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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
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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,
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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%%
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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
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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
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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"
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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$ationY
-2; years
-
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5es :o.
0f no than please specify+
4. !o you believe that if you are able to manae people better, your performance at
"or# "ill improveY
5es :o
;. 5our performance fluctuates under different bosses. 0f a boss manaes you and
your colleaues "ell, you are much more motivated "or#ers and the quality and
quantity of your "or# improves.
5es :o
-
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Environment'or# Culture
Career )rospects
Any otherVVVVVVVVVVVVVVVV
@. 'ould you li#e your orani$ation to introduce some ne" procedures so as to ma#e
staff more motivated to"ards jobY
5es :o.
0f no than please specify+
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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