Non-Monetary Motivation and Employee Performance in Hotels

This research aims to assess how non-monetary motivation helps employee motivation in hotels. The study explores the theoretical understanding of non-monetary motivation and employee performance, and measures the link between the two. The research methods include a qualitative research design.

Running head: BUSINESS RESEARCH FOR HOTELIERS

BUSINESS RESEARCH FOR HOTELIERS 2
Table of Contents
1.0 Introduction................................................................................................................................3
1.1 Aim and objectives.................................................................................................................3
2.0 Literature review........................................................................................................................4
2.1 Variable 1: non-monetary motivation: 4 drive theory...........................................................4
2.2 Variable 2: employee performance: Justice Theory of performance management system. .6
2.3 Linked both theories to prove the statement:.........................................................................9
3.0 Research Methods....................................................................................................................10
3.1 Methodology........................................................................................................................10
3.2 Population, Sampling technique, Population sample (characteristics)................................10
3.3 Data Collection....................................................................................................................10
3.4 Data Analysis.......................................................................................................................11
4.0 Conclusion:..............................................................................................................................11
References......................................................................................................................................12
Appendix........................................................................................................................................15

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1.0 Introduction
Motivation is a driving force to move and direct the behavior of workforces that resulting in
better productivity. The overall success of the company is relied on attaining the strategic
objectives. It highly depends on the motivational factor of workforces. De-motivated workforces
are prospected to make little or no efforts in their tasks, generate low-quality performance and
highly avoid their organization or exit the hotel if created opportunity. Company with favorable
objectives can develop availability of structure where, high extent of motivation can be attained
via non-financial reward systems such as recognition empowerment, training, and job security.
Non-monetary motivation is an essential factor for employees (Bratton, and Gold, 2017).
Among other factors, it puts workforces into action that their supervisor cares regarding their
feelings. In addition, it may lead to the attainment of the goal of the organization and also
develops the friendly association. In the current scenario, non-monetary motivation leads
employees to stay stable in the workplace. This is a key cause of understanding the non-
monetary motivation. It does not mean that offered motivation have no monetary value. Non-
monetary motivation offers tangible resources to employees that they will keep in mind such as a
special day and a great meal. Moreover, recognition is the key non-monetary motivation that
could be formal or informal. It is an effective way that strengthens to improve the productivity of
the hotel (Armstrong, and Taylor, 2014).
1.1 Aim and objectives
The main aim of this research is to assess "How does non- monetary motivation helps to
employee's motivation in the hotel”. The following objectives will be used to complete the main
aim of the research:
RO1: To explore the theoretical understanding regarding non-monetary motivation in Hotel

BUSINESS RESEARCH FOR HOTELIERS 4
RO2: To address the conceptual knowledge about employee’s performance in Hotel
RO3: To measure the link between theories of non-monetary motivation and employee’s
performance in Hotel
2.0 Literature review
2.1 Variable 1: non-monetary motivation: 4 drive theory
The four drive model of employee motivation was developed by Lawrence and Nohria in 2002.
The model is a holistic method of identifying the employee’s motivation away from the typical
“pay” model that is ubiquitous in the current business scenario (Fullan, 2015).
(Sources: Peters, 2015).
Peters (2015) stated that the four drive theory explains that the need creates from our
evolutionary earlier period and is developed into a human as a part of the mental equipment that
provided benefits of adaptation and survival in previous epochs. The drivers themselves are
elemental and provide a comprehensive explanation for human motivation that cannot be
categorized into different constituent components. The four drives include acquire, defend,

BUSINESS RESEARCH FOR HOTELIERS 5
comprehend and bond. They have different features and components that persuade interaction
within an organization.
In contrast to this, Levine (2017) stated that acquire and achieve area emphasizing on acquiring
the status, resources, and possessions. It demonstrates that manager should optimize the extrinsic
incentive programs in around this drive. For example, Manager should provide perks while an
employee attains outstanding performance frequently in the hotel as it will create higher
motivation and also improves the path of career.
According to Baumeister (2016), achievement awards with titles can enhance the engagement of
employees in the hotel. The drive to acquire involves both material goods with status and also
can lead to both negative competitions with superior performance. The drive to acquire is both
basic need and associated with pooling necessities for survival. This may be more difficult and
relating to the acquisition of accomplishments, status with power in the hotel.
In opposed to this, Fonagy (2018) illustrated that the drive to bond urges managers to address the
issue of employees and to engage them in the liaison of mutual caring. Investigation depicts that
there is a large number of employees in the hotel who believes to make bonding with others due
to similar outlook and demographics in the hotel. When an employee is efficient to develop
individual association, the associations can grow to involve set of an individual. A corporation
can take benefit of this drive by endorsing attachment to a workgroup, the entire business, and
divisions. The drive to bond can aid to make communication and healthy support between
employees. When the drive to bond is directed with respect to others then, the drive to learn
associates highly to work activities.
As per the view of Jazar (2017), the drive to bond may create the challenge for the hotel. It is
assessed that an individual perform better while they are employed and learning on the job. In

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addition, motivation centers in the hotel help the manager to improve the learning of an
employee, and deals with challenges. This would also help to provide opportunity with respect to
grow and learn.
In opposed to this, Weigel (2016) stated that the drive to learn can be implemented by a hotel
that encourages curiosity among employees and also permits for exploration and building
knowledge among employees towards the hotel. It is also associated with comprehending the
role of an individual in the hotel and its significance of that role. A good illustration of the
strength of this drive is the extent of job satisfaction that experienced a service provider to deal
with challenges in the hotel. The drive to learn can be effective for an individual in a group
context and communicate with a drive to bond. Furthermore, previous drivers are more
demanding in the hotel as compared to drive to defend.
Epstein Verbeeten and Widener (2018) explained that goodwill of a company, corporation
culture and moral bearing can all impact on employee’s motivation in the hotel. Furthermore,
those workforces make efforts in order to maintain their relationship, status, and ideas and also
needs to spell out the purpose of the corporation. These drivers are required within the hotel but,
it is contrasting the drive to defend.
In contrast to this, Harrington and Lee (2015) illustrated that the reputation of an organization,
company culture, and moral bearing all are a non-monetary motivational factor that can influence
the motivation of staff in the hotel. These drives can protect the relationships, status, and
opinions and also clarify the purpose of the corporation. A company can activate the drive
related to defend and define effectively, however; it is smaller subgroups at the workplace that
drive it. The drive to defend can be concealed during bonding, acquisition, and learning. These
are the active drivers that an employee seeks to attain in the workplace. The defend drive should

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be inspired by the hazard to become active. The threat to the individual, a firm and group as a
whole can cause the drive to defend. A corporation can work and adjust to this drive by avoiding
the sources of misguided and unintentional threats. It can also enable the workers to deal with
legitimate threats in the competitiveness of firms and regulatory atmosphere.
2.2 Variable 2: employee performance: Justice Theory of performance management
system
Justice theory of performance management system was developed by Greenberg in 1987. This
theory defines that how an employee judges the behavior of the hotel and the employee’s
resultant attitude and behavior in the hotel (Shin, Sung, Choi, and Kim, 2015).
(Sources: Wu and Chiu, 2018).
According to Wu and Chiu (2018), justice theory is defined as the extent to evaluate the
perception of workforces with regards to performance management system of the hotel. These
performances can impact on the behavior and attitudes of workforces. These attitudes can have a
favorable or unfavorable impact on the performance of employees and the success of the hotel.
There is favorable association amid job satisfaction and organizational justice in the hotel. Along

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with this, if the perception of employees would be better then, the satisfaction level of those
employees would be higher in the hotel.
In contrast to this, Dusterhoff Cunningham MacGregor (2014) stated that organizational justice
is favorably associated with motivation. This theory is applied by a hotel in terms of perceiving
justice and creating a common favorable belief among employees about the hotel. It is also stated
that there is favorable association amid organizational citizenship behavior and organizational
justice in the hotel.
According to Lowe and Wilson (2017), justice theory is beneficial for service providers in the
hotel as, it endorses a well-defined system. This theory also promotes the equitable and fair
justice at the workplace. This kind of system is a key reason for enhancing the productivity of
workforces and aids to attain the goal of the company. This theory describes that commitment
aids to develop the strong relationship amid workforces and company. Commitment and loyalty
can be further improved when top management provides their responses to workforces with
feasible feedbacks and rationalization. Moreover, the manager can show that they give value to
their existing workforces.
In opposed to this, Deckers (2018) illustrated that justice theory is beneficial to enhance the
performance of the job. In this way, job performance can be referred as formal job tasks that are
allocated by authorities of hotel and assessed at the time of performance appraisal.
Organisational justice depicts how an effective employees discharge their job duties and thereby
enhancing the productivity
In the view of Otley (2016), organizational justice theory helps to decline the absenteeism as
workforces are being offered adequate support and training that makes sure that employers are

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dealing with their workforces professionally and feasibly. It aids to decline the bunking off and
improves the level of justice within the Hotel.
On the other hand, Budworth Latham and Manroop (2015) stated that organizational justice
theory aids to enhance the health outcomes within the hotel as, it focuses on well-being as a
significant factor of management research and organizational psychology. Both factors would aid
to attain the justice within the Hotel. Favorable organizational justice perceptions may activate
favorable emotions and aids workforces to meet the need for significant existence. It may
influence the health of an individual and their well-being favorably.
2.3 Linked both theories to prove the statement:
O’Toole Jr and Meier (2014) illustrated that both theories i.e. justice theory and four drive theory
are linked with each other in terms of motivating the employees in the hotel. Based on the
thinking of theorists, it is evaluated that the relationship exists between two constructs i.e. non-
monetary motivation and employee’s performance. The basis of this relationship is a similar
impact on an employee’s motivation in a hotel in terms of different aspects such as employee’s
non-monetary motivation and employee’s performance.
In contrast to this, Bratton and Gold (2017) opined that non-monetary motivation demonstrates a
link amid employee’s performance and job satisfaction such as, it constitutes a key determinant
of profitability and success of an organization. Furthermore, the performance of employees are
depending on four drives i.e. acquired, defend, comprehend and bond and these drives led a
worker to enhance their performance in the workplace.
Landy Zedeck and Cleveland (2017) evaluated that both theories focus on non-monetary
motivation and demonstrated that job satisfaction can be viewed as the attitude of staffs towards
their jobs in the hotel. These theories also shaped by a large number of individuals and job-

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related elements like expectancies of job and variety of task. In the case of motivation, these
elements are distinctive for individuals and may also change over time because they are
identified by a unique set of requirements and motives of an individual. Furthermore, the
perception of workforces towards organization culture is an effective non-monetary determinant
for motivating the employees. Corporate culture is a complicated set of interrelated beliefs,
values, and statements that individual at work support and share and that subsequently impact on
their attitude within Hotel and also affected their thinking about the corporation.
In opposed to this, DeNisi and Murphy (2017) stated that both theories describe that the Hotel
should treat their workforces with dignity and respect. This culture can enhance the morale and
productivity extent that transforms into the improved and more efficient output. Both theories
explain that workforces seek certain sort of communication with their top management. It
provides an opportunity so that, workforces can share the data effectively. An apology can
decline the sense of anger generated and eliminate the offensive and unkind remarks.
3.0 Research Methods
3.1 Methodology
It is another component of research methodology that is essential for completing the objectives
of investigation in a meaningful way. There is a certain tool that could be implemented by an
investigator to complete the investigation. These techniques are qualitative, quantitative and
mixed research techniques. The qualitative research design is relied on subjective nature and
develops the comprehension of investigation in depth. It also depends on language, belief, and
views of people (Corr and Mutinelli, 2017). The qualitative investigation is an effective approach
to obtain theoretical knowledge regarding research issues. On the other hand, quantitative
research design involves the extent of measures as per the information. In this designing

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technique, the question is beginning with how many and how often. It is a scientific technique in
order to resolve the complex information. On the other hand, mixed research design is a
significant method for an investigator as it contains the features of both quantitative and
qualitative designing of research (Hill, Jones, and Schilling, 2014).
For this research, a mixed research methodology will be used to pool the information regarding
research concern. This methodology will be selected as it would contain the characteristics of
both qualitative and quantitative research design. Qualitative data will be collected from
literature review while quantitative research design will be gathered from survey through a
questionnaire.
3.2 Population, Sampling technique, Population sample (characteristics)
In this research, probability sampling method will be selected to choose the sample from a large
number of populations. This method provides equal chances of being selected a sample from the
population. Under this method, a simple random sampling method will be selected as, it provides
an opportunity to select a sample on a random basis (Sanjeev, and Surya, 2016). For the purpose
of this research, the hotel industry of Australia is selected as population. Furthermore, Hilton
hotel will be selected as a sample to gather the research concern as, this hotel is highly
recognized and renowned company in Australia. Along with this, 20 managers will be selected
from the Hilton hotel, Sydney, Australia as a sample size.
3.3 Data Collection
Under this investigation, data collection technique is described as gathering information in a
systematic way from diverse sources in order to complete the main aim and objective of the
investigation. An appropriate data collection procedure permits an investigator to increase
awareness with respect to the research issue. It could be advantageous to arrive at the conclusion

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with regards to research concerns. There are certain sources of gathering data like primary and
secondary sources (Hill, Jones, and Schilling, 2014).
In this research, both primary and secondary data collection method will be used to collect the
data regarding research concern. Primary data will be gathered via direct interview. In addition,
secondary data would be gathered via secondary sources such as journal articles, articles,
textbooks, academic publications, and newspapers. It would be beneficial to gather the reliable
and valid outcome of the investigation.
3.4 Data Analysis
After collecting the data, it is essential for an investigator to analyze them in order to obtain the
accurate and valid outcome regarding research issue. In such a manner, a different technique of
data assessment can be practiced by an investigator such as statistical assessment, content,
disclosure, and conversational assessment. It is advantageous for assessing the gathering
information in an appropriate way (Corr and Mutinelli, 2017).
In this research, statistical data analysis method will be used to assess the gathered data.
Furthermore, Ms-excel software will be used to present the pooled data through different graphs,
charts, and tables. It could lead to obtaining the reliable and valid outcome.
4.0 Conclusion:
From the above discussion, it can be concluded that 4 drive theory focuses on different non-
monetary motivation such as acquire, defend, comprehend and bond. This theory also helps the
staffs to encourage them towards their work by satisfying their needs in Hotel. It can be
summarised that the justice theory of performance management system is used to manage the
performance of employees in a hotel by providing dignity and respect, improving organizational

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culture and giving value to their workforces. It can be concluded that both theories are related to
each other in terms of motivating the employees and satisfying the job.

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practice. USA: Kogan Page Publishers.
Baumeister, R. F. (2016). Toward a general theory of motivation: Problems, challenges,
opportunities, and the big picture. Motivation and Emotion, 40(1), 1-10.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. UK: Palgrave.
Budworth, M. H., Latham, G. P., & Manroop, L. (2015). Looking forward to performance
improvement: A field test of the feedforward interview for performance management.
Human Resource Management, 54(1), 45-54.
Corr, P. J., & Mutinelli, S. (2017). Motivation and young people's career planning: A
perspective from the reinforcement sensitivity theory of personality. Personality and
Individual Differences, 106, 126-129.
DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management:
100 years of progress?. Journal of Applied Psychology, 102(3), 421.
Dusterhoff, C., Cunningham, J. B., & MacGregor, J. N. (2014). The effects of performance
rating, leader-member exchange, perceived utility, and organizational justice on
performance appraisal satisfaction: Applying a moral judgment perspective. Journal of
business ethics, 119(2), 265-273.
Deckers, L. (2018). Motivation: Biological, psychological, and environmental. UK: Routledge.
Epstein, M. J., Verbeeten, F. H., & Widener, S. K. (Eds.). (2018). Performance Measurement
and Management Control: The Relevance of Performance Measurement and
Management Control Research. UK: Emerald Publishing Limited.
Fonagy, P. (2018). Attachment theory and psychoanalysis. UK: Routledge.

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Fullan, M. (2015). Freedom to change: Four strategies to put your inner drive into overdrive.
USA: John Wiley & Sons.
Harrington, J. R., & Lee, J. H. (2015). What drives perceived fairness of performance appraisal?
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Appendix
Interview questions
Demographic-based question
Please specify your gender
Male
Female
Please mention your age-group
20-25 years
26-30 years
31-35 years
Above 35 years
Objective based questions
Variable 1: non-monetary motivation: 4 drive theory
In your opinion, which key non-monetary factor can highly motivate employees:
Acquire
Defend
Comprehend
Bond
Do you agree that manager should optimize the extrinsic incentive programs in around this
drive?
Strongly agree
Agree
Neutral

BUSINESS RESEARCH FOR HOTELIERS 18
Disagree
Strongly disagree
Do you believe that drive to bond urges managers to address the issue of employees and
engage them in the liaison of mutual caring?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
2.2 Variable 2: employee performance: Justice Theory of performance management
system
Do you believe that commitment aids to develop the strong relationship amid workforces
and company?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Do you believe that there is favorable association amid job satisfaction and organizational
justice in a hotel?
Strongly agree
Agree
Neutral

BUSINESS RESEARCH FOR HOTELIERS 19
Disagree
Strongly disagree
Do you agree that the absenteeism of workforces can be declined by adequate support and
training?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
2.3 Linked both theories to prove the statement
In your opinion, the basis of relationship can have a similar impact on employee’s
motivation in a hotel?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Do you agree that the Hotel should treat their workforces with dignity and respect?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree