How to motivate staff? What is the best way to get out the most out of staff? What encourages putting effort into work? And what is the link between motivation and good job performance? The question of what people expect or want from work is one of the most discussed topics in human resource management and a wide range of authors have tried to find the best fitting solution, which combines extrinsic and intrinsic methods. While content theories engage with the question of people´s needs, process theories deal with human behaviour such as work performance, effort and satisfaction. But what is motivation all about? When it comes to analyse approaches to managing, motivating and rewarding employees in the international hospitality and tourism industry, the term motivation needs to be defined as: ‘…the direction and persistence of action. It is concerned with why people choose a particular course of action in preference to others, and why they continue with a chosen action, …’ (Krech et al., 1962, in Mullins, 2009, p. 250) So the core question is, do people work at their best if they are motivated? Or what is the connection between motivation and performance?
Table of Contents
1. Introduction
2. Theoretical Framework of Motivation
2.1 Scientific Management and Taylorism
2.2 McGregor’s Theory X and Y
2.3 Content Theories: Maslow, Herzberg, and Mayo
2.4 Process Theories: Expectancy and Equity Theory
3. HRM Strategies and Orientation Theory
3.1 Soft HRM vs. Hard HRM
3.2 The Orientation Theory
4. Application in the Hospitality and Tourism Industry
4.1 Industry Specifics and Labour Turnover
4.2 Job Evaluation and Reward Management
4.3 The Role of Appraisals and Tenure
4.4 Performance Management and Pay
5. Conclusion
Research Objectives and Themes
The primary objective of this essay is to analyze contemporary approaches to managing, motivating, and rewarding employees within the international hospitality and tourism industry. It investigates the connection between employee motivation and job performance by critically evaluating various theoretical frameworks and HRM strategies in the context of the specific challenges faced by the service sector.
- Theoretical analysis of content and process motivation theories.
- Comparison of Hard versus Soft Human Resource Management (HRM) practices.
- Evaluation of the Orientation Theory as an alternative to standardized management strategies.
- Examination of industry-specific constraints like high labor turnover and job status.
- Impact of performance-related pay and appraisal systems on long-term employee commitment.
Excerpt from the Book
Historically, the first author who tried to solve the question of there being a link between motivation and performance was Frederick Taylor.
He invented the Scientific Management approach to human resources in 1912. His idea was to separate conception from execution. (Baverman, 1974) Taylor´s motivation theory focused on managers who, according to the theory, should scientifically discover the way to perform a certain task and be mentors for their workers by teaching and rewarding them. For Taylor, extrinsic factors, like money, were the best ways to encourage employees because people have a simple set of needs at work. (Guerrier, 1999 b) In the 1960´s, Douglas McGregor formed the ‘taylorism’-based management style ‘X’, which deals with authority, because the average man is by nature indolent and works as little as possible. Furthermore, theory ‘X’ claims that the average man lacks ambition dislikes responsibility and prefers to be led. McGregor (1960) suggested by carrying out the theory he discovered that compulsion and bribery are the core motivation factors. (McGregor, 1960) In practise, this kind of management style is still found in assembly line work today (based on ‘Fordism’) like in fast food chains such as McDonald´s where work is simplified to single tasks and becomes ‘idiot proof’. (Leidner, 1993) McGregor´s second theory, ‘Y’, deals with human needs and the development of employees. Here, he stated that Taylor did not recognize other social psychological needs that encourage people to work. If work feels boring and alienating, there is a danger that people act without thinking of the purpose of their actions. They would work for rewards and to avoid punishment rather than in the interest of the company. There is therefore there is a need to understand human nature and needs before understanding an organization.
Summary of Chapters
1. Introduction: This chapter defines core concepts such as motivation and establishes the research focus on the relationship between employee effort, satisfaction, and organizational performance.
2. Theoretical Framework of Motivation: This section reviews historical and psychological foundations of motivation, contrasting Taylor's scientific approach with McGregor’s theories and content/process models.
3. HRM Strategies and Orientation Theory: This chapter analyzes the dichotomy of Hard and Soft HRM models and introduces Orientation Theory as a context-specific alternative for employee management.
4. Application in the Hospitality and Tourism Industry: This section applies theoretical concepts to the specific realities of the hospitality sector, focusing on labor turnover, job evaluation, and the effectiveness of appraisal systems.
5. Conclusion: The concluding chapter summarizes that no single HRM strategy is universally applicable and argues for a tailored, multifaceted approach to motivation.
Keywords
Human Resource Management, Motivation, Job Performance, Hospitality Industry, Taylorism, Theory X and Y, Content Theories, Process Theories, Soft HRM, Hard HRM, Orientation Theory, Job Satisfaction, Reward Management, Performance Appraisal, Labor Turnover
Frequently Asked Questions
What is the core focus of this research paper?
The paper explores how employees in the international hospitality and tourism sector are managed, motivated, and rewarded, and how these practices influence their performance.
What are the central themes discussed in the text?
The themes include motivation theories, the distinction between intrinsic and extrinsic rewards, the contrast between Hard and Soft HRM, and industry-specific labor challenges.
What is the primary research question?
The essay investigates the link between motivation and job performance and seeks to determine the best approach to encourage employees to perform at their best.
Which scientific methods are employed?
The paper utilizes a literature-based analysis, reviewing established psychological theories, management studies, and industry case studies.
What does the main body of the work cover?
It covers the evolution of management theory from Taylor to modern HRM practices, the application of these theories within hotels and restaurants, and the impact of job tenure on motivation.
Which keywords best characterize this work?
Key terms include Human Resource Management, Motivation, Hospitality Industry, Job Satisfaction, and Performance Management.
How does the author view the 'Taylorism' management style?
The author identifies it as an older, authority-based approach that focuses on compulsion and bribery, still found today in simplified, repetitive work environments like fast-food chains.
Why is the hospitality industry considered unique in this study?
The industry is characterized by high labor turnover, low-skilled labor for a majority of positions, and a poor public image compared to other industries, which complicates traditional motivation strategies.
What is the significance of the 'Orientation Theory' mentioned?
The Orientation Theory suggests that motivation must be tailored to individual employee needs, which vary based on age, culture, and personal circumstances, rather than applying a standardized, one-size-fits-all model.
What is the conclusion regarding performance-related pay?
The author concludes that while extrinsic rewards like pay can motivate in the short term, they are often expensive and inefficient, and organizations should instead combine them with intrinsic factors tailored to individual needs.
- Quote paper
- B.A. Claudia Endter (Author), 2010, Managing People in International Hospitality &Tourism Industries, Munich, GRIN Verlag, https://www.grin.com/document/167482
