

the desire for improvement and better performance. 0ndividuals "ho are equipped

"ith hih achievement motivation are fond of ta#in calculated ris#s and, search

environments2 conducive to challenin opportunities, Gpersonal responsibility,

autonomy and a sense of mastery. (uch individuals derive reater e%citement from the

solvin of a comple% problem rather than the accompanyin money or praise, and

tend to ma#e outstandin e%ecutives or entrepreneurs. 6rani$ations "hich have a

si$able number of such individuals ma#e rapid proress.

McClellandGs theory implies that manaers "ith hih achievement motivation may set

hih standards of performance for themselves and their subordinates and are li#ely to

be2 improvement and innovation minded in their positions.

The po"er motivation has been defined as a desire to affect the behaviour of other

individuals and to control and manipulate the surroundins. 0t has been assumed that

po"er motivation becomes stron in people "ho feel themselves inadequate to

achieve the respect and reconition from other individuals, and subsequently o out of

their "ay to see# the attention of others. 0ndividuals "ith hih po"er motivation

either emere to be successful leaders or alcoholics source. McClelland stresses that

po"er motivation is closely related to manaerial success. /o"ever, it is not certain

"hich is the cause and "hich is the effect.

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Thus, it appears that althouh the po"er motivation is not undesirable in itself, the

"ay it ta#es the form are sinificant. (uch motivation is li#ely to eneri$e and direct

people to see# leadership roles. 7ut it is also li#ely that in such rolesG individuals "ith

hih po"er motivation involvin neative orientation may tend to adapt an

e%ploitative autocratic style "hereas those "ith lo" po"er, motivation may resort to a

laisse$2faire style. Moderately hih po"er motivation involvin positive orientation

leads to a participate or democratic leadership style.

The affiliation is a desire to interact "ith other individuals, to be li#ed by them, to

belon to different roups, etc. Thus, it is related to social needs. 0ndividuals tend to

see# affiliation "ith those individuals "ho are e%posed to identical situations. 0t is

perhaps because of this fact that individuals tend to form informal orani$ations. The

people "ho are unable to adjust to these orani$ations remain isolated and sometimes

emere as hih producers. /o"ever, the number of such isolates is very small.

0ndividuals also tend to enae themselves in social relations of their

interdependence. They tend to interact and affiliate "ith those other individuals upon

"hom they depend for some resource or "hom they perceive as a source of some

ains. As soon as this dependence declines, they are li#ely to minimi$e their

interactions and affiliations "ith such individuals. 7asically, the affiliation motive is

the desire to sociali$e as a oal in itself. )eople tend to see# ood company, ood

family life, and popularity in2roups just for its o"n sa#e. eaders "ith hih

affiliation motivation are li#ely to be relations2 oriented, "arm, friendly and

supportive "hile those "ith lo" affiliation motivation may be impersonal,

bureaucratic and inaccessible in orani$ational settins. /ih affiliation motivation

must, ho"ever, be accompanied by hih achievement motivation in the leader,

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other"ise he is li#ely to sacrifice standards of performance for the sa#e of his

popularity and be e%ploited by his sub2ordinates.

CATEGORIATION OF MOTIVATION THEORIES

Theories that are discussed at the individual level include Maslo"s hierarchy of need

theory, /er$bers t"o2factor theory, and McClellands manifest need theory, all of

"hich are content theories, e%pectancy theory, "hich is a process theory.

C3$%#or!@3$!o" o: Mo$!43$!o" T7%or!%

Mo$!43$!o" T7%or8 L%4%= o: Gr%3$%$

A99=!c3&!=!$8

Co"$%"$ or Proc%

T7%or8

Maslo"s hierarchy of 0ndividual Content

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needs theory

/er$ber t"o2factor theory 0ndividual Content

McClellands manifest

needs theory

0ndividual Content

Equity theory Hroup )rocess

E%pectancy theory Hroup )rocess

*einforcement theory 6rani$ation Contentprocess

T3&=% 1

APPLICATIONS OF MOTIVATION THEORIES

Maners can learn from the different theories and approaches to motivation. 0f a

hospitality manaer can identify different motivatin factors "ithin staff, this is li#ely

to lead to improved attitudes at "or#, lo"er turnover and improved customer

relations. The manaer can jude the relevance of the different theories, ho" best to

dra" upon them and ho" they miht successfully be applied in particular "or#

situations. This is part of bein an effective manaer.

P%r:or03"c%

0t is often used to related performance of employees to pay. 0t is a part of

performance manaement system, in "hich performance of employees is

evaluated and pay a"ards are iven. 7ernandin and 7eauty B-D@I off et al.,

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-? suested the use of 4>? appraisals an employeeGs performance is

appraised by lot of people includin customer, colleaues, supervisors and

people belo" him or her in the orani$ationGs hierarchy.

Jo& Co09=%!$8

Turner and a"rence B->


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*e"ards and incentives

REWARDS MOTIVATE BEHAVIOUR

There are t"o types of re"ards, or reinforces, that motivates behavior primary

re"ards and secondary re"ards. )rimary re"ards directly satisfy basic physioloical

needs, such as huner, thirst, activity, rest, and se%. Henerally these are not relevant to

"or# motivation.

(econdary re"ards, such as money do not satisfy needs directly, but throuh

e%perience "e learn that they can be used in e%chane for thins that do satisfy needs.

(econdary re"ards are clearly relevant to "or# motivation. The deree to "hich

employees must learn about secondary re"ards varies.

PRODUCTIVITY

0t is a measurement of the relationship bet"een the quantity of output of a productive

system and the quality of inputs entered into the system in order to yield this output.

0ndeed, there is a very ood case for aruin, as *iley B->+ @? does, that the study

of productivity in the hospitality industry is de facto the study of labor productivity.

This is because "hilst the hospitality industry is capital intensive, it is also labor

intensive relative to many other industries, and labor inputs are e%tremely variable

and unpredictable in nature. 0f "e accept this vie" of *ileys "e must also accept its

corollary, namely that the oriin of demand for labor in hospitality orani$ations is

sales, or forecast sales, and the manaement of productivity in hospitality services is

the manaement of Ba job desin to ensure efficient "or#in practices the best

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utili$es technoloy and human resourcesI and Bb the relationship bet"een the forecast

demand for labor and the actual supply of human resources. 0n respect of Bb *iley

asserts, productivity is therefore about efficiently matchin labor demand and supply.

Accordin to most researchers there is a positive relationship bet"een motivation and

productivity. That is to say, "hen motivation increases, "e should e%pect productivity

to rise as a result. This reflects the belief that an increased motivation level causes an

increase in productivity F a direct cause and effect relationship

CHARACTERISTICS OF HIGHLY PRODUCTIVE WORKERS

&or hih achievers money may seem to be important, but it is valued more as

symboli$in successful oal achievement. Money may serve as a means of ivin

feedbac# on performance. )eople "ith hih achievement motivation seem unli#ely to

remain lon "ith an orani$ation that does not pay them "ell for ood performance.

&or people "ith lo" achievement motivation, money may serve more as a direct

financial incentive for performance.

Althouh it is difficult to apply objective measures, McClelland had identified four

common characteristics of people "ith hih achievement needs+ the preference for

personal responsibility, the settin of moderate oals, the desire for specific feedbac#

and innovativeness.

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A secondary purpose of the study "as to compare the results of this study "ith the

study results from other populations.

METHODOLOGY

The research desin for this study employed a descriptive survey method. The taret

population of this study included employees at the )i#eton *esearch and E%tension

Center and Enterprise Center Bcenters. The sample si$e included all 3< employees of

the taret population. T"enty2three of the 3< employees participated in the survey for

a participation rate of 3O. The centers are in )i#eton, 6hio.

The mission of the Enterprise Center is to facilitate individual and community leader

a"areness and provide assistance in preparin and accessin economic opportunities

in southern 6hio. The Enterprise Center has three prorams+ alternatives in

ariculture, small business development, and "omenGs business development. The

mission of the )i#eton *esearch and E%tension Center is to conduct research and

educational prorams desined to enhance economic development in southern 6hio.

The )i#eton *esearch and E%tension Center has five prorams+ aquaculture,

community economic development, horticulture, forestry, and soil and "ater

resources. &rom a revie" of literature, a survey questionnaire "as developed to

collect data for the study B7o"en P *adha#rishna, --I /arpa$, -?I Novach,

-D@. !ata "as collected throuh use of a "ritten questionnaire hand2delivered to

participants. =uestionnaires "ere filled out by participants and returned to an intra2

departmental mailbo%. The questionnaire as#ed participants to ran# the importance of

ten factors that motivated them in doin their "or#+ -Qmost important . . . -?Qleast

important. &ace and content validity for the instrument "ere established usin t"o

administrative and professional employees at The 6hio (tate Jniversity.

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RESULTS AND DISCUSSION

The ran#ed order of motivatin factors "ere+ Ba interestin "or#, Bb ood "aes, Bc

full appreciation of "or# done, Bd job security, Be ood "or#in conditions, Bf

promotions and ro"th in the orani$ation, B feelin of bein in on thins, Bh

personal loyalty to employees, Bi tactful discipline, and Bj sympathetic help "ith

personal problems.

A comparison of these results to Maslo"Gs need2hierarchy theory provides some

interestin insiht into employee motivation. The number one ran#ed motivator,

interestin "or#, is a self2actuali$in factor. The number t"o ran#ed motivator, ood

"aes, is a physioloical factor. The number three ran#ed motivator, full appreciation

of "or# done, is an esteem factor. The number four ran#ed motivator, job security, is

a safety factor. Therefore, accordin to Maslo" B-;4, if manaers "ish to address

the most important motivational factor of CentersG employees, interestin "or#,

physioloical, safety, social, and esteem factors must first be satisfied. 0f manaers

"ished to address the second most important motivational factor of centersG

employees, ood pay, increased pay "ould suffice. Contrary to "hat Maslo"Gs theory

suests, the ranes of motivational factors are mi%ed in this study. Maslo"Gs

conclusions that lo"er level motivational factors must be met before ascendin to the

ne%t level "ere not confirmed by this study.

The follo"in e%ample compares the hihest ran#ed motivational factor Binterestin

"or# to 9roomGs e%pectancy theory. Assume that a Centers employee just attended a

staff meetin "here heshe learned a major emphasis "ould be placed on see#in

additional e%ternal proram funds. Additionally, employees "ho are successful in

securin funds "ill be iven more opportunities to e%plore their o"n research and

3@


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e%tension interests Binterestin "or#. Employees "ho do not secure additional funds

"ill be required to "or# on research and e%tension prorams identified by the

director. The employee reali$es that the more research heshe does reardin fundin

sources and the more proposals heshe "rites, the reater the li#elihood heshe "ill

receive e%ternal fundin.

The follo"in e%ample compares the third hihest ran#ed motivational factor Bfull

appreciation of "or# done to AdamsGs equity theory. 0f an employee at the centers

feels that there is a lac# of appreciation for "or# done, as bein too lo" relative to

another employee, an inequity may e%ist and the employee "ill be dismotivated.

&urther, if all the employees at the centers feel that there is a lac# of appreciation for

"or# done, inequity may e%ist. Adams B->


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Conversely, employees "ill be motivated "hen they are doin interestin "or# and

but "ill not necessarily be motivated by hiher pay.

The discussion above, about the ran#ed importance of motivational factors as related

to motivational theory, is only part of the picture. The other part is ho" these ran#ins

compare "ith related research. A study of industrial employees, conducted by Novach

B-D@, yielded the follo"in ran#ed order of motivational factors+ Ba interestin

"or#, Bb full appreciation of "or# done, and Bc feelin of bein in on thins.

Another study of employees, conducted by /arpa$ B-?, yielded the follo"in

ran#ed order of motivational factors+ Ba interestin "or#, Bb ood "aes, and Bc job

security.

0n this study and the t"o cited above, interestin "or# ran#ed as the most important

motivational factor. )ay "as not ran#ed as one of the most important motivational

factors by Novach B-D@, but "as ran#ed second in this research and by /arpa$

B-?. &ull appreciation of "or# done "as not ran#ed as one of the most important

motivational factors by /arpa$ B-?, but "as ran#ed second in this research and by

Novach B-D@. The discrepancies in these research findins supports the idea that

"hat motivates employees differs iven the conte%t in "hich the employee "or#s.

'hat is clear, ho"ever, is that employees ran# interestin "or# as the most important

motivational factor.

U"%r$3"!"# E09=o8%% Dr!4% 3" Mo$!43$!o" - T7% F!r$ S$%9 $o3r

Mo$!43$!o" 3$ Wor

/o"ever lare or small a company or business is, it is employees at all levels that can

ma#e or brea# it. This holds true not only for the people "e hire on a reular basis,

3


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but also for temporary and contracted "or#ers. 0t is as important to research and study

the needs, drives, and e%pectations of people "e hire or employ, and aim at

respondin to and satisfyin those, as it is "ith reard to customers. 0n actual fact,

considerin the role each 1employee1 plays in a companyGs success, analy$in and

plannin an adequate response to employeesG motivations deserves first place in the

order of business. 7efore oin any further, let us shift our approach from roupin

people under the eneric cateory of 1employee1 to individual human beins and term

them as 1hired "or#ers1 or 1"or#in partners1. This is "hat they are. 'e must

ac#no"lede them as human beins "ith individual needs, drives, characteristics,

personalities, and ac#no"lede their contribution to the business success.

Thouh each person has specific needs, drives, aspirations, and capabilities, at

varyin derees of intensity, peopleGs basic needs are the same, as illustrated by

M3=oin the follo"in model+

M3=o> H!%r3rc78 o: N%%

S%=:-

Ac$;3=!@3$!o"

N%%

E#o N%%

Soc!3= N%%

S3:%$8 N%%

P8c7o=o#!c3= N%%

4?


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F!#;r% 2

Maslo" e%plains the /ierarchy of :eeds as applied to "or#ers rouhly as

follo"s+

P8c7o=o#!c3= N%%

The ability to acquire food, shelter, clothin and other basics to survive.

S3:%$8 N%%

A safe and non2threatenin "or# environment, job security, safe equipment and

installations .

Soc!3= N%%

Contact and friendship "ith fello"2"or#ers, social activities and opportunities .

E$%%0 N%%

*econition, ac#no"ledment, re"ards.

S%=:-Ac$;3=!@3$!o"N%%

*eali$in oneGs dreams and potential , reachin the heihts of oneGs ifts and talents.

0t is only "hen these needs are met that "or#ers are morally, emotionally, physically

ready to satisfy the needs of the employer and the customers. 'or#er motivation must

also be vie"ed from t"o perspectives+

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0nner drives

6uter Be%ternal motivators.

A personGs inner drivespush and propel himher to"ards an employer, a particular

job, career, line of study, or other activity Bsuch as travel or recreation. 0t is these

drives that Maslo" delineates in his hierarchy of needs, and "hich "e must

understand and internali$e, use as uidelines in our efforts to help employees feel

motivated.

The outer Be%ternal motivators are the mirror imae the employer or outside "orld

offers in response to the inner drives. 0n order to attract the 1cream of the crop1 of

available "or#ers, same as in hisher dealins "ith customers, the employer not only

tries to satisfy these basic needs, but to e%ceed them 2 ta#in into consideration

additional e%traordinary needs individual "or#ers have.

Most "or#ers need to+

Earn "aes that "ill enable them to pay for basic necessities and additional

lu%uries such as the purchase of a home, or travel

(ave for and enjoy old ae security benefits

/ave medical and other insurance coverae

Acquire friends at "or#

'in reconition

7e ac#no"leded and re"arded for special efforts and contributions

7e able to advance in life and career2"ise

/ave opportunities for self2development

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0mprove their s#ills, #no"lede, and #no"2ho"

!emonstrate and use special ifts and abilities

*eali$e their idealBs.

The employer responds to those needs by offerin and providin+

Employment

8ob security Bto the deree possible

Clear company policies

Clear and orani$ed "or# procedures

A stable, just and fair "or# environment

A safe "or# environment

Medical coverae and other benefits

An atmosphere of team"or# and cooperation

0n addition to needs and drives, adult "or#ers have e%pectations from their employer 2

they e%pect+

A #no"ledeable, e%perienced, e%pert employer

Clear and fair policies, procedures, and employment practices

44


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To;r!$ 3rr!43= !" I"!3

F!#;r% *

OUTLOOK

'ith the busy season for hotel industry already approachin, overall A** and

occupancy rates of the industry "ould increase. Cities li#e 7analore, Chennai and

/yderabad are e%pected to see the hihest ro"th in A** and occupancy. The tourist

inflo" is li#ely to continue further. 'ith stress no" bein laid on improvin the

facilities at the airports and developin road infrastructure across the country, the

tourism industry is all set to ain even more.

SWOT ANALYSIS OF A HOTEL

STRENGTHS

0ndiaGs rich cultural heritae

(econd larest forein e%chane earner

4


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!emand far e%ceeds (upply

Hlobal economical turn2up

0nclusion in E)CHR scheme

:e" business opportunities

WEAKNESSES

Capital intensive

ac# of adequate Man po"er

:on2availability of land

*eional imbalance of hotels

on estation period

)oor infrastructure and cleanliness

OPPORTUNITIES

7oom in tourism

)rivati$ation of airlines

Tie ups "ith international hotel chains

0ncrease in disposable incomes

7oost in ta% concessions

THREATS

(ensitive to disturbances in the country.

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Competition from other Asian countries "hose official currencies have fallen

ac# of trained entrepreneurs.

. /ih service P lu%ury ta%es may render 0ndia as an unviable destination.

THE HOTELS STUDIED

T7% C=3r!#% Ho$%=

Acc%!&!=!$8

-D #m from 0nternational Airport. -; #m from !omestic Airport. < #m from

:e" !elhi *ail"ay (tation.

Loc3$!o"3= A43"$3#%

!o"nto"nI City CentreI Close to *ashtrapati 7ha"an.

Ho$%= D%cr!9$!o"

4@


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The hotel, "ith its colonial charm, is located near the citys business and

shoppin districts. The Ambassador /otel is -; #m from the domestic airport, and -D

#m from the international airport.

Acco00o3$!o" 3$ Ho$%= C=3r!#%

->3 centrally air2conditioned rooms includin < lu%ury suites.

S$3"3r Roo0

All rooms are "ell appointed and offer uest amenities li#e *oom (ervice, /C

runnin "ater, &a%, T.9., Channel Music, TeaCoffee ma#er, *efrierator, E2mail,

!irect dialin Telephone.

D%=;% S;!$%

Tastefully decorated suites "ith a livin room, a study and a bedroom.

A0%"!$!% 3$ Ho$%= C=3r!#%

7usiness Centre, 7anquet P Conference &acilities, 7eauty )arlour, (hoppin Arcade,

/ealth Club, ("immin )ool, Tennis.

S%r4!c% 3$ Ho$%= C=3r!#%

!octor on Call, aundry, Money Chaner, (afe !eposit, 7aby (ittin, 9alet, Travel

!es# (ervice, Currency E%chane .

Or#3"!3$!o"3= S$r;c$;r% o: C=3r!#% Ho$%=

4D


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F!#;r% ,

T7% I09%r!3= Ho$%=

Acc%!&!=!$8

Airport+ -@ #m., *ail"ay (tation+ 4 #m., 7us (tation+ D #m.

Loc3$!o"3= A43"$3#%

(ituated in serene !iplomatic Enclave close to City centerbusiness district P Airport.

Ho$%= D%cr!9$!o"

4

Heneral

Manaer

*ooms&ood P

7everae

/uman

*esources

Mar#etin

and (ales Accountin

2 *eservations

2&ront 6ffice

2/ouse Neepin

2aundry

2(ecurity

2&ood )roduction

2 &ood (ervices

*oom service

27everae Manaer

2(te"ardin

2*ecruitment

2Trainin

2Compensation

2Appraisals

2(ales

2)ublic *elations

2&inance 6perations

2)urchasin

2Credit systems

2(tore*oom


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The 0mperial in :e" !elhi is not only a distinuished hotel but one "hich is primus

interpares "ithin the community of AsiaGs fine hotels. The 3; #in palms that lead on

to the porch, are an interal part of and "itness to the very creation of :e" !elhi.

!esined by 7romfield, one of (ir Ed"in utyenGs associates, it "as placed on the

prestiious =ueens"ay, no" 8anpath, and bequeathed "ith a some"hat

unconventional style and desin. A mi%ture of 9ictorian, old colonial and a playful

dosae of informal art2deco.

Acco00o3$!o" 3$ Ho$%= I09%r!3=

3>4 aesthetically appointed spacious sinles, doubles and suites, the rooms at The

0mperial retain the real flourishes of a "ondrous past. 'ith its hih ceilins,

impeccable dScor, and all the comforts of a more modern "orld.

A0%"!$!% 3$ Ho$%= I09%r!3=

("immin )ool, 'ater (ports, (hoppin Arcade, !octor on call, /ealth Centre, CT9

"ith satellite connection, 7usiness center, (afe !eposit oc#ers, &orein E%chane

Counter, E)7A Telephones, Arranement for olf, tennis, !iscotheque, Centrally

air2conditioned, 7eauty )arlour, (auna, 8acu$$i .

S%r4!c% 3$ Ho$%= I09%r!3=

!octor on Call, aundry, 9alet, Travel !es# (ervice, !ry Cleanin, )ost, 7aby

(ittin.

Or#3"!3$!o"3= S$r;c$;r% o: I09%r!3= Ho$%=

;?


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F!#;r% 5

T7% P3r Ho$%=

Acc%!&!=!$8

Airport+ -D #m., *ail"ay (tation+ 3 #m., 7us (tation+ -? #m.

Loc3$!o"3= A43"$3#%

/otel is located in city center.

Ho$%= D%cr!9$!o"

The )ar# hotel is desined for both the business and leisure travellers "ith facilities

available for both #ind of uests available .

Acco00o3$!o" 3$ Ho$%= Cro"% P=3@3 S;r83

;-

Heneral

Manaer

Audit/ouse

Neepin

&ront

!es#(ales

Maintain

2ance


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/otel offer 33; superior and lu%ury rooms. All the rooms and the suites in the hotel

have been astheticaly desined and decorated. The lu%ury rooms in the hotel are one

of the speciality of the hotel "ith e%ceptionaly lare rooms. The rooms and suites in

the hotel are some of the most "ell trained staff available in !elhi. The staff is al"ays

on their toes to provide the best of the service to the uests.

A0%"!$!% S%r4!c% 3$ Ho$%= T7% P3r6 N% D%=7!

!octor on Call, aundry, 9alet, Travel !es# (ervice, !ry Cleanin, )ost, 7aby

(ittin, Currency E%chane, /air !ryer, :e"sstand, (afety !eposit 7o%, (ecretarial

(ervices, 'a#e up service, Car *ental, 7eauty )arlour , Travel !es#, 7arber shop,

Courier service, &ront !es#, &ree :e"spaper, )ar#in, 7ar, 7anquet, *estaurant, (afe

!eposit 7o%, Conference &acilities, 7usiness Centre, (auna, 8acu$$i, ("immin

)ool, /ealth Club, (hoppin Arcade.

FINDINGS AND ANALYSIS

ANALYSIS FOR EMPLOYEES

A SAMPLE SIE

To$3= N;0&%r o: E09=o8%% co"$3c$%) 4?

To$3= ";0&%r o: 7o$%= co4%r%) Three /otels in !elhi

The )ar# /otel + -?

The Clarides + -?

;3


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The 0mperial + -?

&iure >

B A#% M!

Yo;r A#% 9=%3% 03r 7!c7%4%r 399=!c3&=%

Ae Hroup Total

3?24? 3?

4-2;? @

;-2


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&iure @

F!"!"#) 0n the survey of three hotels different ae roups of respondents "ere

contacted. The percentae of different ae roup of respondents is presented in the

above pie chart. 0n the survey >@O respondents "ere in the youner ae roup that is

3?24?. 34O respondents "ere from ne%t ae roup that is 4-2;?. -?O respondents in

the ae roup ;-2


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F!#;r% +

F!"!"#) 0n all the three hotels the respondents "ho "ere as#ed to fill the

questionnaires had the follo"in e%perience as sho"n in the bar raph. The majority

of respondents had e%perience in the rane of -2; years "hile others had e%perience in

the rane of


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&iure

F!"!"#)The satisfaction level varied in all the three hotels. 'hile in The Clarides,

si% respondents "ere satisfied "ith their profile and four respondents "ere not

satisfied. 0n The 0mperial seven respondents "ere satisfied and three people "ere not

satisfied. 0n The )ar# /otel eiht people "ere satisfied and t"o people "ere not

satisfied.

< L!$ $o %=:3r% 3c$!4!$!% c3rr!% o;$ &8 8o;r Ho$%=

The respondents at the hotel said that there "ere many "elfare activities that "ere

carried out by the hotel. The employers in all the three hotels provided "ith+

/ealth and Accident insurance, "hich typically pays for hospital and doctor,

e%penses.

The 0mperial also offered dental plans to employees.

The employees in all the three hotel chains are provided "ith

facilities such as transport at early mornin and late niht hoursBafter

D+??pm for irls, and -3+??am for boys

And subsidi$ed food.

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< Do% $7% co093"8 9ro4!% 8o; !"c%"$!4%?

/otel 5es :o

The Clarides > ;

The 0mperial @ 4

The )ar# /otel -

;@

6

'

4

2

1

0

1

2

3

4

5

6

7

'

10

Claridges Imperial The Park Hotel

!es

&o


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The study has proved throuh the survey of Manaers and staff members of various

&ive (tar /otels in :e" !elhi that the productivity of employees improves "hen they

are motivated. Thouh the motivation factors for different employees are different, as

the physioloical needs of t"o human beins can not be same as per different theories

of Motivation.

Also the hypothesis that apart from money there are other drivers of motivation holds

true, as seen in the results of the survey. This can be clearly understood from the fact

that Employees needs move around salaries and job security "hile Manaers loo# for

empo"erment and "or# culture. 7ut it is clear from the survey that Motivated

employees are more productive in terms of their performance as compared to

employees "ho are not motivated.

/ence orani$ations must loo# for ne" methods other than "hat are mentioned in this

report to motivate all levels of employees so that the employees are able to ive their

best to the orani$ations.

After carefully scrutini$in the data throuh a proper statistical technique, 0 have

reached on the conclusion, "hich proves the hypothesis also, that Motivated "or#ers

are productive "or#ers.

Also all motivation theories hold true. Maslo"s different levels of needs stands true,

as "e see that as employees start ainin "or# e%perience, their demands move on

from salaries and job security to more of empo"erment and self2esteem related

factors. Also the e%pectancy theory, is very relevant, that re"ards as per the

employees "ants, trier better performances, leadin to more productivity.

/er$bers t"o factor theory, of hyiene2motivation is true as "ell. Maintenance

factors are important, but beyond a certain level they cant provide satisfaction to the

;


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employees. Thus motivation factors such as empo"erment, ood boss2subordinate

relationship, ro"th prospects etc play a vital role.

Alderferss E*H theory, aain is true. As in employees do need salary for basic

e%istence, but to have beloninness they need job security and further need ro"th

as "ell. 'e can see this employee behavior in the survey analysis as "ell.

McClellands theory of three different motivational needs of po"er, achievement, and

affiliation proves that different individuals have different drivers for performance.

(imilar results "ere dra"n from the survey as "ell. Certain people "anted more of

empo"erment, others a challenin and fle%ible "or# environment to help them ain

their achievement drive, "hile rest "anted beloninness and security. Appreciation

at "or# is very important as "ell. (o the last hypothesis also ets proven, that this

motivational is also important.

E%pectancy theory by 9ictor 9room, also seals the survey results that desired and

#no"n re"ards leadin to better performance leadin to enhanced productivity.


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RECOMMENDATIONS

0n vie" of the study, the various motivation theories studied and the live research

conducted, 0 "ould li#e to ma#e a fe" recommendations to the employers pertainin

to motivatin their employees. &e" of these are eneric recommendations and can be

adopted by any orani$ation irrespective of their nature of "or#, "hereas rest are

specific to the /otel 0ndustry.

6peratin under the premise that no t"o "or#ers are ali#e, companies should

practice one2to2one manaement I fiurin out "hat ma#es each of their

employees tic#. Motivational re"ards and benefits should be standard for the

"hole orani$ation. Companies should foster a culture "herein each team

leader or manaer sits "ith his team mates or subordinates, and discusses the

various factors that motivate each individual specifically and then desin a

tailored benefit proram for each individual separately.

&oster a ood boss2subordinate relationship, the manaement style can ma#e

all the difference. 0t can help develop employees in a more sinificant "ay

than money can.


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Enliven your "or# environment. Ma#e people have fun at "or#.

*econition and appreciation at "or# are very vital drivers of motivation. 0t

doesnGt cost a thin to add a personal touch to your reconition efforts. )eople

love bein sinled out, even in these simple "ays.

Call an employee into your office just to than# him or herI donGt discuss any

other issue durin the visit.

Add a line to a letter received, a reporteeGs paychec# or bonus, or just all on its

o"n to say "hat you li#ed and "hy.

/elp your employees "hen theyGre under pressure to finish a job. 7ut donGt be

the 1boss.1 As# ho" you can help, and then do "hat youGre told to help out.

Establish a place to display photos, memos, and other evidence of proress on

a major project. !onGt "ait for people to set somethin up themselves, and

ma#e it clear that everyone is free to post positive items about others and to

sin their names as a special tribute.

'henever employees achieve a major success, allo" them to blo" "histles or

clan bells. Each department can have its o"n sinal of success. 0t ives

everyone in the place a sense of pride and camaraderie that canGt be achieved

in other "ays.

:on cash incentives also help in enhancin motivational levels. i#e 0nterestin

'or# , 0nvolvement , 0ndependence .


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LIMITATIONS

!urin primary research , many constraints "ere faced "hich are as follo"s+

Time restrictions.

(ome people sent the questionnaire bac# "ithout fillin it.

(ample si$e cannot be very lare as number of people "or#in is not very

lare as in call centre and other industries.

9ery lon and in2depth questionnaires are not entertained.


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BIBLIOGRAPHY

BOOKS

-. 7ruce P )epitone , Anne P 8ames, Motivatin Employees , McHra" F /ill,

America, ;th Edition, -D

3. )odmoroff, !ianna, 4>< "ays to motivate and re"ard , Atlantic )ublishin

Hroup. 0nc., :e" !elhi,


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-. Economic Times

3. !aily :e"s

4. Times 6f 0ndia

WEBSITES

1. http+""".lin#edin.comans"ersadministrationcustomer2

serviceA!MVC(94->


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. !oes your company appreciate your "or#Y

5es :o.

@. !oes the company provide you incentivesY

5es :o.

D. )lease ran# the motivation factors as to ho" they motivate you to perform "ell Bon

a scale of - to


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Empo"erment

Environment'or# Culture

Career )rospects

Any otherVVVVVVVVVVVVVVVV

. 'ould you li#e your orani$ation to introduce some ne" procedures so as to ma#e

staff more motivated to"ards jobY

5es :o.

0f no than please specify+

VVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVV

-?. !o you thin# that motivation leads to productivityY

5es :o.

--. /o" Motivates Employees are to deliver the best to the hotel Y

- -? O 2 -< O

3 3? O 2 4? O

4 ;? O 2


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UESTIONNAIRE FOR MANAGERS

NAME )

COMPANY )

DESIGNATION )

DEPARTMENT )

-. /o" many years have you been associated "ith the orani$ationY

-2; years


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5es :o.


4. !o you believe that if you are able to manae people better, your performance at

"or# "ill improveY

5es :o

;. 5our performance fluctuates under different bosses. 0f a boss manaes you and

your colleaues "ell, you are much more motivated "or#ers and the quality and

quantity of your "or# improves.

5es :o


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Environment'or# Culture

Career )rospects

Any otherVVVVVVVVVVVVVVVV

@. 'ould you li#e your orani$ation to introduce some ne" procedures so as to ma#e

staff more motivated to"ards jobY

5es :o.


VVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVV

D. !o you thin# that motivation leads to productivityY

5es :o.

. /o" Motivates Manaers are to deliver the best to the hotel Y

- -? O 2 -< O

3 3? O 2 4? O

4 ;? O 2


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Aakash Kaushik - Employee Motivation

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