See discussions, stats, and author profiles for this publication at: https://www.researchgate.
net/publication/332110447
Elements of Employees' Motivation in Hospitality Industry
Article · March 2019
CITATION READS
1 8,912
3 authors, including:
Sabiroh Md Sabri Hasyeilla Abd Mutalib
Universiti Teknologi MARA Universiti Teknologi MARA Perlis
24 PUBLICATIONS 52 CITATIONS 15 PUBLICATIONS 35 CITATIONS
SEE PROFILE SEE PROFILE
Some of the authors of this publication are also working on these related projects:
WORKPLACE INJUSTICE IN MALAYSIA View project
Diffusion of ICT Across the Rural Communities in Malaysia View project
All content following this page was uploaded by Sabiroh Md Sabri on 09 August 2019.
The user has requested enhancement of the downloaded file.
Volume: 4 Issues: 14 [March, 2019] pp.13-23]
Journal of Tourism, Hospitality and Environment Management
eISSN: 0128-178X
Journal Website: www.jthem.com
EXPLORING THE ELEMENTS OF EMPLOYEES’
MOTIVATION IN HOSPITALITY INDUSTRY
Sabiroh Md Sabri1
Hasyeilla Abd Mutalib2
Nor Azwani Hasan3
1
Faculty of Business and Management Universiti Teknologi MARA Cawangan Perlis, Arau, Perlis, Malaysia.
(E-mail: [email protected])
2
Faculty of Business and Management Universiti Teknologi MARA Cawangan Perlis, Arau, Perlis, Malaysia
(Email: [email protected])
3
Faculty of Business and Management Universiti Teknologi MARA Cawangan Perlis, Arau, Perlis, Malaysia
(E-mail: [email protected])
Accepted date: 09-02-2019
Published date: 31-03-2019
To cite this document: Sabri, S. M., Mutalib, H. A., & Hasan, N. A. (2019). Exploring the
Elements of Employees’ Motivation in Hospitality Industry. Journal of Tourism, Hospitality
and Environment Management, 4(14), 13-23.
__________________________________________________________________________________________
Abstract: Nowadays, many companies are aware that the starting point and continuing basis
of a successful company strategy are the human capital and not financial capital. It means that
the company's success is not influenced by the capital or technology used but more on the
knowledge, skills, and behaviour of the employee that an organisation possessed. Motivated
employees can lead to increased productivity and allow an organisation to achieve higher
levels of output. Motivated employees can perform better and help the company to become
more efficient, effective and competitive. In the hospitality industry, employees are required to
work for long hours and stay focused on servicing their customer, thus ensuring that the
employees are kept motivated is considered crucial. In order to increase employees'
motivation, it is vital for organisations to understand what the elements that make employees
stay motivated are. This research adopted the qualitative method using a case study approach
and aimed to understand the elements that motivate employees in the hospitality industry. Data
was collected using semi-structured interviews. The results of this research have identified nine
elements which considered important in ensuring that employees stay motivated in the work.
The elements that been identified are 1) convenience 2) happiness, 3) working environment, 4)
will and desire, 5) relationship with colleagues, 6) work interest, 7) salary, 8) relationship with
the employer and lastly 9) gaining new knowledge. Success investigation would assist us in
understanding the scenario and subsequently enable employers to recognize the areas that
need to be enhanced in order to increase the motivation among the employees in their
organization. Apart from that, this research also contributes to the general knowledge in the
area of motivation and improve the future researcher understanding of elements of motivation
among the employees.
Keywords: Employee’s Motivation, Hospitality Industry, Motivation Elements
___________________________________________________________________________
13
Introduction
Most organizations today realize the significance of having motivated employees as it enables
them to do better at work and in the long-term, helps to improve the growth of organizations
as well as achieve high performance. The performance of an organisation can be determined
by many factors such as the management, financial condition and employees. Employee
performance is very important since it will affect the company's performance. When the
employee performs well in their work, indirectly the company's performance will increase
(Campbell, 1990). Employees usually perform well in their work when they possess
motivation. Thus the organizations must try hard to offer better-working environments, welfare
provisions and provide opportunities for the employee to cherish their talents and increase their
motivation.
According to Kinicki and Fugate (2012), good employee motivation has been one of the
important but hard duties of management, and its success has become more vital now than ever
mainly in light of the worldwide competition for organizations to produce better quality
products while managing the diverse employees. In order to motivate and satisfy employees,
the managers should care about each individual's differences by using various approaches
especially taking into consideration that motivation is one of the factors that influence
employee performance. Employees usually feel motivated when they are included in making
effective strategic contributions towards the achievement of the organization's objectives.
Therefore, employees with good motivation are bound to influence the efficiency of an
organization to achieve its goals (Thompson & Martin, 2010).
Previous studies have been carried out on motivation and further research has been
recommended on factors affecting employee motivation at both public and private sectors of
employment (Gichure, 2014). Soud (2014) also recommends future research to be done on
factors that influence employee performance and those factors are usually factors that motivate
employees. The components of motivation are very important to be understood by the
company in order to increase employee performance. The motivation can lead towards higher
employee satisfaction (Chudley, 2004). Motivation also can improve the level of effectiveness
in the workforce (Greeno, 2002). Besides that, Jesop (2005) claimed that motivation can bring
employees closer to the company which will increase the employee and company performance.
Literature Review
In this section, we discuss some issues related to motivation to help in understanding what
motivation is.
The Concept of Employee Motivation
Hodgetts & Hegar (2008) defined motivation as a group of processes that support person to act
towards a particular objective. They emphasize that any research on motivation should focus
on both why and how of what influences peoples' action. Motivation also being defined by
Armstrong (2006) as those factors that influence people to take detailed actions and further
states that if people being motivated, they will move in the direction in order to achieve certain
objectives. He says that people most likely repeat certain actions if the objective were set to
fulfil certain needs are accomplished. So, the companies need to figure out the needs of
individual employees as a basis to understand what will motivate them to take necessary
actions.
Bruce (2003) claims that there is a direct link between employee motivation and their
performance because employee eagerness and enthusiasm was reflected in the quality of their
14
work. Kroth (2007) states that employee who is motivated will not always be productive
matching with internal motivation. This is because there are other factors such as resources and
a good working environment that influence motivation. It is obvious that managers need to
focus on both intrinsic and extrinsic of motivation that may influence employees since both are
important. An employee that is motivated is alert to the objectives that individuals must achieve
and less motivated employees will not be able to utilize the organizational facility efficiently.
Most top management aware that positive motivation leads to better performance. It is because
motivation increases the willingness of workers to work and the effectiveness of the
organization (Shadare, Hammed & Ayo, 2009).
Theories of Motivation
In order to further understand the motivation and what motivates employees to excel in their
work, a few theories explaining the concept of motivation is discussed in the following section.
These theories could help in providing a basic understanding of what motivation is and why it
is important.
Herzberg’s Two Factor Theory
Herzberg's Two Factor Theory or known as Motivation-Hygiene Theory is one of the ways to
identify intrinsic components that contribute to satisfaction and dissatisfaction of the workers
(Robbins, Judge & Judge, 2007). The groups of motivation components in this theory are
motivators' factor and hygiene factors. Motivators' factor function is to increase job satisfaction
while hygiene factors are to decrease job satisfaction.
Motivators' factor relates to the job content of the work itself. It is an attempt to motivate
individual to work harder and perform towards higher standard such as achievement,
recognition, and advancement. Hygiene factors concerned with the job environment and are
external to the job itself such as company policy, work conditions, salary and job security
(Herzberg, Mausner & Snyderman, 1959).
McGregor Theory X and Theory Y
McGregor (1969) suggested that management is given a task to guide people's actions and
efforts in order to fulfil the organizational objectives. McGregor then suggested that employers
have two thoughts correlated with their assumptions of the nature of employees. These
assumptions were known as Theory X and Theory Y. Theory X, he states four assumptions
about employees. The assumptions were the employee being lazy and try to avoid work, the
force must be used to make them work, employees avoid responsibility and have zero ambition
and put security above all factors related with work (McGregor, 1969).
Theory X is an improper method to measure motivation because the nature of employees as
presumed are consequences of management practice and not by the nature of human beings.
McGregor (1969) then state that Theory Y is based on the true assumptions of human nature,
which are employees enjoy work and think of it as a normal part of life. They also work with
minimal supervision if dedicated to achieve organizational goals and learn to accept
responsibility and have the capability to make a decision even though they are not in managerial
positions (Latham, 2007).
Theory Y can be used in the job enlargement concept as it inspires lower level employees to
take responsibility and provides chances for employees to satisfy their social and self-seeking
needs (McGregor, 1969). Theory Y also can be used in order to include the employees in the
decision-making process (Latham, 2007).
15
Maslow’s Hierarchy of Needs Theory
Maslow's Hierarchy of Needs Theory is a theory introduced by Abraham Maslow that is based
on the satisfaction of human needs to achieve motivation. The needs of motivation are
physiological needs, safety needs, social needs, esteem needs and self-actualization needs.
Firstly, physiological needs are the most essential such as foods, shelter, and clothing. These
needs can be possessed by receiving salary and wages and ensuring a safe working
environment. Secondly, safety needs refer to physical and economic protection. The employer
can fulfil this need by providing benefits such as retirement plans. Thirdly, social needs are the
need for an individual to feel belong or accepted by others. Employees want to have a good
relationship with others in order to participate in teamwork. Fourthly, esteem needs are the
needs to get recognition from others such as the value in the society that eventually lead to
acquiring self-respect and status. Lastly, self-actualization refers to an individual's drive
towards attaining their potential and self-satisfaction (McGregor, 1969).
The hierarchy of needs theory shows that the needs that have been fulfilled are no longer
provides enough appeal to motivate employees. When the lower needs are satisfied to a certain
level, the dominance of the higher-order needs is initiated. So, if the managers want to motivate
employees, they need to know at what level of the hierarchy the employee currently is targeting.
Then, the manager can focus on preparing the opportunity to fulfil the needs at that stage or
above it (Robbins, Judge & Judge, 2007).
Expectancy Theory of Motivation
A mathematical model has been developed by Victor Vroom as an explanation of motivation
in an organization known as the expectancy theory. This theory focuses on the results of a
person's effort and not on the needs of the person. The theory states that the intensity of a
tendency to perform in a particular manner is dependent on the intensity of an expectation that
the performance will be followed by a definite outcome and on the appeal of the outcome to
the individual. He managed to come up with three variables that are important for motivation
namely, valence, instrumentality, and expectancy. The expectancy theory emphasized that
employee’s motivation is an outcome of how much an individual wants a reward (Valence),
the assessment that the likelihood that the effort will lead to expected performance
(Expectancy) and the belief that the performance will lead to reward (Instrumentality). In short,
valence is defined as a value of results of work, while expectancy is one's belief that effort will
bring to certain results and instrumentality is the belief that link one results to another.
In addition, valence is the significance associated by an individual about the expected outcome.
It is an expected and not the actual satisfaction that an employee expects to receive after
achieving the goals. Expectancy is the faith that better efforts will result in better performance.
Expectancy is influenced by factors such as possession of appropriate skills for performing the
job, availability of right resources, availability of crucial information and getting the required
support for completing the job (Vroom, 1964). This description of employee motivation is
acknowledged widely because most of the evidence supports the theory (Robbins & Judge,
2007). The theory believes that employees willing to work with a high level of effort as it will
lead to desired results (Armstrong, 2006).
This theory implicated that the managers can correlate the preferred outcomes to the aimed
performance levels. Thus managers must ensure that the employees can achieve the aimed
performance levels and deserving employees must be rewarded for their exceptional
performance.
16
The Elements of Motivation
Supervision, workgroup, job content, wages and opportunity for promotion are the components
that influence employee motivation and their productivity (Vroom, 1964). He elaborates that
under supervision, the thought for employees' needs and feelings is what the supervisor should
worry themselves with. The employees that be given opportunities to make a decision will have
a higher level of motivation and productivity. Herzberg et al., (1959) state that the best
motivation of an individual to work increase from the sense of growth in responsibility that
given by the supervisor.
Likert (1969) claims organizations that apply supportive supervision increase the non-
economic motivation in general. The employees will increase in teamwork and productivity as
they focus on achieving the goals. The important factor in the relationship between employees
and supervisor is that it applied from the view of the employee. This shows the value of
effective supervision to increase employee motivation. The wage is known as one of the
components of motivation. Vroom (1964) concludes that employees may be satisfied with their
wages, but can feel dissatisfied if they find that their wages are lower than others. Lawler &
Porter (1969) said that the organization that wants to have highly motivated employees need to
provide high salaries and benefits to them. The salary usually causes a negative effect on
motivation rather than affect positively Herzberg et al., (1959). The managers then need to
remember that even though the pay is not the main factor, but it is important to an employee as
it can lead to unproductively and it cannot be exchanged for non-financial benefits.
Opportunities for advancement is viewed as challenging motivational to study because when
an employee is promoted, the new position involves different work groups, salary and job
description (Vroom, 1964). Herzberg et al., (1955) believe that job advancement is an
important factor of motivation in employee's productivity since the motivation will lower when
absent. Then, promotions also expected to motivate higher efficiency although they are not
surely followed by the difference in salary arrangements.
Recognition is also a strong motivator. Dubrin (2004) states the direct way of positive
reinforcement is by giving recognition to employees. Bowen (2000) also said that recognizing
the employee for their action is good practice for both parts. According to Bowen (2000), there
are two types of recognition which are formal recognition and informal recognition. Informal
recognition is recognition that an individual receives from others such as colleagues or
managers. Formal recognition is recognition that derives from the organization to the
employees such as when they achieve the organization's goals.
Methodology
This research adopted a qualitative approach which aims to identify the components of
motivation among employees in the hospitality industry in Perlis. The qualitative approach was
chosen due to its appropriateness since this research needs to capture expressive information
that cannot be conveyed in quantitative data. Respondents for this research were selected using
purposive sampling which consists of employees from a various position working in a few
hotels located in Perlis. A total of six respondents participated in the research. Semi-structured
interview method was used to collect data from the respondents which took about one a half
month to complete. The semi-structured interview consists of several key questions that help
to define the areas to be explored which are elements of motivation and also allows the
researcher to diverge in order to continue the idea or response for more details. This interview
format is used most frequently by the interviewer that wants to have more in-depth data from
the respondents. Since the employees came from various work position, this method is suitable
17
in order to identify the elements of motivation among the employees. Data that have been
collected in the research was analysed using thematic analysis. Thematic analysis is appropriate
for research that seeks to ascertain using interpretations and offered ordered elements to data
analysis (Yin, 1994). Qualitative research requires understanding and collecting diverse aspects
and data. Therefore, by using thematic analysis, the researcher can understand any issue more
widely (Marks & Yardley, 2004).
Results and Discussions
This section discusses the findings on the elements of motivation among employees gained
from the interview session in the qualitative research phase. During the investigation, the
researcher found nine elements of motivation among employees, which are 1) convenience 2)
happiness, 3) working environment, 4) will and desire, 5) relationship with colleagues, 6) work
interest, 7) salary, 8) relationship with the employer and lastly 9) gaining new knowledge. In
general, the findings on the elements of motivation among employees in the hospitality industry
could be divided into two broad categories, which are intrinsic motivation and extrinsic
motivation. Intrinsic motivation refers to the internal desires to perform a particular task, while
extrinsic motivation is an external factor that triggered the actions. Details of each element are
discussed in the following section.
The first element found is convenience. Convenience refers to employees’ ability to go to work
without spending a high cost. Most respondents stated that this is one of the most important
elements that drive their motivation to work. As most of the respondents are normal workers,
the resources that they have are very limited. Thus the convenience for them to go to work is
considered as one of the elements of motivation especially if the workplace is not far from
where they are staying.
The second element found during the interview is happiness. Happiness refers to a sense of
well-being, joy, or contentment. When people are successful, or safe, or lucky, they feel happy.
All respondents stated that the feeling of happiness is important for them to keep them
motivated in doing their work. The feeling of happiness is always considered as intrinsic
motivation factor as it lies within someone. However, it is very closely related to other extrinsic
elements found in the research as happiness is an emotion that easily changed due to some
other factors that can be found in the organisation.
The third element found in this research is the work environment. Work environment refers to
the surrounding conditions in which an employee operates. The work environment can be
composed of physical conditions, such as office temperature, or equipment, such as personal
computers. It can also be related to factors such as work processes or procedures. During the
interview, all respondents stressed that the work environment is one of the important element
that increases their motivation to work. The work environment refers to a surrounding that is
comfortable, without any pressure and easy. Apart from that, a good work environment is also
based on the spirit of trust, understanding and cooperation between the management and other
personnel in the organisation. Thus, the human resources manager, along with other managers
has an important role to play in the development and maintaining a good working environment.
The fourth element found in this research is will and desire. Will and desire refer to the strength
and condition that an employee has to start something and follow it through, and wanting to
take action to materialize it. Some respondents mentioned that the will and desire that exist
within their own self-makes they feel motivated to work. This is in line with Theory Y which
assume that employees are internally motivated, enjoy their job, and work to better themselves
18
without a direct reward in return. When managers view their employees as one of the most
valuable assets to the company, it drives the internal workings of the corporation. Employees
additionally tend to take full responsibility for their work and do not need close supervision to
create a quality product.
The fifth element found in this research is the relationship with colleagues. This refers to the
relationship with other employees in the same workplace. To have a good working relationship
means that they on good terms, and can work effectively together. Most respondents state that
relationship with colleagues does influence their level of motivation. The good relationship
with colleagues makes employees feel happy to work in the company as the friends give
support in their work. They also feel more motivated working in a group together with their
colleagues as they work together and help each other.
The sixth element found in this research is work interest. Work interest refers to the passion of
employees in doing their work. This is closely related to whether their work is something that
they are interested in, the employees' favourite aspects of work and what they really enjoy
doing. Respondents in this research stated that when they are given work that is of their interest,
they feel motivated in doing their works compared to when given work that they are not
interested in. They also added that, if it is, then they will put as much effort as they can to make
sure that the work is carried out well.
The seventh element found in this research is salary. Salary refers to a fixed regular payment,
typically paid on a monthly basis made by an employer to an employee, as a return of the work
carried out by the employee. The salary is a well-known component of motivation as it is
mentioned in the literature review as the main component of motivation among employees.
The respondents mentioned that the salary is very important in order to increase employee's
motivation. This is in line with a few theories of motivation found in the literature. For example,
Herzberg theory stated that one of the motivation factor which is the hygiene factor concerned
with the job environment and are external to the job itself such as company policy, work
conditions, salary and job security (Herzberg et al., 1959). This is seconded by Maslow (1943)
in this theory where he mentions the physiological needs are the most essential such as foods,
shelter, and clothing. These needs can be possessed by receiving salary and wages and ensuring
a safe working environment.
The eighth element found in this research is the relationship with the employer. An organization
with a good employee relations program provides fair and consistent treatment to all employees
so they will be committed to their jobs and loyal to the company. Employees stated that having
a good relationship with the employer help to motivate them in doing their work. The employer
that treat the employees right and nice by taking care of the employees can increase the
employee's motivation to work. Likert (1969) claims organizations that apply supportive
supervision increase the non-economic motivation in general. The employees will increase in
teamwork and productivity as they focus on achieving the goals. The important factor in the
relationship between employees and supervisor is that it applied from the view of the employee.
This shows the value of effective supervision to increase employee motivation.
The last motivation element found in this research is gaining new knowledge. It refers to the
process of learning new knowledge or skill by studying, practising, being taught, or
experiencing something while working in the organization. Most respondents said that the
company provide them with an avenue for them to gain more knowledge and learn new things
while doing their work. This element is said to be one of the elements that increase their
19
motivation to work. The summary of the analysis of the motivation elements is presented in
Table 1 below.
Table 1: Summary of Analysis of Motivation Elements among Employees
ELEMENTS OF R1 R2 R3 R4 R5 R6
MOTIVATION
Convenience Stay in Stays The Near to the Near the Not stated
Perlis and nearby with workplace house. house.
don’t feel the is not far The wife’s
like going company. and hometown
anywhere originally .
else. from Perlis.
Happiness Feels Feels happy So happy to Feels Feel Feel happy
really to work with work in the happy to happy to work
happy this organization work with working with the
company . the in the company
company organizat
ion
Working The The The Environm No The
Environment environme working workplace ent plays pressure environme
nt in the condition environmen an while nt makes it
workplace very t without important working feel easy
makes her comfortable any role to feel in the to work in
happy. . pressure. motivated. organizat the
Can have ion. company.
fun when The
the workplac
employer e is very
does not put comforta
pressure on ble.
the
employee.
Will and Desire Motivated Not stated Not stated Not stated Not Own will
to come to stated to work in
work the field
because of (guest
the will service).
and desire
that comes
from our
self.
Relationship with Relationsh Feel happy Friends that Motivated Friends The
Colleagues ip with to work in feel like because of that help relationshi
colleagues the siblings. the friends each p between
that organization that work other and colleagues
influence because of together in good are like
motivation friends that the understa siblings
. give organizati nding. and help
support. on. each other.
Have a
good
relationshi
p with the
co-
workers.
Working Interest Not stated Feels Not stated Not stated
Feel Not stated
interested in intereste
the job. d in the
work.
Salary Not stated Salary can The salary Getting a Not Not stated
affect the that can good stated
motivation affect salary
to work. motivation keep me
level. motivated
Relationship with Not stated Not stated Not stated An The good The good
the employer employer relations relationshi
20
ELEMENTS OF R1 R2 R3 R4 R5 R6
MOTIVATION
that is nice hip with p with the
when the boss. employer.
speaking. An
The good employer
relationshi being very
p with nice thus
employers. feels
motivated
to work.
Employers
always
care about
the
workers.
Gaining New Not stated Get to learn Not stated Not stated Not Gain more
Knowledge the job that stated knowledge
is done. by
interaction
with
guests.
In order to give a better understanding of the motivation elements, the elements are illustrated
and depicted in Figure 1 below. The elements have been broken into its main elements which
are the intrinsic motivation and extrinsic motivation. This division could help the organisation
in understanding the motivation element better in order to strategize their method in keeping
their employees motivated.
Figure 1: Elements of Motivation Among Employees
21
Conclusion
Motivation is the main factor that influences organizational performance. An employee that is
motivated is alert to the objectives that individuals must achieve and less motivated employees
will not be able to utilize the organizational facility efficiently. Most top management aware
that positive motivation leads to better performance. It is because motivation increases the
willingness of workers to work and the effectiveness of the organization. This research
investigates the elements that lead to motivation among employees in the hospitality industry.
It found five elements which are the which are 1) convenience 2) happiness, 3) working
environment, 4) will and desire, 5) relationship with colleagues, 6) work interest, 7) salary, 8)
relationship with the employer and lastly 9) gaining new knowledge. It was found that there is
a direct link between employee motivation and their performance because employee eagerness
and enthusiasm was reflected in the quality of their work. The employee who is motivated will
not always be productive matching with internal motivation. This is because there are other
factors such as resources and good working environment also influence motivation. It is
obvious that managers need to focus on both intrinsic and extrinsic of motivation that may
influence employees since both are important. The findings of this research could be used by
organisations to improve their employee motivation and further help the organisation to
perform better in the future.
References
Armstrong M. (2006). A Handbook of Human Resource Management Practice. 10th Ed.
London.: Kogan Page Ltd., G. (2004). Remuneration theory and job design. New
Jessey: International Publications.
Bowen, B. R. (2000). Recognizing and Rewarding Employees. Blacklick, OH, USA: McGraw-
Hill Companies
Bruce A. (2003). How to Motivate Every Employee. Kindle Ed. McGraw-Hill Companies Inc.
Campbell, J. P. (1990). Modelling the Performance Prediction Problem in Industrial and
Organizational Psychology. In M. Dunnette & L.M. Hough (Eds.), Handbook of
industrial and organizational psychology, 1, (2nd ed.), Consulting Psychologists Press,
Palo Alto, CA, pp. 687–731.
Chudley, G. (2004). Remuneration theory and job design. New Jessey: International
Publications.
Dubrin, A. J. (2004). Leadership: Research findings, practice, and skills. New York: Houghton
Mifflin Company.
Gichure, C. N. (2014). Factors affecting employee motivation and its impact on employee
Performance (master’s thesis). Retrieved from HF 5549.5.M63G52. Nairobi: Kenya.
Greeno, S. (2002). Human capital management: achieving added value through people. Kogan:
Pager limited.
Herzberg F., Mausner B. and Snyderman B. B. (1959). The Motivation to Work. London:
Chapman and Hall Ltd.
Hodgetts R. M. and Hegar K. W. (2008). Human Relations at Work. 10th Ed. Ohio: Edward
Brothers MI.
Jesop, T. (2005). Improving employee’s performance through human resource management.
London: Hoffman press.
Kroth M. (2007). The Manager as Motivator. Connecticut: Praeger.
Latham G. P. (2007). Work Motivation: History, Theory, Research, and Practice. London: Sage
Publications.
Lawler E. E. and Porter L. W. (1969). Reward Practices in Organizations in Human Relations
and Organizational Behavior: Readings and Comments. New York: McGraw-Hill Book
Company.
22
Likert R. (1969). The Principle of Supportive Relationships in Human Relations and
Organizational Behavior: Readings and Comments. New York: McGraw-Hill Book
Company.
Kinicki, A. & Fugate, M. (2012). Organizational Behavior: Key Concepts, Skills & Best
Practices. New York, NY: McGraw-Hill Irwin.
Marks, D. and Yardley L. (2004). Research methods for clinical and health psychology. SAGE.
McGregor D. M. (1969). The Human Side of Enterprise in Human Relations and
Organizational Behavior: Readings and Comments. New York: McGraw-Hill Book
Company.
Robbins and Judge S. P. and Judge T. A. (2007). Organisational Behavior. 12th Ed. New
Jersey: Pearson Prentice Hall.
Soud, S. A. (2014). Factors that Influence Employee Performance at the Fairmont Norfolk
Hotel (master’s thesis). Retrieved from HF 5549.5. P35568. Nairobi, Kenya.
Shadare, O., Hammed, A., and Ayo, T. (2009). Influence of Work Motivation, Leadership
Effectiveness and Time Management of Employees‟ Performance in some Selected
Industries in Ibadan, Oyo State, Nigeria, European Journal of Economics, Finance and
Administrative Science, vol. 1450-2887, no. 16, pp. 7-17.
Thompson, J., & Martin, F. (2010). Strategic Management: Awareness & Change (6th ed.).
Hampshire, UK: South Western Cengage Learning.
Vroom V. H. (1964). Work and Motivation. New York: John Wiley and Sons Inc.
Yin, R., (1994). Case study research: Design and methods (2nd ed.). Beverly Hills, CA: Sage
Publishing.
23
View publication stats
