CHAPTER -1 INTRODUCTION

INTRODUCTION TO EMPLOYEE MOTIVATION

The topic of the project report is, Employee Motivation This topic required a lot of research. A research is defined by Collins En lish !ictionary as systematic investi ation to establish facts or principles or to collect information on a subject. The main reason for choosin this topic "as to learn about motivation theories and ho" they can be implemented effectively in any "or# environment. A vital mana erial function in any or ani$ation is to motivate employees. This is because motivation is lin#ed to employee satisfaction and ensures employees consistently e%cel at their jobs. Motivation is especially important in the hospitality and tourism industry, "here employee satisfaction and competence are #ey determinants of service quality. Motivation is the #ey to #eepin the employees performin continuously at the

hi hest standards. &or a company to succeed, it is necessary for employees to be competent, for the company to be or ani$ed in efficient "ays, for the firm to provide the employees "ith necessary materials and resources to do the job, and for employees to have a desire to do their best. 'hen employees have a desire to do their best, they are said to be motivated. Accordin to (tephen ). *obbins, Motivation is defined as+ The "illin ness to e%ert hi h levels of effort to"ard or ani$ational oals conditioned by the effort,s ability to satisfy some individual need.

&rom an employer,s perspective, money.compensation is the prime motivator. /o"ever not all employees have the same needs and "ants. As a result compensation does not "or# as a motivator for all #ind of employees. As a result motivation policies rarely succeed "hen the companies base motivation solely on monetary re"ards. Employers frequently combine incentives or benefits "ith "a es or salaries to form a total compensation pac#a e for employees. Most employers reco ni$e a direct lin# bet"een performance and incentives. *e"ards must be substantial enou h to encoura e effort. 'hether money or merchandise, the re"ards must be desirable. Too often mana ers set re"ards those employees perceive as not "orth their effort. )erformance is a function of both ability level and the motivation to use ability. )erformance standards in essence are physical measures of labor productivity. 0ncreases in productivity and performance should be tied to other re"ards such as advancement. *e"ards must be lin#ed to output, not to time invested. The basic principle for any incentive plan should be that the employees "ould produce more if the re"ard "ere lin#ed to productivity. Money and frin e benefits satiate physiolo ical and security needs. /y iene factors such as 1interpersonal relations and supervision satiate social needs. Motivators such as increased responsibility, challen in "or# and ro"th and development satiate the esteem and self2actuali$ation needs. The physiolo ical, safety, social and part of the esteem needs related to hy iene factors. The esteem needs have t"o parts status an reco nition. (tatus may be acquired throu h influence and partiality and thus may not reflect actual personal achievement. /o"ever, reco nition is acquired throu h competence and achievement. Therefore, "hile status is considered as a hy iene factor, reco nition is a motivator. 0n the li ht of above motivators or ani$ations see# to et ma%imum quantity and quality output from their employees. 3

)roductivity still remains very much a rey area in human resource mana ement. Therefore, in the li ht of these different theories, it has been tried to prove that different motivational factors have different impact on employees and they play a vital role in meetin employee satisfaction and aims and objectives of an

or ani$ation "hich thus lead to an enhanced productivity of staff. The aim of the project report is to investi ate "hether motivation leads to better productivity in employees .The aim here is to e%amine if motivation induces better productivity.

OBJECTIVES
The objectives to"ards achievin the aim of the project report are identified as+ )*0MA*5 678ECT09E To understand the factors that motivate the members, especially that of the hotel industry. To determine the various motivational schemes and tactics prevalent in the /otel 0ndustry. (EC6:!A*5 678ECT09E To understand the lin#a e bet"een the various motivation theories e%istent and the practical aspects bein follo"ed, specially, in the /otel 0ndustry. Money "as considered to be the only motivatin factor, in earlier times, but recent literature supports other factors as "ell to be important drivers of motivation, li#e job security, "or# conditions, ro"th and promotions etc. To determine the factors constitutin motivation.

SCOPE OF THE STUDY

The scope of the study is to #no" the best "ay to motivate the employee. 0t has been tried to prove that different motivational factors have different impact on employees and they play a vital role in meetin employee satisfaction and aims and objectives of an or ani$ation "hich thus lead to an enhanced productivity of staff. The aim here is to e%amine if motivation induces better productivity and to determine the factors constitutin motivation. Motivation is e%plained as a force "ithin individuals, "hich lead them to achieve certain oals in order to fulfill their needs or e%pectations . Apart from money there are other drivers of motivation, "hich are important as "ell. Appreciation at "or# is a vital motivational tool or ani$ations. ainin momentum in

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RESEARCH METHODOLOGY
0n this chapter, information "as collected about the staff motivation and its impact on employee productivity. 7oth )rimary and (econdary research methods "ere used to collect data and information. This section includes the research methods, their rationale, validity, reliability, sample si$e, alternatives and limitations faced durin primary research . To #no" about the various needs of staff and "hat they "ant from their job .

To discuss "hat steps do mana ers to ta#e to motivate their staff and fulfill their
needs.

To au e the impact of staff motivation on employee productivity.

PRIMARY RESEARCH The main objectives "ere to collect information about staff needs and different method used by an or ani$ation to motivate their staff. !ue to time constraint, =uestionaires "ere sent to mana ers and /*! throu h online in three hotels. SAMPLE SELECTION &or primary research, three of :e" !elhi,s five star hotels "ere chosen, namely+ The Clarid es /otel /otel The 0mperial /otel The )ar# /otel

The survey contains t"o questionnaires, one for the staff and one for the mana ers.

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!ue to time constraint, it "as decided to question 4? people from staff and @ mana ers from the three hotels. The reason for usin "or#ers is to #no" as to "hat are their e%pectations from the employers. And mana ers and supervisor, "ere surveyed to #no" "hat steps are they ta#in so as to motivate their staff and ho" it relates "ith enhancement of their productivity. SECONDARY RESEARCH The secondary research "as done in order to collect the relevant literature presented on the topic. 0t also helped in collectin the information and data, "hich helped in analysis. The secondary research can be done directly in comparison to primary research. The data "as piled from boo#s, ne"spapers and 0nternet. There "ere a lot of boo#s and other published material related to topic and all the information collected helped to accumulate hypothesis. Most of the literature is from the boo#s. The boo#s selected "ere related to /uman *esources, (taff Motivation and employee productivity. There "as lot of boo#s on the topic that helped the author to carry the study.

CHAPTER 22 CONCEPTUAL FRAMEWORK

WHAT IS MOTIVATION ?
Accor !"# $o Kr%!$"%r Ro&%r$ '1((()*+,The term motivation derives from the Aatin movere, move. 0t is virtually impossible to determine a person,s motivation until that person behaves or literally moves. 7y observin "hat someone says or does in a iven situation, one can dra" reasonable inferences about the person,s underlyin motivation. Mitchell B-CD3E aptly defines motivation as the de ree to "hich an individual "ants to chooses to en a e in certain specified behavior Co"lin and Mailer B-CCDE have defined motivation as+ Motivation is a

psycholo ical concept related to stren th and direction of human behavior. Motivation is e%plained as a force "ithin individuals, "hich lead them to achieve certain oals in order to fulfill their needs or e%pectations. 7ennett B-CC@E also su ests that motivation is a force that influences on employee to

"or# so as to achieve certain aims and benefits. B%""%$$ '1((.)1/2- co00%"$1 An employee,s motivation to "or# consists of all the drives , forces and

"hich influences F that cause the employee to "ant to achieve certain aims and benefits. D

Motivation is some #ind of drive or impulse that causes one to act in a certain "ay. 'ebster,s :e" 'orld !ictionary B-CCDE . Motivation can be defined as that "hich ener i$es, directs, and sustains human behavior. 0n /*M, the term refers to a personGs desire to do the best possible job or to e%ert the ma%imum effort to perform assi ned tas#s. Motivation of employees at all levels is the most critical function of mana ement. 0n the hospitality sector in particular employee productivity is a critical factor and thus motivation of employees becomes a major function of /*M in the hospitality sector. Motivation plays a major role in achievin hi h performance in the "or#place, "hich is an important oal of mana ement. /o"ever, just because an employee is motivated does not uarantee she "ill perform satisfactorily. Therefore, chan in the

performance of "or#ers is rather more complicated than just motivatin them. Mana ers are challen ed to understand employee needs and to assi n "or# and "or#places so that employees "ill en a e in behaviors that meet their needs, "hile at the same time achievin or ani$ational oals.

TYPES OF MOTIVATION
Motivation theory see#s motivation that it is behavior directed to"ard a oal.

Motivation theory see#s to e%plain "hy employees are more motivated by and satisfied "ith one type of "or# than another. *obert 'ood B-CC>E has defined motives in three different cate ories+ )sycholo ical Motive (ocio2psycholo ical Motive Heneral Motive

PSYCHOLOGICAL MOTIVE
)hysiolo ical motives are variously called primary motives. The livin system has motives for some physical satisfaction, a lac# of "hich over a lon er period proves to be e%tremely dama in . The individual requires o%y en, food, and "aterI somethin to preserve body temperature, "hich indirectly points to clothin and shelterI but these by themselves do not form a motive. These physiolo ical motives may be divided into specific cate ories. There are t"o features of these motives+ They are universal, is they e%ist in all human bein s irrespective of their diver ent social cultural and physical settin s . The behavior patterns related to these motives are lar ely unlearned or innate. These behavior patterns appearG either immediately after birth or at different

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periods of life follo"in

upon maturation of the neuro2physiolo ical

mechanism, for instance, the reproductive behavioral pattern.

SOCIO-PSYCHOLOGICAL MOTIVE
(ocio2psycholo ical motives may not be as immediate or physical, yet they influence behavior at an early sta e. An individual is not merely a food see#in livin system. /e.she desires and actively strives for association, for belon in to various

individuals and roups. These motives are neither inborn to him nor are they related directly to his survival. These motives ori inate from the trainin "hich he acquires from different social or ani$ations 2to "hich he belon s Bi.e. 0 the family, club, etc.E (ocio2psycholo ical motives, unli#e physiolo ical motives, are lar ely learnt and accordin ly vary from culture to culture. They may be divided into affective and e oistic motives. 7oth are related to people. Affiliative motives deal "ith belon in ness, friendship or affection "ith people. E oistic motives relate to a position over people rather than "ith people. )o"er, status, presti e or esteem fall under e oistic motives. (ocio2psycholo ical motives include acquisitiveness, security, status, autonomy, affiliation, achievement, dependence, a ression, po"er and nurturance.

GENERAL MOTIVE
There is an intermediate cate ory of motives bet"een the physiolo ical and the socio2 psycholo ical. The motives in this cate ory are unlearned but not physiolo ical based. They are placed in a eneral cate ory. 0n this cate ory may fall all other motives "hich cannot be classified as physiolo ical and socio2psycholo ical includin competence, manipulation, activity and curiosity.

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Employee satisfaction is therefore a result of different motives. enhance the productivity of the employee.

These motives

TYPES OF NEEDS
Accor !"# $o N%21$or0 3" D34!1 '1((5-6 $7%r% 3r% $2o $89%1 o: 7;03" "%% 1) PRIMARY NEEDS 'hich are also #no"n as physical needs. These needs include food, "ater, se%, shelter, air and a comfortable atmosphere. These are the basic needs of human bein s and remain from person to person. SECONDARY NEEDS 'hich are also #no"n as social and physiolo ical needs. These needs include self2esteem, assertion, competition, sense of duty, status, security, etc. :eeds chan e from employee to employee and often create complications for mana ers "hile applyin motivational efforts for employees.

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THEORIES OF MOTIVATION A<H<M31=o2>1 A99ro3c7

(EA&2 ACTJAAA0KAT06: :EE!( (EA& F E(TEEM :EE!( A69E A:! (6C0AA :EE!( (A&ET5 :EE!( )(5C/6A6H0CAA :EE!( F!#;r% 1

Accordin to Maslo"Gs theory individuals are motivated by five levels of need, "hen individual has been satisfied by first level of need then he moves to second level of need so as to satisfy himself and then further on. The five levels of needs are+ P18c7o=o#!c3= N%% 1 0t includes basic needs such as food, shelter, clothin , heat and li ht. S%c;r!$8 N%% 1

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Maslo" ar ued, once physiolo ical needs have been met the individual "ill see# security at home, tenure at "or# and protection a ainst reduced livin standards.

Soc!3= N%% 1 GMost people desire affection, they "ant to belon to a community, and to feel "anted. )eople create social, reli ious, cultural, sportin roup.

S%=:- E1$%%0 N%% 1 0t includes needs for reco nition, authority and influence over others. This could be met by havin hi h2ran#in jobs, to ether "ith the provision of status symbols.

S%=: ?Ac$;3=!@3$!o" N%% 1 Accordin to Maslo", this is the hi hest level of need as to concerns activity and hunt for personal fulfillment. &e" people over reach this final sta es .

MASLOW>S THEORY
Maslo"Gs hierarchical concept of human needs is based on the, vie" of prepotency of needs. These needs include the physiolo ical needs, safety needs, love, esteem and the need for self2actuali$ation. After the satisfaction of physiolo ical needs, the need for safety tends to motivate human behaviour. This need refers to freedom from fears of e%ternal threats includin criminal, attac#s and climate distress, protection, comfort, peace and orderly and neat surroundin s. The need for love involves the acceptance,

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roup participation and desire for affectionate relationships amon family members and other associates. 0t propels the individuals to belon to "arm, supportive

associations of other persons. Then comes the need for esteem Bi. e reco nition and presti e, confidence and leadership, achievement and ability, etc.E "hich refers to the "ish of an individual for a hi h valuation of his personal "orth. An individual requires self2#no"led e of competence in certain aspects of accomplishments. /e requires the reco nition or approval of these accomplishments by other persons. There are many other features of Maslo"Gs theory, "hich deserve attention .This hierarchy relates to the motivational scale of normal, healthy individuals belon in to hi hly advanced society. This society ensures satisfaction of L physiolo ical and safety needs. &rom the standpoint of "hat actually motivates human behaviour it can be asserted that a satiated need is no lon er a motivator. 0n advance society, the physiolo ical and safety needs do not form motivators for most normal adults. 0t is only in underdeveloped re ions that these needs dominate human behaviour. 0n advance re ions, these needs motivate only a small se ment of population "hich is either abnormally deprived or, has not e%perienced "arm affiliate relationships and the esteem of others. The theory asserts that it is perhaps only the search for hi her level needs, "hich form the motivatin factor for a normal adult individual.

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HERABERG TWO FACTOR THEORY

The present theory of /er$ber is called the 1t"o2factor theory1 or the 1motivation2 hy iene theory1. 0t incorporates t"o #inds of factors+ intrinsic or motivators and e%trinsic or hy iene factors. The e%trinsic factors are related to job dissatisfaction "hereas the intrinsic factors are related to job satisfaction. 0n situations "here the e%trinsic factors are not provided up to a minimum acceptable level, people become dissatisfied. 5et, if the e%trinsic factors are provided beyond, this minimum acceptable level, they do not cause increase in satisfaction. These factors are also called as maintenance factors because their presence maintains satisfaction. They operate primarily to dissatisfy individuals "hen they are not adequately provided but their presence in adequate de ree does not motivate them si nificantly. 6n the other hand increase in the intrinsic factors is associated "ith satisfaction. These factors are called motivational factors. The absence of these factors "ill not necessarily cause job dissatisfaction. 5et, they operate primarily to build stron motivation and hi h job satisfaction. &or several years mana ers had been "onderin as to "hy their frin e benefits and personnel policies "ere not enhancin employee motivation in "or# settin s. The difference bet"een motivational and maintenance factors helped ans"er their question. Their frin e benefits and personnel policies are related to maintenance factors and not motivational factors. Thus, the definition of hy iene and motivation and the relationship of these factors to the behavior of men at "or# have si nificant implications. /er$ber as#ed professionals Ben ineers and accountantsE, the factors that increase or reduce their motivation durin "or# place and /er$ber concluded that factors

reducin employeeGs satisfaction are+

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0nadequate )ay )oor personal relations .)oor mana ement Jnpleasant "or#in conditions Aac# of incentives and other frin e benefits.

Maintenance or /y iene factors2 these factors prevent dissatisfaction by controllin the factors mentioned above. (ome of the main constituents are+ Hood pay Hood "or#in environment Hood relationships "ith collea ues and mana ers. Aevel of job security

ALDERFER>S ERG THEORY

Alderfer su ested a three rather than five level hierarchy. Accordin to Alderfer the

three roups of basic need are+ E%istence needs comparable to physiolo ical and security needs of Maslo"Gs hierarchy. E*H Theory su ests that people may e%perience different levels of needs

simultaneously and if a person not able to achieve the ne%t hi hest level, then the one belo" it "ill assume for reater importance in that personGs mind. Alderfer su ested

that needs for self2actuali$ation may not be achievable in a "or#in environment "hich is dull and borin , the individual "ould substitute other needs as bein more important, such as relatedness needs.

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McCLELLAND>S THEORY
McClelland proposed three needs "hich are important in or ani$ational settin s for understandin motivation. These needs include achievement, po"er and affiliation and deserve attention because they have reat si nificance in or ani$ation The individual propelled by achievement motivation is constantly preoccupied "ith the desire for improvement and better performance. 0ndividuals "ho are equipped "ith hi h achievement motivation are fond of ta#in calculated ris#s and, search environments2 conducive to challen in opportunities, Gpersonal responsibility,

autonomy and a sense of mastery. (uch individuals derive reater e%citement from the solvin of a comple% problem rather than the accompanyin money or praise, and tend to ma#e outstandin e%ecutives or entrepreneurs. 6r ani$ations "hich have a si$able number of such individuals ma#e rapid pro ress. McClellandGs theory implies that mana ers "ith hi h achievement motivation may set hi h standards of performance for themselves and their subordinates and are li#ely to be2 improvement and innovation minded in their positions. The po"er motivation has been defined as a desire to affect the behaviour of other individuals and to control and manipulate the surroundin s. 0t has been assumed that po"er motivation becomes stron in people "ho feel themselves inadequate to

achieve the respect and reco nition from other individuals, and subsequently o out of their "ay to see# the attention of others. 0ndividuals "ith hi h po"er motivation either emer e to be successful leaders or alcoholics source. McClelland stresses that po"er motivation is closely related to mana erial success. /o"ever, it is not certain "hich is the cause and "hich is the effect.

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Thus, it appears that althou h the po"er motivation is not undesirable in itself, the "ay it ta#es the form are si nificant. (uch motivation is li#ely to ener i$e and direct people to see# leadership roles. 7ut it is also li#ely that in such rolesG individuals "ith hi h po"er motivation involvin ne ative orientation may tend to adapt an

e%ploitative autocratic style "hereas those "ith lo" po"er, motivation may resort to a laisse$2faire style. Moderately hi h po"er motivation involvin positive orientation leads to a participate or democratic leadership style. The affiliation is a desire to interact "ith other individuals, to be li#ed by them, to belon to different roups, etc. Thus, it is related to social needs. 0ndividuals tend to see# affiliation "ith those individuals "ho are e%posed to identical situations. 0t is perhaps because of this fact that individuals tend to form informal or ani$ations. The people "ho are unable to adjust to these or ani$ations remain isolated and sometimes emer e as hi h producers. /o"ever, the number of such isolates is very small. 0ndividuals also tend to en a e themselves in social relations of their interdependence. They tend to interact and affiliate "ith those other individuals upon "hom they depend for some resource or "hom they perceive as a source of some ains. As soon as this dependence declines, they are li#ely to minimi$e their interactions and affiliations "ith such individuals. 7asically, the affiliation motive is the desire to sociali$e as a oal in itself. )eople tend to see# ood company, ood family life, and popularity in2 roups just for its o"n sa#e. Aeaders "ith hi h affiliation motivation are li#ely to be relations2 oriented, "arm, friendly and supportive "hile those "ith lo" affiliation motivation may be impersonal, bureaucratic and inaccessible in or ani$ational settin s. /i h affiliation motivation must, ho"ever, be accompanied by hi h achievement motivation in the leader,

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other"ise he is li#ely to sacrifice standards of performance for the sa#e of his popularity and be e%ploited by his sub2ordinates.

CATEGORIAATION OF MOTIVATION THEORIES

Theories that are discussed at the individual level include Maslo",s hierarchy of need theory, /er$ber ,s t"o2factor theory, and McClelland,s manifest need theory, all of "hich are content theories, e%pectancy theory, "hich is a process theory.

C3$%#or!@3$!o" o: Mo$!43$!o" T7%or!%1

Mo$!43$!o" T7%or8 L%4%= o: Gr%3$%1$ Co"$%"$ T7%or8 Content 3? or Proc%11

A99=!c3&!=!$8 Maslo",s hierarchy of 0ndividual

needs theory /er$ber , t"o2factor theory McClelland,s needs theory Equity theory E%pectancy theory *einforcement theory Hroup Hroup 6r ani$ation )rocess )rocess Content.process 0ndividual Content Content

manifest 0ndividual

T3&=% 1

APPLICATIONS OF MOTIVATION THEORIES

Man ers can learn from the different theories and approaches to motivation. 0f a hospitality mana er can identify different motivatin factors "ithin staff, this is li#ely to lead to improved attitudes at "or#, lo"er turnover and improved customer relations. The mana er can jud e the relevance of the different theories, ho" best to dra" upon them and ho" they mi ht successfully be applied in particular "or# situations. This is part of bein an effective mana er. P%r:or03"c% 0t is often used to related performance of employees to pay. 0t is a part of performance mana ement system, in "hich performance of employees is evaluated and pay a"ards are iven. 7ernandin and 7eauty B-CD@I off et al., 3-

-CC?E su

ested the use of 4>?M appraisals an employeeGs performance is

appraised by lot of people includin customer, collea ues, supervisors and people belo" him or her in the or ani$ationGs hierarchy. Jo& Co09=%B!$8 Turner and Aa"rence B-C><E pioneered "or# into the effect that different types of jobs "ould have on employee satisfaction and absenteeism. The research by them helps to #no" that many employees prefer more comple%es and challen in comple%ity as+ V3r!%$8 A;$o"o08 jobs. There are some characteristics, "hich define job

C;rr%"$ Po=!c!%1 Fo==o2% &8 $7%1% $7r%% Ho$%=1 'T7% P3rC Ho$%=6 T7% C=3r! #%1 Ho$%=6 T7% I09%r!3= Ho$%=- 6$o 0o$!43$% $7%!r 1$3::
Accordin to 7ennett B-CC@E, it a duty of mana ers to #no" about the factors that create motivation in order to be able to induce employees to "or# harder, faster, more efficiently and "ith reater enthusiasm. 0n other "ords, itGs a part of all the or ani$ations to motivate their staff so as to et better performance and stimulate effort thatGs "hy all the or ani$ations have /uman *esources. 6n the basis of motivation theories, drives, applications and needs studies above, the or ani$ations, so as to motivate their staff, follo"+ Trainin and !evelopment+

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*e"ards and incentives

REWARDS MOTIVATE BEHAVIOUR

There are t"o types of re"ards, or reinforces, that motivates behavior primary re"ards and secondary re"ards. )rimary re"ards directly satisfy basic physiolo ical needs, such as hun er, thirst, activity, rest, and se%. Henerally these are not relevant to "or# motivation. (econdary re"ards, such as money do not satisfy needs directly, but throu h e%perience "e learn that they can be used in e%chan e for thin s that do satisfy needs. (econdary re"ards are clearly relevant to "or# motivation. The de ree to "hich employees must learn about secondary re"ards varies.

PRODUCTIVITY
0t is a measurement of the relationship bet"een the quantity of output of a productive system and the quality of inputs entered into the system in order to yield this output. 0ndeed, there is a very ood case for ar uin , as *iley B-CC>+ @?E does, that the study of productivity in the hospitality industry is de facto the study of labor productivity. This is because "hilst the hospitality industry is capital intensive, it is also labor intensive relative to many other industries, and labor inputs are e%tremely variable and unpredictable in nature. 0f "e accept this vie" of *iley,s "e must also accept its corollary, namely that the ori in of demand for labor in hospitality or ani$ations is sales, or forecast sales, and the mana ement of productivity in hospitality services is the mana ement of BaE job desi n to ensure efficient "or#in practices the best 34

utili$es technolo y and human resourcesI and BbE the relationship bet"een the forecast demand for labor and the actual supply of human resources. 0n respect of BbE *iley asserts, productivity is therefore about efficiently matchin labor demand and supply. Accordin to most researchers there is a positive relationship bet"een motivation and productivity. That is to say, "hen motivation increases, "e should e%pect productivity to rise as a result. This reflects the belief that an increased motivation level causes an increase in productivity F a direct cause and effect relationship

CHARACTERISTICS OF HIGHLY PRODUCTIVE WORKERS

&or hi h achievers money may seem to be important, but it is valued more as symboli$in successful oal achievement. Money may serve as a means of ivin feedbac# on performance. )eople "ith hi h achievement motivation seem unli#ely to remain lon "ith an or ani$ation that does not pay them "ell for ood performance. &or people "ith lo" achievement motivation, money may serve more as a direct financial incentive for performance. Althou h it is difficult to apply objective measures, McClelland had identified four common characteristics of people "ith hi h achievement needs+ the preference for personal responsibility, the settin of moderate oals, the desire for specific feedbac# and innovativeness. 3;

)ersonal satisfaction is derived from the accomplishment of the tas# itself and reco nition need not come from other people. They prefer situations in "hich they can assume personal responsibility for solvin problems. They li#e to attain

success throu h their o"n efforts, rather than by team"or# or by chance factor outside their control. They tend to set moderate achievement oals "ith an intermediate level of

difficulty, and to ta#e calculated ris#s. 0f a tas# is too difficult or too ris#y it "ould reduce the chances of success and of ainin need satisfaction. 0f the course of action is to easy or too simple, there is little challen e in accomplishin the tas# and little satisfaction from successful performance. They "ant clear and unambi uous feedbac# on ho" "ell they are performin . Nno"led e of results "ithin a reasonable time is necessary for self2evaluation.

LATEST MOTIVATION STUDIES

UNDERSTANDING EMPLOYEE MOTIVATION PURPOSE The purpose of this study "as to describe the importance of certain factors in motivatin employees at the )i#eton *esearch and E%tension Center and Enterprise Center. (pecifically, the study sou ht to describe the ran#ed importance of the follo"in ten motivatin factors+ BaE job security, BbE sympathetic help "ith personal problems, BcE personal loyalty to employees, BdE interestin "or#, BeE ood "or#in conditions, BfE tactful discipline, B E ood "a es, BhE promotions and ro"th in the or ani$ation, BiE feelin of bein in on thin s, and BjE full appreciation of "or# done. 3<

A secondary purpose of the study "as to compare the results of this study "ith the study results from other populations. METHODOLOGY The research desi n for this study employed a descriptive survey method. The tar et population of this study included employees at the )i#eton *esearch and E%tension Center and Enterprise Center BcentersE. The sample si$e included all 3< employees of the tar et population. T"enty2three of the 3< employees participated in the survey for a participation rate of C3O. The centers are in )i#eton, 6hio. The mission of the Enterprise Center is to facilitate individual and community leader a"areness and provide assistance in preparin and accessin economic opportunities in southern 6hio. The Enterprise Center has three pro rams+ alternatives in a riculture, small business development, and "omenGs business development. The mission of the )i#eton *esearch and E%tension Center is to conduct research and educational pro rams desi ned to enhance economic development in southern 6hio. The )i#eton *esearch and E%tension Center has five pro rams+ aquaculture, community economic development, horticulture, forestry, and soil and "ater resources. &rom a revie" of literature, a survey questionnaire "as developed to collect data for the study B7o"en P *adha#rishna, -CC-I /arpa$, -CC?I Novach, -CD@E. !ata "as collected throu h use of a "ritten questionnaire hand2delivered to participants. =uestionnaires "ere filled out by participants and returned to an intra2 departmental mailbo%. The questionnaire as#ed participants to ran# the importance of ten factors that motivated them in doin their "or#+ -Qmost important . . . -?Qleast important. &ace and content validity for the instrument "ere established usin t"o administrative and professional employees at The 6hio (tate Jniversity.

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RESULTS AND DISCUSSION The ran#ed order of motivatin factors "ere+ BaE interestin "or#, BbE ood "a es, BcE full appreciation of "or# done, BdE job security, BeE ood "or#in conditions, BfE promotions and ro"th in the or ani$ation, B E feelin of bein in on thin s, BhE personal loyalty to employees, BiE tactful discipline, and BjE sympathetic help "ith personal problems. A comparison of these results to Maslo"Gs need2hierarchy theory provides some interestin insi ht into employee motivation. The number one ran#ed motivator,

interestin "or#, is a self2actuali$in factor. The number t"o ran#ed motivator, ood "a es, is a physiolo ical factor. The number three ran#ed motivator, full appreciation of "or# done, is an esteem factor. The number four ran#ed motivator, job security, is a safety factor. Therefore, accordin to Maslo" B-C;4E, if mana ers "ish to address the most important motivational factor of CentersG employees, interestin "or#,

physiolo ical, safety, social, and esteem factors must first be satisfied. 0f mana ers "ished to address the second most important motivational factor of centersG employees, ood pay, increased pay "ould suffice. Contrary to "hat Maslo"Gs theory su ests, the ran es of motivational factors are mi%ed in this study. Maslo"Gs

conclusions that lo"er level motivational factors must be met before ascendin to the ne%t level "ere not confirmed by this study. The follo"in e%ample compares the hi hest ran#ed motivational factor Binterestin "or#E to 9roomGs e%pectancy theory. Assume that a Centers employee just attended a staff meetin "here he.she learned a major emphasis "ould be placed on see#in additional e%ternal pro ram funds. Additionally, employees "ho are successful in securin funds "ill be iven more opportunities to e%plore their o"n research and 3@

e%tension interests Binterestin "or#E. Employees "ho do not secure additional funds "ill be required to "or# on research and e%tension pro rams identified by the director. The employee reali$es that the more research he.she does re ardin fundin sources and the more proposals he.she "rites, the reater the li#elihood he.she "ill receive e%ternal fundin . The follo"in e%ample compares the third hi hest ran#ed motivational factor Bfull appreciation of "or# doneE to AdamsGs equity theory. 0f an employee at the centers feels that there is a lac# of appreciation for "or# done, as bein too lo" relative to another employee, an inequity may e%ist and the employee "ill be dismotivated. &urther, if all the employees at the centers feel that there is a lac# of appreciation for "or# done, inequity may e%ist. Adams B-C><E stated employees "ill attempt to restore equity throu h various means, some of "hich may be counter2 productive to or ani$ational oals and objectives. &or instance, employees "ho feel their "or# is not bein appreciated may "or# less or undervalue the "or# of other employees. This final e%ample compares the t"o hi hest motivational factors to /ert$ber ,s t"o2 factor theory. The hi hest ran#ed motivator, interestin "or#, is a motivator factor. The second ran#ed motivator, ood "a es is a hy iene factor. /er$ber , Mausner, P (nyderman B-C<CE stated that to the de ree that motivators are present in a job, motivation "ill occur. The absence of motivators does not lead to dissatisfaction. &urther, they stated that to the de ree that hy iene,s are absent from a job, dissatisfaction "ill occur. 'hen present, hy iene,s prevent dissatisfaction, but do not lead to satisfaction. 0n our e%ample, the lac# of interestin "or# BmotivatorE for the centersG employees "ould not lead to dissatisfaction. )ayin centersG employees lo"er "a es Bhy ieneE than "hat they believe to be fair may lead to job dissatisfaction.

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Conversely, employees "ill be motivated "hen they are doin interestin "or# and but "ill not necessarily be motivated by hi her pay. The discussion above, about the ran#ed importance of motivational factors as related to motivational theory, is only part of the picture. The other part is ho" these ran#in s compare "ith related research. A study of industrial employees, conducted by Novach B-CD@E, yielded the follo"in ran#ed order of motivational factors+ BaE interestin "or#, BbE full appreciation of "or# done, and BcE feelin of bein in on thin s. Another study of employees, conducted by /arpa$ B-CC?E, yielded the follo"in ran#ed order of motivational factors+ BaE interestin "or#, BbE ood "a es, and BcE job security. 0n this study and the t"o cited above, interestin "or# ran#ed as the most important motivational factor. )ay "as not ran#ed as one of the most important motivational factors by Novach B-CD@E, but "as ran#ed second in this research and by /arpa$ B-CC?E. &ull appreciation of "or# done "as not ran#ed as one of the most important motivational factors by /arpa$ B-CC?E, but "as ran#ed second in this research and by Novach B-CD@E. The discrepancies in these research findin s supports the idea that "hat motivates employees differs iven the conte%t in "hich the employee "or#s. 'hat is clear, ho"ever, is that employees ran# interestin "or# as the most important motivational factor. U" %r1$3" !"# E09=o8%% Dr!4%1 3" Mo$!43$!o" 3$ WorC /o"ever lar e or small a company or business is, it is employees at all levels that can ma#e or brea# it. This holds true not only for the people "e hire on a re ular basis, 3C Mo$!43$!o"1 - T7% F!r1$ S$%9 $o23r 1

but also for temporary and contracted "or#ers. 0t is as important to research and study the needs, drives, and e%pectations of people "e hire or employ, and aim at respondin to and satisfyin those, as it is "ith re ard to customers. 0n actual fact, considerin the role each 1employee1 plays in a companyGs success, analy$in and plannin an adequate response to employeesG motivations deserves first place in the order of business. 7efore oin any further, let us shift our approach from roupin people under the eneric cate ory of 1employee1 to individual human bein s and term them as 1hired "or#ers1 or 1"or#in partners1. This is "hat they are. 'e must ac#no"led e them as human bein s "ith individual needs, drives, characteristics, personalities, and ac#no"led e their contribution to the business success.

Thou h each person has specific needs, drives, aspirations, and capabilities, at varyin de rees of intensity, peopleGs basic needs are the same, as illustrated by M31=o2 in the follo"in model+

M31=o2>1 H!%r3rc78 o: N%% 1

S%=:Ac$;3=!@3$!o" N%% 1 E#o N%% 1 Soc!3= N%% 1 S3:%$8 N%% 1 P18c7o=o#!c3= N%% 1 4?

F!#;r% 2 Maslo" e%plains the /ierarchy of :eeds as applied to "or#ers rou hly as follo"s+ P18c7o=o#!c3= N%% 1 The ability to acquire food, shelter, clothin and other basics to survive.

S3:%$8 N%% 1 A safe and non2threatenin installations . Soc!3= N%% 1 Contact and friendship "ith fello"2"or#ers, social activities and opportunities . E1$%%0 N%% 1 *eco nition, ac#no"led ment, re"ards. S%=:-Ac$;3=!@3$!o" N%% 1 *eali$in oneGs dreams and potential , reachin the hei hts of oneGs ifts and talents. 0t is only "hen these needs are met that "or#ers are morally, emotionally, physically ready to satisfy the needs of the employer and the customers. 'or#er motivation must also be vie"ed from t"o perspectives+ 4"or# environment, job security, safe equipment and

0nner drives 6uter Be%ternalE motivators.

A personGs inner drives push and propel him.her to"ards an employer, a particular job, career, line of study, or other activity Bsuch as travel or recreationE. 0t is these drives that Maslo" delineates in his hierarchy of needs, and "hich "e must understand motivated. The outer Be%ternalE motivators are the mirror ima e the employer or outside "orld offers in response to the inner drives. 0n order to attract the 1cream of the crop1 of available "or#ers, same as in his.her dealin s "ith customers, the employer not only tries to satisfy these basic needs, but to e%ceed them 2 ta#in into consideration additional e%traordinary needs individual "or#ers have. Most "or#ers need to+ Earn "a es that "ill enable them to pay for basic necessities and additional lu%uries such as the purchase of a home, or travel (ave for and enjoy old a e security benefits /ave medical and other insurance covera e Acquire friends at "or# 'in reco nition 7e ac#no"led ed and re"arded for special efforts and contributions 7e able to advance in life and career2"ise /ave opportunities for self2development 43 and internali$e, use as uidelines in our efforts to help employees feel

0mprove their s#ills, #no"led e, and #no"2ho" !emonstrate and use special ifts and abilities *eali$e their idealBsE.

The employer responds to those needs by offerin and providin + Employment 8ob security Bto the de ree possibleE Clear company policies Clear and or ani$ed "or# procedures A stable, just and fair "or# environment A safe "or# environment Medical covera e and other benefits An atmosphere of team"or# and cooperation

0n addition to needs and drives, adult "or#ers have e%pectations from their employer 2 they e%pect+

A #no"led eable, e%perienced, e%pert employer Clear and fair policies, procedures, and employment practices 44

7usiness inte rity Clear job descriptions T"o2"ay communications Effective mana ement and supervision )ositive discipline Hood customer relations Company survival 6pportunities for personal ro"th Company ro"th

HOTEL INDUSTRY REVIEW

0ndian hotel industry has #ept up the ro"th momentum that "as started in the second half of 3??;. 0t has once a ain sho"ed a robust performance, even in the so2called slac# period of the industry cycle. 0ndia,s emer ence as a 7)6 hub, continuin "ar on airfares, and ro"in infrastructure thrust by the overnment "ere amon the contributin factors to this ro"th. Tourist arrival, occupancies and room rates

"itnessed stron

ro"th durin the quarter under revie".

The industry "as affected due to torrential rains in 8uly to some e%tent, ho"ever it "as bac# on ro"th trajectory in the subsequent months. Tourist arrival re" by -3.CO to -.>mn for the first half of &5?> compared to the same period last year

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To;r!1$ 3rr!43= !" I" !3

F!#;r% *

OUTLOOK 'ith the busy season for hotel industry already approachin , overall A** and occupancy rates of the industry "ould increase. Cities li#e 7an alore, Chennai and /yderabad are e%pected to see the hi hest ro"th in A** and occupancy. The tourist inflo" is li#ely to continue further. 'ith stress no" bein laid on improvin the facilities at the airports and developin road infrastructure across the country, the tourism industry is all set to ain even more.

SWOT ANALYSIS OF A HOTEL

STRENGTHS 0ndiaGs rich cultural herita e (econd lar est forei n e%chan e earner

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!emand far e%ceeds (upply Hlobal economical turn2up 0nclusion in E)CHR scheme :e" business opportunities

WEAKNESSES Capital intensive Aac# of adequate Man po"er :on2availability of land *e ional imbalance of hotels Aon estation period

)oor infrastructure and cleanliness

OPPORTUNITIES 7oom in tourism )rivati$ation of airlines Tie ups "ith international hotel chains 0ncrease in disposable incomes 7oost in ta% concessions

THREATS (ensitive to disturbances in the country. 4>

Competition from other Asian countries "hose official currencies have fallen Aac# of trained entrepreneurs. . /i h service P lu%ury ta%es may render 0ndia as an unviable destination.

THE HOTELS STUDIED T7% C=3r! #%1 Ho$%=

Acc%11!&!=!$8 -D #m from 0nternational Airport. -; #m from !omestic Airport. :e" !elhi *ail"ay (tation. Loc3$!o"3= A 43"$3#% !o"nto"nI City CentreI Close to *ashtrapati 7ha"an. Ho$%= D%1cr!9$!o" 4@ < #m from

The hotel, "ith its colonial charm, is located near the city,s business and shoppin districts. The Ambassador /otel is -; #m from the domestic airport, and -D #m from the international airport. Acco00o 3$!o" 3$ Ho$%= C=3r! #%1 ->3 centrally air2conditioned rooms includin < lu%ury suites. S$3" 3r Roo0 All rooms are "ell appointed and offer uest amenities li#e *oom (ervice, /.C runnin "ater, &a%, T.9., Channel Music, Tea.Coffee ma#er, *efri erator, E2mail, !irect dialin Telephone. D%=;B% S;!$%1 Tastefully decorated suites "ith a livin room, a study and a bedroom. A0%"!$!%1 3$ Ho$%= C=3r! #%1 7usiness Centre, 7anquet P Conference &acilities, 7eauty )arlour, (hoppin Arcade, /ealth Club, ("immin )ool, Tennis.

S%r4!c%1 3$ Ho$%= C=3r! #%1 !octor on Call, Aaundry, Money Chan er, (afe !eposit, 7aby (ittin , 9alet, Travel !es# (ervice, Currency E%chan e .

Or#3"!13$!o"3= S$r;c$;r% o: C=3r! #%1 Ho$%=

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Heneral Mana er

*ooms

&ood P 7evera e

/uman *esources

Mar#etin and (ales

Accountin

2 *eservations 2&ront 6ffice 2/ouse Neepin 2Aaundry 2(ecurity

2&ood )roduction 2 &ood (ervices *oom service 27evera e Mana er 2(te"ardin

2*ecruitment 2Trainin 2Compensation 2Appraisals

2(ales 2)ublic *elations

2&inance 6perations 2)urchasin 2Credit systems 2(tore*oom

F!#;r% ,

T7% I09%r!3= Ho$%=

Acc%11!&!=!$8 Airport+ -@ #m., *ail"ay (tation+ 4 #m., 7us (tation+ D #m. Loc3$!o"3= A 43"$3#% (ituated in serene !iplomatic Enclave close to City center.business district P Airport. Ho$%= D%1cr!9$!o"

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The 0mperial in :e" !elhi is not only a distin uished hotel but one "hich is primus interpares "ithin the community of AsiaGs fine hotels. The 3; #in palms that lead on to the porch, are an inte ral part of and "itness to the very creation of :e" !elhi. !esi ned by 7romfield, one of (ir Ed"in AutyenGs associates, it "as placed on the presti ious =ueens"ay, no" 8anpath, and bequeathed "ith a some"hat

unconventional style and desi n. A mi%ture of 9ictorian, old colonial and a playful dosa e of informal art2deco. Acco00o 3$!o" 3$ Ho$%= I09%r!3= 3>4 aesthetically appointed spacious sin les, doubles and suites, the rooms at The 0mperial retain the re al flourishes of a "ondrous past. 'ith its hi h ceilin s, impeccable dScor, and all the comforts of a more modern "orld. A0%"!$!%1 3$ Ho$%= I09%r!3= ("immin )ool, 'ater (ports, (hoppin Arcade, !octor on call, /ealth Centre, CT9 "ith satellite connection, 7usiness center, (afe !eposit Aoc#ers, &orei n E%chan e Counter, E)7AT Telephones, Arran ement for olf, tennis, !iscotheque, Centrally air2conditioned, 7eauty )arlour, (auna, 8acu$$i .

S%r4!c%1 3$ Ho$%= I09%r!3= !octor on Call, Aaundry, 9alet, Travel !es# (ervice, !ry Cleanin , )ost, 7aby (ittin .

Or#3"!13$!o"3= S$r;c$;r% o: I09%r!3= Ho$%=

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Heneral Mana er

Audit

/ouse Neepin

&ront !es#
F!#;r% 5

(ales

Maintain 2ance

T7% P3rC Ho$%=

Acc%11!&!=!$8 Airport+ -D #m., *ail"ay (tation+ 3 #m., 7us (tation+ -? #m. Loc3$!o"3= A 43"$3#% /otel is located in city center. Ho$%= D%1cr!9$!o" The )ar# hotel is desi ned for both the business and leisure travellers "ith facilities available for both #ind of uests available . Acco00o 3$!o" 3$ Ho$%= Cro2"% P=3@3 S;r83 ;-

/otel offer 33; superior and lu%ury rooms. All the rooms and the suites in the hotel have been astheticaly desi ned and decorated. The lu%ury rooms in the hotel are one of the speciality of the hotel "ith e%ceptionaly lar e rooms. The rooms and suites in the hotel are some of the most "ell trained staff available in !elhi. The staff is al"ays on their toes to provide the best of the service to the uests. A0%"!$!%1 D S%r4!c%1 3$ Ho$%= T7% P3rC6 N%2 D%=7! !octor on Call, Aaundry, 9alet, Travel !es# (ervice, !ry Cleanin , )ost, 7aby (ittin , Currency E%chan e, /air !ryer, :e"sstand, (afety !eposit 7o%, (ecretarial (ervices, 'a#e up service, Car *ental, 7eauty )arlour , Travel !es#, 7arber shop, Courier service, &ront !es#, &ree :e"spaper, )ar#in , 7ar, 7anquet, *estaurant, (afe !eposit 7o%, Conference &acilities, 7usiness Centre, (auna, 8acu$$i, ("immin )ool, /ealth Club, (hoppin Arcade.

FINDINGS AND ANALYSIS

ANALYSIS FOR EMPLOYEES

A- SAMPLE SIAE To$3= N;0&%r o: E09=o8%%1 co"$3c$% ) 4? To$3= ";0&%r o: 7o$%=1 co4%r% ) Three /otels in !elhi The )ar# /otel The Clarid es + ;3 + -? -?

The 0mperial

-?

Imperial, 10

The Park Hotel, 10

Claridges, 10

&i ure >

B-

A#% M!B

Yo;r A#% E9=%31% 03rC 27!c7%4%r 399=!c3&=%F A e Hroup 3?24? 4-2;? ;-2<? <-2<D
41-50 10% 51-5 0%

Total 3? @ 4 ?

31-40 23%

;4

20-30 67%

&i ure @ F!" !"#1) 0n the survey of three hotels different a e roups of respondents "ere contacted. The percenta e of different a e roup of respondents is presented in the above pie chart. 0n the survey >@O respondents "ere in the youn er a e roup that is 3?24?. 34O respondents "ere from ne%t a e roup that is 4-2;?. -?O respondents in the a e roup ;-2<?.

G< Ho2 03"8 8%3r1 734% 8o; &%%" 311oc!3$% 2!$7 $7% or#3"!@3$!o"?
/otel -2; 5ears <2-? 5ears -? years and above The Clarid es The 0mperial The )ar# /otel < D > 4 3 3 3 2 3 1-4 !ears 5-10 !ears 10 "ears a#d a$o%e 6

7 6 5 4 3 2 1 0 Claridges Imperial ;; 3 2 2 5

The Park Hotel

F!#;r% + F!" !"#1) 0n all the three hotels the respondents "ho "ere as#ed to fill the questionnaires had the follo"in e%perience as sho"n in the bar raph. The majority of respondents had e%perience in the ran e of -2; years "hile others had e%perience in the ran e of <2-? years. 0n The 0mperial the employees relatively have lo"er "or#2 e%perience. They also believe in hirin youn people.

G< Ar% 8o; 13$!1:!% 2!$7 8o;r 9r%1%"$ Ho& 9ro:!=%?

/otel The Clarid es The 0mperial The )ar# /otel 5es > @ D :o ; 4 3

7 7 6 5 4 3 2 1 0 Claridges Imperial ;< 4 3 2 6

!es &o

The Park Hotel

&i ure C F!" !"#1) The satisfaction level varied in all the three hotels. 'hile in The Clarid es, si% respondents "ere satisfied "ith their profile and four respondents "ere not satisfied. 0n The 0mperial seven respondents "ere satisfied and three people "ere not satisfied. 0n The )ar# /otel ei ht people "ere satisfied and t"o people "ere not satisfied. G< L!1$ $2o 2%=:3r% 3c$!4!$!%1 c3rr!% o;$ &8 8o;r Ho$%= The respondents at the hotel said that there "ere many "elfare activities that "ere carried out by the hotel. The employers in all the three hotels provided "ith+ /ealth and Accident insurance, "hich typically pays for hospital and doctor, e%penses. The 0mperial also offered dental plans to employees. The employees in all the three hotel chains are provided "ith facilities such as transport at early mornin and late ni ht hoursBafter D+??pm for irls, and -3+??am for boysE And subsidi$ed food.

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G< Do%1 $7% co093"8 9ro4! % 8o; !"c%"$!4%1?

/otel The Clarid es The 0mperial The )ar# /otel 5es > @ C :o ; 4 -

10 '

'

!es &o

7 6 5 4 3 2 1 0

2 ;@ Claridges Imperial 1

The Park Hotel

F!#;r% 1/ F!" !"#1) >?O of the respondents at The Clarid es, D?O respondents at The 0mperial and C?O respondents at The )ar# /otel said that they "ere provided "ith incentives "hile others said that they "ere not provided "ith incentives. 0ncentives create a positive "or# environment amon st employees leadin to positive attitude and thus increased productivity.

CHAPTER * SUMMARY
The main objective of the project report "as to study the impact of staff motivation on employee productivity in the hospitality industry. The survey "as conducted in three &ive (tar /otels of :e" !elhi namely The Clarid es, The 0mperial and The )ar# /otel. 7oth primary and secondary research "ere carried out to collect data relevant for the purpose of the study. 0t is difficult enou h to try and define "hat ma#es oneself Utic#,, "ithout tryin to understand other people,s motivations. The fact that there are so many theories of motivations is an indication of the comple%ities of the issue. )erhaps the most important point for the potential mana er is to consider that there is a very "ide ran e of "ays in "hich someone may be motivated. And that each individual has his.her o"n individual sets of needs and "ants. ;D

The study has proved throu h the survey of Mana ers and staff members of various &ive (tar /otels in :e" !elhi that the productivity of employees improves "hen they are motivated. Thou h the motivation factors for different employees are different, as the physiolo ical needs of t"o human bein s can not be same as per different theories of Motivation. Also the hypothesis that apart from money there are other drivers of motivation holds true, as seen in the results of the survey. This can be clearly understood from the fact that Employees needs move around salaries and job security "hile Mana ers loo# for empo"erment and "or# culture. 7ut it is clear from the survey that Motivated employees are more productive in terms of their performance as compared to employees "ho are not motivated. /ence or ani$ations must loo# for ne" methods other than "hat are mentioned in this report to motivate all levels of employees so that the employees are able to ive their best to the or ani$ations. After carefully scrutini$in the data throu h a proper statistical technique, 0 have reached on the conclusion, "hich proves the hypothesis also, that Motivated "or#ers are productive "or#ers. Also all motivation theories hold true. Maslo",s different levels of needs stands true, as "e see that as employees start ainin "or# e%perience, their demands move on from salaries and job security to more of empo"erment and self2esteem related factors. Also the e%pectancy theory, is very relevant, that re"ards as per the employees "ants, tri er better performances, leadin to more productivity. /er$ber s t"o factor theory, of hy iene2motivation is true as "ell. Maintenance factors are important, but beyond a certain level they cant provide satisfaction to the ;C

employees. Thus motivation factors such as empo"erment, ood boss2subordinate relationship, ro"th prospects etc play a vital role. Alderfers,s E*H theory, a ain is true. As in employees do need salary for basic e%istence, but to have belon in ness they need job security and further need ro"th as "ell. 'e can see this employee behavior in the survey analysis as "ell. McClelland,s theory of three different motivational needs of po"er, achievement, and affiliation proves that different individuals have different drivers for performance. (imilar results "ere dra"n from the survey as "ell. Certain people "anted more of empo"erment, others a challen in and fle%ible "or# environment to help them ain their achievement drive, "hile rest "anted belon in ness and security. Appreciation at "or# is very important as "ell. (o the last hypothesis also ets proven, that this motivational is also important. E%pectancy theory by 9ictor 9room, also seals the survey results that desired and #no"n re"ards leadin to better performance leadin to enhanced productivity.

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RECOMMENDATIONS
0n vie" of the study, the various motivation theories studied and the live research conducted, 0 "ould li#e to ma#e a fe" recommendations to the employers pertainin to motivatin their employees. &e" of these are eneric recommendations and can be adopted by any or ani$ation irrespective of their nature of "or#, "hereas rest are specific to the /otel 0ndustry. 6peratin under the premise that no t"o "or#ers are ali#e, companies should practice one2to2one mana ement I fi urin out "hat ma#es each of their

employees tic#. Motivational re"ards and benefits should be standard for the "hole or ani$ation. Companies should foster a culture "herein each team leader or mana er sits "ith his team mates or subordinates, and discusses the various factors that motivate each individual specifically and then desi n a tailored benefit pro ram for each individual separately. &oster a ood boss2subordinate relationship, the mana ement style can ma#e all the difference. 0t can help develop employees in a more si nificant "ay than money can. <-

Enliven your "or# environment. Ma#e people have fun at "or#. *eco nition and appreciation at "or# are very vital drivers of motivation. 0t doesnGt cost a thin to add a personal touch to your reco nition efforts. )eople love bein sin led out, even in these simple "ays.

Call an employee into your office just to than# him or herI donGt discuss any other issue durin the visit.

Add a line to a letter received, a reporteeGs paychec# or bonus, or just all on its o"n to say "hat you li#ed and "hy.

/elp your employees "hen theyGre under pressure to finish a job. 7ut donGt be the 1boss.1 As# ho" you can help, and then do "hat youGre told to help out.

Establish a place to display photos, memos, and other evidence of pro ress on a major project. !onGt "ait for people to set somethin up themselves, and ma#e it clear that everyone is free to post positive items about others and to si n their names as a special tribute.

'henever employees achieve a major success, allo" them to blo" "histles or clan bells. Each department can have its o"n si nal of success. 0t ives everyone in the place a sense of pride and camaraderie that canGt be achieved in other "ays. :on cash incentives also help in enhancin motivational levels. Ai#e 0nterestin

'or# , 0nvolvement , 0ndependence .

<3

LIMITATIONS
!urin primary research , many constraints "ere faced "hich are as follo"s+ Time restrictions. (ome people sent the questionnaire bac# "ithout fillin it. (ample si$e cannot be very lar e as number of people "or#in is not very lar e as in call centre and other industries. 9ery lon and in2depth questionnaires are not entertained.

<4

BIBLIOGRAPHY
BOOKS -. 7ruce P )epitone , Anne P 8ames, Motivatin Employees , McHra" F /ill, America, ;th Edition, -CCD 3. )odmoroff, !ianna, 4>< "ays to motivate and re"ard , Atlantic )ublishin Hroup. 0nc., :e" !elhi, <th Edition, 3??< 4. A ar"al, )ramod Numar, Motivation And 0ndian 7ureaucracy M.!.

publishin , !ariya anj, :e" !elhi, 3nd Edition, -CC< ;. Numar, :aresh, Motivation and Morale in 7an#in Administration, Mittal )ublication, *ajouri Harden, :e" !elhi, 4rd Edition, 3??4 MAGAAINES -. The Economist 3. 7usiness Today 4. 7usiness Times NEWSPAPERS <;

-. 3.

Economic Times !aily :e"s

4. Times 6f 0ndia WEBSITES

1.

http+..""".lin#edin.com.ans"ers.administration.customer2 service.A!MVC(9.4->C<2<D4?4>D BAast accessed on 34 Au ust, 3?-3E. BAast accessed on 3@ Au ust, 3?-3E

2. http+..""".entrepreneur.com.sales.customerservice.inde%--<D>;.html

3. http+..as."iley.com.'ileyC!A.'ileyTitle.productCd2?@D@CD3??D.html

Blast accessed on 4-st Au ustE

4. https+..""".metlife.com.individual.life2advice.personal2finance.mutual2

funds.inde%.html Blast accessed on ; (eptember, 3?-3E

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<. Motivation comes from "ithin an individual. :o amount of /* practices can influence motivation levels of employees. 5es :o

>. )lease ran# the motivation factors as to ho" you believe they are important motivators for your employees to perform "ell Bon a scale of - to <E for the follo"in + < /i hly Motivatin - least Motivatin 8ob (ecurity (alary P "a es Empo"erment 8ob Appreciation <C

Environment.'or# Culture Career )rospects Any otherVVVVVVVVVVVVVVVV

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