Motivation In Hospitality

Introduction
This study will investigate how and if motivation increases job satisfaction in the hospitality industry. The scope of the literature review will cover what has already been documented surrounding motivation theories and job satisfaction in the hospitality industry. The study of motivation is why people behave in a certain way. Motivation is a key factor into the reasons that employees stick to their jobs or move to another company. (Nadiri and Tanova, 2010, p. 35 cited by Uludag et al 2011) have defined job satisfaction as an “individual’s positive emotional reaction to a particular job.”

What is Motivation?
The study of motivation is about people and why they behave the way they do. People can be motivated in many different

“Their study indicated that older employees, compared to their younger counterparts, require more incentives to enhance the intrinsic motivation.” (Boumans, de Jong, and Jassen 2011)

What factors encourage employee motivation?
Factors encouraging employee’s motivational behaviour should be highlighted and used in a positive way to encourage employees to perform to the best of their ability in the workplace. Motivating employees leads to less staff turnover however each member of staff may be motivated by different factors, therefore each employee will have their own tailored set of needs. Motivational factors include;

Money
The majority of people would say that money is the biggest motivator when it comes to applying for a job or even working in a current job. According to (Kanter, 1987 cited in Mullins, 1999) when it comes to money and promotion, employees are being differentiated “on the basis of status rather than their contribution” to the work they

(Mabey & Salaman, 1995) “Note that the expectancy theory has been developed from Vroom’s early specifications to be expressed very clearly as a combination of three factors, namely expectancy, instrumentality and valence.”

“Expectancy is the probability assigned by the individual that work effort will be followed by a given level of achieved task performance.” (Gunnigle et al, 2006:140)

“Instrumentality is the probability assigned by the individual that a given level of achieved task performance will lead to various work outcomes (rewards).” (Gunnigle et al, 2006:140) According to (Mullins, 1999) there are two outcomes in relation to instrumentality they are:
1. “The first level outcomes are performance related – they refer to the quantity of output or to the comparative level of