EFFECTS OF SOCIO - ECONOMIC TRENDS ON THE
MANAGEMENT OF EMPLOYEE MOTIVATION IN 3-5 STAR HOTELS IN NAIROBI
By
WASlKE, CAROLYNE K.
BEd (HISc & TECH) (Bons)
(H60/0Ul1937/2008)
A RESEARCH THESIS SIJBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF SCIENCE
IN THE SCHOOL OF HOSPITALITY AND TOURISM MANAGEMENT OF
KENYATTA UNIVERSITY.
Wasike, Carolyne K.
Effects of
MAY 2013 . socia-economic trends on
111111111111111111111111111~ IIIIIIIIIII~ ~IIIIIIIIIIIIIIIIIIIII
2013/431864 .
ii
DECLARATION
This thesis is my original work and has not been presented for a degree in any other
University or for any other award.
SIGN:~ _ DATE: S----~--*-----~~-:;2..-0 l3
Wasike Carolyne K.
H6010Lll1937/2008
We confirm that the work reported in this thesis was carried out by the student under
our supervision.
SIGN ---'~"=". =-,,--<-----,F----!-' _ DATE: _0 ~_(J_O_~_J~_D_'---,,~_
Dr. Delno L.A. Tromp
Department of Tourism Management
Kenyatta University
SIGNATURE: __ ~2~' DATE: tx>lob J ?-o )~
I )
Mrs. Monica Wandolo
Department of Hospitality Management
Kenyatta University
SIGNATURE~"'''O
Mr. Rayviscic Mutinda Ndivo
~\~t~\:t.DATE: --'- __ , _
Department of Tourism Management
Kenyatta University
iii
DEDICATION
This work is dedicated to my husband, Dr. Remmy Shiundu Barasa and my children
Chrisantus and Lincoln for their overwhelming support and understanding throughout
the course.
iv
ACKNOWLEDGEMENT
I wish to express my sincere thanks to all those who contributed in diverse ways
towards the completion of this work. First, I thank the almighty God for giving me the
opportunity to undertake my MSc. Degree. I wish to thank my supervisors, Dr. Delno
Tromp, Dr. Bichage M. Gesage, Mr. Ray Mutinda and Mrs. Monica Wandolo for
their diligent and scholarly guidance from proposal to final thesis development. I wish
to thank Dr. Alice Ondigi, Dean School of Hospitality and Tourism for her inspiring
pieces of advice that gave me the vigour to focus on my research. My sincere
gratitude goes to Dr. Rosemary Khayiya Ombwori, Chairman Department of
Hospitality for her support and guidance towards my research work. I also thank Dr.
Geofrey Manyara, Chairman Department of Tourism for his assistance during
development of this work. Special thanks go to Dr. Mary Mutungi and Mr. Charles
Murungi for their scholarly contribution and mutual support towards development and
completion of my work. My sincere gratitude goes to Dr. Douglas Kivoi for the time
he devoted to comp through my work and his contribution from proposal to thesis
development.
vTABLE OF CONTENTS
DECLARATION ii
DEDICATION iii
ACKNOWLEDGEMENT ........................................................................................• iv
TABLE OF CONTENTS v
LIST OF TABLES viii
LIST OF FIGURES ................................................................•.........•......................... ix
ABBREVIATIONS AND ACRONyMS ...................................................•................ x
ABSTRACT xi
CHAPTER ONE ...............................................•................................... : 1
INTRODUCTION 1
Ll Background 1
1.2 Statement of the Problem 5
1.3 Purpose of the study 6
1.4 General oobjective of the study 6
1.4.1 Specific Objectives ofthe study 6
1.5 Hypothesis of the study 7
1.6 Significance of the Study 7
1.7 Delimitations of the study : 8
1.8 Limitations of the Study 8
1.9 Assumptions of the study 8
1.10 Conceptual Framework 9
1.11 Operational definition ofterms 11
CHAPTER TWO 12
LITERATURE REVIEW 12
2.1 Introduction 12
2.2 Employee Motivation and Human Needs 12
2.3 Employee Motivation: Implication to Management.. 15
2.4 Employee Management and Motivation - Theoretical Underpinning 16
2.4.1 Theory Z management. ~ 17
2.4.2 Maslow's Theory 19
2.5 Socio-Economic trends and the changing employee values 23
2.6 Research Gaps 25
CHAPTER THREE 27
VI
RESEARCH METHODOLOGY 27
3.1 Introduction 27
3.2 Study Design 27
3.3 Variables 27
3.3.1 Independent Variables 27
3.3.2 Dependent Variable 28
3.4 Location of the Study 28
3.5 Sample and Sampling Techniques ISampling Plan 28
3.5.1 Target population 28
3.5.2 Sample size 29
3.5.3 Sampling Techniques 29
3.6 Research instruments 30
3.6.1 Pre-testing of research tools 30
3.6.2 Internal and external validity 30
3.6.3 Reliability of the instruments.: 31
3.7 Data collection procedures 31
3.8 Data Analysis and Presentation 31
3.9 Logistical and Ethical Considerations 32
CHAPTER 4 33
FINDINGS AND DISCUSSION 33
4.1 Introduction 33
4.2 Demographic profile of the respondents 33
4.2.1 Age of Respondents 33
4.2.2 Gender of Respondents 35
4.2.3 Education Level of the Respondents 36
4.3 Conclusion for demographic data 39
4.3 The prevailing socio-economic trends that may have a bearing on employee
motivation 40 .
4.3.l The prevailing socio-economic trends which did not have a bearing on employee
motivation 42
4.4. The effects of the identified trends in management of employee motivation .43
4.5.l Employee Motivation Needs 56
4.5.2 Satisfaction of employees with Strategies used by Management in Employee
motivation 60
VB
4.6 Challenges Faced by management in employee motivation 61
4.7 Employees recommendations on employee motivation management.. 63
4.7.1 Suggestions on Changes in Management of employee motivation 63
4.7.2 What to change in employee motivation management.. 64
4.8 Response of management to challenges in employee motivation 65
CHAPTER FIVE 68
SUMMARY, CONCLUSION AND RECOMMENDATIONS 68
5.1 Introduction 68
5.2 Summary of the Results 68
5.3 Conclusions 70
5.4 Recommendations 70
5.5 Recommendations for further research 71
REFERENCES .....................................................................................................•.... 72
6.0 APPENDICES 76
Appendix I.Time Schedule : 76
Appendix 2. Budget 77
Appendix 3. Informed Consent. 78
Appendix 4.0 Questionnaires 79
Appendix 4.1 Structured Questionnaire for Employees 79
Appendix 4.2 Semi Structured Questionnaire for Supervisors 82
Appendix 5. List of3-5 Star Hotels in Nairobi 84
Appendix 5.1 Hotels sampled for the study 85
viii
LIST OF TABLES·
Table 1.1: Key Sectors Supporting Kenya's GDP .1
Table 4.1: Relationship between Terms of Service and length of Service
(Employees) 38
Table 4.2: Terms * Length of Service of Supervisors 39
Table 4.3: Socio-Economic Trends that have a Bearing in Management of Employee
Motivation 41
Table 4.4: Effect of socio-economic trends on Management of Employee Motivation
as per the Supervisors" Responses .45
Table 4.5: Level of Employee Motivation (Employees' Responses) 52
Table 4.6: Employees' attitude towards Work and Management.. 53
Table 4.7: Satisfaction of Employees with Strategies used in Management of
Employees Motivation 61
Table 4.8: Existence of challenges in Employee Motivation (Supervisors) 62
Table 4.9: Proportion of Employees who Suggested Strategy change in Management
of Employee Motivation 64
Table 4.10: What to Change in Management of Employee Motivation 67
ix
LIST OF FIGURES
Figure 1.1: Conceptual Framework 9
Figure 4.1: Age Distribution among Respondents .34
Figure 4.2: Gender of Male to Female Respondents .35
Figure 4.3: Education Level ofRespondents 36
Figure 4.4: Strategies Used by Management in Employee Motivation 55
Figure 4.5: Employee Motivation Needs as Depicted by Management.. 57
Figure 4.6.: Reasons for challenges (Supervisors) 63
Figure 4.7: Response of Management to challenges in Management of Employee
Motivation 66
xABBREVIATIONS AND ACRONYMS
CL Cost of Living
ECV Employee's Changing Values
ERG Existence, Relatedness and Growth
FIG Figure
GDP Gross Domestic Product
ILO International Labor Organization
KNBS Kenya National Bureau of Statistics
KTB Kenya Tourism Board
LC Lifestyle Changes
MBO Management By Objectives
MC Management Challenges .
MEM Management of Employee Motivation
SET Socio-Economic Trends
TQM Total Quality Management
UK United Kingdom
UNCTAD United Nations Conference on Trade and Development
UNWTO United Nations World Tourism Organization
Xl
ABSTRACT
Although studies show that the reasons that drive people to work may depend on the
individual, management can still 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 socio-
economic 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.
1CHAPTER ONE
INTRODUCTION
1.1Background
The tourism industry is globally known as one the world's leading foreign exchange
earner exceeding many other industries. According to the Manila Declaration on world
tourism by the United Nations World Tourism Organization (UNWTO, 2001), tourism is
considered as an activity essential to the life of nations due to its direct social, cultural,
educational and economic benefits as well as international relations. Many nations have
as such realized the importance of the tourism sector and increased their focus on
planning and investing in tourism.
The general growth in the Kenyan economy and steady increase in tourism earnings
(OS$286,000 in 2002 to US$855 million in 2007) is not different from global findings.
The relevance of the tourism sector to Kenya's economy has led to its expansion and
(re)investment in hotels in Kenya (De Waal, 2007).
According to the Kenya National Bureau of Statistics (2007) economic survey, tourism
contribution to Kenya's Gross Domestic Product (GDP) and foreign exchange earnings
superseded those of manufacturing, Agriculture and other sectors as shown below.
Tbllt:l~ S t S , GDPa e • ey ec on upportin2 enyas
SECTOR PERCENCTAGE CONTRIBUTION
Hotels and Restaurants 14.9%
Wholesale and Retail Trade 10.9'lAt
Transport and Communications 10.8%
Manufacturing 6.9%
Building and Construction 6.3%
Financial intermediation 5.5%
Agriculture and Forestry 5.4%
Source: Kenya National Bureau of Statistics 2007 Economic Survey.
2Akama, (2007) is in agreement with the KNBS report that tourism superseded
manufacturing, Agriculture and many other sectors to remain the leading contributor to
Kenya's GDP. The importance of this service sector to the economy can therefore not be
taken for granted.
According to the Kenya National Bureau of Statistics (2012) report, earnings from the
tourism sector were KShs. 73.7 billion in the year 2010 alone which rose to KShs. 97.9
billion in 2011. Kenya National Bureau of Statistics (KNBS) attributed the increase in
earnings to the increase in the number of international tourist arrivals between the year
2010 and 2011.KNBS further revealed that the increase in earnings emanated from
promotion of Kenya in new markets, repositioning of the country as a high value
destination through brand Kenya initiative and, improved security and infrastructure.
However, Hoque and Adams (2008) are of the view that there are factors that affect
earnings of tourism and hospitality organizations. According to the duo, these factors
include employees' attitude, their behavior, employee turnover, employee performance.
appraisal ratings by customers and innovation by individual employees at work.
The key factor which the hospitality and tourism organization had no control over was
employee motivation and factors that affect management of employee motivation. The
difficulties faced by organization management to control factors that might have affected
employee motivation which could eventually affect performance of service organizations
seem to be the basis of the contribution fronted. The foregoing arguments was that,
3although employees are key to the production and success of tourism facilities, they do
not feature in organization performance reports (Hoque and Adams, 2008).
According to Horwitz and Jain (2008), employee motivation has remained a challenge to
the hotel management given the various factors within the work environment and outside
work that affect employee motivation at work.
Employee motivation is as such, a more important task for management, especially in the
hotel and catering industry where members of the workforce are in direct contact with the
customer, and that people are part of the finished product which the customer is paying
for (Mullins, 2007). Employees have however changed and look for more benefits from
work than earlier employees who would content with employment and salary. Crick and
Spencer (2011) confirm that employees have indeed changed over time and that the
hospitality workers could not rely on past motivators.
According to Horwitz and Jain .(2008), factors like the formal, knowledge-based
economy, the World Wide Web; and increasing communication that the Internet has
made possible, have influenced the changing patterns of employment hence impacting on
human resource policies within organizations. The dynamic nature of human beings and
their desires that keep changing from one person to another and even within the same
person at different times seem to be the source of challenges that face management in
employee motivation, (Aamodit, 2010). Unfortunately, most organizations rely on
traditional employee motivation policies which are misplaced in view of the workforce
today, (Estreicher, 1995).
4Kenya's situation is not entirely different from fmdings established in other parts of the
world. Wadongo et al., (2011) claimed that managers in Kenya faced challenges in·
running institutions and that the source of challenges in management was the failure to
correctly recognize ''values in human relations competencies"
Responding to the disconnect between management of employee motivation and the
socio-economic trends is the prime objective of the study: to examine socio-economic
trends as a challenge in management of employee motivation in 3-5 star hotels in
Nairobi. A study on socio-economic trends as a challenge in management of employee
motivation is thus viable given the conflicting views on the subject that have created
room for misunderstanding between management and employees (Blum, 2004). This
study recognizes socio-economic trends as a challenge in management of employee
motivation locally and internationally. The study has therefore attempted to assess socio-
economic trends as a challenge in management of employee motivation in 3-5 star hotels
in Nairobi Kenya;
51.2 St-atement of the Problem
The area ef employee motivation continues to attract intellectual inquiry in academic
realms given the complex and changing nature of employees' (and even employers')
needs (Blum, 2004).
III their quest to maintain service quality and improve performance, hotel managers use
various strategies to motivate employees, However, the management rarely conducts
assessment to establish the effectiveness of the motivation strategies used; this is so even
with the rapidly changing work environment. (Blum, 20&-1-).Various issues are notedin
the quest fur organizations to manage the effects of socio-economic trends (increase in
Costof living, need for skill upgrade, need fOThigher salaries, need for medical screening,
social groups at work among others trends) in management of employee motivation.
Employees appear to have changed in response to the advent of the internet,
globalization, and rise in the cost of living and lifestyle trends. As sucb~ employees have
increased their quest fur more training, increased need fur medical attention, funned
social groups to share issues that affect them, among others (Crick and Spencer, 2011).
Changes in the global human relations policies which appear to have given a new focus
on employee's welfare at work might have further created a new paradigm in the
employee welfare at the work place (Horwitz and Jain, 20(8). Consequently, such
changes have had an adverse influence on individual employee value system hence
creating new challenges for management in employee motivation. This is of particular
6interest to the hospitality industry noting that employees are part of the final product for
wbiCb the customer pays (Mullins, 2(07).
There is therefore need for documentation on effects of socio-eooaomic trends in the
management of employee motivation in hotels in Kenya, The mfcnnation established by
this study will enhance service quality hence increase the employee productivi1y and
enable customers get more value for their money. This study therefore sought to
investigate "the specific area'S of sceio-econemic trends that affected management of
employee motivation in the hospitality sector.
1.3 Purpese of the study
The purpose of this study was to examine "theeffects of socio-economic trends the
management of employee motivation in 3-5 star hotels in Nairobi.
-1.4 General oobjective of the study.
Overall, this study examined the effects of socio-eoonomic trends on the management of
employee motivation in 3-5 star hotels in Nairobi.
1.4.1 Specific Objet.-tives of the study.
i) To examine the prevailing socio-economic trends among emplo}"eeSthat have a bearing
on employee motivation in 3-5 star hotels in Nairobi.
ii) To determine the effects of the identified trends on the management of employee
motivation.
7iii) To establish the managerial response to challenges presented by employee motivation
trends in the hospitality industry.
1.5 Hypothesis of the study
1. The prevailing socio-economic trends among employees have a bearing on employee
motivation
2. Socio-econemic trends have a significant effect in management of Employee
motivation.
1.6 Significance of the Study
The findings of this study are significant to the following groups:
i) The Tourism and hospitality industry.
The findings of this study contribute to a new body of knowledge in the management of
employee motivation. The information collected is helpful to the hospitality industry ill
developing employee management policies that minimize challenges and enhance
employee motivation in 3-5 star in Nairobi
These findings provide infonilation to hospitality stakeholders (ministry of tourism,
Kenya Tourism Federation, Kenya Association of Hote) keepers and Caterers, Kenya
Tourist BOOLrd, Kenya Association of Tour Operators, Kenya Association of Air
Operators among others), on the effects of socio-ecenemic trends in management of
employee motivation and possible ways of approach to resolving them. The ministry of
tourism may hence revisit the policies. of employee motivation in tile tourism and
hospitality sectors m an effort to promote employee motivation hence service quality.
8ii) Academia
The findings of this study contribute toa new body of knowledge in academic research in
the area of management of employee motivation. It also opens up new gaps in the area of
employee motivation and socio-economic trends that may need further investigation.
iii) Workers Association
The findings provide information .to existing workers unions on me plight needs of
hospitality and tourisrn workers so that they can find VVll)'S of solving them.
1.7 Delimitations oflke study
The study was camed out in the 3-5 star hotels in Nairobi whereby the respondents were
drawn from the management and employees of the 3-5 star hotels in Nairobi. TIle study
was also limited to the co-operation oftbe hotel management to aeeess the respondents
hence data coltection,
1.8 Limitations of the Study
The study was Jjmited to the management and employees of 3-5 star hotels in Nairobi due
to financial and time constraints,
1.9 Assumptions oftke study
The study assumed that there were effects of socio-economie trends on the management
of employee motivation in 3-5 star hotels in N~irobi
91.10 Conceptual Framework
Socio-economic trends had an effect on the management of employee motivation and
employee motivation management strategies as shown in Fig.Ll below;
EMPLOYEE MOTIV AllON
Figure 1.1: Conceptual Framework (Adapted from Employee management and
motivation theories (Blum, 2004; Sagimo,2002).
KEY:~endentvariable c=J Independent variable
According to Horwitz and Jain (2008), socio-economic trends may affect employee
motivation leading to a shift of focus by employees from work to other needs. This
according to the duo, may lead to an increase in the search for alternative sources of
income by employees to supplement salary in an effort to meet the day to day needs. As
such, employees develop an increased urge for constant knowledge upgrade through part-
time or holiday study to get better terms of service, or find better paying opportunities.
10
Employee motives as a result changed, shifting focus on earning extra money to meet the.
rising cost of living, emanating from the effects of socio-economic trends 00 the
management of employee motivation.
Effects of socio-economic trends on the management of employee motivation would be
further shown through increased need for health screening and fitness fm.,~ries at the
workplace (HUIwitz and Jain, 2008).. Increased access to information on international
employee practices and human rights that has been made possible by globalization further
created a new paradigm in the effect of soeio-eeonomie trends in management of
employee motivaticn in the hotel industry in Kenya (Horwitz and Jain, 20(8).
The management strategies applied in management of employee motivation in a hotel
also determines the level of motivation among employees. The use of inappropriate
employee motivation strategies would negatively impact employee motivation.
Employee monvstion could also affect employee motivation lllooagement strategies
whereby strategies not yielding positive effects on employee motivation would be
replaced. Employee management strategies and socio-economic trends would therefore
have an impact on employee motivation.
u1.11 Operational definition of terms
Employee: Members of staff not 'iamanagerial positions
Employee Momration: The force that drives employees to work the way they do.
Empleyee Motivation Management ~: Are t1reelltives that hotel management
uses to motivate employees.
Global employee muagement trends: Employee friendly management styles.
Socio-ecollOll\ie mads: Factors tlrat affect employees at work and day-to-day lives
12
CHAPTER TWO
LITERATURE REVIEW
2.1 httroduction
.
This chapter is a review of the literature related to the study. It entails management
challenges, employee motivation and human needs, socio-econemic factors such as the
changing values of employees, the changing lifestyle of employees, theories of
motivation and management.
2.2 Enlployee Motivation and Human N~s
The success and survival of an organization depends on how wen it relates with the
challenges of employee motivation and how it positions itself to the external environment
(Baker, 20(3).
According to Blum (2004), employee motivation is the force that drives people to achieve
certain goals and objectives; that employee motivation is complex and unpredietable.
This he argues is evident in.the disparity of what motivates individual employees. Soeio-
economic trends present at work and in the day to day Jives of employees, perhaps
affected mdividnal employees in different ways determining the level of employee
motivation in individual employees.
According to Blum (2004), whereas some employees may be. motivated by factors
present at the work place, others are motivated by factors that are not part of work. These
factors he explains range from. family, hobbies, school or any other interests. Socio-
economic trends would, as such, playa significant role not only in employee motivation ,
but, also in management of employee motivation.
13
(Blum, 2(04), is in agreement that drives or motives vary not only from one iudividua! to, <,
thenext bat within the same iudi"ridual at different times in their career. life and age. He
asserts that emplo}'ees' motives could be easily predicted if the motivators from within
and outside that operate in an indjvidual could be known, This study assumes that
motivators within and outside work arise frem fhe efi'Ut of socio-eeeeomie trends in
management of employee motivation.
In addition to factors that shape employees motives at 1be work place" there has been an
increasing recognition within the hotel industry of the importance and value of people in
tile service delivery p.""\J~"S. This new venture by hotels has led to suggestions that hotels
need to develop better data base of performance reJating to key areas such as employee
morale and employee satisfaction (Fwaya et al., 2(06).This wooid prObably reduce
challenges in management of employee motivation, hence, employee motivation.
Berning et at, (2(08), on the other hand, is of the view that,. for an individual to he
motivated, human behaeior has to be understood. But he notes that understanding human
behavior is diffieult given tllnt llU1l.1anbebavier keeps changing. Snell constant changes
in human behavior could be due to the effects of socio-economic trends on human values
hence employee metivation.
Drucker (2008) is in agreement that management strategies in organizations should be
.,
formulated with "social realities in mind". Drucker's view of organization management
in the context of employees has given a new focus on employees, whom he considers
14
have changed with time and global age. His views that success of an organization
depends on whetheremployees prefer to work for the organization over all oppernmities
are a reality especially in the hospitality sector. Drucker (2008) asserts that, "today' s
employees ate no longer subordinates but knowledge workers".
Knowledgeable workers according to Drucker, need autonomy and freedom to do their
work. and be handled as <assets' rather than a 'cost' and that they are "associates" of
management and not "subordinates". Subordinates are non skilled or employees with
limited skills and-rely 011 instructions to work, (Drucker" 2008)Jn the context of this
study, social realities which dmeker takes note of are socio-economic trends, while,
employees being handled as assets and not cost depicts the management style in the
hospitality industry.
It is unfortunate that despite the service seetor contributing an important part of gross
domestic product and employment in most eeonemies, the organization has no control
over majority of factors which are key to its performance (Hoque and Adams, 2008).
Pritam and Asha (2011) agree that understanding values of employees is relevant in
fulfilling work expectations.
Although several studies have investigated Inanagement 'Of employee motiv-ation. little is
known about the socio-economic trends as a challenge in management of employee
motivation in 3-5 star hotels in Nairobi. It is disheartening that, even though employees
are part- of the final products sold in the hospitalityand tourism sectors, they are not
15 ~
featured in performance reports as key components to the production and success of
tourism facilities. Given the importance of the hospitality and tourism sector in Kenya's
economy, factors affecting employee motivation management should be examined if the
service sector is to continue remaining relevant in Kenya's economy.
2.3 Employee Motivation: Implication to Management
Challenges in management of employee motivation arise when the management of an
organization is not accepted by employees; this could, probably, be due to its failure to
recognize motives of employees (Berning et aI., 2008). Employees motives, according to
this study, could easily established, if, management would factor in socio-economic
trends in management of employee motivation.
Aamodt (2010) is of the view that, management should change employees' perception of
the work environment, so that the perception matches the management's behavioral style.
This tactic he explains works well in politics where each candidate tries to convince the
voting public that she or he is the best candidate, but, changing the employee's attitudes
is an entirely different matter. That it could be more effective to change employees'
attitudes towards work by changing the climate, whose approach he says could be more
challenging, but the outcome more promising, He further suggests path-goal theory of
behavioral leadership style to handle each situation; that is, instrumental, supportive,
participative or achievement-oriented approaches which he posits could be useful in
handling various situations concerning ·employees. The participative approach according
to this study could be more applicable in management of employee motivation. This is
16
because the participative approach treats its employees as associates of management by
-iuvmvjng employees in decision making process as opposed to instrumental, supportive
and achievement oriented approaches (Aamodt, 20W} This could in tum present
oppomsanes fill" employees to make suggestions OJl bow they could be motivate-d. The
management would as a result; be better placed to mitigate the effects of soci€H!CODODllC
trends in management of employee motivation in the hospitality industry in Kenya.
Porter (2010) is in agreement that management of the hmnan capital in me organization is
an important task dee to the fact that it will determine how productive the organization
would be. He also pruposes it more worker friendly, human resource approach i.e. a
participative employee management approach. Tilden and Kleiner (2005) also recognize
"effective management style" as a Vital tool in management of employees whereby "the
management of an organization can mininrize concerns amI capitalize on opportunities.
This study therefore sought to establish the effects of socio-economic trends in
management of employee motivation whereby the effects could be contained through a
worker friendly management in tile hotel industry in Kenya.
2.4 Employee Management and J.\ilotivation- Theoretical Underpinning
A 'wide range of theories have been documented on employee management and
motivation. Employee management theories include: Scientific management by Fredrick
W Tailor; the Modified Theory of Management by Likert (1959); Theory X and Y (also
referred to as The Human Side of Enterprise) by Douglas Me Gregor (1960); Leadership
17
and Organization theory by Tannenbaum (1961); Total Quality Management (TQM) and
Theory Z by Ouehi (1981) among others.
Employee motivauon theories on the other band includes Maslow's bierarchy of needs
. -
theory (1954); Alderfer's ERG theory (1972); 1.M Adam's theory of Equity (1959) and
Herzberg's two factor theory (1959) among others. The theories that inform this study are
Maslow's hierarchy of needs theory and the Z theory of management
2.4.1 Theory Z management ..
Theory Z management is also referred to as the Japanese management approach. This is a
people management approach whereby organizations take its people as the greatest asset
(Sagimo, 2002). This enhances the total quality management (TQM) approach. which
focuses on quality, customer satisfaction and profits, continuous improvement in every
process throu.gh integral effort of all members of'the organization and change of focus.
Sagimo (2002) argues that TQM is not the best approach when dealing with employees
because people generally resist change for fear of the unknown and the employees may
hence not be motivated. TQM: t1\OOl)"works on the principles like 1ilose of Management
r
by Objective ('hmO), a strategy that is based on results from both workers and managers
which are objective oriented within a given time frame. .MBO is hence it systematic,
formal goal setting and review process which is jointly carried out by all managers
(individually and in groups) throughout an organization but is not employee friendly.
This is because employees are under constant pressure to be more productive.
18
Theory Z also improves on the modified theory of management by Likert, managerial
..
Grid theory by Blake and Morton among other management theories. These theories were
built on the principJe that successful management mIDt1:involve the process of employee
participation.
Theory Z management is also an advancement on the traditional theories of employee
management lil'"e Scientific management by Fredrick Taylor, also referred to as
Tailorism. TIle scientific theory ef mseageraent is based Oil the principle that the manager
is perceived by subordinates as an individual whose sole purpose was to expedite the
goals of the o:rganimtion. Such an individual was impersonal and ignored the employee's
needs, (Blum, 2004;Berning et al., 2008).
Other attributes of the Z theory of management that make it applicable in management of
employee motivation include a lifetime employment, great concern for the individual
worker and emphasis on seniority at work, The Z theory is therefore applicable ill.
management of employee motivation due to job security and strong feeling of belonging,
confidence and loyalty to the aims and cnI,tnreof the organization. Application of theory
Z In management of employee motivation win hence promote employee motivation
hence reducing chaUenges facing management of employee motivation.
The comparison of employee management by the Z theory and Kenya's situation
indicates that there is more to be done in Kenya's organizations if employees are to be
motivated. This ceuld in turn increase employee motivation; reduce instability and
19
tourism and hospitality and tourism industry. SaHlI (2003) asserts that poor human
resource practices (i,e poor compensation and long working hours] was the cause' of
chaUenges that faced management of employee motivation in the tourism and hospitality
industry.
Sagimo (2002) findings are ill-line with the above argument whereby he reported that
Kenyan organizations have poor morale among employees occasioned by their strategy
of management by crisis. individual decision making, decisions passed by few selected
senior people, decisions initiated from top-down, rush decision making,. lack of clear
common organization culture, company staff changes, desire fur rapid advancement
among employees or else turnover; loyalty to the profession and not employer or.
organization. Othe:r short comings of management in Kenya's organizations include
appraisal fur short term results, promotions that are not only tied to performance hut also
to social, political party membership, tribe, district and bribes (Sagimo, 10(2).
The study adopted theory Z management which is a people management approach
whereby organizations take its people as the greatest asset. This type of management
according to this st-udy,would cum the effects of socio-economic trends in management
of employee metivation hence promote employee motivation which would in turn
impro-ve service quality and increased productivity of the hospitality mdustry in Kenya.
2.4.2 Maslow's Theory.
Maslow (1954) identifies five levels of needs which are best seen as a hierarchy. People
move from lower level needs to ~er level needs whereby once the most urgent need
has been satisfied, the next level of needs becomes the tartt:)-etuntIl the l'lighest level needs
20
are met. Once a need has been satisfied, it ceases to be a motivator. The needs that inform
an indi\'idual's motives as identified by Maslow are physiological. safety, social, esteem
and self actualization needs.
First, physiological needs are the most basic human needs which include food, water and
comfort. The organization satisfies these needs through salaries. Salaries of bote I WO:d."eTS
are described to be among the lowest as compared to other industries, and this may hence
be among the sources of challenges facing management of employee motivation, given
the rise in the cost of living, (Reicbeland Pizam, 2011 ).
Second, safety needs come second in the hierarchy. These are needs for security and
stability which are satisfied through benefits and terms of ,VOIk. Safety needs in most
organizations are neglected and especially in the hotel sector. Hotel employees incur
accidents while performing their duties; these range from chefs who accidentally cut
themselves to staff in other sections like laundry and service who may slip and suffer
broken limbs in the course of work. In most of these instances, tIle management pays
little attention to causes of such accidents or even bow tile accidents would be reduced in
the future.
Third" Social needs are desires for affiliation. They include the need for love. friendship
and belonging (Blum, 2004). Team work, parties, sports and celebrations; Care and
concern by the management for personal needs can help satisfy social needs. Social needs
are important in employee motivation as they enhance loyalty, teamwork and a sense of
security among employees. Most organizations accordingto Maslow tend to ignore social
.,
21
needs for fear of group hostility. This eventually leads to staff becoming resistant and
unceeperative.
Fourth, Esteem nee-ds also known as ego; are needs for autonomy, achievement,
confideace, knowledge" self respect, recognition from others and appreciation.
Organizations can help employees to achieve esteem needs by matching skins and
abilities of employees to the job and the supervisor's appreciation can help achieve
esteem needs. In conventional organizational eontext, especially in the hotel sector, few
opportunities are offered for satisfaction of ego needs especially for staff at lower levels
of the bureaucratic hierarchy.
.
Fifth, Self actualization needs, are at the highest level of this hierarchy, They are desires
for self fulfillment and the realization of an individual's fulJ potential and continued self
improvement. The supervisor can help fulfill self actualization needs by assigning
employees task'S that are more challenging. Like ego needs, self actualization needs
hardly find expression in many organizational senings, especially in the hotel sector
where in most cases the management is rigid and does not offer such opportunities.
Maslow's theory of hierarchy of needs is based on principles that are similar to Alderfer's
ERG theory, except that: the latter categorizes human needs into three groups; existence
relatedness and growth (ERG) instead of ranking. ERG model is based on frustration and
regression hypothesis whereby individuals who get frustrated in meeting higher-level
needs, resort to the next lower level needs, i.e. if one path is blocked then the individual
will regress tmvards. the more easily satisfied needs. According to Blum (2004), Alderfer
22
identifies chronic needs that persist for long periods and event needs which occur
depending on the situation.
Maslow's theory of ne-eds is -also a. simplified form of Herzberg's two factor theory
which is based on the notion that human needs are based on two sources, satisfiers and
dissatisfies. Satisfiers are also called motivators, while dissatisfies are those things which
result in job dissatisfaction, also called hygiene factors or job context factors. Hertzberg's
theory received a lot of criticism from other researchers because it concentrated on
satisfiers and dissatisfies ignoring higher level needs and other behavioral criteria such
performance, absenteeism, labor tnmever and even the werk itself (Blum, 20(4).
The deprivation of low level needs. ill the hotel industry occasioned by the low social
economic nature of employees in the hospitality sector results in difficulties in employees
meeting basic needs that ate -aggravated by the ever rising cost of living and global
lifestyle trends (Reichel and Pizam, 2011). This diverts the energy of employees into the
struggle to satisfy their needs hence triggering the change in their value system, (Crick
and Spencer; 20 I I). As a result, employees seek for VY"3:ys of supplementing their income
or achieving positions at work which would attract higher salaries: Employees would
therefore seek fur alternative work or acquire extra training that would enhance
opportunities fur- prometion at their place of work, (Crick and Spencer, 20 II).
Maslow's theory of needs has been applied in the study to establish the human needs that
-influence employee motivation hence affecting employee motivation management in the
23
tourism and hospitality industry. Theory Z management also referred to as the Japanese
management approach has been applied in the study to establish the effect of
management on employee motivation. This is a people management approach whereby
organizations take its people as the greatest asset and therefore if this management
strategy is adopted by hospitality and tourism organizations in Kenya then there will he
minimal effect: of socio-eeenomie trends 011 management of employee moti-vation.
2.5 Socio-Economi£ trends and the t:hanging employee valnes
The low soeial economic nature of hospitality employees may be the cause of challenges
facing management of employee motivation in the hospitality industry, (Reichel and
Pizam, 20) 1).
These IQW Socio-economic level, according to the duo (Reichel and Pizam, 2011) has
made it difficult for hotel employees to live au average lifestyle. A study carried out on
the US of America hospitality employees indicated that employees at workplaces today
r
have new lifestyles: fitness-in-company, health screening, exercise programming among
others things wb:icJl were noted to be the hallmark of today's hospitaJity employee
(Rocha, 2004).
Globalization bas brought information closer to people reducing the world to a global
village. Employees can, as such, easily access human rights education and be in touch
with international human rights practices (Thompson, 2011). Globalization has further
increased job flexibility whereby employees can move between jobs (Wang, 2011).
24
Little empirical research has dealt with the assumed effect of socio-economic trends on
1ll3lUlgem·ent of employee motivation. Responding to this research gap is the prime
objective of the study_First, it identified the key prevailing socio-economic trends among
employees that may have a bearing on employee motivation in 3-5 star hotels in Nairobi.
Secondly, the study determines the effects of the identified trends on the management of
employee motivation. Thirdly, the study establishes the managerial response to the
challenges presented by the effects of socio-economic trends in management of employee
motivation in the hospitality industry in Kenya.
25
2.6 Research Gaps
From the I1terature reviewas well as. related studies. there are distinct gaps on effects of
socio-economic trends as a challenge in management of employee motivation in the area
of hospitality industry in Kenya These effects partly arise from the dynamic nature of
human beings and their desires that keep changing from one person to another and even
within the same person at different times of their lives (Debowski, 20(6). The socio-
economic trends as 11challenge ill management of employee motivation also arise from
the fact that employees have changed and look for more benefits from work than earlier
employees who would content with employment and salary. Unfortunately, most.
organizations rely on traditional employee motivation policies \vhich are misplaced in
view of the workforce today (Crick and Spencer, 2011).
Factors like the forraal, knowledge-based economy, the World Wide Web; and increasing
communication that the Internet has made possible have influenced the changing patterns
of employment hence impacting on human resource policies and creating a new paradigm
in management of employee motivation within organizations. Employees at workplaces
today have new lifestyles: fitness-in-company, health screening, exercise programming
among others - ilie ballmarlc of today' s hospitality employee (Crick and Spencer, 2011).
Globalization bas brought information closer to people reducing the world to a global
village. Employees can as a result easily access human rights education and be in touch
w-rth intemationalhuman rights practices. Globalization has further increased job~
26
flexibility whereby employees can move between jobs and also attend to other needs like
educatioo.health and family with ease (Crick and Spencer, 2(11).
Whereas earlier studies focused on' motivatioo and management as separate ennnes, the
current study explores the two variables as a single entity impacted by socio-economic
needs. Studies 00 management of employee motivation are also inadequate and do not
necessarily reflect recent dynamics in employees.
The gaps will hence be addressed by the recommendations on how to manage employee
trends on management of employee motivation in work places.
I
I
i
motivation in the hospitality industry in order to counter the effects of secio-eeonomic
21
CHAPTER THREE
RESEARCH METIIODOLOGY
3.1 hrtmdtiction
This chapter entails the research design, location of the study" sampleand sampling plan,
research instruments, data collection procedures and data analysis.
3.2 Study Design
The study was a cross- section survey research. According to Lindell et al. (2001)•
"Cross-sectional survey studies of attitude-behavior are appropriate if used with carefully
designett questionnaires to increase their precision' pg1l5. Mugenda (2003) is in
agreement that cross-sectional survey research is applicable fOT collecting data on
perceptions, attitudes and behavicJ' ill' v-alues using questionnaires in studies which
involve larger samples.
3.3 Variables
3.3.1 Independent Variables
The first variable was Employee Motivation Management Strategies which Influences
employee motivation. This was, measured by job satisfaction, (Blum, 2004). This
parameter indicated that the effectiveness of Employee Moti'\'3Iion Management
Strategies being practiced at the, 3-5 star hotels in Nairobi. Ineffective Employee
Motivation Management Strategies indicate a management that could be facing
~
challenges of Management of Employee Motivation,
The second variables are Socio-economic trends which influence employee value system
hence impacting on employee motivatioa. TIllS was measured by increase in cost of
living, grievances, social groups at work, need for flexible working OOUfS~medical needs
28
.need for rotation at work, strikes, lateness, need for higher salaries, ability to. find a job
. - -
in other parts of the world and employee turnover.
3.3.2 Dependent Variable
Employee monvanon is the dependent variable, It entails human ne-eds and working
environment influenced by employee management and socio-economic factors. This
was measured by parameters such as absence, tardiness; short-time absences, trips to a
medical unit and merit rating and employee turnover, Blum (2004). This measurement he
asserts, "Predicted that when morale is low, indicators such as absenteeism and lateness
tend 10 be high".
. l
3.4 Location of the Study
This study was carried out in the city of Nairobi, The choice of the location was based on
the fact that, in addition to being Kenya's capital city, Nairobi bas high education
oppoIllitrities, access to tnfutmation and dynamic lifestyle trends.
3.5 Sample and Sampting Techniques /Sampling Plan
.1.:tl Target po.pulanoD
The target population entailed all employees and management of 3-5 star hotels in
Nairobi. AccoIding to the United Nations Conference on Trade and Development,
UNCTAD (2-008),Kenya has a total of 483,000 hotel employees. Currently there are 22,
3-5 star hotels in Nairobi composed of seven (7) five star, eight (8) fOUT star and seven
three star hotels as listed in the Kenya Gazette notice No3976 published in 2003,the
latest notice so faralld an updated list in (www.tripadvisor.com).
29
3.5.2 SamtJle size
The Fisher et al. (1983) formula was used to determine the sample size whereby out of
270 hotels in Kenya, 67 hotels are in Nairobi as listed as listed in the Kenya Gazette
notice No3976 publishe-d in 200)-, the latest notice so far and an updated list in
(www.TrjpadvisoT.n.d).This is 24.8% of the 270 hotels in Kenya. Assuming that the.
same proportion of 24.8% applies to employees, then this gives a total of 119,784
employees out of 483,000 employees in Kenya, (UNCTAD, 20(8).The sample size is
thus, no= .; p:qI£ (Fisher, 1983).
Where: 110=the desired sample size (if the target population is greater than I0,000). Z=
the standard normal deviation at the required confidence level.
P= the proportion of the target population estimated to have the characteristic being
measured whereby q= I-P, d2= the level of statistical significance set, a Z of] .96, and a
statistical significance level of 0.050/0.
no = (1.%)2(0.248) (0.852)1 (o.o5l
no""" 324 Respondents.
3.5.3 Sampling Techniques
Stratified Simple Random sampling was adopted in this study. Out of the 22, 3-5 star
hotels in Nairobi, 12 hotels were sampled by selecting 50% of each of the 3, 4, and 5 star
hotels for equal representation. Respondents were sampled from the seven departments.
TIllS entailed the revenue and administrative sections of the hotel whereby revenue
section eensistedef Front office, House Keeping, Service and Kitchen departments while
30
Ole administrative section entailed Human Resource, Marketing and Security
departments. This gave a total of 7(sevell) departments from which respondents were
drawn. 27 (twenty seven) respondents were sampled at each of the 12, 3-5 star hotels
whereby (seven) Heads of Department and approximately 3(thre.e) employees were.•
sampled (those on duty on the day of data collection) from each of the seven departments
and included in the study.
3.6 Research instruments
Structured and Semi structured questionnaireswere used to collect data from ,,,
I.,respondents. Stmemred Questionnaires were used, to collect data from employees while
Semi Structured Questionnaires were used to collect data from Heads of Department
;
, I,:
I
•
3.6.1 Pre-testing of research tools
Expert judgment on the acCUI<lCY and applicability of the data collection instruments was
sought from the post graduate students and staff at the deparnaeets of Tourism and
Hospitality.
3.6.2 Internal and external validity
To ensure content validity, an extensive literature review was conducted to ensure
important variables in employee i'notivation management in the hotel sector were
included in the study instruments. The instrnments were then. reviewed by experts at the
departments of Hospitality and Tourism. Corrections and adjustmeats were then made
according to their suggestion&. A pretest was then ~(}I,ldu.cted to establish the suitability of
the variables that. were to be measured.
31
Based on the inferences of the study; the instruments and variables used in the study had
a big11 degree of validity (O.c086) resnlting from Acronbaeh's Alpha factor analysis. This
yields a 0.26 random error (0.86xO.86=O.7396; 1-0.7396=0.26) which is relatively low
hence the high validity andreJiability of the iDstrwnents(Tavakol. 20ll).
3.6.3 Reliability oftht! instmmt!nts
Using the literature review, a scale was developed to examine the prevailing socio-
economic trends among employees that may have had a bearing on employee motivation,
effect of the identified trends on. the management of employee motivation and the
managerial response to challenges presented by employee motivation trends in the.hospitality industry, The scale was then pretested at the Hospitality and tourism
departments to establish the suitability of the variables that were to be measured.
3.1 Data collection procedures
Data collection exercise VV"aS carried out by the principal researcher. Before identifying
the respondents, clearance was first sought from the hotel management. The researcher
then worked closelywith the human resource manager to access the respondents, sample,
issue questionnaires to the respendents and collect after filling.
3.8 Data Analysis and Prest!ntation
Upon completion of data collection .•data obtained from the field was cleaned and coded
by creating categories using numeric values. The coded data was then entered into
spreadsheets {Qt' final analysis. Descriptive statistics and cross tabulations were used to
analyze the quantitative data. Further, inferential statistics was used to infer the findings
irttn the population of the study,
32
Pearson Product Moment correlation was used to determine the relationship between
employeemotiv~tion and socio-economic trends and employee motivation management
strategies. Inferential statistics were-also computed to infer the data into the population.
The data was then presented using charts, graphs, means and percentages,
3.9 Logistical and Ethical Considerations
Before condaetiag the research, clearance was sought from the graduate school of
Kenyatta University. Clearance from the 3-5 star hOtel administration was obtained
before commencing data collection at each hotel. For confidentiality on the part of the
participants, identilication numbers were given and no names and/or other means of
identification were used.
, .
I.•II
33
CHAPTER 4
FINDINGS AND DISCUSSION
4.1lBtrntmction
This chapter details presentation and discussion of results of the study. It covers
demographic in....-tbrmation,prevailing socio-economic trends among employees, effect of
the identified treadsoa tile management of employee motivation and managerial
response to challenges presented by employee moth.'3tion in the bospitalityindustry. 324
respondents were mvelved in ~e study whereby the response rate was 9~o (representing
(representing 78 out of 84 respondents). The general response rnte was therefore 90.1 %
216 out of 240 respendents) from genernl employees and 92% from supervisors
representing 292 out of 324 respondents.
4.2 Demographic profile of the respondents
•These entailed age, gender and education level, terms of service and length of service of
4.2.1 Age of Respondents
The results of the' study indicate that majority (92.1%) of the employees were aged 35
employees and supervisors.
years and below as compared to supervisors who were aged 26:..35(42.2%) and 36-55
(43.4%) years old. The study :findings indicate large proportion of young employees as
compared to sapervisors and that majority of the employees and supervisors were male as
34
,-'--"- 7o""1:::::'-:~===:::-:::""'~::::=~'''':=-'::::::=::-':'--===::--:::,::::,===::.-: __.,:::-",..__ _-_ ..,..- - -----
I I
! II 60 +-.---.-----..----- ..-..---..----- ..----.---~...-I
50
m Supervisors
i! 40 t----
, Percentage ~%}
I :'",2:;:':;:""30 -r---' '-'~6---
I .,;.
I "j , .. ,...,<'
I :~-~~ ~
I I 1_2."(} ·T_~l~.,. 1 Under 25 Btn 26-35
--------.-
Employees
o--,
Btn36-45 Above45
Figure 4.1: Age Distribution among Respondents
The younger age of employees indicate that they had not wolked for long and that the
preceding counterparts had left probably due to poor employee motivation. This
acc-ording to the study could be a search for better opportunities. These findings are in
line with Salih (lOG3) whose study indicated that the tourism and hospitality industry is
characterized by instability and bigh rate of labor turnover. The findings further cite the
international Labor Organizatien (ILO) having indicated the turnover t'ate f-or operational
employees as 5] .7% in the US, 30% illAsia and 425 in the United Kingdom(UK).
The high pmportioll of young employees and the short tenure aeeording to this study may
imply employee tamever and! demotivated employees whereby the root course could
. probably have been the effects of socio-economic trends in management of employee
motivation in -the hospitality industry in Kenya.
35
4.2.2 Gender of Respondents
Most of the sepervisers were Male (SUP%,) compared to 18.1% Females. Employees
were 70.7% male and 29.3% Female. The findings may imply that the working
conditions in the hospitality industry may not be conducive for female employees.
The findings ate consistent wittl UNCTAD (2010) report that women employees in the
hotels in Kenya are underrepresented and that there is a high turnover of employees.
The proportion of male to female respondents was as shown in Fig. 3 below.
I---~---- :-t--~~\~~~~~~~---~----...~~----- -I
I -: ;:;797: .
Percentage t%»
I 20 ~.-------
I 10 -r---- .
I !i 0 'i--
I Supervisors Employees
I Gentlei' Of the respondentsL.. .._ .. J
Figure 4.2: Prop4))1ion of Male to Female Respondents
ill Female
'Male
The higher number of male employees (70_7%) and supervisors (81.9%) could be
because male eml1loyees can work for longer hours and also perform. strenuous tasks in
areas like the kitchen. This could also be due to the fact that male employees do not go
00 regular leave like maternity 01" evea ipermission of absence due to maternal
responsibilities.
36
Salih (2003) is in agreement that, there is a smaller ratio of women in the hospitality and
tourism sector in developing countries than in developed countries where the industry had
reached maturity. Salih argues that the underrepresentation of women in the tourism and.,':
hospitality industry in developing countries is due to cultural reasons where women's role
in such societies is seen as mothering, behind the scenes or only slotted for back of the
house work, allocated wages which are 20% lower than that of men.
This probably explains the rea~on as to why the study findings show higher
representation among employers and supervisors. This could either imply the impact of
culture in employment or immaturity in Kenya's service industry.
4.2.3 Education Level of the Respondents.
Most supervisors had diploma level and with a few having attained university level of
education as compared to employees whereby 98.8% of supervisors had college level of
education and 1.2% university education as compared to employees whom, 84.1% had
college level of education, 15.9% had a~ined form four education and none had attained
university level of education (Fig. 4.3).
._--------_._-
Percentage (%) 60
40 -t----
20 t---~
o ---
College
D University
120 - ----------.-----------.-_.
80 +-----
100 - --------
• Form four
------,
L
Figure 4.3: Education Level of Respondents
Supervisors Employees
37
According to the study, the level of education could determine the terms of service and
income of an employee. This could further determine tile urge to search for more training
and alternative places fOT employment hence impacting employee motivation
managemeat at 3-5 star hotels in Nairobi,
The findings are consistent with the findings of Hanqin and Ellen (2004) that China's
hotel and toarism industry faced many human resource challenges ranging from the lack
of qualified staff at botll operational and managerial levels, high staff turnover rates, the
unwillingness of university graduates to enter the industry among other challenges.
In line with the above findings is Salih (2003) who reported that it was commonly held
that travel and tourism jobs were considered semi skilled or unskilled, low in social status
and of low pay in Oriental countries where Confucianism was still strong and that this
acted as a barrier to recruiting highly educated people in the industry. Salih (2003) posits
that in Hungary, Poland, Spain, tlie United Kingdom and Yugoslavia, no travel and
tourism job enjoyed high status except liotel and restaurant managers" tour guides and
managers of n:nmnt'am refuge. Salin's arguments that the tourism and hospitality industry
has a weak internal lab>.)urm.m'ket seems to fit in well, basing on the study findings
.
(Figure 43 above). Sahh observes that tourism and hospitality employees are drawn from
secondary labour markets such as students, housewives and school Ieavers,. .
The low education level of hotel employees was further confirmed by UNCTAD (2010)
report that hotels in Kenya employ medium to low skilled employees.
38
4.2.4 Relationship between Terms of Service * Length of Service
The study established that employees who were on contract and casual terms stayed in
their places of work for shorter periods of time (1-5 years) as compared to permanent
employees. whom a larger percentage stayed at their work places for 11 years and above
(Table 4.1).86.1% supervisors were on permanent terms wbereby 595% stayed at their
work: stations fur a period of 5-10 years (Table4.1 below).
The findings of the study imply that job security could have been the reason that
contributed to employees working {or shorter length of service at their stations given that
job security is basic Imman need as stated by Maslow's hierarchy of needs theory
(1954) This as a result led to employees being in constant search for new employers who
would offer better terms of service as indicated by the study whereby most employees
were on contract terms and did not stay in their W01X stations for more than 5 years as
opposed to supervisors whose terms were mostly permanent and stayed :intheir places of
work: tor 11 )'W.fS and above as shown in Table 4.1 below:
Table 4.1: Relationship between Terms of Service and length of Service (Employees)
Length of service .
Terms of Service %
Penn anent Contract casual
Less than a year 0 5 25
1-5 years 8.3 . 32.5 2.5
'--- -~.-. ..• .. ...... ~. .~
6~lOyears '" ..• 33.8 0.) ..)
11 years and ~~hQve o"} .') " 0./ .,;:;,.. ~ •.-.,.
39
The findings of the study are also consistent with the International Labor Organization
(2001), quoted in Sal1h (2003) that -011 average, a quarter of the workforce in the tourism
and hospitality industry work on part-time terms in 15 European Union countries. The
report also say~ tJ.lat 50% of the same cadre of workers was on part-time terms in the
United Kingdom, Denmark: and Netherlands. Salih argues that it seemed turnover that
permeated the tourism and hospitality industry was accepted by both employers and
employees where the average job tenure in the US hospitality industry and the United
Kingdom was estimated to be l.5years and 1.5 to 2yearsrespectiveJy.
T bi 42 T *L gtb fS fSa e . : erms en 0 ervice 0 upervisors
Terms of service Length of service (%)
of employees --II years and.Less than a year 1-5 years 5-10years above
Penn anent 3.6 4.8 59.5 11.9
Contract () o 19 o
4.3 Condusion for demographic data
The findings of the study the show a large proportion of young emplo)'ees compared to
supervisors and tlmt majority of the employees and supervisors were male. The younger
age of employees and short length of service indicate that they had not worked for long
and that the preceding counterparts had left, probably, due to poor terms of service and
salary. The effects of socio-economic trends could hence be the factor behind the shorter
length of service.
40
A moderate proportion of respondents had only attained Secondary school level of
education (15.9%) while university education was represented by only 1.2% of the
respondents. This might imply low to middle skilled employees.
The findings compare well with Salim {2DD3} report that the tourism hospitality industry
is characterized by instability, short job tenure, high proportion of part-time employees
and high rate oftmnover.
UNCTAD (2010) report'S that hotels in Kenya employ medium to low skilled employees
and that women are underrepresented, The report also contends that there is a high
turnover of employees. This could be an indication of the challenges faced by the
hospitality industry in Kelly-a whieh probably emanate from the effects of so-do-economic
4.3 The prevailing socio--econom.ie tremts that m.ay haw a bearing on employee
motbanon.
Tills section is in response to the hypothesis that the prevailing socio-economic trends
among employees have a bearing on employee motivation,
A t-test was performed to establish the relationship between the prevailing socio-
economic trends among employees and employee motivation. Findings of the study
confirm the hypothesis that the prevailing socio-economic trends among employeeshave
bearing on employee motivation in 3-5 Star hotels in Nairobi. The results showed that
increase in the cost of living (0.000), need for skill upgrade in the hotel sector (D.044) and
need fur- higher salaries (0.005) were -the socio-economic trends among employees which
had a bearing in management of employee motivation as shown in table 4.3 below:
41
Table 4.3: Secie-Ecenemie Trends that have a bearing in Management of Employee
Motivaiflm
Standa
Unstandardiz rdized
ed Coeffi
Coefficients cients
Std.
Modell B Error iBe-ta T Sig,
Increase in cost of living 4.070 1.053 3.866 0.000
Ever cllaJlgi~~.(;usto.m_er~~s -0208 0.112 -0.169 -1.865 0.064- _.. _- ._- - - -_ .. -
Need fm- skill update in the hotel secror . -c,184 0.091 -0.173 -2.028 0.044
Need fOf higher salaries O.20} 0.070 0.241 2.863 {l.OO5
Ease of getting a job "inother parts of the world 0.036 0.114 0.031 0.315 0.753
Need for fitness e.g gymnasium, sports and games 0.078 0.069 0.1l7 l.129 0260
Medical needs 0.025 0.166 0.016 0.151 0.880
Flexible werking hours -0.013 0.063 -0.018 ·'{t201 0.841
Need for leave and holiday -0.058 0.110 -0.058 -0.528 0.598
Social groups at work 0.005 0.104 0.004 0.045 0.964
Need fot new incentives -0.044 0.060 -0.060 -0.727 0.468
Terms of work -0.036 0.151 .:0.020 -0.242 0.809
Criteria of promotion 0.028 0.075 0.027 10.371 0.711
Need for rotation at work -0.036 0.044 -0.082 -0.824 0.411
1besi~an.ce of increase in cost of living (0.000) in management of eUl\lloyee
motivation indicates that increase in cost of living had a bearing on the effectiveness of
management of employee motivation (Table 43 above). A high cost of living meant
demotivated employees with probable consequences of low producti,.jty at their work
place. This "",1lS perhaps the reason why employees resorted to skills upgrade perhaps
aiming atpro1l1otlml "Withthe attendant lugller salaries to mitigate the high cost of living
(Table 4.3 above).
These findings are ~oosistent with Kwame and Marshall (2008) who reported that 111
general. the hotel workers were mostly motivated by higher wages. However, differences
42
ill age, organizational level and number of years ill the same position also influenced
\\"Oi'kers'tnottvationaJ preference-s. Thedao Suggests that Caribbean hotel managers need
to implement creative monetary incentive program for their employees while, at the same
time, developing different motivational strategies for different groups of workers,
Maslow (1954) affirms that income of employees is relevant in meeting: basic human
needs of employees.
These findings are in agreement with earlier studies carried out on. the US of America
hospitality workers whose findings indicated that the low social economic nature of
lIDspitality employees may be dIe cause of cllallenges facing management of employee
motivation in the hospitality industry, (Reichel and Pizam, 201 O. These, they argued,
made it difficult fur hotel employees to live an average lifestyle.
4.3.1 The prevailing socio-ecoBomic trends wbich did not have a hearing 01\
employee motivation.
Among the soeio- economic trends, there were factors which the study established did not
have a bearing in management of employee motivation in the hospitality sector in Kenya.
These factors include: Ever changing customer needs (0.064), ease of getting a job in
other ~ of the world (0.753), need f~ fitness sucl1 as gynmasimn, sports and games
(0.260), medical needs (0.880), flexible working hours (0.841) need for leave and
holiday (0.598)" social groups at work (0.%4), need fur new incentives (0.468), terms of
work (0.809) criteria of promotion (O.7lI) need for rotation at work (O.411) as shown in. .
table 4.3 above.
43
In line with the above findings, Salilr (2003) reports that employees' focus in the service
industry 1S salary. bonus and fringe benefits .
.
From the study findings, it is evident that employees' focus is on factors which would
enable them to deal with the rising cost of Jiving. The factors according to the study are
need for skill upgrade in the hotel sector (0.044) and need for higher salaries (0.005).
This implies that employees had shifted their focus from a factor like terms of 'work
which the study established was among the current needs.
The shift in the motives of employees is consistent with Alderfer's ERG theory which IS
based on frustration and regression hypothesis where individuals \\<110 get frustrated in
meeting higher-level needs, resort to tile next lower level needs, that is, if one path is
blocked then the individual win regress towards the more easily satisfied needs (Blum,
2004).
4.4. The effects of the identified trends in management of employee mom'anon.
This section is in response to the hypothesis that socio-economic trends have a significant
effect 011 management of Employee motivation.
A correlation test was performed to establish the significance of the identified socio-.
economic trends in management of employee motivation. The findings of the study
showed tllat when the eost of Iiving went up, it became more difficult to manage
employee motivation. Employees mitigated the effects of inadequate motivation by
management by gifts (P value 0.038), promotions (P value 0.055) and bonus
payments/service .char~ (P value 0.064)_ This probably meant that employees would
44
have extra income to meet their basic needs. This is consistent with Maslow (J 954) who
affirms tbat.lncome of employees is relevant in meeting basic human needs of employees.
Employee management strategies that were not effective in mitigating the rise jn the cost
of living were terms of service JP value 0.064) and paid vacations (P value 0.082). This
perhaps meant Hurt when the cost of Jiving went up, the management used of gifts,
Promotions and bonus payments/service charge to counter the challenges in management
of motivation. Terms of service and paid vacations were not, therefore" applicable tools to
mitigate increase in cost of Jiving (Table 4.4 below)
Table 4.:4: E1ia:'t'OfSocio-EcoDOmic Trends in Management ()fEmployee
Moth>ation
Tennsof Paid Promotions Gifts BonusService vacations (P Value) (P Value) Payments(
Socio-economic trends (PValue) (pValue) ,Pvalue)
Increase in cost of living 0.064 0.082 0.055 0.038 0.042
Ever changing customer needs 0.000 0.083 0.298 0.395 0.075
Need for skin update in the 0.001 Q'()24 OJ)5! 0.552 0.005
hotel sector ,
Need for higher salaries 0.000 0.001 0.656 0.000 0.234
Ease of getting a job in other 0.000 0.899 0.880 0.393 0.006
parts of the world
Need for fitness e.g 0.000 0.042 0.539 0.073 0.134
gymnesimn,spoIts and games ,
Medical needs 0.859 0.877 0.945 0.992 0.003
Flexible working hours .0762 0.291 0.707 0.700 10.047
Need for leave and holiday .0137 0.077 0530 0.747 0.074-~~,~-.. .,
Social groups at work .957 0.029 0.922 0.241 0.147
Need for new incentives 0.822 0.016 0.579 0.415 0.081--_. __ . -.- -----~.--.-..- "-----_.- .__ . -...... - -_. --- _._-_ ..__ ..__ .•. ,-.-... _-------- ..... ..... _ ... _- -_ ..-
Terms of work 0.043 0.872 0.269 0.076
Criteria of promotion 0.068 «rn 0.745 U.745 0.054
Need for rotation ~. work 0.586 0.67 0.012 0.035 jOJ81'--
45
The outcome of using gifts, bonus payments and promotions as employee motivation
management strategies as opposed to tenus of service negatively affected management of
employee motivation. This perhaps meant-that employees 'who were on temporary terms
of service were more concerned with. terms of service rather dlat gifts, bonus payments or
promotions. The findings imply that employees on temporary terms were more keen on
job security and "\\'~uidbe better motivated by terms of service than any other incentive.
Terms of service were on the other hand, significant (p value O.OOO):inthe ever changing
customer needs. This probably meant that favorable terms of service placed employee in
a better position to try and conform to the ever changing customer needs, Employee
motivation management strategies that were not significant ill dIe ever changing customer
needs on the other hand entailed bonus payments/service charge (P value 0.(75), paid
vacations (P value OJ)S3). promotions (p value 0298) and gifts (P value 0.395) as shown
above in table 4.4.
From the study findings, it is evident that terms of service were a source of employee
motivation and that inclusion of terms of service in management of employee motivation
strategies \\-'Ouldpromote Inotivntion and as a result increase productivity in t1H~
hospitality industry in Kenya.
Findings OIl skill upgrade showed that employees were ready to upgrade their skills in
the hotel sector ifthe terms of service were improved (P value 0.001), if they were taken
for paid vacations (P value 0.024), if given bonus payments (P value 0.0050 or promoted
(0.605). As result, a large proportieaef employees irrespective of their tenns of service
were WIlling to upgrade their skills given that terms of service or even promotions could
46
not stop employees from seeking further training (Table 4.4). Given that employees in
the botel sector have low levels of education" it could be tile reason why employees have
resorted for further training probably to conform to global trends where employees
continue to upgrade their education levels.
Another socio-eeenomic factor that had an effect in management of employee motivation
was need for higher salaries. A number of employee motivation strategies were
significant in triggering the need for higher salaries among employees. These strategies
were terms of service (P value 0.000), gifts (P value 0.000) and paid vacations (P value
0.001). Factors that were not significant in the need fur higher salaries were promotions
(P value 0.656) and bonus payments. Employees whose terms were Dot favorable (casual
and contract) who were not entitled to most benefits other than salary u'Quld need higher
salaries to cater fur other needs which were not catered for by the employer, Gifts and
paid \r'llCationsun the other hand could trigger the need fur higher salaries such that
employees felt that instead of gifts or paid vacations, higher salaries would be more
reliable. Higher stable salaries would as such motivate employees more than gifts or paid
vacations \\>'Ouldsince a Ingher salary would counter the effects of the rising cost of
living,
Ease of getting a job in other parts of the world, on the other hamL was significantly
affected by terms ef service (P value 0.(00) and bonus payments (P value OJlO6).This
would have meant that employees' job designation determined the search tor a job in
other parts of the world or not. Salih (2003) avers that the transient nature of the
'W~ and a. lack of career struetnre contributes to 1he instability of the hospitality
and tourism industry. He further explains that opportunities In other organizations that
47
offer better terms was also the -reason for high turnover rates. Perhaps, bonus
payments/service charge according to the study findings would facilitate employees in
their search for a new job in other parts of the world. Factors that were not significant in
the ease of ge-ttingajob in other parts of the world were gifts (P value 0393)~ promotions
(P value 0.880) and paid vacations (P value 0.899) as shown above :in table 4.4. Gifts,
paid vacations and promotions were perhaps not regular and hence not reliable in
facilitating ease of getting a job in other parts of the world.
These findings show that most employees were in constant search of a new job in other
parts of the world rather than remaining in their current work: stations. This implies that
t11(~morale of ernployees Vv"IiS Iow .perhaps due to the socio-economic factors which
according to the study were a challenge in management of employee motivation in the
hospitality sector in Kenya.
Need for physical fitness such as gymnasium, sports and games was triggered by terms
of service (P value 0.000) and paid vacations (P value 0.042). This probabJy meant that
the need for fi~"'S such as gymnasium, sports and games applied to a specific category
of employees who were also the most likely group to be awarded paid vacations, Gifts (P.
value OJ)73), bonus payments/service charge (P value 0.134) and promotions (P value
0539), 'Oil Ole other hand, were not significant in the need for physical fitness. The
strategies, gifts, bonus payments/service charge and 'promotions applied were perhaps
generally applicable to most employees whose fears were on other needs like increase in
the cost of livingamongothersneeds (Table 4.4 above).
48
The findings further indicated that bonus payments/service charge were significant (P
value O.OO3)m medical needs. Employees who were not entitled to the medica) scheme
offered at then' workplace would perhaps use their bonus payments/service charge to
access medication 'and hence felt thar what they required was a medical scheme rather
than bonus paJiments. A medical scheme would enable employees to use their bonus
payments to meet otherneeds rather than medication.
Factors that were not significant in medical needs included terms of service (P value
0.859), paid vacations (P value 0.871), promotions (P value 0.9450 and gifts (0.992).
The insi.gnific1tnce of terms of service (P value 0.859), paid vacations (P value 0.877),
•promotions (P value 0.9450 and gifts (0.992) would have meant that employees whose
immediate concern was the rising cost of living were in need of bonus payments/service
charge and were as a result not as keen on terms of service, paid vacations, promotions Dr
gifts which perhaps were not reliable or would not be available in meeting the medical
needs. These findings point at dissatisfaction of employees with what management '\'3S
doing to motivate them, especiaily, with regard to socio-economic trends like medical
needs which affected them at work and their daily lives.
Bonus payments/serviee charge had a significant effect (P value 0.041) among employees
seeking :flexible working hours. The significance of bonus payments/service charge in the
need for flexible working hours could perhaps have been to either enable employees to.seek for new jobs in other parts of the world or seek further training in the hotel sector.
Employees would hence have had free time to use the extra meome for seeking jobs in
other parts of the world Otto seek skin upgrade in the hotel sector (Table 4.4 abov-e).
49
The findings further indicate that terms of service (P valueO.0762), paid vacations (P
value (1291). pmmotions(P value 0.707) awl gifts (0.700) had no significant effect 00 the
need for flexible working hours among the respondents. Whereas the effect of terms of
service on the need for flexible working hours could not be completely ruled out given its
P value of 0.0762, other factors like paid vacations (P value 0.29J). promotions (P value
0.701) and gifts (0.700) were insignificant. It is logical fur employees not to be in need
of flexible wmking hours when they' are already on paid vacations. Promoted employees
may not need flexible working hours given that they are in new positions which may
come with more responsibilities calling for more time to acquaint. Gifts, on the other
hand, may have been insignificant given that they may have been irregular and yet
flexible working hours should be part of the routine schedule of employees.
Findings 011 factors that had an effect on the need for leave and holiday among employees
established that tern} of service is the factor that bad an effect. Factors that were not
significant in the need fur leave and holiday included bonus payments (P value 0.074),
paid vacations (P v-alue0.(77), prometiens (P value 0.530) and gifts (P value 0.747). TIl(~
significance ofre~s of service on tHe need fOT leave and holiday \\<'Olud bave meant that
probably the Ieave and p.oliday may have only applied to employees ",ilo would have
been 00 certain terms of employment. Such a category of employees did not require
bonus payment, paid vacations, promotions or gifts to qualify for leave and holiday.
On social groups at work, the factors 1hat triggered employees to form social groups at
work were paid vacations (P value 0.029). This may have meant dta! employees who
50
were awarded paid vacations had time to bond and continued with the association even
after the vacations. This could also perhaps have meant that asmaU number of employees
were sent on paid vacations and hence consisted a minority. Such groups could pe-rhaps
be comparable to hospitality industry employees who form unions. Salih (2003),
indicates that union membership in the hospitality industry in the UK declined in the
1980s from 6% to 3%, in North America it was 14% and 185 :in Australia. He further
explained that the reluctance VlTaS due to the reluctance 'Of employees (particularly the
young, women and minorities) to unionize, fragmentation of the workforce into part-time,
internship, the paternalistic management style in the industry, high Iabour turnover
among other explanations.
Factors that were not significant in the need for social groups at work included bonus
payments/serviee charge (P value 0.141), gifts (P value 0.241), promotions (P value,
0.922) and terms 'Of service as shown in table 4.4 above. These factors, according to the
study were irrelevant since paid vacations were awarded to employees who were perhaps
on terms of service which did not necessarily apply to those who were awarded paid
•vacations. TIle latter category 'Of employees did not, therefore, require bonus payments,
paid vacations, promotions or gifts to go on leave or holiday. This implies that the
motivation of this cadre of employees was also the terms and probably length of service
and, therefore, the social group could survive for a long period of time given their tenure.
Other findings on socio-economic trends regarded as challenges in management of
employee motivation revolved around the need for new incentives, terms of service,
51
criteria of promotion and the need for skin upgrading. Findings on effects of sooio-
~coonmlc factors on terms of service in 3-5 star hotels in Nairobi indicated that paid
vacation (P value 0.(43) was the significant factor in tenns of service, Tills could have
meant that employees 00 certain terms of service are the ones who benefited from terms
of employees. There were factors which were not significant in management of employee
motivatioa, 1his included bonus payments (P value 0.(16). gifts (P value 0269) and
promotion (P value (1.872). Bonus payments were significant (P value 0.(54) in criteria of
promotion. This, perhaps, meant the amount of bonus payment received could have been
proportional to the job designation and hence the interest of emplo}'eeS in the criteria of
promotion. Factors diat were not significant in criteria of promotion were terms of service
(P value 0.068), paid vacations (P value 0.773), promotions (P value 0.745) and gifts (P
value 0.745).
..
Promotions (P value 0.(12) and gifts (P value 0.035), on the other hand, were significant
on the need fur rotation. These, according to the study. indicate that promotions and gifts
may have illcreased emplo-yees vigour at work henee the need fur rotation ut work.
Factors which had no significant effect in the need for rotation at work included bonus
payments/service charge (P value 0.181), terms of service (P value 0.586) and the need
for paid vacatiens (P value 0.(70). The .employees' interest was, therefore, on extra
income. Although bonus payments provided more income, hotel employees might have
felt it was always there and hence the need for promotions or gifts for them to readily
accept rotation at work, The change in -the needs among employees in terms of work
rotation is consistent with Alderfers ERG theory of fmstrarion-regression-hypothesis
52
(Blum, 2004). Since the high salaries were not forthcoming, employees change their.
interest to promotions and gifts.
4.4.1 Level of Employee Motivation (Employees' Responses)
The fmdings of the study shows that 3.8 % of the employees were very de-motivated,
65.3 % de-motivated while 29.3 % could not comment on their morale to work; only
1.7% was motivated as shown in Table 4.5 below.
Table 4.5: Level of Employee Motivation (Employees' Responses)
Frequency Percent Cumulative Percent
Very de-motivated 9 3.8 3.8
De-motivated 156 65.3 69.0
Neutral 70 29.3 98.3
Motivated 4 1.7 100.0
The level of employee motivation was further indicated by 65.3% of employees who
disagreed that they were motivated to work, 56.5% who strongly felt that they did too
much for the hotel and did not get what they deserved 55.2% with only 1.7% agreemg
to being motivated to work (Table 4.6).
Table 4.6: Employees' attitude towards Work and Management
(Key: Strongly disagreed= 1 Disagree=2 Neutral =3 Agree= 4 Stronglyagree=5)
% Strongly % % % % Strongly
disagree Disagree Neutral Agree Agree
Wish of getting a job elsewhere 94.1 5.9
Bosses are overbearing 5.0 33.5 61.5
I don't get what I deserve 3.3 5.0 36.4 55.2
I do too much for the hotel 3.3 6.7 33.3 56.5
More team work 14.2 13.8 65.7 6.3
I always wish to go on strike 21.3· 31.8 46.9
Motivation to work 3.8 65.3 29.3 1.7
Always wish to be on sick off 2.2 63.5 27.8 1.5
Do more for the hotel 14.2 76.2 5.4 3.3 8.0
Resigning 1.2 28.2 52.9 17.7
53
A proportion of 46.9% always wish to go on strike, 52.9% wished to resign. Asked if
they could do more for the hotel, 76.2 % of the employees were not ready to do more
than what they were already doing for the hotel and surprisingly when asked if they
always wished to be on sick off, 63.5% of the respondents disagreed.
This could have meant that frequent sick offs have negative implications for employees
such that even if a large proportion 52.9% wished to resign, frequent sick off was not a
good option to stay away from work (Table 4.6). This unlikely fmding was further
confirmed by 94.1% of the employees who did not wish to get a job elsewhere even when
the fmdings showed that they were neither motivated to work nor ready to do more for
the hotel. This, probably, implied that getting a job elsewhere meant in the hotel sector,
yet, they had a formed negative opinion of the working conditions. As a result,
employees felt that, there was no need of moving from one hotel to the other but to resign
(52.9%), hence turnover of employees. Hanqin and Ellen (2004) on China's hotel and
tourism industry reported similar fmdings where the sector faced many human resource
challenges among them high staff turnover rates.
Perhaps, the tendency to resign rather than seek other options could have emanated from
the fact that employees strongly felt that their bosses were overbearing (61.5%) an
indication of an "organization that could have been too rigid hampering complex
adaptive behavior which would be reflected on potential turnover of people, work
alienation.... " (Sousa 2010: 230) -
54
The findings are also in agreement with findings of an earlier study by Berning et al.
(2008), which indicated that dissatisfaction of employees with management led to the
management being rejected by employees (Table 4.5 and 4.6 ). The study however, in its
observations shows that poor approach in employee motivation by management left
feeling that they were not motivated to work; management was too overbearing and
wished to resign among other negative motives.
4.5 The managerial response to the challenges presented by employee motivation
trends in the hospitality industry.
Faced with challenges in employee motivation which emanated from socio-economic
trends among other factors, the management put in place various strategies to meet the
employee motivational needs. The study established that bonus payment/service charge
was the most used strategy with 44.6% as shown in Fig. 4.4 below.
50
45
40
35
30
2'e
20
15
9.6
10
5
0
Gifts
44.6
-------------------------------
19.3
14.5
PaidVactions Give Bonus Terms of Service
Payments/Service
. Charge
Promotion
Figure 4.4: Strategies Used by Management in Employee Motivation
55
Promotion (19.3%) as motivation strategy was the second most used strategy after bonus
payments. Terms of service (14.5 %) was the third in prevalence in use by management
to mitigate the challenges faced by management in employee motivation followed by
paid vacations (12%). Gifts (9.6%) were the least used strategy by management in its
effort to counter the effects of socio-economic trends in management of employee
motivation.
Findings on strategies used in employee motivation from other studies indicate that
management had contradicting views on what could motivate employees. According to
Salih (2003), managers rank .importance of management strategies from job security to
money, bonus ,promotion and terms of service in that order. Employees on the other
hand rank the factors according to importance with salary taking the first position
followed by fringe benefits, terms of service, promotion among other incentives.
The use of bonus payments, promotions, terms of service, paid vacations and gifts in the
order of importance given the above fmdings indicate that management was not using the
appropriate strategies in management of employee motivation given that employees were
most strongly motivated by interested salary followed by fringe benefits and job security
(Salih, 2003).
Although, employees were more concerned with salary, management widely used bonus
payments. Bonus payments relieved by employees are based on the amount of profit the
hotel makes. This implies that, in times when the sales are not above normal, employees
may not be entitled to such a benefit. This probably explains the reason why terms of
56
service salary and staff development were among the· most urgent needs among
employees (Figure 4.4 below).
This confirms the fmdings of the International Labour Organization (2001), cited in Salih
(2003) that tourism and hospitality industry is characterized by poor remuneration of
employees particularly in the lower and operational levels both in developed and
developing countries. That employers illegally underpay their employees with an
exception of airline pilots, craftsmen and chefs. Salih argues that even with a few
exceptions of developing countries like Hawaii and Sri-lanka where tourism and
hospitality employees earn average salaries above some sectors, that tourism and
hospitality sector is a low wage, with low productivity, low added value, low skilled
employees and reluctance of managers to raise prices by raising labour costs.
Failure by management to use salary as a strategy to mitigate effects of socio-economic
trends in management of employee motivation according to the study findings could
perhaps have lead to challenges in management of employee motivation resulting to
demotivated employees and high employee turnover rates.
4.5.1 Employee Motivation Needs
The study established that the main motivation needs for employees were terms of
service, staff development and salary as shown in Fig. 4.5. The motivation needs were
contrary to the strategies used in management of employee motivation. These included
Terms of service, staff development, salary, and flexible working hours are the key
57
factors that employees felt were the most urgent to be attended to by managemenuf'igure
4.4).
Motivation Needs
c8"2:.
salary staff weitare to meet prormtion flexibleworkilg term; of servtedevelOpment needs hours
Figure 4.5: Employee Motivation Needs as Depicted by Management
The study fmdings show that salary was among the first three most urgent needs among
employees. An appropriate salary according to the study would enable employees to meet
their basic needs. Basic human needs also called physiological needs according to
Maslow's hierarchy include food, water and comfort. The hotel management would
satisfy these needs through salaries. But salaries of hotel workers are described to be
among the lowest as compared to other industries, this may hence be among the sources,
of challenges in management of employee motivation, given the rise in the cost of living,
(Reichel and Pizam, 2011).
Staff development was another need that employees felt management should pay
attention to. Staff development is upgrading of employees education level. The increase
58
.'j.' ...•.
, "
in cost of living and change in lifestyle trends, according to this study would have led to'
the need for staff development among employees. Extra training would enhance,
opportunities for promotiori at their place of work, leading to increase in income (Crick
and Spencer, 2011; Horwitz et al., 2008). Salih (2003) is in agreement that tourism and
hospitality industry is characterized by its outstanding low remuneration.
According to an ILO, (2001) report cited in Salih (2003), truly structure careers in which
workers have genuine prospects of career development are not many in the hotel, catering
or tourism sector. This implies that a large proportion of employees in the industry
stagnate in one position .They, as a result, eventually quit work due to the persistent low
income an difficulties to meet their basic needs with the constant the increase in cost of
living. This is made even worse by the rise in the cost of living among other socio-
, economic trends.
Welfare to meet employee needs was another need which employees felt should be met
by management. Given the lack of communication between management and employees,
it would be difficult for management to get involved in employees welfare ( Salih, 2003).
This may imply that the nature of management in the hospitality industry does not
encourage interaction of the employees and the employer hence the need by employees
for welfare to meet their needs.
Promotion of employees in the hospitality industry is one of the key areas that is poorly
addressed. According to Salih (2003), the hospitality and tourism industry is plagued by
low promotional opportunities. Promotion to higher ranks at work would not only
increase the income of employees but would also increase employee motivation. The lack
59
"
of promotional opportunities would have resulted to the increased need for education
.',",'
upgrade probably to increase the chances of promotion, should such an opportunity ,arise.
Employees, who do not succeed in eventual promotion, fall out. The hospitality and
tourism industry according to Salih is the only industry where promotion to retain
employees is an exception rather than a rule.
Employees would require flexible working hours given the nature hospitality and tourism
jobs which are associated with long unsocial working hours with lack of time for family
(Salih, 2003). The flexible working hours for employees would mean time for resting,
attending to family or seek further training or find a part-time job to boost their earnings.
Temporary employment and high turnover are among other negative attributes, are key
hallmarks of the hospitality and tourism industry (Salih, 2003). Safety needs come
second in the hierarchy of Maslow's human needs., These are needs for security and
stability which are satisfied through benefits and terms of work. Safety needs in most
organizations are neglected and especially in the hotel sector where most of the
employees work on temporary terms. This perhaps explains why the most urgent need
among employees was terms of seryice.
The study fmdings are comparable to the 2001, ILO report cited in Salih (2003) that
managers and employees in the tourism and hospitality industry have contradicting views
on employees' priority needs. The fmdings show that, whereas managers rank importance
of employee motivation needs from job security to money, bonus, promotion employees
on the other hand rank the factors according to importance with salary taking the first
60
position followed by fringe benefits, terms of service, promotion among other incentives.
Failure by management to correctly identify employee motivation needs may have lead to
challenges in management of employee motivation
Employees needs, according to this study mainly point at income and probably security.
Perhaps, Reichel and Pizam, (2011) may have been right when they indicated that the
low social economic nature of hospitality employees may be the cause of challenges
facing management of employee motivation in the hospitality industry.
4.5.2 Satisfaction of employees with Strategies used by Management in Employee
motivation
Despite the effort made by management to motivate employees, the study established that
strategies used in employee motivation were ineffective as illustrated in table 4.7 below.
Table 4.7: Satisfaction of employees with Strategies used By Management in
Employee Motivation (Employees)
Frequency Valid Percent Cumulative %
Dissatisfied 71 29.7 29.7
Neutral 70 29.3 59.0
Satisfied 43 18.0 77.0
Very Satisfied 55 23.0 100.0
Most employees were not satisfied with the strategies used by management in employee
motivation resulting to 29.7% of employees dissatisfied with the strategies, 29.3% not
commenting on the management of employee motivation strategies used to motivate
them. This is confirmed by 65.3% of employees who were de-motivated to work, perhaps
due to their dissatisfaction with the management in the strategies used in employee
motivation. This could be as a result of failure by management to correctly identify
61
employee motivation needs and apply appropriate strategies in employee motivation as
shown in the disparity between the two factors ((Fig.4.4 and Fig.4.5 above).
The fmdings of this study are not therefore different from earlier fmdings by Wadongo et
al. (2011) which revealed that managers in Kenya face challenges in running institutions
and that the source of challenges is failure to correctly recognize "values in human
relations competencies" The results further confirm fmdings of earlier studies which
revealed that employee management strategies, global employee management trends and
socio-economic factors were among other factors that made it difficult to manage
employee motivation (Crick and Spencer, 2011; Horwitz et aI., 2008).
4.6 Challenges Faced by management in employee motivation.
Asked whether they faced challenges in management of employee motivation or not, 45.8
% of the supervisors disagreed that there were challenges in motivating employees, 42.2
% did not know whether there were challenges or not, while on the other hand, 12 %
agreed that there were challenges. This is as shown in the table 4.8 below.
Table 4.8: Existence of challenges in Employee Motivation (Supervisors)
Frequency Valid % Cumulative Percent
No 38 45.8 45.8
Don't know 35 42.2 88.0
Yes 10 12 100
62
A cumulative percentage of 88% of those who did not know and those who agreed
indicate that challenge in management of employee motivation in 3-5 star hotels in
Nairobi were real. These challenges, according to the fmdings were as a result of the
effect of socio-economic trends in management of employee motivation.
Among the supervisors who acknowledged facing challenges gave various explanations
as the causes, whereby 54.2% indicated that employees were fastidious, and 24.7 %
blamed it on arbitrary termination of service 20.0% cited competition from new hotels as
the source of challenges. Upcoming hotels could perhaps be in touch with the current
global employee motivation management strategies and hence viewed by ageing hotels as
a threat in the area of employee motivation management (Fig. 4.7 below).
Perhaps the newly established hotels ,,:ere in touch with global employee motivational
strategies and could further have factored in socio-economic trends in management of
employee motivation. This findings are in line with fmdings of an study that revealed
that employee management strategies, global employee management trends and socio-
economic factors are among other factors that made it difficult to manage employees
(Crick and Spencer, 2011; Horwitz et aI., 2008).
63
60.00% ..,-----------------
50.00% ~I-----
40.00%
30.00% +---
20.00% +---
10.00% +---~
0.00%
54.20%
• Employees difficult to please
Quiting of employees
competion from new hotels
Reasons for challenges
Figure 4.6: Reasons for challenges (Supervisors)
4.7 Employees recommendations on employee motivation management
When employees were asked whether there were any recommendations they wished to
make on management of employee motivation, various recommendations were made as
detailed in 4.7.1 below
4.7.1 Suggestions on Changes in Management of employee motivation
-e-
When a question was posed on what needs to be done to improve employee motivation, a
high percentage (93.3%) of employees suggested change of employee motivation
strategies so as to boost their morale to work. These fmdings are perhaps an update of
earlier fmdings which indicated that managers in Kenya face challenges in running
institutions and that the source of challenges is failure to correctly recognize ''values in
human relations competencies" (Wadongo et aI., 2011).
I' ."
64 .'
Table 4.9: Proportion of Employees who Suggested change in Management of
Employee Motivation
. ,
Frequency Percent Cumulative Percent
Yes 223 93.3 93.3
No 16 6.7 100.0
4.7.2 What to change in employee motivation management
A sizeable proportion of employees (29.7%) (Table.4.7) were dissatisfied with how the
management motivated them, hence their recommendation for employee motivation
strategy change (Table.4.10). The findings show that whereas employees were more
concerned with review of terms of service, staff development and salary, management
chose to use bonus payments/ service charge to motivate employees.
Table 4.10: What to change in Management of Employee Motivation
What to change Frequency % Cumulative %
How to motivate 116 48.5 48.5.
When to motivate 10 4.2 52.7
Whom to motivate 113 47.3 100.0
65
4.8 Response of management to challenges in employee motivation.
Faced with the challenges due to the negative effects in management of employee
motivation, the study established that management responded by putting in place various
measures. The management's response to the effect of socio-economic trends on
management of employee motivation ranged from the use of disciplinary action (72.3%)
to discussion with employees on the way forward (26.5%) and forming of a panel to
make recommendations (1.2%) as shown in Fig.7 below.
The increased use of punitive measures through use of disciplinary action (72.3%), this
indicates that management had failed in its responsibility as a motivator and in its
frustration could not discuss with the employees to fmd a way forward. The option to use
punishment could be due to lack of proper employee management skills hence the rigid
stand.
The fmdings are consistent with an earlier study by Sousa (2010), described such system
of managed as " ... too rigid hampering complex adaptive behavior. ... ". Wadongo et al.
(2011:56) on "Emerging critical generic managerial competencies: A challenge to
hospitality educators in Kenya" results were in agreement to the fmdings of this study. As
the two studies show, managers in Kenya face challenges in running institutions and that,
the source of challenges is failure to correctly recognize "values in human relations
competencies" as shown in fig. 4.7 below:
66
80.00% ..,-------------------- i
72.30~~1
70.00% +---
60.00% +---
40.00%
50.00% +--~
30.00%
• Disciplinary Action
1& Discussion With Employees on
the Way Forward
II Form Panel to Make
Recommendations20.00% -+--_.
0.00%
10.00% +---
Response of Management to challenges in
Management of Employee Motivation
Figure 4.7: Response of Management to challenges in Management of Employee
Motivation
The above findings (Figure 4.7) are a further reflection of the interaction of hospitality
employees with the employer as reported by the ILO, 2001 report cited in Salih (2003).
The findings show that the tourism and hospitality industry employees rarely have a say
on issues that concern them; such issues according to the report include pay, working
conditions, discipline and dismissal compared to other industries. This perhaps explains
the high handedness of the sector, as evidenced by the study findings shown in figure 4.7
above. The report further points at lack of employee involvement, and that where
involvement is present; the aim was to improve the day-to-day business operations with a
management style that is less consultative and more autocratic.
67
4.9 Conclusion
This chapter has presented the fmdings of the study in line with lhe study objectives and ~
hypothesis that were broken down into thematic areas notably; Socio-economic trends
among employees that had a bearing on Management of employee motivation, effect of
socio-economic trends on management employee motivation, challenges faced by
management in employee motivation and the response of management to challenges in
management of employee motivation.
68
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOM~1ENDATIONS
5.1 Introduction
This chapter presents the summary of the outcome of the study on socio-economic trends
as a challenge in management of employee motivation in 3-5 star hotels in Nairobi. It
covers summary, conclusions and recommendations on what should be done.
5.2 Summary of the Results
The purpose of the study was to identify effects of socio-economic trends on
management of employee motivation in 3-5 star hotels in Nairobi, The study sought to
achieve lhe fonawing objectives: First, to examine the prevailing socio-economic trends
among employees' that bad a bearing on employee motivation in 3-5 star hotels in
Nairobi. Secondly, the study sought to determine the effects of the identified trends on
the management of employee motivation. Thirdly, the study w-as to establish the
managerial response to challenges presented by employee motivation trends in the
hospitality industry,
The study established that the prevailing socio-economic trends among employees that
had a bearing 00 employee motivation confirmed the hypothesis where results showed
that increase in the cost: of living, need for skill upgrade in the hotel sector and need for
higher salaries bad a bearing on management of employee motivation in 3~5 star hotels in
Nairobi
69
Socio-economic trends that did not have a bearing in management of employee
motivation -in the hospitality sector in Kenya included, ever changing customer needs;
ease of getting a job in other parts of the world, need for physical fitness, medical needs,
flexible working hours, need for leaee and holiday, social groups at work, need tor new
incentives, terms of work, criteria of promotion and the need for rotation at work.
A correlation test was performed to establish the effect of the identified socio-economic
trends in management of employee motivation. The findings of the study failed to reject
the hypothesis that socio-economic trends had a significant effect in management of
employee motivation. in 3-5 star 110telSill Nairobi. The findings showed that when the
cost of living went up, it became more difficult to manage employee motivation and that
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 were promoted.
Strategies that had a significant effect ill mitigating the need fur higber salaries included
terms of service, gifts and paid vacations.
According to the findings of the study, socio-economic trends were a chaHellge in
management of employee motivation in the hospitality industry in Kenya. Other
challenges entailed employees being difficult to please, arbitrary termination of service
and competition from new hotels.
70
The management's response to the effect of socio-economic trends on management of
employee motivation ranged from the use of disciplinary action, discussion with
•employees on the way forward to forming of a panel to make recommendations.
The increased use of punitive measures as a disciplinary measure implied that
management had failed in its responsibility as a motivator and in its frustration could not
discuss with the employees to find a way forward. Sousa (2010), described such a
punitive system of managed as " .. .too rigid hampering complex adaptive behavior".
5.3 Conclusions
From the study findings, the following conclusions were drawn:
Increase in the cost of living, need for skill upgrades in the hotel sector and low level
salaries are the socio-economic trends that impede on the management of employee
.~ 1' •
• J
motivation in the hospitality industry in Kenya.
Employee motivation ,management strategies also have an effect on the management of
employee motivation the hospitality industry in Kenya.
5.4 Recommendations
The following recommendations and suggestions are made based on the findings of the
study.
The hotel management should improve-employee remuneration and terms of service
particularly from casuals and contracts to permanent. The industry's management should
. ." .
71
also create opportunities for capacity building for its employees which may include
wurksbops and seminars.
There is need for establishment of an ~e consultative system on employee motivation
strategies which should be in line with the international practices. This will be useful in
mitigating any challenges which may arise from employee motivation criteria in use.
Hotel managers should update their skills on current trends in global humau resource
management through seminars, workshops and any other mode of training. Such training
opportunities for hotel managers may be organised and facilitated by the ministry of
tourism.
TIle .hospitality and teerism industry sJlould provide grants to hospitality and tourism
employees to facilitate capacity building.
5.5 Recommendations fur further research
A study should be conducted on newly established hotels which attract employees from
other hotels to establish how they manage employee motivation.
Additional studies should be carried -out with similar population in a different location
like Mombasa ·with a larger sample base or even a study that covers all star rated hotels in
Kenya. Further research should also be carried 0111 on opportunities in management of
employee motivation in the hospitality industry.
12
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76
Appendix t.Time SdrettuIe
6.0 APPENDICES
Activity Sept. Oct Nov Dec.
2011 2011 2011 2011
1. Proposal
development
2. Literature
review
3. Proposal
presentation and
its review
Preparation of
research tools
4. Data.
collection
5. Data
entry/amH.}'Sis
TIlesis Writing
7. Presentation
of findings
8. Submission
for examination
9. Thesis review
and finalI submissicm
August
2012-
May
2013
JanIJuly Aug
2011 2011
Jan.
2012-
March
2012
ApriJ
2012-
July
2012
77
Appendix 2. Budget
,._-- . . -- - _ ..Item ~ n UllitCost Sub Total in (KSHS)on r
Concept Paper 3 400 1,200.
_Pro~~ writing 3 1,000 3,000
T rt to Libraries 2,000 2,000 :=.-_--..-Instruments for pre-testing 2,000 1,000
Transport during pre-testing 2,000 4,000
Data collection instruments 2,000 10,000
Data coding .entry. and 15,000
analysis
TelepHone (CeU pbone& 1Month 300 6,,000
landline
Transport during data IM<>nth 3,000 90,000
collection
Books 5,000 30,000
Photocopy 10,000
Stationary 10,000 --Statistical services 5,000
Total expenditure • KSbs.187.000
78
Appendix 3. Informed Consent
Dear Respondent,
My name is \Vasike Carolyne from Kenyatta University; I am carrying out a research
study on effects of socio-economic trends on the Management of Employee motivation in
3-5 star hotels in Nairobi. Apart from the direct academic benefits that are envisaged to
accrue from the research findings, the data collecte-d will enable the hospitality industry
to review management of employee motivation policies with a view of increasing
customer satisfaction and in turn making Kenya an e.",ceUenttourist destination. Your
responses will be confidential and will be used only for the purpose of the study. The
results of the entire study will however be available to any interested respondent. May I
issue you the questionnaire now?
Yes 0
No 0
(Tick appropriately.)
79
Appendix 4.0 Questionnaires
TOPIC: EFFECTS OFe SOCIO-ECONOMIC TRENDS ON THE ~fANAGE~1NTOF
EMPLOYEE MOTIVATION IN 3-5 STAR HOTELS IN NAIROBI.
Appendix 4.1 Struetared Questionnaire for Employees
This questionnaire is designed to generate data for a multi-site study that explores
EFFECTS OFC SOCIa-ECONOMIC TRENDS ON THE MANAGBtINT OF
EMPLOYEE MOTIVATION IN 3-5 STAR HOTELS IN NAIROBI.
Your responses win be treated in confidence and used for the purposes of this study only.
SECTION A: DEMOGRAPHIC INFORMATION
Tick the appropriate box and I Fill in the Spaces with appropriate in formation
1. Gender
Male D=O Female 0 =1
2. Marital Status
Married 0=1 Single 0 =2 Widowed 0=3 Widower 0=4
3. Age: Under 25 years 0=1 26-35 years =2 36-45 years 0=3 46-55 years 0 =4
4. Terms of Employment
Penn anent 0=1 Contract 0=2
Other (Please specify) _
Casual 0 =3
5 Education Level
Form four 0 =1 College 0=2
Other--------~-----
University 0=3
6 Level of Professional Training
Form 4 leaves 0=1 Certificate 0=2
Other (Specify) ~
Diploma 0=3 Degree 0=4
7 How long have you worked in this hotel
(l)Less than a yearo (2)1-5 years 0 (3)5-10 yearsn (4)1 1years and aboven=l
8 Your Department
Department:
(1) Kitchen 0
(5) Human Resourceo
(2) Front Office 0
(6) Marketing 0
(3) Service 0 (4) Honse Keeping 0
(7) Security 0
80
SECTION B: Management of Employee Motivation.
1. To \\'ltat extend do the following factors affect your morale to work.
Key: Very Iasignifieant =1 fusignificant =2 Neutrnl=3 Significaut=4 Very Significant =5
1 2 3 4 5
Increase in cost of living 0 0 0 0 D
Ever Changing Customer needs 0 D 0 0 n
Need for skill update in the hotel. sector 0 0 0 0 []
Need for higher salaries 0 0 0 0 n
Ease of getting a job in other parts of the world 0 0 0 0 0
Need tor fitness e.g. gymnasium .sports and games 0 [] 0 0 []
Medical needs 0 n 0 [] []
Flexible working hours 0 0 0 a 0
Need for leave and holiday 0 0 0 0 0
Social groups at work 0 0 0 0 []
Need for new incentives, e.g. transport/housing 0 [] 0 0 []
Tenus of work 0 0 0 0 []
Criteria of Promotion 0 0 0 0 0
Need For rotation at work 0 0 0 n n
2. T 0 what extend do you agree with the following statements (Tick one)
Key: Strongly disagree= 1 Disagree=2 Neutral =3 Agree=4 Strongly agree=5
I am not motivated to work 1 2 3 4 5
My bosses are too overbearing 0 0 0 0 []
Ifeel I should do more for the hotel 0 n 0 [] o
I do too much for this hotel o o o 0 0
I feel there should be more team work: 0 0 0 0 Q
I always wish to find a job elsewhere 0 o 0 0 0
I always wish to go 011 strike 0 [] 0 0 0
I always wish to resign 0 0 0 0 0
I feel I don't get what I deserve 0 0 n o 0
I always wish to be away on sick off 0 0 0 0 0
I always wish to be absent 0 o 0 0 []
81
SECTION C: EMPLOYEE MOTIVATION MANAGEMENT
I. What is management doing to motivate employees in this hotel. (Tick one)
(1) Issues Gifts 0 (2) Salary Increment 0 (3) Take Employees to Paid Vacations.Party 0
(4)Involve Them in Decision Making 0 (5) Give bonus Payments/Service Charge 0
6) Staff development 0
2. Are you satisfied with what management is doing to motivate employees in this hotel?
(1) VelY dissatisfied 0 (2) Dissatisfied 0 •(3) Satisfied 0 (4) Very Satisfied 0
3. Is there any strategy that management uses to motivate employees that you would
recommend to be changed?
Yes 0 No 0
If Yes, Which one
(1) How to motivate employees 0 (2~ Wheu to Motivate 0 whom to motivate
cnher ~.
ThaDk you for your co-operation
82
Appendix 4.2 Semi Structured Questionnaire for Supervisors
~
TOPIC: EFFECTS OFC SOCIO-ECONOMIC TRENDS ON THE MANAGEMNT OF
EMPLOYEE MOTIVATION IN 3-5 STAR HOTELS IN NAIROBI
Confidentiality of the information given by respondents in this survey is guaranteed.
SECTION A: DEMOGRAPHIC INFORMATION
1. Gender
Male 0 Female 0
2. Marital status
(I )Married 0 (1) Single 0 (3) Widowed 0 (4) Widower 0=4
Age: (l) Below 25 years 0 (2)26-35 years (3) 36-45 years 0 (4) 46-55 years 0
3. Tenns of employment
(l)Pel1llanent 0 (2) Contract 0
Other (Please specify) ~ _
(3) Casual 0
4. Education Level
(1)Form four 0 (2) College 0 _
Other------------
(3) University 0
5. Level of professional training
(I)Fol11141eaver D (2) Certificate 0
Other (Specify) ,-- _
(3) Diploma 0 (4) Degree 0
6. How long have you worked in this hotel
(Ijl.ess thana yeam (2)1-5yearso (3)5-16yearso (4)llyearsandaboveo=4
7. Your Department
Department: (1) Kitchen 0 (2) Front Office 0 (3) Service 0 (4) House Keeping []
(5) Hmnan Reseorcen (6) Marketing 0 (7) Security 0
SECTION B: Employee Motivation
1. How would you rate employee motivation in this hotel?
(l)Noneo (2) Low 0 (3)Moderateo (4) high 0 (5) Very High 0
2 . What are the current areas of employee motivation needs in this hotel?
(1) Salary 0 (2) Staff development 0
(3) Wetfure to meet needs D (4) Premotien D
(5) Flexible working ha-ms 0 (6) Terms of service
Any~~ ~ __
83
SECTION C: EMPLOYEE MOTIVATION MANAGEMENT STRATEGIES
I. What strategies does managemem: use to eepe vvith the employee motivation needs in
tins hotel?
(1) Issues Gifts 0 (2) Salary Increment 0 (3) Take Employees to Paid VacationstParty 0
(4)Involve Them in Decision Making 0 (5) Give bonus Payments/Service Chargee
6) Staffdevelopment D
2. Do you feel the strategy applied by management is sufficient in meeting the current
employee motivation needs'? (1) Yes 0 (2) No 0 (3) Don't Knowo
Please explain
3. Does the management face any challenges in motivating employees in this hotel?
(1) Yes 0 (2) No 0 (3) Don't Know 0
Please explain your answer
.
4. How does the management. approach the challenges it faces in employee motivation,
Thank you for your cooperation,
84
Appendix 5. List of 3-5 Star Hotels in Nairobi
List of 3-S Star Hotels in Nairobi (Www_Trlpadvisor.Com.)
5 STAR HOTELS IN NAIROBI
1. TRIBE HOTEL
2_NAIROBI SERENA HOTEL
3. FAIRMONT HOTEL
4. NORFORK HOTEL
5. INTERCONTINENTAL HOTEL
6. PANARI em-ITER HOTEL
7. WlNSER GOLF HOTEL AND COUNTRY CLUB
4 STAR HOTELS IN NAIROBI
1. SANKARA
2. PALACINARESIDENCE & SUITES HOTEL
3. THE STANLEY HOTEL
4. SAFARI PARK HOTEL
5. OLESERENI HOTEL
6. LAICO REGENCY
7. NAIROBI SAFARI CLUB
8 .HILTON HOTEL
3 STAR HOTELS IN NAIROBI
1. CROWN PLAZA HOTEL
2. SOUTHERN SUN
3. MAY FAIR HOTEL
4. PANAFRIC SAROVA HOTEL
5.680 HOTEL
6. WEST BREEZE HOTEL
7. JACARANDA
85
Appendix 5.1 Hotels sampled for the study
Out of 22~3-5 star hotels 111 Nairobi, 12 hotels were randomly sampled to participate in
the study. This represents 50% oftbe 22, 3-5 star hotels in Nairobi, (www.Tripadvisor, n,
d). The sampled hotels are as shown below:
Name of Hotel Classificati Number of Number-of Total
on employees sampled Supervisors Sampled
Nairobi Serena 5 Star 20 7 27
Hotel
Intere-rmtinentai 5 Star 20 7 27
Hotel -Panari Sky center 5 Star 20 7 27
Hotel .-- - . --- _ .... --- ._-- -~~-.~:~---~Southern Sun HOtel 5 Star 20 7 27
NairOOi
Sankara Hotel 4 Star 20 7 27
Nairobi
Palacina Residence 4 Star 20 7 27
& Suites Hotel ~
The Sarova Stanley 4 Star 20 7 27
Hotel Nairobi
Ole Sereni Hotel 4 Star 7 27 ..-. 20
Jacaranda Hotel 3 Star 20 7 27
68{}Hotel 3 Star 20 7 27
- "--- ~-.. - --Panafric Sarova 3 Star 20 7 27
Hotel
Crown Plaza Hotel 3 Star 2{) 7 27
-._- -- .- -~
12 Hotels 240 84
•
86
KENYATTA UNIVERSITY
GRADUATE SCHOOL
[-mail: t."Ubl?S@~lhoo.con!
deaII-;u.'a9uate@ku.nc.ke
Website: .www.ku.at.ke
P.O. Box 43844, 00100
NAIROBI, KENYA
'reI. 8710901l!xt. 57530
FROM: Dean, Graduate School DAn~ Sib March? 2.012
TO: WasikeCarolyne REF: H60/0JJ11937!08
C/o Hospitality Management Dept.
SUB]ECf: APPROVAL OF RESEARCH PROPOSAL--------------------------------.----.---------------------------------------------~------..-
This is to inform you that Graduate School Board, at its meeting of
1st MatCh, 2012, approved your Research Proposal for the M.Sc
Degree entitled "Challenges llicingManagement Of Employee Motivation
In 3-5 StaT Hotels In Nairobi."
You may now proceed with your data collection.
Thank you. ~I
<"
"", \ \
.~~~~~;~;"~~~... '
\JOHN -M. ODONGI
-fOR:~EAN, GRADUATE SCHOOL
c.c. Chairman, Hospitality Management Department
JMOlbv;k
I
.iIII. !. I
~~? .1<~~HEIKENYA GAZETTE.~.. ../ . .
, 'jPublisheri by Auth,ority of the Republic of Kenya
I (Registered as a Newspaper at the G.P.O.)
"1.====!"I
~. ,. -'~~.-~. • j,:t~ol. C~-No"~. ~:..-=-Jl_.L...o~ NAIROBI, 13th June, 2003 . >. ~~\' .~~~,~"':r-~.J:~·t~ - I, •;.;~:?, .-' "":\'11\11 1'.~li;:i., I I
GAZETTENO~tCENO.3976 ,'. ,I' . ' .. . I
THE HOTELS AND RESTAURANTS (CLASSIFiCATION OF HOTELS AND RESTAURANTS) REGULATIONS. 1988I :
.:
.=
.' .Price Sh, 40' .
CLASStFle'-AT{Ot'IS
iN EXERCISE.ofthe powersconierreo by regulations 2 and '7 of the Hotels and ReMa~rants' (Classification of Hotels ·al1i!.:Re~.:alira.n.rs)
Regulations, i988, the Hotels and Restaurants Authority ciassjfies the hotels and restaurants listed in the schedule in themanner specif1.e_~.~.~,02~~
I.
SCH£DUL~
Name of hotel Address' No. of beds 'Location ",
TOWN HO!EL,) ..
Five Star: . /
Hotel tnterconnnentat P.O. Box 30353·00200, Nairobi 710 Nairobi
Grand Regency Hotel P.O. Box 57549, Nairobi 388 Nairobi
Hilton Hotel P.O. Box 30624-00100, Nairobi 353 Nairobi
The Norfolk Hottl P.O. Box 40064 334 Nairobi
Nairobi Serena P.O. Box 46307., Nairobi 283 Nairobi
The Stanley P.O. Box 30680, Nairobi 434 Nairobi
Safari Park Hotel . P.O. Box45038; Nairobi 285 Nairobi
Three Star:
The Bounty Hote! P.O:Box75200, Nairobi 100 Nairobi
Fair. View Hotel P.O. Box 40842, Nairobi 163: Nairobi
,?'MarbfeAJch Hotel P'. O. Box 12224, Nairobi 77 Nairobi
Landmark Hotel P.O. Box 14287, Nairobi 242 Nairobi
,,/Holiday.lnn. P.O. Box 66807, Nairobi 342 Nairobi
Windsor Gol f Country Club P.O, Box 45587. Nairobi 260 Nairobi
J"Nair09i Safari Club P.O. Box 43%4, Nairobi 282 Nairobi
Utalli Hotel P.O. !lO~ 31052, Nairobi 105 NalroblOutspan Hotel P,O. Box 24, Nyeri 90 Nyeri .
.Arnbassadeur Hotel P.O, Box JO]99, N: irobi 190 NnirobiSportsrna.r Arms Hotel P.O. Box }, Nanyuki 125 .Nanyuki
Twu SiiJr..--.-.---~--_..- '"
Panafric Hotel P.O. Box 30486, Nairobi 4& Nairobi
Silver Springs Hotel P.O. Bo:c61367, Nairobi T88 Nairobi
Midland'Hote! P.C. 130:0:: 908; Nakuru 6S Nakuru
Tea Hotel P.O. Box 75. Kericho 77 . Kericho
Hotel Slrikwa P.O: Box JJ61 ; Eldoret 210 Eldoret
Hotel Kunste P.O. Box 1369, Nakuru 146 Nakuru
Hotel Boulevard P.O. Box 4283 I. Nairobi 140 Nairobi
Eel HO(l~1 P 0. Box l~, Elburgnn 78 Elburgon
S;x Eighty P.O Box 43436, Nairobi 680 Nairobi
Spore, Vkw ~r6tel P.O. Box 74194, Nairobi 104 Nairobi
Kakarnega Golf Hotel P.O. Box 118. Kakamega 124 Kakamega
Lotus H;t1!1 P.O. Bo.: 90193, Mornbaxa 64 Mornbasa
HOE:::} Genevieve P.O. l1!JX 127, N3kurIJ 46 Nakuru
Lakeside Tourist Lodge PO 80x 89d, f'hiyash~ fiC N"i'la~haJ.'----------------.------- ..--.---~--.~---.----..-----"
SCHEDULE- iContd.; ------~--------~-----
Name 0./ hotel--~------------------~----------------------------- No. ofb~ds~. Location
1-10 Kisurnu
64 Thika
82 E!dorel
24 Kirale
85 Ernbu
60 Nairobi
90 I Nairobi
120.• ;- Nakuru"",·
130 I Keicho112 i Nairobi
100 i Kisurnu16 Mornbasa
)00' Nairobi
54,' Meru
801 l):isii
60 Meru
-<' 66 Mornbasa
72 Nairobi
.50 Webuye
60 Kisurnu
118. Machakos.
I
154 .Malindi
.716 Kilifi
380 Kilifi
240 '. Kilifi
348 Kilifi
200 Kwale
420 . Kwale,
600 Kilifi
300 . Malindi
302 .Kilifi.
340 .Kwale
'.382' .,:.' ~w"k.
J 600 Kwale
'. 230 Kwale
81 Mornbasa'"'
'398 Kwale -;.:',
54 Malindi
28 . Malindi.·
'. 252 Mornbasa .-·200 Mornbasa
506 Kwale
\".1.
. "
.~.... 5'16 Kwale
80 Mornbasa .
138 Kwale .
:\5 Kwale
100 Kilili
232 Kwale
70 Malindi
400 Mombasa
44 Lamu
396 rviaiintii
290 Kwale
;Z25 Mombasa
~Op. Mombasa
·~OO Kilifi
250 Malindi
94 Malind~
110 xn.n
380 Mornbasa
184 Mombasa
156 Kilifi .
Ad(/ress
Imperial Hotel
Blue fost HOld
One Star:
P.O. Box 1866. Kisumu.
P.O. Box 42, Thika .
Asis Hotel.
Thc Lautern
Izaak Walton Inn
Fig Tree Hotel
Milimani Hotel ..
Hotel Water Buck
MidwestHotel
Hotel Southern Blue
Sunset Hotcl
Royal Court Hotel
Blue Hut HOlel
Meru Safari Hotel
Zonic Hotel
Hotel 3 Steers Mcru
Quale Hotel
Karibu Horets
· Park Villa Hotel
·Milimani Resort
Garden Hotel
P.O, Box 6184, Ejdoret
P.O. Box 484, Kirale
P.O. Box I, Embu
P.O. Box 31938, Nairobi
P.O. Box 30715, Nairobi
P.O. Box 3327, Nakuru
P.O. Box 1175, Kericho
P.O. Box 32056. Nairobi
P.O. Box ~ 15. Kisurnu
P.O. Box 41247. Mornbasa
P.O. Box. 31223, Nairobi ",
P.O. 'Box 6, Mem
P.O. Box 541, Kisii
P.O. Box 155, Meru
P.O. Box 83924, Mombasa
P.O. Box'41321, Nairobi
P.O. Box 100, Webuye .
PO Box 2652, Kisumu. .
P.O. Box 223, Machakos
VACATIONAL HOTELS
Five Star:
Herningways Resort
The Whitesands Hotel'
P.O. Box 267,'Waramu
r.o.aox 9017{ Mombasa
'"Four.Slar:
Severin Sea Lodge
Nyali Beach Hotel
Mombasa Serena Beach Hotel
Indi~ Ocean Beach Club
Travellers 1'iwi Beach Hotel
Club Sun <ON" Sand
P.O. Box 82169, Mornbasa
P.O. Box.90581, Mornbasa
P.O. Box 90352, Mornbasa
P.O. Box 73: Ukunda
P,O. Box 1877, Ukunda.
1",0. Box 2, Kikambala-
Three Star:
Lawfords Hotel and Beach Club
'.Mombasa'Beach Hote\.
..: Diani 'Sea.Resort .
L.T.l. Kaskazi Beach: .' .'
Diani Reef Grand Hotel'
.. Baobab Beach Resort
.• lndi~a Beach AprHotel .
'. Southern Palms 'Beach Resort
Kilifi Baharini Resort
· Woburn Residence Club
Reef-Hotel
B ahari Beach Botel -.
·LeisureLodge Beach.and Golf Resort
'. Two Star:
Neptune Paradise 'H'otel
Kasaral Bahir Hotel
Ocean Villfge Club'
Chale Island Paradise
Baobao Holiday Resort'
Papillon Lagoon Reef Hotel
Driliwood Beach
Palin Beacn Hetti
Ne;1I LamuPalace Hotel
Eden Roc Hotel
Diani Sea Lodge
Delphine Hotel
Paradise Beach Hotel
Barnburi Beach Hotel
Tropical African Dream Village
Scorpio Villas
Kilifi. Bay Beach Hotel
Coral Beach Hotel
Malaika Hotel
Neptune Beach Hotel
1 ;. <:,,,,/,,,,;1 P~...,,,t.• ('Ij .•J-..
P.O. Box 20, Malindi·r.o Box90414 •.Mornbasa
P.O. Box 37, Ukunda. .,'
P.O. Box 135,Ukunda·.~
P.O. Box. 35, Ukunda
P.O. Box 99527, Mornbasa "
P.O. Box 32662, Morribasa
P.O. Box 363, Ukunda.
P.O. Box 93, Malindi
.P.O. Box 33, Malindi
P.O. Box 82234, Mornbasa
P.O. Box 32662, Mombasa
P.O. Box 84383, Mombasa .
P.O. Box' 696, Ukunda
PO. Box8 1443, Mornbasa
.P.O. Box 5262, Diani .
P.O. Sox 4, Ukunda
P.O. Box 995'27, Mornbasa
P.O. Box 5292,Ukunda
P.O. Box 63, Malindi .
P.O. Box 81443, Mombasa
P.O. Box i121,Lamu
P.O. Box 3';0, Malindi
P.O. Bo., 37, Ukunda
PO. Box. 81443, Mornbasa
PO. Box 81443, Mornbasa
P.O. Box 83966. Malindi
P.O. Box. 68, Malindi
P.O. Box 368, [v!ombasa
PO. BOA 537. Kilifi
P.O. Box 81043. Mornbasa
P.O. Box 81443, Mombasa
PO. Box 83125, Mornbasa
n ,,\ .~")"'... 9,1,'1, 1I.~~ __ L__ "
Hotel 8aracuda
i'vlGlindi Beach Club
,8lue Bay Villag~
.Karibuni Villas
'COCOnL\E :Village ,
. Stephanie Sea House
M wernbe Resort ,
Seahorse fVLClub
Domina Palm Tree Club
Pcponi Hotel
8 ush Bilby Resort'
Giriama Beach Hotels
Acquirius BeaCR~esort.-.".
One Star: ,,' ;~~~'
Royal rresb!tfSafari Club
Watam~,tl~stt~i£e'
v.;~~ -
Fit'e S';,r:
Mara ::;i'mba Lodge "
M para Safari Cl,ub:,
Mr. Kenya Safari Club:
Mara Serena Lodge~-
A:ntosel1?eren,; S -,
FOllrS'C/~~,;':' •
01 TukaiLodge ,
Finch Hahons Tented Lodge
Shaba Surova Lodge
Kichwa Tcrnbo Camp
Olonana Camp
Mountain Lodge
:h~Ark
Three Star:
Severin S"l'aris Camp
Mara Sopa Lodge
Voi Safari Loduc
Greater Rifl V'~lky LlldgL's G,ilf RL'~OrE
Sweet waters. Tcnrcu Camp
S ianu Srrings' Camp
Samburu Lodge
'Rnrin'go lsl ••rnl CII]IP
Tree Tops Lodge
Srunburu Serena S,ii'ari'Lod(!L'
V l)y~gt:Llr 0afilri Lodge-
Samhuru IlltrL'jlids
Maru Sa/';lri,Club
LIke .Burin)!t) Gll!lItry Club
Surov.i Lion Hill U'<igL'
Saltl iek Sal'ari Lndgc
Tuun Hills Sufari LqdgL'
L:th:c N ••ivushn Country Clul>
Ki lauuni Serena Ll~t11.!\.'
Surovn Mura ('(\IIl/1 -
Kcckoruk L()(IEcc'
Lake Nakuru "Lodge
"'1\"0 Surr:
Lit.lk' Governors (map
'.l0J'i.:g~ ~~rad ~~i::;it2.:\::\~j~i
R,)I1t1o Rct.-c"t Centre
L"KC: Elc mcntnira Llldgc
Amboscl. Lodge
Tllnili,-;Camp
Travcl lcrs "IJlwalupnjL' EI. Camp
Abcrdurc Cl>UIlIJ'Y Club
Sufar: Gordon Blue
Voi Wildlife Llldge
i'/;JrD Moru River t.odce
Sh irnba Rain Forc« -
'v\\~.sr~f1n·~nsSafari Camp
I~gu!:~ s,:!r~ifj Lodt!t
p,o, Box 59, Wutarnu
P.O, Box os. r..1l1indi
P,O, Box 161. Wal::t:I1Ur.o. 8Q,~ 840, Malindi
r.o. BC1X 68. Malindi
P.o.,'Box 533.lVIs1indi
P,o., Box <126. "'blindir.o. Box 3144]. ~'Iomba~a
P.O, Bo,x I46:1,-i\1alilloi.
P.O, Box 24. Larnu
p,O: Box 5760, Malindir.o. Box 86693, Mombasa
P.O, Box. 96. waiamu
P,o., Box 341.90. Ny.lli
P,O, Box I, WnwlI1u
LODGES
p,o, Box 34:1:1-1. MUI)}b(l,ar.o. Bo': 5S·W2. Nairobi
P,O, BO.t 35, Nanyuki
, P,O, Box .:J.H'690; Nairobi
P.'!: ]},)X -IH6l)ll.J~lainlbi
r.o. 80x'47557. Nain)bi
p,O, Box 2-142:'0, Nairobi
p,o, B()" 72~t)3, Nuirohi
P,O, Rl1x 7-1957. Nairobi
P,l), hux 59?+,>. Nairobi
1',0, Aox 4~b')li.Nainlbi
1'.0, Box .J ..N. :'-lye'r:
P,(), Box :->216')., '1'>I"I\]ba,"
1'.0, Bnx 726':lO. Nairohi
1',0, 11(IX 56:1. V()i ., \
P.O. B(·1.,-227. N.\i\'a~ha,
_ p,o, Box 76':1. Nanyuki'. '
1'.0, A,,:t 74~S;;. Nairobi. ,
I',(),R,'~ -17557., Nairobi ~
I',(), B(\x 1141. Nakuru'
P,(), A"x 2.:J., Nyeri
r.o. Bl)~; -I~690, Nairobi
P,O', Box ·7..lt{~&.·Nairooi
p,O" Box 74XX:l. Nairobi
1'.o,'A~':\·"5~,<01. Nairobi
P,O,Ro:;:l~:K;lmpi yn Samuki
1'.0" Blh 70l)4. Nakuru
P,O, BIH .:I062.:J.. !'~airohi'
1',0, Anx ](l()24. Nairobi
i' 0, Box 15. i'laivasha '
r.o. An:\ 4R690. Nairobi
P,O. AllX ~55, Nurok
P,O, Box -IOO'!5, !','{irnI1i
P.O. R'ox 5'6 l , ~~ijlllrU
1',0, AI)X .J~217, Nairobi
p,O, AllX 215.1, KaLlJl1~g:t .
1',0, B(I\ (>6, Giigil •
, 1',0, Hos J() I .19, Nnirohi
{J.O. Hux .10(\06. r-lilirnhi
P.O, Rl1x X7(,·Il), 1v1t'{\l/lnsa
P,tj, All" ·14\), NYL'r;
ro. A<.>x :I! 2. Naiv;fslla
P,U, BllX "OJ, VOl
r.o. Box IX. r--tHn i\'it.1fu
p,O, BllX X3, Kw:!Ic:
P.O. 8i.l;~5. V(:l
P.O. 2t)x 42. iv1!i~l) Andci
1';3 Narok
46 Narok
230 Nanyuki
1.:J.3 Narok
IS~ Kaji'lrto
160 Kajiado
70 Taita/Taveta
170 'Isiclo
HO Narok
.:12 Narok'
31. Nyeri
!:!! Ny ••ri
"".
51l Taitarrave:a
200 -Narok
i04 Voi
61 Naivasha
ou . L.t.ll)(IP!ci.
80 Narok'
120 Samburu
51 Baring'>
100 Nyeri
124 Sarnburu
.165 Narok
54 Sarnburu
100 Narok
.96 Baririgo
134 Nakuru '
192 Taitaffaveta
12.0 Tailaffa\'t'ta
102 ' Naivusha'• T~i!arr3.ve.ta111
155 Narok
16~ Narck
140 Nakuru
II 24 Naroklr .~0 ~!1{8k~5 Kakarnegu70 GilgilI 224 KajiadoI 34 KajidoI 4Ll KwaleI 8" Nyaudarua
I 16 NaivashaI
f 48 VoiII -.t:n Larkipia
I h:2 KwaleI,1 40 VoiI 104 Taita/T ;'1".jI_"tliI
1
1324
N(/lIIe or hotel
Mara Hipo Tented Camp
Mara 11'\lrepiclsClub'
Governors Camp
Fig Tree Camp
.,
.. '
Tamarind Restaurant
Nairobi Tamarind R::;:wUi'Qnt
The Carnivore Rcstaoranr
Trarori ~ Restaurant
i
·1i
I
RJdys Resl"t;rant I
. Tamarnbc Restaurant I
Minar Restaurant (Argwings Kodhck Road) i
Sirnba Restaurant (NAS) - , .,1
ChinaJiangsu Restaurant .
Chin.: f':-...' \'Je",lanrls I
Kengeles-Kolnange Street J.'
t\aircbi Mamba Vi Ilage
Berbers Oasis Restaurant (Jamh~ri Showground)
N3.irobi Nihonjin Club - I .
Rangers Restaurant I
Tin Tin Restaurant
Kowloon Restaurant ,
Alan Bobies Bistro.
Pavement Re~L:lUr:l!lt
The Lore' Errol Restaurant
Shehnai Restaurr.nt
Four Stcr:
Haandi Re:SUtufciilt
Three Star:
Green Comer Re~~~r~nt
The Porter House '.
The Mara Restaurant·
~I"\fl~knog Restaurant
Choma Zone'
Erusha Restaurant
Moonsooh Ventures'
Singh Restaurant
Tile Horseman.
Racecourse Resta~rant - ... '
Kengeles Restaurant (Nairobi We'st) .
Churrascos .' ... ,-n."
Boko Boko Restauraat'" '
Th.eos Restaurant
Tanager Bar & Restaurant
Kengeles (Lavington) ...
Hooters Bar & Restaurant
Red Bun Restaurant
S ta vrose Restaurant'
Garden Square Restaurant
CGnfen:nce Caterers ..
AU Berbours C «, Restaurant. ,!
Hongkong Chinesc-Barnburi
China Plate Restaurant
Foro Chi nese Restaurant
FlH'JS!lW Japmit:8c. RC3t:ur~~t
.:-lome Park Caterers
'fells Restaurant Aquandrorn
?v'inar lfes(au~.am (Nyali)'
Mapango ReefRestaurant
n!Jr1ters Steak House
.Min~ Restaurant (Loita Street)
Berbers Oasis Restaurant (Hararnbee Avenue)
..
,,II
I
i
[3th June, 2{)03
I .P.O. Box 69513. NairobiP.O. Box 74833, Nairubii P.O. Box .13217, Nairobi
/. P.O. Box 4:)683. Nairobi
I
, Rf.5T!,Ufl.A'HS
N(). ofhetis Location
64 Narok
60 Narok
~6 Narok
130 • Narok
Mornbasa
Nairobi
Nairobi
Nairobi
Nairobi
Nairobi
Mombasa
Nairobi
Nairobi
Nairobi
Nairobi
Nairobi
Nairobi
-Nairobi
Nairobi
Nairobi
Nairobi'
Nairobi
Nairobi'
Nairobi
Nairobi
~.......• ,.,
i Address
Nairobi
P·.O. Bo~61479., Nairobi '-'P.O. Box 42023:.Nairobi·...;
P.O. Box 48608, Nairobi ~
P.O. Box 48255, Nairobi-
p.O. Boo. 49842, Nairobi ~
P.O. Box 38~65, (\<1iI0[;1.,
P.O. Box 1108, Sarit Centre-
P.O. Box 83860, NairObi J •
P.O. Box 24360, Nair,)!:.i ~
P.O. Box 40373-00100. Nairobi
P.O. Box 25282, Nairobi-. ,.
·P.O: Box 54474, Nairobi.>
· P.O. Box.5144, Diani
P.O. Box 14427. Westlands -'
P.O. Box 58836, Nairobi -:
P.O. Box 25289, Nairobi-P.O. Box 21915, Narobi-
P.O. Sox 21915, Nairobi-
P.O. Box 50449, Nairobi-
· P.O. Box 73489, Nairobi-:
p,O; Box 73487, Nairobi'
P.O. Box 53, Ukunda
P.O. Box 82331, Mcrnbaaa
P.O, Box 10271, ~':Qlrobi';
,P.O, Box 689, Village Market.
P.O, Box 38965, Nairobi -
. Nairobi .
:f1!;J"f. ~JNai~o~i':v.J ';1 J;., "Nairobi
Nairobi
Nairobi.
Nairobi
Nairobi
Mornbasa
Nairobi
Nairobi
Nairobi
Nairobi
Kwale
Nairobi-
Nairobi
Nairobi
Nairobi
Nairobi
Nairobi
Nairobi
Nairobi
Kwule
Mornbasa
Nairobi
Nairobi
Nairobi
Nuirobl
;\1orabs3U
Mornbasa
Malindi
Mornbusa
Nairobi
Nairobi
·f
1 P.O Box 83n5, Mornbasa
·P.O. Eox 74493, Nairobi -
PD. eC'x )f,68.<. Nairobi ---
P.'). Box .t059. Naircbi r'
p () c)X 72228, Nairobi>
P.C!. BC'x'9S9, 'Iiliage Mark~t
P.O. BDx R 1676. Momta,c
r .0. Eo'( 7.602:1, Nairobi ."
.P.O. Box 1 i31. Sari! Centre. Nairobi
P.O. Box 41869, Nairobi"r.o. Box 19098, Nairobi ,-'
P.O. Sox 66912, Nairobi _-
P.O. Box 10271. Nairobi ."
P.O. B.)x 25289, NairobJ.c"
P.C. Box 74760, Nairobi >'
P.O. Box 57.144, Nairobi ..'
P.O'-Box 47718, Nairobi .>
·:P.O. 80x 63539, Nairobi.>'
P.O. Box 58077, Nairobi .
P.O. Box 22635, Nairobl "
P.O. Box 44991, Nairobi -r '
r.o. Box 13855, Nair~.bi -- f'.ROPf.RiY . LIl" COl..1 rf,:';,1tU1" . ~J;:.."""..'. KENS r\ 1"\
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P.O. Box 10286, Bamburi
, P.O. Box 3'3167, Mornbasa
P.O. Boy. 96, Wararnu
P.O. Box 90574, Mombasa
P.O. Box 41869, Nairobi ;
P.O. Box 57144, Nairobi ;