Motivating Employees in the Hotel Industry Research Paper by scribbler

Motivating Employees in the Hotel Industry
Presents a literature review to evaluate if motivationally-inclined managers lead to more profitability.
# 152417 | 4,900 words | 11 sources | APA | 2013 | US
Published on Feb 08, 2013 in Business (Management) , Business (Human Resources) , Tourism (General)

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This paper surveys research that reflects the fact that, in the hotel and hospitality business, hiring the right manager, who understands that motivated workers helps the company make more money, is pivotal to maximizing company earnings. Next, the author presents specific cases, such as the Radisson Hotel chain and in Caribbean hotels, that identify management strategies that link employee motivation directly to company profit. The paper concludes by stressing research which indicates that the way in which hotel employees perceive management has a direct impact on the quality of their work, which ultimately reflects on the success and profitability of the hotel.

Table of Contents:
The Literature
Hiring the right manager, capable of buying into motivational dynamics
Motivating Employees Helps the Bottom Line
Managers Can Motivate by Sharing Financial Data with Employees
Are Bonuses a Good Way to Motivate Employees?
Does "Fun at Work" Really Motivate Employees?
Motivational Preferences of Caribbean Hotel Workers
Energized Employees Make "Lots of" Money for Companies
Proof that Motivating Employees Returns Profits
Hotel Managers May Need a Wake-Up Call

From the Paper:

"When trusted with updated, understandable financial data, employees are not only motivated to believe in the company at a deeper level (and hence help it become more profitable), Case goes on, but when they are told as much as possible about "their missions" they actually become "members of commando teams". Commando teams? Case borrowed that phrase from Tufts University professor Daniel C. Dennett, who believed that employees should be brought up to date on all the business data that is relative to their departments. Then, "when unanticipated obstacles arise" the commando team has "a chance of ad-libbing appropriately."
"One can easily imagine how hotel management could, on a regular basis, share certain appropriate data with employees - from the people cleaning rooms who don't speak English to the bartender in the lounge and the concierge in the lobby - and make them feel that they are more important than just people clocking in and clocking out. The number of rooms sold each month is a one indicator of profit for a hotel, but deeper than that are the expenses (staffing, utilities, maintenance, taxes, equipment overhead) that management has to take into consideration, and employees are empowered if they are knowledgeable in that regard, according to Case's Open-Book approach."

Sample of Sources Used:

  • Bruce, Anne, and Pepitone, James S., Motivating Employees, New York: McGraw-Hill Professional, 54-60.
  • Buchanan, Dave, 2000, 'Motivation Management', Human Resource Management Journal, vol. 10, no. 2, 95-96.
  • Case, John, 1998, The Open-Book Experience: Lessons from over 100 Companies who Successfully Transformed Themselves, Jackson, TN: Basic Books.
  • Charles, Kwame R., and Marshall, Lincoln H., 1992, 'Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study', International Journal of Contemporary Hospitality Management, vol. 4, no. 3, 25-29.
  • Delfgaauw, Josse, 2006, Wonderful and Woeful Work: Incentives, Selection, Turnover, and Worker's Motivation, Amsterdam: Rozenberg Publishers.

Cite this Research Paper:

APA Format

Motivating Employees in the Hotel Industry (2013, February 08) Retrieved September 26, 2021, from

MLA Format

"Motivating Employees in the Hotel Industry" 08 February 2013. Web. 26 September. 2021. <>