Effectiveness of Rewards Strategies: Hilton Hotel, Manchester, UK

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To critically determine the effectiveness of rewards strategies in
enhancing motivational level of workforce: A study on Hilton Hotel,
Manchester, UK.
Research project
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Research aim and objecitves
Research aim “To critically determine the
effectiveness of rewards strategies in enhancing
motivational level of workforce: A study on Hilton
Hotel, Manchester, UK”.
Research objectives –
To understand the effectiveness of reward
strategies as a motivator per the theoretical views.
To identify the different types of rewards strategies
that use by Hilton Hotel to motivate the workforce.
To determine the relationship between the reward
strategies and level of motivation of staffs of Hilton
Hotel.
To suggest new reward motivational strategies in
order to improve motivation level of employees of
Hilton Hotel.
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Research question
What is the effectiveness of reward
strategies as a motivator per the theoretical
views?
Which types of rewards strategies that use
by Hilton Hotel to motivate the workforce?
What is the relationship between the reward
strategies and level of motivation of staffs of
Hilton Hotel?
Explain new reward motivational strategies
in order to improve motivation level of
employees of Hilton Hotel.
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Research Methodology
Research design: Descriptive
Research approach: Inductive approach
Data collection: Primary and secondary
sources of data collection
Sampling: Random sampling
Sample Size: 50 employees
Data analysis: Qualitative technique
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Theme 1: In Hilton Hotel, most of the employees are working in organization
more than 4 years.
2 years 3 years 4 years More than 4 years
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18
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Theme 2: There are different meanings of motivation for
employees of Hilton Hotel.
Inspiration Provocation Inducement Stimulus
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18
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Theme 3: Hilton Hotel has used different reward
strategies to motivate its employees.
Strongly Agree Agree Neutral Disagree Strongly Disagree
0
5
10
15
20
25
30
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Theme 4: Hilton Hotel has distributed the rewards in right manner.
Strongly Agree Agree Neutral Disagree Strongly Disagree
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5
10
15
20
25
30
35
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Theme 5: The rewards are always matches with the efforts of the
employees.
Yes, always No, not always Sometimes Can’t say
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5
10
15
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Theme 6: There are different kinds of rewards strategies
followed by Hilton Hotel to motivate its workforce.
Bonuses
Salary raise
Gifts
Promotion
Empowerment
Flexible work hours
All of the above
0
1
2
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10
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Theme 7: The different reward strategies of the organization motivate
has motivated the employees increase their work efforts in order to gain
more rewards.
Strongly Agree Agree Neutral Disagree Strongly Disagree
0
5
10
15
20
25
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Theme 8: Reward strategies of Hilton Hotel have made
positive impact on employees’ motivational level
Yes, always No, not always Sometimes Can’t say
0
5
10
15
20
25
30
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Theme 9: Bonuses and Salary raise are those rewards systems
that like by the workforce of Hilton Hotel the most.
Bonuses
Salary raise
Gifts
Promotion
Empowerment
Flexible work hours
0
2
4
6
8
10
12
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Theme 10: Hilton Hotel needs to improve its rewards
strategies to improve motivational level of the
workforce.
Yes Not Can’t say
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5
10
15
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35
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Recommendations
Management should encourage employees to participate in
decision making.
Company should be given promotion on the basis of
performance.
Verbal praises and recognitions for the works should be given
to the employees.
Flex-time should be considered as an important criterion for
enhancing employee motivation.
By creating opportunities for employees to work with teams
so that it becomes easy to increase the employee cooperation
(Wininger and Norman, 2010).
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References
Bruce, K. and Nyland, C., 2011. Elton Mayo and the deification
of human relations. Organization Studies. 32(3). pp.383-405.
Creswell, J. W., 2013. Research design: Qualitative, quantitative,
and mixed methods approaches. Sage publications.
Daniel, S. P. and Sam, G. A., 2011. Research Methodology. Gyan
Publishing House.
Fiegen, M. A., 2010. Systematic review of research methods:
the case of business instruction. Reference Services Review.
38(3). pp.385–397.
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