Effects of Socio- Economic Trends on the Management of Employee Motivation in 3-5 Star Hotels in Nairobi
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Date
2013-10-17
Authors
Wasike, Carolyne K.
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Abstract
Although studies show that the reasons that drive people to work may depend on the
individual, management can stilI determine whether employees get motivated or not.
. This is possible even with the variation of human needs from person to person or even
to the same individual at different stages of their careers and lives. However, the ever
changing values in priorities for employees in response to the rise of the information
age, technology advancement and lifestyle have made it more difficult for
management in employee motivation. This study examined prevailing socio-economic
trends among employees that may have a bearing on employee motivation,
determined the effects of the identified trends on the management of employee
motivation and managerial response to the challenges presented. The study was a
cross sectional survey that involved 324 respondents drawn from twelve 3-5 star
hotels in Nairobi. Structured and Semi structured questionnaires were used to collect
data from the respondents. Descriptive statistics and cross tabulations were used to
analyze quantitative data while inferential statistics were used to infer the findings
into the population. Pearson Product Moment correlations were computed to
determine the relationship between employee motivation, socio-economic trends and
employee motivation management strategies. A t-test was performed to establish
socio-economic trends that had a bearing in management of employee motivation in
3-5 star hotels in Nairobi. A correlation test was further performed to establish the
effect of the identified socio-economic trends in management of employee
motivation. The study established that socio-economic trends that had a bearing in
management of employee motivation entailed increase in the cost of living, need for
skill upgrading in the hotel sector and the need for higher salaries. Other than socioeconomic
factors, managers felt that employees were difficult to please, blamed
challenges in management of employee motivation to quitting of employees and
competition from new hotels which offer better terms. Findings on the effect of the
identified trends in management of employee motivation showed that when the cost of
living went up, strategies that mitigated the effects of cost of living in management of
employee motivation were gifts, promotions and bonus' payments/service charge.
Employees, on the other hand, were ready to upgrade their skills in the hotel sector if
the terms of service were improved, were taken for paid vacations, given bonus
payments or promoted. The management responded to challenges in management of
employee motivation by use of disciplinary action, discussion with employees on the
way forward and forming of panels to make recommendations. The study thus
recommends that employee motivation strategies be reviewed to reflect current
employee motivational needs and the prevailing socio-economic trends in order to
promote employee motivation hence improve service quality in Kenya's hospitality
industry. This would be possible if employees are consulted in order to correctly
establish their motivational needs.
Description
Department of Tourism Management, 86 p. The HF 5549.5 M63W3 2013
Keywords
Employee motivation