The organisation in the form of training

biggest asset of the hotel industry is its manpower, upon which hotels depend
to provide excellent service quality to achieve customer satisfaction. The lack
of employee satisfaction can lead to a lack of commitment and motivation, which
would reflect in the work performed through inefficiency and lack of interest
(Amissah, Gamor, Deri, &Amissah, 2016), causing high labour turnover that
ends up amounting to “hidden costs” to the employing organisation in the form
of training and recruitment expenditure (Lam, Zhang, & Baum, 2001). As
such, for employers and professionals in managerial positions, it is imperative
to understand the motivations and incentives that contribute to employee job
satisfaction, which this essay intends to examine. In the hotel industry, three
key factors that successfully contribute to employee satisfaction, and
therefore, customer satisfaction are remuneration and rewards (Gallardo, Sánchez?Cañizares,
López?Guzmán, & Margarida Nascimento Jesus, 2010), the work itself and the environment in which the
employee is working and investment into the employee in various forms (Amissah,
Gamor, Deri, &Amissah, 2016).


the arch of remuneration and rewards, the wages paid to an employee and the
recognition of their efforts and performance contributes significantly to their
satisfaction on the job (Amissah, Gamor, Deri, &Amissah, 2016). One of the
most important reasons for people to find employment is to earn money, and
given the long and gruelling hours that hospitality personnel work, they expect
to be compensated accordingly (Gallardo, Sánchez?Cañizares, López?Guzmán,
& Margarida Nascimento Jesus, 2010).
In Hong Kong, the primary goal listed by hotel workers was monetary
achievement, and due to the wages not meeting the expectations of the workers,
most employees displayed low morale and diminishing loyalty and commitment to
their employers, and hence, several hotels experienced high labour turnover
rates (Lam, Zhang, & Baum, 2001). Another aspect that appeals to employees,
under the umbrella of rewards, is the possibility of promotion and growth
(Amissah, Gamor, Deri, &Amissah, 2016). This appeal can be attributed to
the expectation of recognition for the efforts invested and performance
delivered by the employees, as a promotion or advancement in the work
environment automatically brings with it higher salaries, additional perks and
privileges and a sense of achievement with a newer role and expanded
responsibilities (Lam, Zhang, & Baum, 2001). Higher remuneration, rewards
and recognition are viewed by employees as the employing organisation’s primary
way of taking care of them, which in turn motivates them to take care of their customers,
thus increasing customer satisfaction and driving the financial performance of
the organisation (Chi & Gursoy, 2009).

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nature of the work itself (Robbins, & Judge, 2018) and the environment in
which the employee performs it is also a cause of satisfaction or
dissatisfaction, and together constitutes the factor of work design (Onimole,
2015). Herzberg’s Motivation-Hygiene Theory states that the “hygiene” or
environmental factors impact the inner dynamics of the worker and impact their
motivation to achieve set tasks (Herzberg, 1974). The work design must be such
that the employee remains interested in the content of their work and
experiences stimulation, personal challenge and growth in responsibility to
contribute to their sense of accomplishment, thus keeping them engaged. However,
according to Herzberg, dissatisfaction is often caused by external factors,
such as the treatment they receive from the employer, including, for hotel
workers especially, on-the-job stress, the number of hours they are made to
work and the interpersonal relationships they share with their team.
Conversely, personality and individual interest in the work and the environment
are also contributing factors of employee satisfaction. Giving due
consideration to the working conditions and rewards provided by the employing
organisation, hotel workers are more likely to feel satisfied in the work they
do if they harbour interest in it and choose to pursue it, and are predisposed
to more positive core self-evaluations (Robbins, & Judge, 2018). If
employees enjoy their work and the environment in which they pursue it, they
are more likely to be committed to the employer and put in effort to be
efficient and effective (Amissah, Gamor, Deri, &Amissah, 2016),
subsequently enhancing customer satisfaction and financial performance (Chi & Gursoy, 2009).

factor that impacts employees, especially the dedicated and hardworking ones,
is how much the employer invests in them professionally to foster growth. For
any employee, regular training and skill development offered from the
employer’s behalf to facilitate adaptation and better performance will develop
commitment and loyalty, as well as higher morale (Amissah, Gamor, Deri,
, 2016). In hotels, especially, well-designed training programmes
that equip the staff to deliver their duties encourage staff to perform better,
as does quality-oriented management. Both are perceived by staff as investment
by the hotel into their future promotions and competency (Lam, Zhang, &
Baum, 2001). Such investment by the employer incentivises the employee to feel
taken care of and thus reciprocate the commitment and loyalty through better
performance on the job and aligning themselves with the organisation for a long
term (Amissah, Gamor, Deri, , 2016), which consequently retains a
particular hotel brand’s signature skills and training within the organisation,
reduces their hidden costs caused by labour turnover and ensures customer
satisfaction, returning business and increased financial performance.


conclusion, the hotel industry’s sheer dependence on its employees, managerial
or otherwise, makes it imperative for the industry professionals to know the
factors that keep their human resource pool satisfied and thus, drive their
business to success. A few key provisions, such as appropriate wages, a good
working environment and training and development on behalf of the hotel
employer to the right candidate with interest and positive attitudes can
produce an excellent employee that is motivated and committed to their
organisation to deliver excellent customer service and be efficient to maximise
the hotel company’s profits and build their reputation. Given the value and
benefits of a satisfied and productive employee, the returns outweigh the
investments and are, therefore, essential to the hotel industry and must be
provided continually and comprehensively in order to maintain employee
satisfaction and reap the benefits from it.























Reference List


Amissah, E. F., Gamor, E.,
Deri, M. N., & Amissah, A. (2016). Factors influencing
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Tourism, 15(2),
166-183. doi:10.1080/15332845.2016.1084858

Chi, C. G., & Gursoy, D.
(2009). Employee satisfaction, customer satisfaction, and financial
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Hospitality Management, 28(2),
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Gallardo, E., Sánchez?Cañizares, S., López?Guzmán, T., & Margarida Nascimento
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321-334. doi:10.1108/09596111011035936

Herzberg, F. (1974). Motivation-hygiene
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Lam, T., Zhang, H., & Baum, T.
(2001). An investigation of employees’ job satisfaction: the case of hotels in
Hong Kong. Tourism Management, 22(2), 157-165. doi:10.1016/s0261-5177(00)00039-x

 Onimole, S. O.
(2015). Work design and job satisfaction. International Journal of
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S. P., & Judge, T. (2019). Organizational behaviour. New York, NY: Pearson