Hospitality Industry Employee Motivation and Job Satisfaction

This assignment requires an in-depth analysis of the hospitality industry's employee motivation, job satisfaction, and organizational commitment. It involves a qualitative examination of employee turnover and retention strategies in international tourist hotels in Taiwan, as well as a focus on the dynamics that influence employee inspiration and demoralization. The study also explores the types of rewards that are more meaningful to employees, including non-financial and financial rewards, and examines the effectiveness of employee-review systems and recognition programs.

Running Head: EMPLOYEE JOB SATISFACTION AND MOTIVATION
Employee Job Satisfaction and Motivation
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-
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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.
Contents
1Chapter One: Introduction........................................................................................................5
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
2Chapter 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..................................................................................................17
2.7 Implications....................................................................................................................19
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2.8 Importance of Reward Systems......................................................................................19
2.9 Employee Motivation in Hospitality Industry................................................................21
3Chapter Three: Methodology.................................................................................................24
3.1Research Philosophy.......................................................................................................24
3.2Research Approach..........................................................................................................24
3.3Research Strategy............................................................................................................25
3.4Time Horizon..................................................................................................................26
Gantt chart................................................................................................................................26
3.5Data Collection procedure...............................................................................................27
3.6Sampling Technique........................................................................................................29
3.7Research Ethics...............................................................................................................30
4Chapter Four: Data Analysis and Research Findings.............................................................31
4.1Introduction.....................................................................................................................31
4.2Analysis of primary data.................................................................................................31
4.2.1Notions of Motivation of Employees.......................................................................32
4.3Analysis of the Interview................................................................................................35
5Chapter Five: Discussion........................................................................................................37
1.1Notions of Motivation of Employees..............................................................................37
1.2Financial Rewards doesn’t leave long lasting impact on employees..............................37
6Chapter 6: Conclusion & Recommendations.........................................................................38
References................................................................................................................................43
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Appendix..................................................................................................................................49
1.3Manager / Employee Interview Questions......................................................................49
1.4Section 2..........................................................................................................................49
1.5Section 3..........................................................................................................................49
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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
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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
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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
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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
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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
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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.
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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. 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. Cost management mainly consists of providing employee
contributions to the employer's expectations of their perception and employer's willingness to
pay their employee 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 courage is used for payment principles, it usually means that additional benefits are
paid by the employee where if he produces a job that exceeds the standard, he is then eligible
to get the payment benefits apart from basic salary that is usually received by him. 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 with employees who attract and retain
employees in the company. Therefore, the prize / reward means the intention or motivation of
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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. The jobs are required to have adequate awarding
facilities where employees can be motivated at a great extent. The prizes that are extended to
them are related to work performed by the workforce ultimately enhancing the performance
of the entity. Holistic awards can be in the form of "money / without money". The second
category is external motivation, which is an external employee is provided by the
organization. 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).
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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
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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
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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 financial rewards are an important method that is used by the organization to hire
and retain valuable employees. The same cannot recognized if their projects do not produce
better results and higher 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)002E
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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
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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,
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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).
Researchers have stated that incentives can be in-kind as well rather than involving
any financial figure. 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).
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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
Incentive program is considered to be a complex one, where it becomes important for
the organization to focus upon various elements, such as, knowledge of work, corporate
governance, paying the best to the executives, offering performance linked benefits
globalization and employment.
It has been described that the award scheme helps in attracting, motivating and
developing strong management personnel. Not only the rewards of the program for target
audience are an important tool to encourage but also to promote increased skills and
development in the personnel of the organization (Costen, and Salazar, 2011).
The announcement of whether the company is indulging in financial or non-financial
awards helps in retaining high-quality employees of the organization who are interested and
want to be able to maintain a longer-term organization to use the recognize program of
gaining incentives. According to various researchers, they have presented their views
regarding impact of cultural and linguistic diversity, positive measures and salary income
levels, and disadvantaged leaders and leaders to effectively tackle the creation of South
African organizations. South African organizations must take the initiative and review their
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current stimulus plans to explain and bring changes in demography and staff selection. The
motivation techniques help in discussing interest and insecurity of the current workforce.
Researchers have stated that not only financial compensation for individual work,
these people are also looking for businesses where there is a vision of how to achieve their
goals and plans, what they want to grow their existing skills and ability to make it an added
value which adds up to their individual personality as well. Therefore, financial
combinations, in the form of performance linked incentives and bonus, and cash prizes are
tailor-made for individuals to offer complete reward packages (Gill, Flaschner, Shah, and
Bhutani, 2010).
Considering the wider concept of awards, the incentives helps in channelizing some
more comprehensive and complete traditional prizes. Another researcher supports this claim
and suggested that strategic payroll programs create a balance for individuals. The
compensation plan should include factors such as salary, benefits, recognition and a vote of
thanks. The most common challenge faced in today's organizations is the decline in
admission planning. The non-economic rewarding system is considered to be cheap and
hence the same is generally opted (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
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and do not meet them. However, in contrast to this, other researchers have stated that another
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).
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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
ANOVA 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
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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).
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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 (Tongco, 2007).
Qualitative approach helps in creating the in-depth analysis regarding the subject matter. In
this context thematic analysis has been performed where themes have been formulated so as
to reach to the specific solution. 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
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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). These are the
respondents who will be involved for data gathering process in the interview
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. It will be
analysed and critically compared with the primary data in the discussion chapter of the
dissertation.
Research participants were asked a series of 10 questions focussing upon the aim and
objective of the present research 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 having adequate amount of information regarding the
subject matter being chosen for the present research.
3.4 Data Collection procedure
Researcher has successfully used qualitative data collection approaches within this
dissertation. He has opted for both primary and secondary type of data collection methods.
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Secondary data helped in understanding the topic in further detail and moreover helped in
critically analysing various aspects of the subject matter being presented by various
researchers (Nordqvist, Hall, and Melin, 2009). The data collected through secondary data
collection approach was recorded under literature review section in which the collection was
made through 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).
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).
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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,
job satisfaction and employee motivation. The interview averagely lasted for 15 minutes for
each of the respondent. 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
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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).
3.5 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. Purposive sampling has been used by the researcher in order to
draw out a perfect sample for the present research. 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.
Marshall, (1996) 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 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 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
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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 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.
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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
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.
3.8 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.
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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.
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).
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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).
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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
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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).
A wide range as well as a lot of diverse methods are present there to motivate the
personnel non – financially, but then again the study would solitarily be concentrated on
some of these (Sledge, Miles, and Coppage, 2008). It includes appreciating them in front of
the whole team, offering a vote of thanks etc.
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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 in the form of leadership
activities being performed, 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).
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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).
Based upon the literature review conducted, there are two main ways that are present
when it comes to motivating employees non – financial and financial. A number of
executives assume that money is the ultimate thing. However, By the means of this study, it
is demonstrated that there are a lot of individual for whom recognition as well as the non –
financial are much greater motivators and rewards rather than financial one. Recompenses,
either they achieve non – financial or financial rewards, the same could be achieved in a
group or individually as well based upon in what form the organization is involved in
offering rewards (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
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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
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).
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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.
Motivation and job satisfaction goes hand in hand. This is because it becomes
important for the employer to motivate its employees in a manner so that job satisfaction can
be enhanced to the minimum. There are basically two types of motivational techniques that
have been discussed in the report. These are, financial motivation and non-financial
motivation techniques. (Kara, Uysal, and Magnini, 2012). It 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
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, and et.al 2010). Level of motivation
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possessed by the employees help in influencing 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. It shows high
satisfaction level from their side. Employees are identified that they are offered with adequate
amount of financial and non-financial rewards which ultimately benefits 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).
It has been assessed by the results received through the interview, that, financial
rewards play major role 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). It is important for the management of Hilton
Hotel, because, it helps in retaining the employees for longer period of time and hence the
best services can be provided to the ultimate customers as well.
This research has also provided answer to perhaps the most important question which
is about impact of incentives. 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. It is one of the reason why they are satisfied within the
organization and they believe that incentives-based pay is one of the factor which contributes
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towards their level of satisfaction. Performance linked benefits 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). It helps the employees to gain financial benefits based upon the performance
being given by them in their allotted tasks.
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 satisfaction 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,
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
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organization. In this scenario, management is generally involved in researching for the
techniques which helps in giving better satisfaction to the employees and the best method that
can be adopted by them so as to retain the staff for longer period of time. 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 and et.al, 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.
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 (Kim, and
Brymer, 2011). Overall, it can be articulated that the practices that are already been adopted
by Hilton hotel are effective enough to be continued. However, improving over certain areas,
such as, motivation speeches, vote of thanks to the employees in the conference, increasing
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performance linked benefits can help in putting the best foot forwards. Moreover, it will also
improve the overall quality of the functions of the hotel (Sledge, Miles, and Coppage, 2008).
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resources and intrinsic motivation on emotional exhaustion and turnover intentions: A study
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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.
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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?
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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?
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