The Effective Motivations for Workers in Jurys Inn Industry - Term Paper Example

This dissertation tried to examine the effective motivations for workers in Jury's Inn industry. Nowadays, human resource management is getting more and more important in hospitality industry. In the heart, motivation is a key factor, which maintains the process of human resource management regularly. Not all workers can be motivated in the same way. Therefore, there is a need to focus on the motivation of workers in hospitality industry, and the way that human resource management practices address work values and motivational factors. From this research, we also found out different employees in different position and different levels of wages have different motivators. For higher incomers, such as managers, job promotion and recognition are more important than money. In the contrast, low incomers are motivated be financial factors such as salary and bonus. Hertzberg (1968) two factors theory determines the motivation factors and hygiene factors do not motivate but create dissatisfaction if they are not present. In certain period of time, employees feel financially secured and better off financially; hygiene factor can be an effective motivator. Money loses its attractive as if motivational factors among managers. Managers may be not motivated by money, but by job promotion through achievement. They can be considered to be at the highest level of "motivational need". What's more, according to Hertzberg, working conditions is a hygiene factor, offering people unique incentives and morale boosters that contribute to a changing, exciting, and motivation work environment. Excellent work conditions would give them more job satisfaction and motivation. McClelland (1987) identified three major needs, which are achievement, power and affiliation. Conclusions and Recommendations The findings from this study show that money is the most important motivator for workers at Jury's Inn, especially for low-income workers. Furthermore, the findings indicate that job promotion and recognition are important factors to motivate workers at Jury's Inn because job promotion and recognition are related tight to financial rewards. In addition, salaries and benefits, interpersonal relationships and offering incentives and morale boosters have been found as the main effective motivators. In order to support the aim, this working paper provided literature review, which including motivation theories, the critically analysis of motivation and reward system on workplace culture and work value. Moreover, for the sake of investigating the effective motivation; the relevant research methodology has been used. Studies of some of the best United States and Australian hotels (Gray, 1992) also suggest that the cement which binds skilled and motivated employees to their organization, who are thus more enthusiastic, more committed and potentially more productive than their competitors' employees, is clear and ongoing communication between hotel managers and their employees. The management of the Jury's Inn should also take the advantage of the communication process in order achieve the higher level of performance from the employees. A modern and a more permanent approach to motivation are through job enrichment (Wright, 2004). This involves putting meaning into jobs. In other words, it is putting Herzberg's two-factor theory into effect by building motivators into the job. These motivators include achievement, growth, responsibility, advancement and recognition. This approach can also work for Jury's Inn staff. According to the approach the hotel should plan to change the job contents of the employees in order to motivate them as explained by Ross (1998) in his article A practical theory of motivation applied to hotels. A number of research studies (Rothbard, 2001; Niehoff , Moorman, Blakely & Fuller, 2001; Bloom, Yorges & Ruhl, 2000) have indicated that the job content is an important factor in motivating people. So the content of a routine or repetitive task must be restructured to provide motivation to the performer of that job. One way of restructuring the job is through job enrichment, or making jobs more meaningful. If a manager can include more of Herzberg's motivators, people who perform such jobs utilise their skills and potentials to the best of their abilities and be more productive on the job. Thus, the jobs would be richer and not just bigger. Keeping in view the case of Jury's Inn Hotel following steps have been recommended to make jobs enriching: Selection of an area or job where an improvement in motivation will make a difference in performance or productivity. Clues such absenteeism, turnover, tardiness, poor quality, lack of interest and production delays may provide an answer in selecting an area or jobs to be enriched (Fichman, 1989; Krausz, 2000; Lee & Johnson, 1991), A more productive approach to employee motivation and commitment, involving a perception that it is " everyone else's responsibility (apart from front line workers) to, 'serve' those who directly serve the customer" (Heskett, 1990), will be enhanced by job rotation schemes, which provide both multi-skilling (for subsequent promotion and vacancy-filling options) and team-building opportunities. Job rotation schemes are currently in minimal use (less than 39.1% according to a recent survey (Nankervis, 1991). Development of criteria for measuring changes in productivity among the employees in the selected area or job. These measurements may include rate of absenteeism, number of products rejected, waste, etc. 1 Forming a committee of members who are familiar with the chosen area or job. Care must be exercised in selecting members of this committee. Members whose jobs are to be enriched should not be included in this committee. 2 The committee then brainstorms the job or area chosen for job enrichment and as a result it may come out with a list of changes that could be made in the content of the job in order to make it more meaningful. Answers to questions such as "How to make this job more challenging" "How to make this job more meaningful" and so on will help to formulate some changes in the job content. 3 Screening of the list of changes suggested by the members of the committee. Changes, which are not motivational in nature, must be eliminated. These must deal with Herzberg's motivators such as responsibility, challenge, advancement, recognition, growth and so on. 4 The sequence and time schedule in incorporating the selected changes must be determined. The committee must anticipate some obstacles, which may prevent some of the changes from being made. 5 The responsibility to check the implementation and progress of this task must be assigned to some specific individuals. 6 The committee set up for the purpose of job enrichment must review the progress of the work periodically to evaluate the impact of the changes that have been made. The above process is explained by Ross (1998) in his article. Once the result indicates that job enrichment works in one area, efforts can be undertaken to enrich other jobs and areas. In essence, job enrichment provides the worker with more responsibility and freedom in carrying out a complete task and with timely feedback on his performance. (Powers, 1972) job enrichment creates a self-managed job where the phases of the task. (Myers, 1968) A number of companies which have successfully implemented job enrichment programme report improvement in the production. Team building: is an important solution to the problem facing the hotel as suggested by many experts in the hospitality industry all over the world (Parseghian, 2002). A team according to Adair (1986) is more than just a group with a common aim. It is a group in which the contributions of individuals are seen as complementary. Collaborations, working together are the keynote of a team activity. Adair suggest that the test of a good (i.e. effective) team is: 'whether its members can work as a team while they are apart, contributing to a sequence of activities rather than to a common task, which requires their presence in one place at one time.' Solution proposal in terms of theory: The key variables that determine the relative effectiveness of groups in achieving their goals and satisfying the needs of their members. These variables, which have to be addressed if there is to be any chance of building a successful team, Jury's Inn managers should take into consideration for creating the successful team. They are: The size of the group The nature of the task The environment in which the group operates The leadership requirements of the group The roles played by individual members The knowledge, skill, motivations and other attributes of the group-members The potential for / desirability of group cohesiveness The work and social norms of the group (Parseghian, 2002) For instance the hotel can take advantage of notion by building team leaders within their kitchens and do away with chef-dictator atmospheres, which would allow the chefs themselves to enjoy more humane schedules. Adair (1986) emphasises the importance of careful selection of team members. The key factors here for individuals are not only technical or professional competence, but also the ability to work as a team member, and the possession of desirable personal attributes' such as willingness to listen, flexibility of outlook, and the capacity to give and accept trust. Effective groups: In order to create a successful team at Jury's Inn hotel following steps should be taken: The atmosphere should be informal and relaxed. The aims and tasks of the groups should be clearly defined and understood by the group members. The group members should be committed to achieve these goals. The members should have the courage to listen to each other's advises. All the conflicts should not be avoided or hide they should be dealt fairly and openly. The final decisions should be made with the consensus of all group members. Every body in the group should be free to express their ideas. . Since there are a variety of people working in large organisations such as Jury's Inn hotel, it can be useful for the managers to apply a combination of the motivation theories to get outstanding performance from the employees. It should be also kept in mind that an individual effort cannot the height of achievement till the time it is combined by the efforts of other people. Team building can serve the purpose. There are some important factors, which should be taken into consideration while building a team. Limitation This dissertation provides a useful research on motivation and reward system in hospitality industry. The research wants to further examine and verify the findings within this research. The limitations of this research have been identified to be: The trend of globalisation and the increased heterogeneity in the work force has posed more challenges to the managers in order to effectively motivate the employees. According to the Chinese culture and work value, effective motivation can be used in some hotels, but cannot be used in every hotels. Consequently, this sample used for this research was limited. Because of the limited period of time, there are many limitations were given to accomplish this survey. References Bloom AJ, Yorges SL, Ruhl AJ. (2000). Enhancing student motivation: Extensions from job enrichment theory and practice. Teaching Psychol 2000; 27: 135-7. Fichman, M. (1989). Attendance makes the heart grow fonder: A hazard rate approach to modelling attendance. Journal of Applied Psychology, 74, 325-335. Gray, R., (1992), "Communicating the Customer Service Mission to Employees - A Case Study on the Ritz-Carlton, Sydney", Conference, May, Sydney. Heskett, J. L., Sasser, W. E. Jn., Hart, Christopher, W.L., (1990), Service Breakthroughs: Changing the Rules of the Game, The Free Press, New York. Krausz, M., Sagie, A., & Bidermann, Y. (2000). Actual and preferred work schedules and scheduling control as determinants of job-related attitudes. Journal of Vocational Behavior, 56, 1-11. Lee, T. W., & Johnson, D. R. (1991). The effects of work schedule and employment status on the organizational commitment and job satisfaction of full versus part-time employees. Journal of Vocational Behavior, 38, 204-224. Nankervis, A. R., (1991), "Human Resource Management in the Australian Hotel Industry", Working Paper No. 79, September, Faculty of Commerce, University of Western Sydney (Nepean), Sydney Niehoff BP, Moorman RH, Blakely G, Fuller J. (2001). The influence of empowerment and job enrichment on employee loyalty in a downsizing environment. Group Organization Manage 2001; 26: 93-113. Parseghian, P., (2002). 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