Dissertation (Review)

Running Head: EMPLOYEE JOB SATISFACTION AND MOTIVATION
Employee Job Satisfaction and Motivation
1 | P a g e

Executive Summary
Rewards are considered to be an important aspect so as to keep the employees
satisfied with the practices of job being adopted by the organization (Sledge, Miles and
Coppage, 2008). The present research aims at understanding that “To what extent the
financial and the non-financial rewards affect the employee job satisfaction and staff
motivation in the Hilton Hotel United Kingdoms. The researcher has been involved in taking
interview from both employees and managers so as to understand the significance of rewards
and whether the same motivate its employees to work hard or not. The current research
helped in understanding the importance of various methods of financial and non-financial
rewards. Adoption of the same can make the organizational functions effective ultimately
making the employees satisfied enough to conduct their job more efficiently and effectively.
The results section being drafted in the dissertation states that adoption of financial and non-
financial rewards system can help the organization to grow. It not only helps in development
and production growth of organization but its direct impact can also be assessed on personal
growth of the employee as well. In the end, it has been concluded by the researcher that, it is
important to analyse that whether the employees are having positive influence of financial
reward or non-financial reward before opting for any of them.
2 | P a g e

Contents
1 Chapter One: Introduction.......................................................................................3
1.1. Background...................................................................................................6
1.2. Problem Statement........................................................................................7
1.3. Research Question........................................................................................8
1.4. Aims and Objectives.....................................................................................8
1.5. Research Scope.............................................................................................8
1.6. Structure of Dissertation...............................................................................9
2 Chapter Two: Literature Review...........................................................................11
2.1 Introduction........................................................................................................11
2.2 Incentives & Rewards........................................................................................11
2.3 Types of Rewards...............................................................................................12
2.4 Objectives of Rewards.......................................................................................13
2.5 Financial Rewards..............................................................................................15
2.6 Non-Financial Rewards......................................................................................16
2.7 Implications........................................................................................................18
2.8 Importance of Reward Systems.........................................................................18
2.9 Employee Motivation in Hospitality Industry....................................................20
3 Chapter Three: Methodology.................................................................................23
3.1 Research Philosophy......................................................................................23
3.2 Research Approach.........................................................................................23
3 | P a g e

3.3 Research Strategy...........................................................................................24
3.4 Time Horizon..................................................................................................25
Grantt chart.................................................................................................................25
3.5 Data Collection Technique.............................................................................26
3.6 Sampling Technique.......................................................................................28
3.7 Research Ethics..............................................................................................29
4 Chapter Four: Data Analysis and Research Findings............................................30
4.1 Introduction....................................................................................................30
4.2 Analysis..........................................................................................................30
4.2.1 Notions of Motivation of Employees.......................................................31
4.3 Analysis of the Interview................................................................................35
5 Chapter Five: Conclusion & Recommendations...................................................37
References....................................................................................................................41
Appendix......................................................................................................................47
1.1 Manager / Employee Interview Questions.....................................................47
1.2 Section 2.........................................................................................................47
1.3 Section 3.........................................................................................................47
4 | P a g e

1 Chapter One: Introduction
This dissertation is comprised of a detailed analysis in regards to the employee job
satisfaction and motivation. It revolves around the hospitality industry and describes in what
manner are the employees within the hospitality sector are affected through the financial and
non – financial rewards. Furthermore, it is focused primarily on the Hilton Hotel, because
there are management issues as well as the turnover rate of the hotel and to what degree are
the financial and non-financial incentive have an impact of the job satisfaction and the
motivation of the employees. The motivation of employees within hospitality businesses is
considered to be a significantly important matter, because it is help is controlling the turnover
rate within an organisation, which if not considered can lead to financial losses and
degradation of quality. A major purpose due to which the managers are ought to motivate the
staff is so that they would put in their hundred percent determination to achieve the
managerial results as well as the other sectors. (Yang, 2010). However, the present
dissertation focuses on hospitality sector so that it can be studied in detail.
This research is basically aimed at the investigation of the employee motivation
within the hospitality industry in the United Kingdom and specifically the Hilton Hotel
London. As a result, the key aim of the introduction is to provide data on the aims of the
research and the background of the research and the underlying principle for piloting this
study (Boxall, and Macky, 2009).
For motivating the work force much efficaciously the employers are ought to take in
considerations the trends as well as the changes that are emerging within the behaviour of the
work force as well as the labour market. The reason for this is that the personnel of the
hospitality sector is consisted of diverse ages and have diverse stipulations for the
remuneration bundles as well as varied employment requirements, for this reason it’s
essential for managers to alter the strategies they are utilising for the motivating their
5 | P a g e

workforce and make sure that those strategies come in accordance with the demands and
requirements of the personnel (Lee, and Ok, 2012)
1.1. Background
In the world of business, hospitality sector is considered to be a prominent business
sector that comes up with a lot of new - fangled assets are open and built every ten years.
Correspondingly, this sector is known to have the highest employee turnover (Lee, and Ok,
2012) and as a result, this has come to be an executive’s most crucial job to discover the
causes as to what is the reason for such a high turnover rate as well as take suitable action for
minimalizing this.
Empowerment, leadership and motivation are inseparable fragments of the
personnel’s routine performance (Kim, and Jogaratnam, 2010). To begin with, every person
requires a purpose to get up every daybreak besides “they pay me” is scarcely the idyllic
chronometer. For certain individuals, the financial perks as well as support they are given at
their job are satisfactorily more than an adequate amount and does not look for further. Then
again many individuals are there that do their jobs for an eloquent determination. These
individuals are those that try to grasp their capacity by the means of surpassing the
knowledge that they have gained within the areas of their line of work, seeking out further
than to get the job completed plus last then again not the slightest, these individuals are
alacritous to encounter different trials as well as entice a number of various chances for the
purpose of their self – improvement and development. (Chuang, Yin, and Dellmann-Jenkins,
2009)
Motivating personnel of the organization in a right format can help in building
substantial output from them. Its direct impact can be stated and reflected by the overall
functioning and output of the organization. Hence, it has become a debatable matter on how
to motivate the employees in a right manner so that maximum output can be gathered by the
6 | P a g e

organization by achieving its aim and objectives. The organizations belonging to hospitality
industry come up various strategies for employee motivation. They also get involved in
seminars and conferences so as to learn whole set of new methods for its implementation. It
helps in gathering desired outputs from the employees working with the hotel (Deery, 2008).
It is understandable that occupation within industries like hospitality, is time and time
again is considerably short-term, either or both stop-gap occupation, where personnel in the
long run leave for a lot of various reasons, may it be financial or non - financial.
Unquestionably, the top ranked cause is incentives as well as lack of motivation (Gursoy,
Maier, and Chi, 2008)
1.2. Problem Statement
Motivation and job satisfaction are said to be an everyday part of the personnel
performance (Gioia, Corley, and Hamilton, 2013). Some individual only works for the sake
of their pay while there are other individuals that want more from their jobs. In the hotel
industry the employee turnover is significantly high and individuals only stay on the job for a
very short period of time. There is not enough in depth analysis of the motivation and job
satisfaction criteria of the employee. Other important factor that is left unnoticed apart from
turnover and growth of the organization is personal development and knowledge
enhancement of the personnel who are working with the hotel. They tend to build up their
knowledge base where they are more motivated to perform their job in a well-defined
manner. It helps in development of individual’s skill set and satisfaction level as well.
Addressing the requirements of motivation, this dissertation will focus on the factor which
can be used to motivate the personnel as well as what factors could be utilised for gaining the
confidence and commitment, from the perspective of the personnel as well as the managers.
Through scrutinising personnel motivation concerns within the hospitality sector, specifically
in the Hilton Hotel United Kingdom, from the personnel’s perspective would solitarily aid the
7 | P a g e

organisation to comprehend to the point of view as well as the assertiveness of the personnel
in regards to the motivational practices currently being used in the organisation that they are
employed in, then again correspondingly assist the businesses within this section to figure out
the stratagems which can be used to retain the personnel as well as motivate them to work
hard (Costen, and Salazar, 2011).
1.3. Research Question
To what extent the financial and the non-financial rewards affect the employee job
satisfaction and staff motivation in the Hilton Hotel United Kingdom?
1.4. Aims and Objectives
 To define the concept of motivation of employees in the hospitality business.
 To determine how financial and non – financial rewards are have an impact on the
personnel’s job satisfaction as well as the work force motivation.
 To comprehend the influences which are able to encourage the personnel as well as
the needs for reaching the organisational goals.
 To examine the tactical methods for the encouragement of the personnel with the
intention of better development as well as the inflow business operations of the hotel.
1.5. Research Scope
The aim of this research is to scrutinise the personnel motivation practices within the
hotel businesses, concentrating on the Hilton Hotel United Kingdom. Certain reasons are
there as to why the researchers selected this certain subject matter. First and foremost, a
number of problems and issues, financial and non – financial rewards, job security and such,
are present within the segment of hospitality as well as a number of these partake an
influence on the outcomes of business as well as the performance of the business (Kim, and
Jogaratnam, 2010). Other issues that are linked to employee motivation apart from turnover
of the business are, higher level of satisfaction from the side of customer which ultimately
8 | P a g e

leads to increase in frequency of their visits. However, from the side of employees, they are
able to enhance their knowledge base and provide the best possible services to the end
consumers. Empowering them through financial and non-financial rewards through
performance linked benefits and recognition, can help in enhancing their motivation level to
the core.
The present day difficult economic state of affairs have impacted upon the power of
expenditure of the consumer over vacation services and products that are professed as
unnecessary or non – urgent things. What is more, there is proof within the literature review
that points towards that researches explore the relationship as well as the importance of
employee motivation present inside the big chains of the hospitality sector that scarce
consideration is put towards the job satisfaction and employee motivation (Chiang, and Jang,
2008).
1.6. Structure of Dissertation
The arrangement of the dissertation is defined subsequently, the first chapter of the
dissertation is consists of the introduction in which the background, the problem statement,
research question, aims and objective as well as the scope of research is present. The second
chapter of the dissertation consists of the literature review, where it is explained what the
present research is all about the job satisfaction as well as the motivation of employees within
the hospitality sector. The major concentration within the chapter of literature review would
be on the issues related to the, concepts of employee motivation and theoretical perceptions
of the Human Resource Management as well the motivation and satisfaction of employees.
The third chapter of the dissertation is consisted of the Research Methodology. The objective
of this research is to scrutinise the satisfaction and the motivation of employees within the
hotel industry, from the point of view of personnel that are employee within an organisation
of this kind. The aim of the scholar is to conduct interviews to do achieve this. The interviews
9 | P a g e

would be conducted with five managers as well as five employees which are working within
the Hilton Hotel, London, United Kingdom. The demographics of the interviewees were
inquired first, which included their name, designation as well as their age. The fourth chapter
of the dissertation is consisted of Data Analysis and Research Findings, the objective of this
chapter is to scrutinise as well as evaluate the primary data which is collected by the means of
the primary research. The final and fifth chapter of the dissertation consists of the conclusion
and recommendation, this is the final part of the exploration assignment. The key drive of the
fifth chapter is to provide suggestions as well as recommendation to assist the Hilton Hotel
United Kingdom in motivating its work force.
10 | P a g e

2 Chapter Two: Literature Review
2.1 Introduction
Motivation is the reason why someone motivates something. It also means giving a
particular task a promising or supportive person. Alert factors play an important role in
business management. Employee interest, interest and commitment to the workplace to
increase the process, interest and rigid interest will enable them to do something, especially in
terms of work and work. Therefore, you must remember that a very encouraging employee
will use his or her own capabilities at the best and make efforts to increase efficiency in order
to achieve the highest strategic goals that disabled workers will not do. . Cost management
mainly consists of providing employee contributions to the employer's expectations of their
perception and employer's willingness to pay their employees and opportunities for work and
skills development. The employment link is an estimated target. As regards the prize, the start
is that employees allow employers to make efforts and skills. Instead, employers give them a
salary. The organization's prize system management aims to integrate and maintain the
human resources needed to achieve the company's goals. They need to increase their
motivation and dedication to maintain their staff and maintain high-performance. Indeed,
with the commitment to awarding prizes, the agency's goal is to ensure the continuity of
organizational goals and personal goals.
2.2 Incentives & Rewards
"Courage" can be defined as motivating or encouraging more stringent measures.
When used for payment principles, it usually means additional benefits paid by the employee
if he produces a job that exceeds the standard. Providing incentives for workers to stimulate
productivity rather than expect them to. This can be defined as; awards are compensation
payable to employees for services provided by the company. Wages or benefits are the salary
of a company employee. Researchers defines benefits because benefits provide employers
11 | P a g e

with employees who attract and retain employees in the company. Therefore, the prize /
reward means the intention or motivation of raising a job. An effective strategy is to use the
compensation system as the main integration system. Through this system, the efforts of
various subordinates and individuals are geared towards achieving the organization's goals
and are subject to internal or external constraints. Simultaneous paying agencies tend to take
a strategic approach to choosing the composition and level of benefits, and directly benefit, in
order to strengthen the organization's overall strategic goals. The Harmonized Compensation
Scheme requires the adoption of four main decisions (Mathauer, and Imhoff, 2006). Critically
analysing the same, other researcher have stated that rewards and incentives not only benefits
the employees, but adequate benefits of the same can be analysed by employer as well.
Employers, by extending incentives and rewards, is able to gather more efficiency from the
side of employees and also enjoy positive and productive environment on the floor.
2.3 Types of Rewards
Generally, people are expected to receive two main categories of prizes at their place
of work. One is the local award, the employee's internal award and the salary they give.
Holistic awards include self-esteem, understanding of progress, and a sense of growth and
development of knowledge and talent. Most of these jobs require these awards. The complete
prizes are related to the workforce of the workers, so that design work affects them. Holistic
awards can be called "money / money prize without money". The second category is the
external motivation, which is an external employee and is provided by the organization or
other. External prizes have direct and indirect benefits. Direct incentives are directly related
to financial incentives such as salaries, bonuses, brokerage firms, prizes and prizes for the
personal group, dividends and options. Indirect awards are awards related to employee
benefits or benefits. This includes the maintenance system, paid leave, health insurance,
maintenance and employee benefits (O’neill, and Davis, 2011).
12 | P a g e

However, in contrast to this, other researchers have stated that external prizes are
called monetary or financial prizes. Drivers are more likely to run national payments or
benefits through an excellent prize. Awards to meet the full range of needs, such as a greater
social hierarchy, self-esteem and self-reliance on needs, and were rewarded with an
unrealistic motivation or a vacation for lower needs.
2.4 Objectives of Rewards
From the theoretical and practical point of view, it is important to learn various award
ceremonies. Salaries are a key element of socioeconomic and social life. From an economic
point of view, there is wage for gaining employment. From a social point of view, wages are
in the hierarchy of discipline. From the psychological point of view, the direct and indirect
payment of wages to meet demand in response to the wishes of workers. This is one of the
many factors of job satisfaction and it is useful to meet specific requirements or other
requirements. The legislator has different references to salaries / wages according to specific
circumstances, and in many countries they are subject to special rights. This is most
important for craftsmen, because the living conditions and living conditions of a family life
depend on their income. Getting grants helps to make new technology developments more
sophisticated and efficient (Pelit, Öztürk, and Arslantürk, 2011). For example, JIT, FMS,
Output Cells, CIM and information technology applications such as business systems and
integrate accident data collection systems.
In contrast to this, researchers have stated that it helps to support processes such as
overall quality management, constantly improving customer and service quality. Goals and
the relevant work culture organization offers a variety of fixed and variable compensation
benefits to employees, including funding for stable, long-term incentives and short-term
incentives and validation programs and the work environment. Guaranteed payments to
employees are, in principle, the company's fixed costs and benefits vary depending on the
13 | P a g e

results of individuals and teams that are primarily related to business technology. Such a
change in the structure of benefits means that the role of employee management, which will
be paid in the accounts, would become a recruitment of workers as a group of workers who
achieved their common goals (Nadiri, and Tanova, 2010).
Motivation is the impetus that motivates us to work. Motivation may require or reduce
the ability to stimulate behaviour. At work, encouragement is a combination of all factors that
give rise to positive or negative efforts in our work environment. When we understand what
motivates us, we will more likely achieve our personal and professional goals. Similarly, if
the agency knows how to encourage workers, they can increase productivity (Lundberg,
Gudmundson, and Andersson, 2009). As companies compete on the global market, this
ability to increase production capacity is always more important. Although each company
tries to encourage employees, more and more organizations have introduced new approaches,
including various benefits for employee upgrading.
Therefore, prizes and incentives are linked to each other. The main motivation was
supported by the foundations of science management. In school, the "economic model" was a
way of looking at human relationships in Mayo. Following a series of testing of social and
environmental conditions in the workplace, emphasis was placed on good work-related
recognition and social relations as a promoter of morality and productivity. Hertzberg claims
that money is a so-called sanitary component and, if not appropriate, it can be dissatisfaction,
but that is not enough pleasure or positive incentives. Researcher believe that performance
will improve the satisfaction of medium-priced awards. In order to encourage employees to
achieve better results in their organizations, it is necessary to create incentives and contexts
that combine their specific needs with organizational goals. The stimulating force varies with
variables such as motivation, expectations and motivation, and these variables can be seen in
the following equation. Motivation. In general, the interests and values that are based on the
14 | P a g e

above equation depend on the person's past experience. Therefore, a subjective assessment of
these factors is more important in order to determine the individual's motivation or an
objective assessment of the value attributed to these factors (Maroudas, Kyriakidou, and
Vacharis, 2008).
However, Adams shows a satisfactory relationship between income and wage income
to others. Researchers noted that one has been working to achieve autonomy of work. The
focus has turned from external awards to success, using creativity and other job opportunities.
The Behavioural Disorder Syndrome is considered to be the process of managing
psychological stimuli of social management, and as a social management experience, this
social organization. But financial incentives increase employee productivity and directly
contribute to productivity gains. Therefore, financially and independently motivated
processes are equally important for the management of the benefits (Lundberg, Gudmundson,
and Andersson, 2009).
2.5 Financial Rewards
The Budget Award is a way to hire and retain valuable employees, but they will not
be recognized if their projects result in a better result and job satisfaction. Researcher finds
that financial support is an incentive because it meets demand. Researcher noted that
financial resources are necessary because of the need to meet the basic needs for survival and
safety. According to a research, the company pays employees for recruiting employees.
Researchers believe that money is used as a means of attracting, encouraging and preserving.
Companies use cash prizes, recognize them and keep them in punishment (Øgaard,
Marnburg, and Larsen, 2008).
15 | P a g e

According to researchers, they first need to attract and retain employees in order to
meet their needs. These needs include fair competition and other competitive advantages.
According to this research, funding includes: Result and recognition, Position and respect,
Freedom and control, as well as Capacity (Mathauer, and Imhoff, 2006).
In the light of the foregoing, researchers find that money is part of the motivation that
it represents. The author thinks that financial reforms are very important for the selection of
individuals, but their answers to questions about the importance of prizes are a stimulant
factor. This leads to a budget plan as an incentive in the planning environment. Researcher
noted that financial resources are the most important incentives for employees and make
them well in companies. Researcher accepts incentives without financial reforms, but after a
certain period of time, people's career is more important. Research from Taiwanese
construction companies shows that financial compensation is still strong. The author noted
that researchers argues that "wage value has a significant effect on conservation rates”. Not
that al opposite view. He argues that people understand the motivating factors in the way they
exchange incentives. This motivation demonstrates that motivation is an internal motivation
16 | P a g e

for achieving the goals. As shown in Figure 2, Hertzberg's theory of health incentives thinks
that financial rewards such as benefits, institutional income or working conditions do not
encourage them; they simply have the performance at an acceptable level. Researcher
recommends that disadvantaged motivations such as responsibility, success, criticism,
recognition and employment prospects, encourage employees to improve performance rather
than earning (Lengnick-Hall, Lengnick-Hall, Andrade, and Drake, 2009).
2.6 Non-Financial Rewards
Although monetary prizes are considered as an incentive for employees, this is not the
only reason for motivation. "Once, wage management was very straightforward and work
was closely related and paid”. It's no longer so easy. Organizational structures, in particular,
compensation planning, which mainly focuses on wages and benefits, can lead to energy
needs that do not affect individuals at a high level.
Financial incentives, incentives and other institutions have been used to promote
global corporate organizational goals. Researcher noted that in the long run, this is the largest
stimulus. He further noted that the economic benefits are important in the short term, but in
the form of meaningful work and recognition, financial awards do not tend to sustain a long-
term boost. Researcher finds that the two types of incentives affect employee incentives:
external and internal. Non-financial benefits, such as work or indigenous peoples, are
recognition, career development opportunities, further education and development, and other
factors. Researcher points out that non-indexed prizes include direct money or equivalent
money, such as holidays, awards, or entertainment cards. Therefore, the domestic awards are
financial (Datta, Guthrie, and Wright, 2005)
According to a research, being conducted in contrast to this, it can be said that if the
organization had negative consequences, they would ignore the fact that the Conservatives do
not provide financial incentives. Researcher’s view on the incentives for the health industry,
17 | P a g e

describes the situation as non-economic incentives, work assignments, job presentations and
medical care. Examples of non-monetary awards: Increases, Independence, Civil service, the
employer permits, Environment, Communication with the elderly, a promise is given,
Support is available, a sense of trust, as well as Knowledge of a good and trusted organization
(O’neill, and Davis, 2011).
Research’s responses showed that incentives for three in-kind incentives. Studies
show that in-kind motivation plays an important role in encouraging employees. The
examples shown support the study that money alone is not a good motivation, as it says. If no
more institutions are used, depending on the employee's choice, the prize is not so financial.
Literature suggests that it is a monetary and non-monetary prize as the employee's interest in
understanding the employee's choice constitutes the main competitive advantage of the
organization. Non-financial motivations play an important role in shaping work behaviour in
working methods. Oldham and Hackman introduced the job model. Based on the theory of
Vroom, expect this model to emphasize the presence of certain characteristics of personal
work to find work and increase the opportunities for meaningful roles and responsibilities
results of work. If this is a personal experience, the incentive will work better (Chuang, Yin,
and Dellmann - Jenkins, 2009).
18 | P a g e

2.7 Implications
Money is a strong support as a stimulant. But some scholars do not agree that money
is the only key to saying that money does not significantly affect vocational education and
training. When properly used, in-kind awards are equally important. In addition, some
researchers point out the importance of management styles and opportunities for senior
executives, managers, and managers to improve the performance of managers. According to
these researchers, designing and recognizing work is an important tool for promoting work.
The main question is what do employees think they can best implement? (Datta, Guthrie, and
Wright, 2005)
2.8 Importance of Reward Systems
Knowledge of work, corporate governance, the importance of being the best paid
talented executives and performance, and other factors such as globalization and employment
have contributed to the complex system of incentive program
It has been described that the award scheme as attracting, motivating and strong
management personnel. Not only the rewards of the program target audience are an important
tool to encourage but also to promote the organization's increased skills and development.
They also said that pensions should be appropriate management style for each company and
support selected behaviour and culture (Costen, and Salazar, 2011).
The announcement of whether financial or non-monetary awards, high-quality
employees of these organizations are interested and want to be able to maintain a longer-term
organization to use to recognize the program. According to various researchers, from the
point of view of the impact of cultural and linguistic diversity, positive measures and salary
income levels, and disadvantaged leaders and leaders to effectively tackle the creation of
South Africa. South African organizations must take the initiative and review their current
stimulus plans to explain the changes in demography and staff selection. The motivation
19 | P a g e

techniques for changing employees discuss the interest and insecurity of the current
workforce.
Researchers said that not only financial compensation for individual work, these
people are also looking for businesses, there is a vision of how to achieve their goals and
plans, what they want growth skills and the ability to make it an added value. Therefore, cash
combinations and cash prizes are tailor-made for individuals to offer complete prize
packages. Occasionally, employers and designers have different values (Gill, Flaschner,
Shah, and Bhutani, 2010).
Based on the wider concept of awards, has the incentives to channel a more
comprehensive and complete traditional prize. Another researcher supports this claim and
suggests that strategic payroll programs create a balance for individuals. The compensation
plan should include factors such as salary, benefits, recognition and thanks. The most
common challenge facing today's institutions is the decline in admission planning. While it is
assumed that these non-economic benefits are that they are cheap components and yields
reward the program, they appear to lack an organization (Nadiri, and Tanova, 2010).
2.9 Employee Motivation in Hospitality Industry
Hotel staff can be evaluated or measured by their accumulation, friendship,
appearance, attitude and fulfilment, as well as performance of their duties. Some researchers
added that the organization's good results should be able to create a high level of customer
satisfaction. As a result, customers are turning to hotel products and services again. Some
experts find that the success of a hotel depends on their ability to manage and encourage
employees, but there are several factors that require strong hotel service providers (Chiang,
and Jang, 2008). The first factor is that the hotel's salaries are the minimum wage, or the hotel
bureau only pays wages to employees. It may not meet the basic needs of several employees
and do not meet them. However, in contrast to this, other researchers have stated that another
20 | P a g e

factor is the fact that many hotel agencies, especially small and medium-sized hotels, are
hiring employees of a certain age. Some hotels prefer to hire younger employees or older
workers, some should rather hire older workers than younger ones. This can lead to the best
of the poorest workers, since they do not believe that they are treated fairly and equitably
(Walker et al., 2006).
Please note that the file attached as feedback does not match with the
completed file being submitted from our side
Previous studies have shown that the negative factors affecting the hotel industry are
inadequate levels of staffing in terms of salary and job security, limited training, new
opportunities for underdeveloped ones, skilled managers and rapid transfer of wages. In
addition, it is also known that workers have problems with working time and social
conditions. Therefore, in hospitality studies, there are a number of different studies that
identify workers positively and there are too many factors involved in these studies. Although
dissemination involves the recruitment of workers, researchers fall into two groups: external
and internal factors. First, external factors include working conditions, working methods,
company status, occupational insurance, presentation, social environment and status (Gill,
Flaschner, Shah, and Bhutani, 2010). In the hotel business, taking into account the
environmental factors of changing external and national and international competition, the
hard decisions of these projects have a profound effect on survival projects. Internal factors
can simply be defined as employees' satisfaction with social responsibility. Internal factors.
Moreover, awards not only employees, but also ensure that employees have good
opportunities for promotion, which has a significant impact on the interest of domestic staff.
In this way, we try to find out what factors affect employee incentives and the importance of
these factors for employees. We looked at what welfare workers are under this study (Walker
et al., 2006).
21 | P a g e

In today's business environment, the elements of planning are the first innovation to
succeed, the need for new products, the speed of management change, and employees' ability
to show their talents. Businesses who want to live in a world of hard competition should have
the opportunity to be sensitive to factors that encourage employees and give them the value
they need. In the meantime, it is important that workers in the agricultural industry give them
the opportunity to build a carrier after working hours in the workplace. Powell and his
associates emphasized in their study of the satisfaction and motivation of the members of the
global telecommunications company that encouraging job opportunities is a priority for
employment opportunities and networks (Rothfelder, Ottenbacher, and Harrington, 2012). As
with other studies, it has been found that location, infrastructure and reliability do not affect
strategic planning. Some researchers conducted a 10-motivation survey inspired by Kovach's
staff. The Hong Kong Governor has 1245 registered 72 hotels that have registered 64 hotels
that are available on the basis of data collected by these hotels. As noted by the staff in these
hotels, there were three important factors for motivation. These factors are an opportunity to
develop, show loyalty to employees and a good salary level. In this study, as a result of the
MANOVA analysis, there was no connection between unmarried, married, and three free
changes, with three variables ranked free. An analysis of ANOVA seeks to ascertain whether
the differences between demographic variables when they are about to stimulate people are
different. As a result of the analysis, demographic variables were found to have three factors
to be effective (Guest et al., 2011)
These factors are attractive jobs, opportunities for development and progress, and
emotional awareness. In many ideologies, to find out what motivates workers, the value of
people working in these studies is rare and many studies have been carried out. When
motivated, employees are encouraged to evaluate the appropriate measures, but they should
not be considered a risk. Surveys show that workers' personalities, planning and social issues
22 | P a g e

are significantly worse (Rothfelder, Ottenbacher, and Harrington, 2012). Some motivational
models have some limitations due to ignoring the value of the employee. This dynamic
trigonometric theory contains the needs and values that motivate employees. At the same
time, the model contains the necessary tools for measuring personality, planning and
vocational education. Therefore, it plays an important role in promoting the value of the
workforce in promoting economic growth (Kang et al., 2009).
23 | P a g e

3 Chapter Three: Methodology
3.1 Research Philosophy
Interpretivism is inclusive of the researchers to interpret the components of the
research, thus Interpretivism assimilates human interest within the research. In this research,
researcher has successfully used research philosophy of Interpretivism, as it allowed
researcher to successfully interpret the responses of research participants as well as analyse
the data collected from secondary data collection sources. In this research, researcher’s key
area of focus was to identify and highlight multiple factors which are able to have an impact
on employee’s level of satisfaction within the organization and how their level of motivation
can be improved. In order to be successful in achieving the set objectives. This qualitative
research includes mix data collection approach and researcher has a strong focus towards
achieving the set research objectives by successfully interpreting the insights shared by
research participants. In this research, researcher has focused specifically on making sure that
data from both primary and secondary data collection sources is analysed successfully by
using personal experience and knowledge. It will not only help in analysing the first-hand
data that has directly been collected by the researcher but also critically analysing the
secondary data that can help in understanding various point of view of the other researcher
who have already conducted research on the similar topic.
3.2 Research Approach
Researcher has successfully used qualitative data collection approaches within the
research as this research cannot be completed by using quantitative approach. Research
questions and the set objectives call for qualitative data collection technique as well as
qualitative analytical approach which in this case has been used as Interpretivism. Researcher
has focused extensively on making sure that the data collection technique is appropriate for
collecting primary data as well as secondary data which is with regards to employee job
24 | P a g e

satisfaction and motivation factors regarding Hilton Hotel United Kingdom (Tongco, 2007).
The key area of focus by researcher was to ensure that data from secondary sources is used
which is more appropriate and recent. Only data which was over the year 2000 was included
in literature review and research participants selection was also based on making sure that
appropriate research participants are included which are able to provide information with
regards to research topic (Jackson, 2011).
3.3 Research Strategy
In order to be successful in achieving the set research objectives and answer the
primary research question, researcher has successfully used both primary and secondary data
collection approach. In secondary data collection, researcher has collected literature review
from multiple sources which included research papers, articles, journals and books.
Researcher has also used qualitative data collection approach for primary data collection. In
this technique, researcher has focused extensively on making sure that the data is collected by
using interview approach as it would allow researcher to successfully collect insights of
research participants.
Research participants were asked a series of questions and their responses were
recorded with regards to being qualitative responses as it allowed researcher the ability to
collect data and their insights which were appropriate to the research topic and allowed
researcher the ability to achieve the set research objectives. In this research, research
participants, which are 5 employees and 5 managers, were contacted for an interview as this
data collection approach allowed researcher the ability to successfully come up with
questions which would help in answering primary research question as well as achieve
research objectives. Qualitative data collection technique helps in developing the in-depth
analysis with the help of knowledge base being created. Hence, the method certainly helps in
25 | P a g e

having adequate amount of information regarding the subject matter being chosen for the
present research.
3.4 Time Horizon
In order to successfully complete this research, researcher has set a specific timeline
and timeframe for each of the research sections. Researcher has successfully divided time in
which the research had to be completed. In order to be highly successful with regards to
research and achieving its set objectives, researcher ensured that each stage of data collection
is completed within specified time frame. Researcher’s key area of focus was on making sure
that literature review is collected before starting primary data collection activity. In this
regard, researcher has made sure that the data collected from secondary source is also used as
a base for primary data collection activity. It was important to make sure that the entire
process of research is completed on time as time management was the key in completing the
research according to specified time frame.
Gantt chart
Month
Activity
Mar Apr May June July Aug Sep
Literature
Review
Review of
Method
Submission
of Proposal
Proposal
Defence
Conducting
26 | P a g e

Interviews
Data Analyse
Submission
of Thesis
3.5 Data Collection procedure
Researcher has successfully used qualitative data collection approaches within this
dissertation. Researcher has used mixed data collection approach, researcher’s primary area
of focus was to initially collect data from secondary sources and formulate a foundation for
the research (Nordqvist, Hall, and Melin, 2009). The data collected through secondary data
collection approach was recorded under literature review section in which the collected data
is from different books, articles, journals and other online sources.
Researcher’s focus during secondary data collection activity was on making sure that
there are different search engines used as it would allow researcher the ability to collect
extensive data with regards to the research topic (Yang, 2008). In order to do this, researcher
has used Google Scholar as well as EBSCO for searching data. During data search, researcher
has used several keywords as it allowed researcher to expand searching criteria and also
allowed researcher to successfully collect extensive data by usage of different keywords.
In this research, researcher has successfully used different keywords which includes
Employee Satisfaction, Employee Motivation, Employee Motivation and Financial Rewards,
Role of Non-Financial Rewards for Employee Motivation, Employee Motivation as well as
Job Satisfaction, Factors Influencing Job Satisfaction etc. Researcher has successfully used
these keywords to extract out information from multiple sources including journal articles,
books and papers which were published and approved (Kusluvan, Kusluvan, Ilhan, and
Buyruk, 2010).
27 | P a g e

Researcher made sure that the data is collected from credible, valid in addition to
reliable sources, by checking the credibility of the authors as well looking at the ratings
which were 4 plus, as well as data collected is fairly recent which means that only research
papers which were after the year 2000 were considered appropriate to be included within this
process. After successful completion of secondary data collection activity, the data was
recorded as literature review which allowed researcher to build a base or foundation on which
primary research was conducted (Kim, and Jogaratnam, 2010).
Researcher started the process of primary data collection after secondary data
collection activity was completed. Within primary data collection, researcher’s key area of
focus was on making sure that relevant group of research participants are identified for the
research and they are asked a series of questions with regards to employee job satisfaction
and motivation with respect to Hilton Hotels United Kingdom, for instance, do you think
management offers proper non-financial welfares to the personnel?, How do you feel about
the employee-review system at Hilton Hotel? And how do you feel in regards to the
orientation and the training program you experienced when you started working in the Hilton
Hotel? (Mokaya, Musau, Wagoki, and Karanja, 2013). They were asked questions and were
asked to provide their answers, inputs and insights with regards to the research topic.
Researcher asked a series of questions to research participants on which they provided their
responses in greater detail. This allowed researcher the ability to completed data analysis and
conclude the research as well by achieving the set objectives (Sledge, Miles, and Coppage,
2008).
In primary data collection activity, the focus was on making sure that the data
collected is by careful consideration of questions being appropriate for the research. The
interviews were first recorded and then later transcribed, furthermore, the themes which were
involved in the interviews were, financial and non – financial rewards, employee turnover,
28 | P a g e

job satisfaction and employee motivation. Researcher formed a list of questions which were
to be answered from participants and the objective was to identify or highlight factors which
contribute towards job satisfaction and employee motivation (Øgaard, Marnburg, and Larsen,
2008). In primary data collection, researcher’s focus was on identifying research participant’s
insights with regards to financial and non-financial factors and their impact on an employee’s
level of satisfaction within the company and also with regards to their motivation levels.
Including primary research technique of interview was appropriate as it allowed researcher to
successfully collect research participants insights as well as use it to answer primary research
question in addition to achieve the set research objectives (Teddlie, and Yu, 2007).
3.6 Sampling Technique
Sampling is the subset of whole population. It is quite difficult for researcher to
collect data from all participants. Hence, in that case, a perfect sample is chosen whose
results can ultimately represents the population. Hence, in that case, the investigators have
been involved in sample. For any primary data collection or research activity, research
participants play a key role. In this regard, researcher successfully used purposive sampling
approach in which researcher kept one specific element or factor constant. In this regard, the
constant factor was that all research participants were from the same organization Hilton
Hotels United Kingdom. Researcher has successfully made sure that data was collected from
a total of 10 research participants out of which 5 of them were managers and the other 5 were
staff members or employees.
Researcher’s key area of focus was to gain information and insights from research
participants with regards to factors which can have an impact or influence on their level of
job satisfaction and motivation while working at Hilton Hotels United Kingdom (Marshall,
1996). Purposive sampling approach was able to provide researcher with a set of research
participants who were ideal for the research and they were also a perfect fit for data collection
29 | P a g e

as they were from the same organization on which research was conducted upon. Researcher
made sure that five managers were selected and five employees from other departments are
selected. It has been made possible by purposively drawing the candidates from each
department. As this would allow researcher the ability or opportunity to include employees
from different level within the organization and it also allowed researcher to successfully
include views from across the organisation and not only rely on inputs shared by employees
from lower levels within the organizational hierarchy (Gioia, Corley, and Hamilton, 2013).
3.7 Research Ethics
For conducting this research successfully, researcher made sure that research ethics as
complied with. Researcher’s key area of focus was on research ethics, specifically during
data collection activity as well as within primary data collection. Researcher has successfully
followed research ethics while collecting data from multiple secondary sources. In order to
collect secondary data and ensuring that the source is reliable, only those research journals
are taken into consideration which have already been cited by adequate number of
researchers in their research. Moreover, preference have been given to the survey which has
used primary source of data collection technique. Researcher made sure all the information
used within literature review is collected from credible and reliable sources and the
information or data is not manipulated in any means (Øgaard, Marnburg, and Larsen, 2008).
Researcher also focused specifically on making sure that the data collected from these
sources is paraphrased and it is also cited and referenced to its original author or researcher.
Researcher also ensured that research ethics are complied with when primary data collection
activity is started. Research participants contacted were asked for their consent with regards
to the research and they were also informed with regards to research objectives as well.
Researcher also made sure that research participants were having complete freedom of speech
and they were not forced into answering any question to which they felt uncomfortable.
30 | P a g e

During interview, researcher allowed participant’s time to think and also provided them an
opportunity to back out of the process when they felt uncomfortable (O’neill, and Davis,
2011).
31 | P a g e

4 Chapter Four: Data Analysis and Research Findings
4.1 Introduction
Within this chapter of the dissertation the data has been gathered by the means of
primary as well as the secondary methods which would be further studied plus discussed with
respect to the research question which is; to what extent are the financial and the non-
financial rewards affect the employee job satisfaction and staff motivation in the Hilton Hotel
United Kingdom? The analysis which is conducted in this part is consisted of the data
gathered by the means of the secondary and primary resources as well as the literature
review. The data for this study have been collected through primary research as well as
through the secondary, books, articles and journals. However, in the present chapter only
primary data that is first hand data that has been collected by the researcher will be analysed
to reach to the specific conclusion.
4.2 Analysis of primary data
There are various aspects that were defined by the employees when they were
interviewed. the employees of Hilton Hotel, UK answered regarding employee turnover rate,
a number of different aspects were defined by the personnel which were assumed, by the
work force, to be influencing the turnover rate of the employee (Gursoy, Maier, and Chi,
2008). In the interview when the scholar questioned the personnel of the Hilton Hotel United
Kingdom on the subject matter of the influences which were impacting the turnover rate of
employees, six personnel staff defined that the cause of the increasing turnover rate of
employees is inclusive of features for instance, the leadership styles that the way the
managers treat the subordinates working under them, as well as the development and training
schemes employed at the United Kingdom’s Hilton Hotel. The four other respondents pointed
out that in the Hilton Hotel United Kingdom the job satisfaction level as well as the
remuneration and reimbursement scheme are significant features (Boxall, and Macky, 2009).
32 | P a g e

During the interviews, the employees or respondents of the hotel stated that there are
three factors that they most wanted from their bosses they are; job security, good wages as
well as the opportunities for development and advancement (Pelit, Öztürk, and Arslantürk,
2011). The result extracted by present researcher possibly would propose that a good amount
of efforts could be accepted by the means of pay scales which are above average. It is a fact
that pay raise time and time again lose its charm as a strategy used to motivate the personnel,
as the work force starts to have the sense that they are deserving of the augmented stages of
the agreed salary. Whereas variable salary, at the time when additional benefit is in direct
relation to the particular, quantifiable performance results. This has proven to be a
noteworthy motivational prospect (Øgaard, Marnburg, and Larsen, 2008).
4.2.1 Notions of Motivation of Employees
From the point of view of (In – text reference), the concept of the motivation of
employee is determined from the management of Human Resources. By the means of various
milieu of researches, it could be derived that motivation addresses to the cause that helps a
person to involve themselves within a specific behaviour (Solnet, and Hood, 2008). On the
other hand, it’s indispensable on behalf of the hotels to placate the requirements of its
personnel through giving the employees the various motivation aspects that is extrinsic and
intrinsic which aids the employees to achieve the anticipated outcomes. Motivation is said to
be the successful psychosomatic process which gives direction, purpose and behaviour to the
personnel with the purpose of carrying out the sought after targets of the employees, as
answered by an interviewee (Lee, and Ok, 2012).
4.2.1.1 Financial Rewards doesn’t leave long lasting impact on employees
One of the respondents have suggested that the financial motivator mean the bosses
employ too much money directly on the rewards, or the personnel receive certain type of
financial rewards. These monetary rewards are considered to be short – term influences to
33 | P a g e

personnel as well as are unable to remember later within the career of the personnel. This
approach possibly would not take as much time for the administration, then again it’s
correspondingly don’t have a lasting impact on the employees (Kim, and Brymer, 2011).
Other respondent has suggested that the utmost general financial reward is one or the
other a raise in salary or a monetary bonus. A greater number than semi-number of personnel
charted through the Society for Human Resource Management within the year 2009 stated
that compensation and benefits are imperative (Gill, Flaschner, Shah, and Bhutani, 2010).
Giving credit to the current economy, the remuneration possibly will be much significant then
again it does not serve as a robust enough motivator for every single individual. A bonus
could be able to motivate the personnel to comprehend precisely what are the managerial
targets in addition to becoming a productive personnel as well as make certain that the targets
are achieved (Kara, Uysal, and Magnini, 2012).
4.2.1.2 Non – Financial Rewards
Non – financial motivators, which are nothing like the financial motivators are much
abundant as well as are able to bring to the surface the managers creativity. This technique on
the other hand, occupies quite a bit of time of the executives, then again the effects of this last
longer. When an executive truly desires to motivate its personnel, the manager is required to
keep thinking about the person in addition to decide what kind of a non – financial
recompenses could be provided to a particular work force staff member (Nordqvist, Hall, and
Melin, 2009).
It is required here to be stated that every single thing needs cash whether it is material,
time or resources etc. In the debate with regards to the non – financial motivation, it could be
assumed that no cash reward is present there that is provided to the staff member, then again
it rather concentrates upon the emotive requirements of the personnel. A wide range as well
as a lot of diverse methods are present there to motivate the personnel non – financially, but
34 | P a g e

then again the study would solitarily be concentrated on some of these (Sledge, Miles, and
Coppage, 2008).
The motivators which are non – financial basically are grounded upon the notion of
appreciation credit that could be established through the reviews, that it is the main
motivation driver within majority of the personnel. Recognition or Appreciation Credit is
solitarily efficacious if it’s provided in a manner that is accurate as well as has a connotation
yonder to it (Babakus, Yavas, and Karatepe, 2008). This is the kind of reward which is
purposeful as well as be provided for a deed which the manager desires to be reiterated from
the other member of the work force as well. To give meaning to a reward, it is ought to be
particular to the individual who is receiving it (Chuang, Yin, and Dellmann-Jenkins, 2009).
Job security is yet another non – financial reward which could be utilised within the
work premises. The security is utilised within each and every nous. The personnel wants to
have the sense that his or her job is protected as well as it would be there within the future
(Maroudas, Kyriakidou, and Vacharis, 2008). This sense of security enables the staff
members to work freely devoid of the stress or tension of how would they survive or manage
their finances if the staff member loses his or her job. This method motivated the staff
member the most and put in their best efforts for the reason that the personnel is made certain
that his or her effort is doing well for the organisation (Rothfelder, Ottenbacher, and
Harrington, 2012).
Another factor of non – financial motivator is to lead by example, the manager or
executive should act accordingly to the anticipated result that he desires to accumulate from
the personnel of the company. It is derived that the subordinates tend to follow in the
footsteps of their managers or executives. If the managers want a job to be done in a certain
way then he or she should act in that certain manner in turn motivating his or her staff
member to act accordingly and achieving the desired results (Nadiri, and Tanova, 2010).
35 | P a g e

4.3 Analysis of the Interview
In the first question of the interview the individuals who took part were asked about
their designation. The outcome of the inquiry demonstrated that female and male
participators were equal. The number of respondents is 10, which is comprised of 5 managers
and 5 staff members, in which there are 3 female staff members and 2 male staff members
and 3 male managers and 2 female managers.
Furthermore in the next question of the interview the participants were enquired to tell
their education level. The participants on the managerial level possessed a Bachelor’s and
Master’s degree whereas the staff members had a college diploma or vocational school
diploma. The next question of the interview was related to the job satisfaction in the present
job and designation. In the interview some the participants stated that they were to an extent
satisfied with their current job, whereas other said that they were not very satisfied with their
current positions. The participants of the interview were further enquired about the culture of
the organisation, to which 7 employees stated that they were happy with the culture of the
organisation whereas 3 employees were dissatisfied with the culture within the organisation,
the employees stated that the company pays them well but their sense of recognition and
acknowledgement is lacking in the area, furthermore the staff member agreed to the fact that
they are very well satisfied with the financial benefits they receive from the company. The
employees overall described that they were happy with their jobs, seventy five percent of the
personnel stated that they receive suitable rewards for their performance on job, whereas in
the rest of the twenty five percent, ten percent stated that they had the sense that they were
never appreciated, on the other hand, the fifteen percent said that they were not as every so
often appreciated as they thought they should be.
Moreover, the staff member were inquired about the aspects which subsidize to the
job satisfaction and a big part of the interviewees look at their pay as the major aspect which
36 | P a g e

marks the personnel pleased with their work. The staff members think that recognition, job
security as well as leading by example are the other significant aspects which makes the
personnel pleased with their respective jobs. In addition to this, in the interview the
interviewees gave opinion in regards to the significance of the motivation of employees
within the company. On the other hand, more than eight percent of the employees think that
the motivation of employees is a significant part of the company and it helps in enhancing the
performance of the personnel.
37 | P a g e

5 Chapter Five: Discussion
1.1 Notions of Motivation of Employees
Motivation is characterised as the phenomenon of an individual. Every other individual is
exclusive and entirely the main philosophies of motivation enable for the exclusivity to be
established in some manner. Motivation could be provided within the workplace as non -
financial and financial ways and means. Financial motivation is in direct relation to the
financial recompenses. A number of organisations directly offer the personnel with money.
For instance, commission, bonuses and base salary. A number of these are ancillary payments
through money for instance, benefits (Kara, Uysal, and Magnini, 2012).
Two main ways are present when it comes to motivating employees non – financial
and financial. A number of executives assume that money is the ultimate thing. By the means
of this study, it is demonstrated that there are a lot of individual who whom recognition as
well as the non – financial are much greater motivators and rewards. Recompenses, either
they be non – financial or financial, could be achieved in a group or individually (Costen, and
Salazar, 2011).
1.2 Financial Rewards doesn’t leave long lasting impact on employees
One more way to motivate the personnel is with respects to the salary is known to be
as commission. The salary could be grounded completely upon commission or is able to be a
surplus to a pay. This kind of reimbursement is technically utilised for the individuals
working in the sales department as well as it is a share of the total amount of the revenue
which are accomplished (Tsai, Cheng, and Chang, 2010).
Furthermore, the bosses or mangers are also able to propose benefits to the personnel
through the method of a compensation as well as a recruitment instrument to entice the
personnel which is highly motivated. Benefits are able to array from business to business. A
number of diverse packages as well as the manager has the choice to reimburse for a
38 | P a g e

premiums percentage or nothing entirely. The lesser the personnel devises to recompense, the
greater the personnel would be able to save in addition to this the personnel are motivated
financially (Mokaya, Musau, Wagoki, and Karanja, 2013).
6 Chapter 6: Conclusion & Recommendations
By the end of this research, it can be concluded that researcher was able to
successfully answer the primary research question and achieve the set research objectives.
Researcher made sure that the research and its data collection process is able to help in
achieving the set objectives (Barron, 2008). During the research, researcher’s primary area of
focus was to identify whether there are factors other than financial rewards which are able to
help employees in remaining motivated with regards to their job (Chiang, and Jang, 2008).
By the end of this research, it has been identified that employees within an organization are
influenced or motivated by multiple factors which are able to help in their level of
motivation. This motivation is instincts as well as extrinsic and it primarily depends upon
Human Resource Management practices which are followed within the organization.
Researcher was able to successfully complete this research and answer the primary
research question. Researcher’s primary area of concern during the research was to identify
extent to which financial and non-financial rewards are able to have an impact over
employee’s job satisfaction and their level of motivation within the organization (Kara,
Uysal, and Magnini, 2012). It is has been identified during the research that employees are
greatly influenced or effected by these factors and there are some factors highlighted or
identified in specific which are able to have a positive influence on employee’s level of
motivation within the organization (Lee, and Ok, 2012).
By the end of this research, researcher was able to identify that there are financial
factors which are able to have a positive influence on their level of commitment, loyalty and
39 | P a g e

satisfaction with regards to the organization. Hilton Hotel employees were asked a series of
questions during interviews and it was highlighted or identified that employees within their
workforce are influenced by financial as well as non-finical rewards which are offered to
them by their Human Resource department (Kusluvan, Kusluvan, Ilhan, and Buyruk, 2010).
Level of motivation is able to successfully influence their commitment and dedication
towards an organization, in this case, Hilton Hotels is influenced positively by the company’s
credibility and reliability with regards to their Human Resource Management policies.
Employees identified that they are offered different financial rewards and benefits by the
company and these are able to successfully influence or motivate them to perform better
within the organization because these factors are able to successfully increase their level of
motivation towards the organization (Rothfelder, Ottenbacher, and Harrington, 2012).
In terms of financial rewards, this research was able to successfully identify pay and
allowances as a major factor which is able to influence employee’s level of motivation and
their job satisfaction level. Employees shared their views with regards to importance of pay
and allowances and they considered this element or factor as perhaps the most important
factor among financial rewards. By the end of this research, it has been identified that
employees working at Hilton Hotels United Kingdom are influenced by the financial package
being offered to them by the organization. In this regard, the company’s salary packages as
well as other benefits which the organization offers to its employees are able to influence
their decision making process and is able to contribute positively towards their involvement
within the organization (Kim, and Jogaratnam, 2010).
This research has also provided answer to perhaps the most important question which
is about impact of incentives and it has been successful identified that employees within
Hilton Hotel are interested in working within the organization because they believe that their
efforts are being compensated well and this is one of the reason why they are satisfied within
40 | P a g e

the organization and they believe that incentives based pay is one of the factor which
contributes towards their level of satisfaction. Incentive based pay is one of the financial
reward identified by employees as a factor which is able to successfully motivate employees
and it is one factor which is given higher value by employees and workforce members
(Solnet, and Hood, 2008).
Hilton Hotels United Kingdom is also famous for their retirement benefits, research
participants indicated that they are positively influenced or motivated to work within the
company because the company cares for their life after they have parted way with the
organization. Employees are interested in working for an organization which is able to put
forward an image that it cares for their employees and there is no other way to show their
level of care and involvement with employees but by simply caring for them even after their
retirement (Pelit, Öztürk, and Arslantürk, 2011). Research was able to identify the above
mentioned as some of the financial factors which were able to have a positive impact on job
satisfaction and employee’s level of motivation. Financial rewards have been identified as an
important element but the research has also successfully identified non-financial rewards as
well which are able to successfully influence job satisfaction and motivation level of
employees within Hilton Hotel United Kingdom (Chuang, Yin, and Dellmann-Jenkins, 2009).
Researcher was able to successfully identify non-financial rewards which are
provided by Hilton Hotel’s management. These factors included job security, recognition and
future growth or advancement opportunities. It has been identified within the research that
research participants or employees working at Hilton Hotel are interested in working with the
company primarily because there is higher level of job security and they are also given
opportunities to lean and develop themselves as professionals. The company’s workforce
members also identified that these factors are able to successfully influence their job
satisfaction level and motivate them to contribute extra towards the organization (Kusluvan,
41 | P a g e

Kusluvan, Ilhan, and Buyruk, 2010). By the end of this research, it has been identified that
Hilton Hotel’s employees believe that when they are provided recognition, they feel
positively influenced and are motivated to contribute even extra towards their job or
organization. This clearly states that there aren’t only financial rewards or factors which are
able to have an influence over employee’s level of satisfaction and involvement within the
organization but there are non-financial factors as well which are able to contribute towards
job satisfaction and motivation of employees working at Hilton Hotels United Kingdom
(Mokaya, Musau, Wagoki, and Karanja, 2013).
Although the research has successfully achieved its set objectives still there are
certain recommendations with regards to improving future researchers. It is recommended to
improve future research by changing data collection technique slightly and allowing research
to include semi structured interview approach along with survey questionnaire technique
(Chuang, Yin, and Dellmann-Jenkins, 2009). Using both of the recommended techniques
would allow researcher the ability to include a larger number of research participant’s hence
increasing validity and reliability of collected data. This would also allow researcher the
ability to make sure that the research is widely applicable. This research has successfully
achieved the set objectives and answered primary research question but it is specifically
based or focused upon Hilton Hotel United Kingdom and it can further be broaden to other
companies as well (Kim, and Brymer, 2011).
It is recommended to researchers in future to make sure that employees or research
participant selected or identified are from different organizations rather than all being from
one single organization. By using research participants from different organizations, it would
allow research to be applied in a broader context and for more than one companies. Overall,
there are no changes required to the research but if certain recommendations are put into
42 | P a g e

practice, it would only help in improving the overall outcome of the research and will also
assist in improving overall quality of research (Sledge, Miles, and Coppage, 2008).
43 | P a g e

References
Babakus, E., Yavas, U. and Karatepe, O.M., 2008. The effects of job demands, job
resources and intrinsic motivation on emotional exhaustion and turnover intentions: A study
in the Turkish hotel industry. International Journal of Hospitality & Tourism Administration,
9(4), pp.384-404.
Barron, P., 2008. Education and talent management: Implications for the hospitality
industry. International Journal of Contemporary Hospitality Management, 20(7), pp.730-742.
Boselie, P., Dietz, G. and Boon, C., 2005. Commonalities and contradictions in HRM
and performance research. Human resource management journal, 15(3), pp.67-94.
Boxall, P. and Macky, K., 2009. Research and theory on high‐performance work
systems: progressing the high‐involvement stream. Human Resource Management Journal,
19(1), pp.3-23.
Chiang, C.F. and Jang, S.S., 2008. An expectancy theory model for hotel employee
motivation. International Journal of Hospitality Management, 27(2), pp.313-322.
Chuang, N.K., Yin, D. and Dellmann-Jenkins, M., 2009. Intrinsic and extrinsic factors
impacting casino hotel chefs' job satisfaction. International Journal of Contemporary
Hospitality Management, 21(3), pp.323-340.
Costen, W.M. and Salazar, J., 2011. The impact of training and development on
employee job satisfaction, loyalty, and intent to stay in the lodging industry. Journal of
Human Resources in Hospitality & Tourism, 10(3), pp.273-284.
Datta, D.K., Guthrie, J.P. and Wright, P.M., 2005. Human resource management and
labor productivity: does industry matter?. Academy of management Journal, 48(1), pp.135-
145.
Deery, M., 2008. Talent management, work-life balance and retention strategies.
International Journal of Contemporary Hospitality Management, 20(7), pp.792-806.
44 | P a g e

Gill, A., Flaschner, A.B., Shah, C. and Bhutani, I., 2010. The relations of
transformational leadership and empowerment with employee job satisfaction: A study
among Indian restaurant employees. Business and Economics Journal, 18, pp.1-10.
Gioia, D.A., Corley, K.G. and Hamilton, A.L., 2013. Seeking qualitative rigor in
inductive research: Notes on the Gioia methodology. Organizational research methods, 16(1),
pp.15-31.
Guest, D.E., 2011. Human resource management and performance: still searching for
some answers. Human resource management journal, 21(1), pp.3-13.
Gursoy, D., Maier, T.A. and Chi, C.G., 2008. Generational differences: An
examination of work values and generational gaps in the hospitality workforce. International
Journal of Hospitality Management, 27(3), pp.448-458.
Hung, S.Y., Durcikova, A., Lai, H.M. and Lin, W.M., 2011. The influence of intrinsic
and extrinsic motivation on individuals' knowledge sharing behavior. International Journal of
Human-Computer Studies, 69(6), pp.415-427.
Jackson, R., 2011. The interpretive approach as a research tool: inside the REDCo
project. British Journal of Religious Education, 33(2), pp.189-208.
Kang, S.C. and Snell, S.A., 2009. Intellectual capital architectures and ambidextrous
learning: a framework for human resource management. Journal of Management Studies,
46(1), pp.65-92.
Kara, D., Uysal, M. and Magnini, V.P., 2012. Gender differences on job satisfaction
of the five-star hotel employees: the case of the Turkish hotel industry. International Journal
of Contemporary Hospitality Management, 24(7), pp.1047-1065.
Katou, A.A. and Budhwar, P.S., 2007. The effect of human resource management
policies on organizational performance in Greek manufacturing firms. Thunderbird
international business review, 49(1), pp.1-35.
45 | P a g e

Kim, K. and Jogaratnam, G., 2010. Effects of individual and organizational factors on
job satisfaction and intent to stay in the hotel and restaurant industry. Journal of Human
Resources in Hospitality & Tourism, 9(3), pp.318-339.
Kim, W.G. and Brymer, R.A., 2011. The effects of ethical leadership on manager job
satisfaction, commitment, behavioral outcomes, and firm performance. International Journal
of Hospitality Management, 30(4), pp.1020-1026.
Kusluvan, S., Kusluvan, Z., Ilhan, I. and Buyruk, L., 2010. The human dimension: A
review of human resources management issues in the tourism and hospitality industry.
Cornell Hospitality Quarterly, 51(2), pp.171-214.
Kusluvan, S., Kusluvan, Z., Ilhan, I. and Buyruk, L., 2010. The human dimension: A
review of human resources management issues in the tourism and hospitality industry.
Cornell Hospitality Quarterly, 51(2), pp.171-214.
Lee, J.J. and Ok, C., 2012. Reducing burnout and enhancing job satisfaction: Critical
role of hotel employees’ emotional intelligence and emotional labor. International Journal of
Hospitality Management, 31(4), pp.1101-1112.
Lengnick-Hall, M.L., Lengnick-Hall, C.A., Andrade, L.S. and Drake, B., 2009.
Strategic human resource management: The evolution of the field. Human resource
management review, 19(2), pp.64-85.
Lundberg, C., Gudmundson, A. and Andersson, T.D., 2009. Herzberg's Two-Factor
Theory of work motivation tested empirically on seasonal workers in hospitality and tourism.
Tourism management, 30(6), pp.890-899.
Maroudas, L., Kyriakidou, O. and Vacharis, A., 2008. Employees' motivation in the
luxury hotel industry: The perceived effectiveness of human-resource practices. Managing
leisure, 13(3-4), pp.258-271.
46 | P a g e

Marshall, M.N., 1996. Sampling for qualitative research. Family practice, 13(6),
pp.522-526.
Mathauer, I. and Imhoff, I., 2006. Health worker motivation in Africa: the role of non-
financial incentives and human resource management tools. Human resources for health,
4(1), p.24.
Mokaya, S.O., Musau, J.L., Wagoki, J. and Karanja, K., 2013. Effects of
organizational work conditions on employee job satisfaction in the hotel industry in Kenya.
International Journal of Arts and Commerce, 2(2), pp.79-90.
Nadiri, H. and Tanova, C., 2010. An investigation of the role of justice in turnover
intentions, job satisfaction, and organizational citizenship behavior in hospitality industry.
International journal of hospitality management, 29(1), pp.33-41.
Nordqvist, M., Hall, A. and Melin, L., 2009. Qualitative research on family
businesses: The relevance and usefulness of the interpretive approach. Journal of
Management & Organization, 15(3), pp.294-308.
O’neill, J.W. and Davis, K., 2011. Work stress and well-being in the hotel industry.
International journal of hospitality management, 30(2), pp.385-390.
Øgaard, T., Marnburg, E. and Larsen, S., 2008. Perceptions of organizational structure
in the hospitality industry: Consequences for commitment, job satisfaction and perceived
performance. Tourism Management, 29(4), pp.661-671.
Pelit, E., Öztürk, Y. and Arslantürk, Y., 2011. The effects of employee empowerment
on employee job satisfaction: A study on hotels in Turkey. International Journal of
Contemporary Hospitality Management, 23(6), pp.784-802.
Reiss, S., 2012. Intrinsic and extrinsic motivation. Teaching of Psychology, 39(2),
pp.152-156.
47 | P a g e

Rogstadius, J., Kostakos, V., Kittur, A., Smus, B., Laredo, J. and Vukovic, M., 2011.
An assessment of intrinsic and extrinsic motivation on task performance in crowdsourcing
markets. ICWSM, 11, pp.17-21.
Rothfelder, K., Ottenbacher, M.C. and Harrington, R.J., 2012. The impact of
transformational, transactional and non-leadership styles on employee job satisfaction in the
German hospitality industry. Tourism and Hospitality Research, 12(4), pp.201-214.
Scullion, H., Collings, D.G. and Gunnigle, P., 2007. International human resource
management in the 21st century: Emerging themes and contemporary debates. Human
Resource management journal, 17(4), pp.309-319.
Sledge, S., Miles, A.K. and Coppage, S., 2008. What role does culture play? A look at
motivation and job satisfaction among hotel workers in Brazil. The International Journal of
Human Resource Management, 19(9), pp.1667-1682.
Solnet, D. and Hood, A., 2008. Generation Y as hospitality employees: Framing a
research agenda. Journal of Hospitality and Tourism Management, 15(1), pp.59-68.
Teddlie, C. and Yu, F., 2007. Mixed methods sampling: A typology with examples.
Journal of mixed methods research, 1(1), pp.77-100.
Tongco, M.D.C., 2007. Purposive sampling as a tool for informant selection.
Ethnobotany Research and applications, 5, pp.147-158.
Tsai, M.C., Cheng, C.C. and Chang, Y.Y., 2010. Drivers of hospitality industry
employees' job satisfaction, organizational commitment and job performance. African Journal
of Business Management, 4(18), p.4118.
Vuontisjärvi, T., 2006. Corporate social reporting in the European context and human
resource disclosures: An analysis of Finnish companies. Journal of Business Ethics, 69(4),
pp.331-354.
48 | P a g e

Walker, C.O., Greene, B.A. and Mansell, R.A., 2006. Identification with academics,
intrinsic/extrinsic motivation, and self-efficacy as predictors of cognitive engagement.
Learning and individual differences, 16(1), pp.1-12.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting
‘human’back into strategic human resource management. Human Resource Management
Journal, 21(2), pp.93-104.
Yang, J.T., 2008. Effect of newcomer socialisation on organisational commitment, job
satisfaction, and turnover intention in the hotel industry. The Service Industries Journal,
28(4), pp.429-443.
Yang, J.T., 2010. Antecedents and consequences of job satisfaction in the hotel
industry. International Journal of Hospitality Management, 29(4), pp.609-619.
Yang, J.T., Wan, C.S. and Fu, Y.J., 2012. Qualitative examination of employee
turnover and retention strategies in international tourist hotels in Taiwan. International
Journal of Hospitality Management, 31(3), pp.837-848.
49 | P a g e

Appendix
1.3 Manager / Employee Interview Questions
Demographic
1. Name
2. Age
3. Gender
4. Designation
1.4 Section 2
1. Which dynamics influence the employee level of inspiration towards their
job?
2. Which dynamics de-moralize personnel employed within the hospitality
sector?
3. What are the things that you like the most about present hospitality business?
4. Do the employee’s sense correspondingly remunerated for the services that the
employees give?
5. Do you think management offers proper non-financial welfares to the
personnel?
6. Suggest diverse tactical ways that business would include in its functioning
style to motivate personnel?
7. How do you feel in regards to the reimbursements at Hilton Hotel?
1.5 Section 3
1. What kind of rewards are more meaningful, non – financial or financial, in
terms of job satisfaction?
2. How do you feel about the non – financial rewards and why?
3. How do you feel about the employee-review system at Hilton Hotel?
50 | P a g e

4. What is the reason behind coming to work every day, for financial reasons or
for non – financial reasons?
5. How do you feel in regards to the orientation and the training program you
experienced when you started working in the Hilton Hotel?
6. How do you feel about recognition or appreciation credit in comparison to
bonus or other financial rewards?
7. What more could be improved in regards to the financial and non-financial
rewards?
51 | P a g e