Hospitality industry is one of the major employers in the world. Being a service industry, employee motivation is vital to gain the competitive advantage through available resources. Although it is a vital aspect, many employers are facing difficulties to maintain the maximum level of motivation of their employees (Bruce, 2006). Because of this reason, many studies have been carried out to find out the real motivational factors of employees in the hospitality industry. Some scholars argue that money is the key motivational factor for the employees in hospitality industry (Jerris, 1999). Contrary to that, some scholars argue that money along cannot motivate employees in the hospitality industry and any other motivational factors also has an impact (Jerris, 1999). The purpose of this study is to examine the difference between monitory and non-monitory motivational factors and indentify what is the most relevant motivational factor for the hospitality industry. For this study Abraham Marlow’s Hierarchy of Needs theory will be applied to Marriott Hotel chain.
Abraham Maslow’s Hierarchy of Needs theory discusses about five (5) key motivational factors. Those are physiological needs, safety needs, belongingness needs, esteem needs and self-actualization needs (Daft, 2010, p508). According to Maslow, (1954) physiological needs address the basic needs of employees which include heat, air, and base salary. In any organization money is the most obvious extrinsic reward. This is applicable to hospitality industry as well because money has a significant power of motivation since it is tangible to anyone. According to Maslow’s theory, money holds the lower level needs of the hierarchy. Maslow (1954) further explains that once lower level needs achieved, individuals naturally keen to achieve the higher-order needs of the hierarchy. For an example, if employee is satisfied with his/her heat, air and base salary he/she naturally shifts to the safety needs (Snell and Bohlander, 2010). According to this argument, the additional salary increase will not increase the motivational level of employees.
The Marriott chain as a hospitality organization has identified above issues of the employee motivation. The human resource strategies of Marriott, therefore have addressed the other factors, which can motivate employees. As an international hospitality organization, Marriott employees enjoy good base salaries (Werhane, Watson, and Mead, 2008). According to the Maslow’s theory, this base salary will not along motivate employees. Thus, Marriott has climbed to the next level of hierarchy and has addressed the safety needs of employees. According to the value statement of the Marriott, they have assured the job security of their employees (www.marriott.com/culture-and-values/core-values.mi, accessed May 2012). Apart from that, Marriott employees enjoy many fringe benefits. Those include meals, accommodation, travel allowances, health insurance, uniform and laundry facilities (www.marriott.com, accessed May 2012). Further, Marriott is ISO 18001 certified hotel chain and they highly consider the safety of work. Fulfillment of safety needs have paved the way for highly motivated workforce at Marriott. As an industry, many hospitality organizations have addressed these needs of their workforce since money along cannot motivate employees.
According to Maslow’s hierarchy of needs, the next level of needs is belongingness needs. Work groups, clients, coworkers and supervisors belong to the belongingness needs (Daft, 2010). According to the Maslow’s theory, once safety needs are fulfilled, individuals naturally directed to belongingness needs. As an industry, many hospitality organizations have addressed these needs of employees. Marriott’s corporate culture welcomes many cultural groups to their organization. Further, value statement discusses about the co-workers of the organization. Many staff engagement activities are carried out to build the employer-employee relationship of the organization. Being a service industry, many hospitality organizations are keen on maintaining employer-employee relationship up to a maximum level. These relationships and friendly organizational culture have paved the way for highly motivated workforce not only in Marriott but also in many organizations in the hospitality industry. Thus, it can be said that, money is not the only motivational factor in the hospitality industry.
Maslow’s hierarchy of needs then explains about the esteem needs as a motivational factor. Recognition, high status, and increased responsibilities are the key factors discussed under esteem needs (Snell and Bohlande, 2010). Recognition and high status in the society will increase the motivational level of employees. In the same way, empowered workforce will fulfill the esteem needs of organization. Marriott has conducted many corporate social responsibility works to gain the social recognition to its organization and ultimately to its employees (www.marriott.com/corporate-social-responsibility/corporate-responsibility.mi, accessed May 2012). Further, this corporate social responsibility work has helped its employees to gain high status in the society. Also, the Marriott way has led its employees to standout wherever they are. Not only Marriott but also many other hospitality organizations have maintained the recognition and high status of their employees in the society. Further, values of Marriott ensue to empower its employees up to possible maximum level. Empowering increases the responsibilities of employees and the increased responsibilities make workforce further motivated. Thus, fulfilling esteem needs have maximized the motivational levels of employees in the hospitality industry.
According to the Maslow’s theory, the highest order need is self-actualization needs. Self-actualization is included opportunities for training, advancement, growth and creativity (David, 2009). Training is one of the vital factors in hospitality industry. Continuous training makes employees more capable and motivated. According to the Marriott’s training policy, all employees should complete minimum 2.5 hours training per month (www.cpp.com/pdfs/marriott.pdf, Accessed May 2012). Further, Marriott has succession plans for its employees and many growth opportunities available within the organization itself. These self-actualization factors have maximized the motivational level of its employees.
The above argument made to justify that money is not the only motivational factor of hospitality industry. According to Panwar and Gupta, (2012) employees believe that they are motivated by money, and want their employers to believe it since employees have natural fear that salaries or any other monitory rewards will be reduced. This statement is very applicable to hospitality industry. Thus, it can be concluded that money is a motivational factor for hospitality industry but with limitations. If employees are not paid well, it leads to dissatisfaction. However, if they are paid well, it also does not lead to superior performances over and above the normal.
References
Barrows, C.W. and Powers, T. (2009) Introduction to the hospitality industry, 7th Edition, John Wiley and Sons, New Jersey.
Bruce, A. (2006) How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity the Workplace, McGraw-Hill Professional
Core Values & Heritage. www.marriott.com/culture-and-values/core-values.mi, accessed May 2012
Corporate Social Responsibility. www.marriott.com/corporate-social-responsibility/corporate- responsibility.mi, accessed May 2012
David, D. (2009) Factors Affecting the Performance of Employees in an organization, Business and Finance Article
Marriott Leads the Way to Customer Satisfaction: A case study of Marriott. www.cpp.com/pdfs/marriott.pdf, accessed May 2012
Panwar, S. and Gupta, N. (2012) Money: Does It Really Affect Hotel Employee’s Performance As A Motivational Factor, VSRD international journal of business and management research, VSRD-IJBMR, Vol. 2 (2), 2012, 38-46
Snell, S. and Bohlander, G. (2010) Principles of Human Resources Management, South-Western Cengage Learning
Werhane, P.H., Watson, O.W. and Mead, J., (2008) The Marriott Corporation Human Resources Department (A): Managing a Low-Wage Work Force, Vol., pp.1-6, Available at SSRN: http://ssrn.com/abstract=908399
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