INTRODUCTION
Research background
Tourism industry plays a significant role in Vietnamese economic structure
In 2012, Vietnam's tourism market experienced significant growth, welcoming over six million foreign travelers, a 19.1% increase from the previous year, as reported by Grant Thornton Vietnam This surge in tourism has positively impacted the hotel industry, which had already attracted nearly 11 billion USD in investments across 247 projects by 2009.
The hotel industry, ranking third after industrial processing and manufacturing in terms of development, significantly drives labor demand due to its unique service-oriented nature A key characteristic of this industry is its seasonality, which greatly affects workforce stability During peak seasons, hotels require a large, productive labor force, while in low seasons, they retain only a few permanent employees This fluctuation leads to an unstable workforce, demotivated part-time staff, and negatively impacts the performance of permanent employees.
The target customers for hotels are tourists from diverse countries, each bringing unique cultures, habits, and customs It is essential for servers, who interact directly with these guests, to comprehend their needs to ensure high-quality service.
The demanding nature of the hospitality industry places significant stress on servers, who must operate with high levels of specialization Employees are expected to maintain discipline while working under pressure, demonstrating sensitivity, accuracy, and consistency in their roles.
High staff turnover in the hotel industry is a prevalent and expensive issue, often driven by factors such as low wages, unsociable working hours, monotonous tasks, and limited career advancement opportunities Employees are particularly likely to leave when they experience high levels of stress and feel demotivated by their management team.
An organization with an unstable workforce must invest millions of dollars in recruitment, orientation, and training to maintain operational efficiency.
Maintaining continuity in customer relationships is crucial for fostering customer loyalty and enhancing organizational efficiency Without it, companies face management stress, increased conflict, and challenges in market competition Therefore, implementing effective policies to motivate and retain high-performing employees is essential, as they are key to creating unique customer experiences A stable workforce serves as a significant competitive advantage, as highlighted by Kreisman (2002), who states that customer relationships strengthen when employees are consistent, providing reliable product knowledge and industry expertise.
Numerous studies conducted globally have identified key factors influencing employee motivation in the hotel industry As the hotel sector rapidly develops, the need to recruit new talent and retain high-performing staff becomes crucial Therefore, investigating employee motivation within Vietnam's hotel industry is essential for enhancing competitive advantage in the market This research aims to establish objectives focused on fostering motivation in the hotel sector.
Research questions
1.What factors affecting to employees’ motivation in hotel industry in Ho Chi Minh City?
2 How does each factor affect to employee’s motivation?
Research objectives
The goal of this research are as below
- To determine factors affecting employees’ motivation in hotel industry in Ho Chi Minh city
- To evaluate how each factor affects to working motivation
This study aims to assess how personal characteristics, including gender, age, education level, experience, contract type, and hotel standards, influence employee motivation.
Scope of this study
This study will focus on hotel businesses in Ho Chi Minh City, encompassing both 4 and 5-star hotels as well as those rated below 4 stars The participants in the research will include employees from various departments, such as food and beverage, front office, finance, and human resources.
Research contribution
This research has developed a measurement system for assessing the level of working motivation in the hotel industry It provides valuable insights for hotel managers, aiding them in making informed decisions in human resource management to enhance productivity and employee motivation Additionally, the findings contribute to the broader field of human resource management research, particularly within the hotel sector.
Research structure
This study includes four chapters after chapter 1 Introduction, as below:
Chapter 2 – Literature review : this chapter includes Definition of motivation, theories of motivation, previous researches in hospitality industry and identifying significant motivational factors in this paper
Chapter 3 – Research method: this chapter consists research process, measurement scale, the pilot test and the main research which was conducted
Chapter 4 – Data analysis: this chapter describes how each measurement scale was evaluated and the result of testing hypothesis It consists of sample description, measurement scale data analysis, regression analysis and evaluating the impact of personal characteristic on employee motivation
Chapter 5 – Conclusion and Recommendation: this chapter presents brief description about research findings and some of implications has mentioned At the tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg end, research limitation and recommendations for future research have presented as well tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
LITERATURE REVIEW
Definition of Motivation
Motivation is defined as “a process that starts with a physiological deficiency or need that activates a behavior or a drive that is aimed at a goal incentive” (Luthans,
Motivation is defined as an internal state that drives individuals to engage in specific behaviors (Spector, 2003) Pinder (1998) elaborates that work motivation encompasses both internal and external forces that initiate and shape work-related behavior, influencing its form, direction, intensity, and duration This definition highlights the impact of environmental factors, such as organizational reward systems and the nature of the work, alongside personal factors like individual needs and motives on work behavior.
Motivation is commonly defined as the drive stemming from unsatisfied needs of employees, influenced by both intrinsic and extrinsic factors These forces compel employees to engage in specific behaviors aimed at achieving their goals and fulfilling their needs.
The psychology of motivation is tremendously complex (Herzberg, 1987) Theories about motivation were developed and became popularly in practice as below.
Motivation theories
Maslow’s hierarchy of needs, introduced by Abraham Maslow in 1943, outlines five essential sets of goals: physiological, safety, love, esteem, and self-actualization This theory serves as a valuable tool for managers and organizational leaders, emphasizing the importance of motivating employees by addressing their emerging or unmet needs Implementing support programs and focus groups can also help employees manage stress, particularly during challenging times.
In his 1961 publication "The Achieving Society," McClelland introduced the theory of needs, highlighting three primary motivations: achievement, power, and affiliation The need for achievement is characterized by the drive to excel and succeed against established standards The need for power involves influencing others to act in ways they might not otherwise choose Meanwhile, the need for affiliation reflects a desire for close interpersonal relationships and social connections McClelland argued that individuals with a strong need for achievement are often more successful as entrepreneurs, while the need for affiliation emphasizes the importance of social bonds and the desire to be loved Lastly, the need for power underscores an individual's aspiration to inspire and guide others toward their own success.
The Two-factor theory, also known as Herzberg's motivation-hygiene theory, posits that job satisfaction and dissatisfaction arise from different factors in the workplace Developed by psychologist Frederick Herzberg in 1959, this theory suggests that these two aspects operate independently, highlighting the importance of understanding both to enhance employee motivation and workplace satisfaction.
- Motivators (satisfaction): five factors stood out as strong determiners of job satisfaction:
Achievement tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
- Hygiene factors (dissatisfaction): the determinants of job dissatisfaction were found to be:
Herzberg's theory posits that the elements contributing to job satisfaction are fundamentally different from those causing job dissatisfaction He identifies hygiene factors—such as supervision quality, salary, company policies, working conditions, interpersonal relationships, and job security—as essential for preventing dissatisfaction However, while improving these factors can eliminate discontent, they do not inherently lead to job satisfaction.
To effectively motivate employees, organizations should focus on intrinsic factors related to the work itself and its direct outcomes Herzberg emphasized the importance of promotional opportunities, personal growth, recognition, responsibility, and achievement, as these elements are what individuals find most rewarding in their jobs.
Clayton Alderfer modified Maslow's Need Hierarchy to better reflect empirical research, resulting in what is known as the ERG theory, which encompasses three core needs: Existence, Relatedness, and Growth.
Existence refers to our concern with basic material existence requirements; what Maslow called physiological and safety needs
Relatedness refers to the desire we have for maintaining interpersonal relationships; similar to Maslow’s social/love need, and the external component of his esteem need
Growth refers to an intrinsic desire for personal development; the intrinsic component of Maslow’s esteem need, and self-actualization
Alderfer’s ERG theory contrasts with Maslow’s Need Hierarchy by allowing multiple needs to be active simultaneously, rather than adhering to a strict hierarchy that requires lower needs to be largely fulfilled before progressing to higher ones.
The equity theory of motivation posits that individuals are driven to maintain a balance between their perceived inputs and rewards According to Adams (1965), expectations of fairness in this balance are shaped through socialization and comparisons with others When employees feel they are treated unfairly, they may respond in various ways, such as reducing their work output, seeking salary increases, or pursuing more enjoyable tasks Additionally, employees may choose to withdraw from the situation entirely by quitting their job and looking for new employment opportunities.
Expectancy Theory suggests that individuals choose specific behaviors based on their motivation to achieve desired outcomes (Oliver, R., 1974) According to Victor H Vroom (1964), motivation is a process that influences choices among various voluntary activities, driven by individual control People make decisions by estimating how well the expected results of their actions align with their desired goals This theory identifies three key components that influence behavior: Valence, Instrumentality, and Expectancy.
Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor in the 1960s They describe two contrasting models of workforce motivation
- Theory X workers could be described as follows:
Individuals who dislike working and avoid it where possible
Individuals, who lack ambition, dislike responsibility and prefer to be led
The management implications for theory X workers were that, to achieve organizational objectives, a business would need to impose a management system of coercion, control and punishment
- Theory Y workers were characterized by McGregor as:
Consider effort at work as just like rest or play
Ordinary people who do not dislike work Depending on the working conditions, work could be considered a source of satisfaction or punishment
To effectively manage Theory X workers, organizations should focus on providing diverse rewards to meet their objectives In contrast, the challenge for managing Theory Y workers lies in fostering a work environment that encourages the demonstration and development of their skills and abilities.
Edwin Locke (1968) emphasized that employees are driven by clear goals and constructive feedback In 1990, Locke and Gary Latham published their influential work, “A Theory of Goal Setting and Task Performance,” which explored the impact of goal setting in the workplace They identified five essential principles that must be present for goals to effectively motivate employees.
The SMART acronym highlights five key characteristics of Goal Setting theory, widely utilized in organizations Goals are clarified by ensuring they are Specific, Measurable, and Time-bound The challenge of setting goals is linked to their Relevance, but they must first be Achievable Commitment to goals is fostered through Agreed and Realistic objectives, as agreement enhances dedication Finally, feedback is facilitated through measurable outcomes.
The Job Characteristics Model (JCM), developed by Hackman and Oldham, aims to enhance employee motivation through effective job design The JCM identifies relationships among three key classes of variables.
Critical psychological states tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
They have identified that any job can be described in terms of below key job characteristics:
- Skill Variety: a degree to which a job requires different skills and talents to complete a number of different activities
- Task Indentify: the dimension refers to the completion of a whole and identifiable piece of work versus a partial task as part of larger piece of work
- Task Significance: is the impact of the task upon the lives or work of others
- Autonomy: is the degree of independence or freedom allowed to complete a job
- Task feedback: individually obtaining direct and clear feedback about the effectiveness of the individual carrying out the work activities
- Dealing with others: the extent to which the job involves working closely with other people
There are some strategies in job design in order to increase work motivation, such as: Job enlargement, Job enrichment, Job rotation, work at home or flexible working hours, etc
Theoretical research on motivation has identified various factors through diverse approaches However, in practice, employers often rely on monetary and non-monetary incentives as straightforward tools to motivate their employees.
Previous researches about motivation in hospitality industry and identifying
This research examines various motivation theories to identify the factors influencing employee motivation in specific contexts, particularly within the general and hotel sectors Four key motivational factors frequently emerge from the studies reviewed Hypotheses will be developed based on these factors to assess their impact on employee motivation in the context of Ho Chi Minh City.
Table 2.2 Summary of factors affecting to employees’ motivation in hotel industry
1 Management Barbara J Kreiman (2002); Buckingham and Coffman
(1999); Charl Van Wyk (2011); Sunil Ramlall (2004)
2 Working conditions Barbara J Kreiman (2002); Buckingham and Coffman
(1999); Charl Van Wyk (2011); Anastasios Zopiatis and Panikkos Constanti (2007); Boondarig Ronra and Manat Chasisawat (2010); Darrn Lee-Ross (1998); Terry Lam et al (2001)
3 Recognition Buckingham and Coffman (1999); Anastasios Zopiatis and
Panikkos Constanti (2007); Elisa Moncarz et al (2009)
4 Development Buckingham and Coffman (1999); Charl Van Wyk (2011);
Elisa Moncarz et al (2009) and Sunil Ramlall (2004) have contributed significant research in their respective fields For the latest updates and full access to their work, please download the relevant documents For further inquiries, you can reach out via email at vbhtj mk gmail.com.
In her 2002 paper, Barbara J Kreiman identifies two key groups of factors influencing employee motivation, commitment, and retention: individual concepts and job context Individual factors include needs, values, beliefs, knowledge, skills, motivation, and interpersonal style, while job context factors encompass management, rewards, organizational environment, tools, and atmosphere Kreiman argues that these elements collectively foster motivational behavior, ultimately enhancing organizational commitment She highlights the critical role of managerial control in driving employee satisfaction and commitment, which involves providing recognition, feedback, opportunities for growth, fair compensation, a positive work environment, and respect for each employee's unique competencies and needs.
According to Buckingham and Coffman (1999), managers play a crucial role in fostering employee commitment by utilizing effective communication skills and providing positive feedback to enhance staff strengths and address weaknesses Research by Buckingham and Coffman (1999), Kaye and Jordan-Evans (1999), Kreisman (2002), and Herman (1999) highlights that poor relationships between managers and employees are a leading cause of employee resignations Therefore, the management style of leaders is vital in motivating employees and cultivating organizational commitment.
According to Adam’s equity theory, Hellriegel and Slocum (2007) and Coetsee
In 2003, it was emphasized that managers should ensure fair treatment of their staff and promote open communication regarding employee contributions and outcomes to prevent dissatisfaction The manager's role is crucial in Adam's equity theory, acting as a moderator between individual effort and goals through recognition If a manager fails to acknowledge an employee's efforts, it may lead to a decline in motivation or even result in the employee leaving the job.
Locke and Latham’s goal-setting theory highlights the crucial role of managers in motivating employees through effective goal setting According to Borkowski (2009), while goal-setting may seem straightforward, it demands meticulous planning and ongoing monitoring by managers To inspire employees to achieve specific goals, timely positive feedback and coaching are essential.
From above literatures, management was supposed to affect to employee’s motivation So, the first hypothesis is:
H1: Management positively affects to employees’ motivation
Working conditions play a crucial role in employee motivation, as highlighted by Maslow's hierarchy of needs They are essential for enhancing employee performance and effectiveness While Herzberg's theory categorizes working conditions more as a hygiene factor than a motivational one, numerous studies in the hotel industry suggest that they can also serve as a motivational factor This paper aims to explore the ongoing debate regarding the classification of working conditions as a motivational factor.
Darren Lee-Ross (1998), referencing Byrne (1986), emphasizes the connection between motivation and working conditions, stating that enjoyable work environments lead to increased motivation and reduced employee turnover (DeMicco and Reid, 1988; Vroom and Deci, 1970) To enhance working conditions in the hotel industry, Lee-Ross advocates for the use of the Job Diagnostic Survey, which is based on Hackman and Oldham's (1980) Job Characteristics Model By utilizing a simplified 21-question version of the survey, managers can create job profiles for each department and identify any Core Job Dimensions that score low The motivation potential score (MPS) formula allows for comparisons with industry and organizational norms, enabling managers to address weaknesses in working conditions and implement necessary improvements.
Terry Lam et al (2001) highlight that the work environment and the nature of the job are crucial factors in determining overall job satisfaction in Hong Kong's Chinese restaurants A harmonious workplace, clear human resource policies, and opportunities for employee development contribute significantly to this satisfaction The study advocates for granting line employees and assistant managers a high degree of autonomy, empowering them to make decisions in restaurant operations and customer interactions, and encouraging innovative approaches to enhance customer satisfaction.
Kadasamy and Ancheri (2009), as cited in Yu (1999), highlight the challenge management faces in motivating employees to remain in their positions by improving working conditions to reduce turnover Their research on quality of work-life (QWL) in the hotel sector identifies eight key dimensions: job characteristics, person-job fit, company image, HR policies, physical working conditions, work-life balance, work group relationships, and customer interactions.
Goal-setting is an essential aspect of job content that shapes and reinforces employee efforts When specific goals are established with clear timelines, employees are motivated to direct their efforts toward achieving these objectives (Nel et al., 2004) This process is designed to enhance motivation and drive performance in the workplace (Daft and Marcic, 2009).
From above studies which were conducted before, the second hypothesis in this study as follow:
Working conditions have a significant positive impact on employee motivation Ensuring a supportive and conducive work environment can enhance productivity and job satisfaction among employees.
Numerous studies highlight the impact of reward and recognition on employee motivation, aligning with Maslow's hierarchy of needs, where recognition fulfills "esteem needs." Hertzberg (1987) identifies recognition as a key factor in job satisfaction and extrinsic motivation According to Nel et al (2004), motivators include achievement, recognition, job responsibilities, and feedback Extrinsic rewards can be financial, such as bonuses and salary increases, or non-financial, like public praise in meetings Kreitner & Kinicki (2008) emphasize the importance of equitable recognition, noting that perceived inequity can lead to demotivation Buckingham and Coffman (1999) point out that feeling unappreciated is a significant reason employees leave organizations Recognition can take various forms, including financial incentives, training, and promotion opportunities.
So, with its necessary of recognition in motivate employee, the third hypothesis is:
H3: Recognition positively affect to employee’s motivation
Opportunities to develop, improve skills and career is of the most important reason employees choose to stay or left an organization (Buckingham and Coffman, 1999)
So, it is very important in human resource practices of employees development
“Development is considered as gaining skills and taking advantage of many different methods of learning that benefit employees and organization alike”
Development should not only be encouraged but also present challenges and new learning opportunities that enhance skills This can include training, cross-training, job advancement, and providing a diverse range of knowledge and skills, all of which contribute to individual improvement and the overall success of the organization.
To enhance employee skills and job satisfaction in the hotel sector, it is essential to design jobs that promote skill variety, autonomy, and feedback (Lee-Ross, 1998) Cross-training is widely encouraged among employees eager to improve their expertise and knowledge Most hotels provide training to reinforce operational standards and introduce new products or services, which is a valuable investment, as evidence shows a strong correlation between training activities, productivity, and employee retention (Moncarz et al, 2009) Furthermore, effective human resource practices that focus on developing talent and fostering teamwork significantly boost employee productivity and customer satisfaction (Moncarz et al, 2009; Youndt et al, 1996) Therefore, hotels should prioritize the training and development of existing employees rather than incurring costs on hiring and onboarding new staff, ultimately leading to increased motivation, retention, and job satisfaction (Rashid, 2010; Paswan et al, 2005).
Hence, based on previous researches about affecting of development on employee motivation, the forth hypothesis is:
H4: Development positively affect to employee motivation.
Research model
Based on the aforementioned hypotheses, a research model has been developed.
The introduction chapter outlines fundamental motivation theories and reviews prior research to identify four key motivational factors: Management, Working Conditions, Recognition, and Development Ultimately, a research model has been established based on these findings.
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RESEARCH METHOD
Research process
The research was conducted as the below chart
Measurement scale
Scale items of Management was adopted from Smith, et al (1996)
Table 3.1 Scale of Management Code Survey question
M1 I know what is expected of me
Conclusion and Recommendations tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
M2 Supervisor willing and able to help out
M3 Supervisor treats everyone equitably M4 Supervisor lets me know how I am doing
M5 Supervisor listens to my comments
M7 I receive ongoing feedback that helps me improve my performance
M8 I am received enough instructions to do job well
M9 I am received additional training when needed
Scale items of Working conditions based on Devadass (2011)
Table 3.2 Scale of Working Conditions Code Survey question
J1 I have the materials and equipment I need to do my work right
J2 Progress and procedure allow me to effectively meet my customers’ needs
J3 I am offered a work-life balance environment for employees
J4 I am empowered to meet customers’ needs
J5 I am encouraged to come up with new and better ways of doing things
J6 My manager and I have discussed my individual goals for each year / semiannual
J7 My manager and I have identified ways I can develop in my career
J8 The goal setting for task in achievable
Recognition was measured base on Moncarz et al (2009)
Table 3.3 Scale of Recognition Code Survey question
R1 People are rewarded for meeting customer-quality assurance goals
The compensation and benefits system is effectively communicated to employees, ensuring clarity and understanding of their entitlements.
R3 People are rewarded/ recognized for meeting their goals/ objectives
R4 Work teams rewarded/ recognized for meeting their goals/ objectives
Scale of Development was measured base on Lub et al (2012)
Table 3.4 Scale of Development Code Survey question
L2 I am offered team-building training for employees
L3 I have opportunity to be cross – trained
L4 My company posts job openings so existing employees can apply
L5 My company supports promoting employees from within
Scale of Motivation was measured by below items
Table 3.5 Scale of Motivation Code Survey question
MOT1 Overall, management creates my working motivation MOT2 Overall, my working conditions creates my working motivation MOT3 Overall, recognition creates my working motivation
MOT4 Overall, development creates my working motivation MOT5 Overall, my hotel creates my working motivation
The qualitative pilot research
In November 2012, a qualitative pilot study was conducted at Park Hyatt Saigon using group discussions and in-depth interviews with ten employees This pilot survey aimed to evaluate the content and clarity of the terminology used in the measurement scale.
The participants in the group discussion study comprehended the content and significance of each measurement scale statement This pilot study will aid in the development of the primary questionnaire for the main research.
Main research
The primary research utilized a qualitative method involving 270 employees from the hotel industry in Ho Chi Minh City, gathered through questionnaires The official questionnaires were initially created in English and subsequently translated into Vietnamese to ensure clarity A five-point Likert scale was employed to measure responses, ranging from 1 (strongly disagree) to 5 (strongly agree).
Hair et al (1994) pointed out the minimum sample size is equal or larger 5 time of variables This study has 31 variables so the minimum sample size is: n= 31 x 5 155
The primary data will be collected through questionnaires which sent directly or via emails The secondary data sources from books, articles, newspaper, business magazines and websites
The completed questionnaires were screened, coded, and the raw data was entered into SPSS version 16 To assess the reliability and validity of the measurement scales, Cronbach’s Alpha and Exploratory Factor Analysis were utilized Subsequently, multiple regression analysis was performed to evaluate the correlation between the dependent and independent variables.
Cronbach’s Alpha is a statistical measure used to assess the internal consistency reliability of multiple item scales To enhance the reliability of the scale, Item-to-total Correlation Coefficients can be utilized to identify and eliminate unappreciated items A Cronbach’s Alpha value of 0.6 or higher is generally regarded as acceptable for ensuring reliability.
After calculating Cronbach’s Alpha, the Exploratory Factor Analysis (EFA) method will be utilized to investigate the relationships among the variables The KMO index exceeded 0.6, and Bartlett’s test yielded a significance level below 0.05 (p < 0.05).
The last step is Regression analysis to display affecting level of independent variables to dependent variable
Chapter 3 presents how to collect raw data, way to analysis collected data to test the hypothesis Result of data analysis would be displayed in Chapter 4 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
DATA ANALYSIS
Descriptive statistics of sample
A total of 240 employees from hotel businesses in Ho Chi Minh City participated in the study by completing questionnaires Out of 270 questionnaires distributed, 222 were deemed qualified for data analysis, resulting in a high usable response rate of 92.5 percent.
Table 4.1 Demographic Statistics of the Respondents
Item Frequency Percent (%) Item Frequency Percent (%)
Short term Long term Total
Table 4.1 indicates a minor gender gap in the labor force, with males representing 52.7% and females 47.3% The hotel industry workforce is predominantly young, as 79.7% of respondents are aged between 20 and 30 years Additionally, 68% of respondents have been employed for 1 to 5 years, and 64.9% hold a university degree.
The construct measurement scale
This research utilized Cronbach’s Alpha and exploratory analysis to evaluate the reliability and validity of measurement scales Items with low item-total correlations (less than 0.4) were removed based on Cronbach’s Alpha, which indicates that a measure is acceptable if the value is 0.6 or higher, as suggested by Nunnally and Bernstein (1994).
4.2.1 Cronbach’s Alpha results of each measurement
Management, working conditions, recognition, development, and motivation all exhibit a Cronbach’s Alpha coefficient exceeding 0.6, along with corrected item-total correlation coefficients greater than 0.4 Consequently, these items meet the necessary criteria for inclusion in Exploratory Factor Analysis (EFA) For further details, please refer to Appendix 1.
Table 4.2 Cronbach’s Alpha results of each measurement
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Cronbach’s Alpha if Item Deleted
L2 14.88 15.488 684 815 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
4.2.2.1 EFA for factors affecting to employees’ motivation Principal Axis Factor analysis with Promax rotation was conducted to assess the underlying structure for the twenty three items of the Employees’ Motivation questionnaires Five factors were extracted After rotation, the first factor accounted for 43.609% of the variance, the second factor accounted for 8.291% of the variance, the third factor accounted for 6.103% of the variance, the fourth factor accounted for 5.201% of the variance and the fifth factor accounted for 4.005% of the variance Table 4.5 displays the items and factor loadings for the rotation factors, with loading less than 0.5 omitted to improve clarity See more at Appendix
Table 4.3 KMO and Bartlett’s test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .904
Bartlett's Test of Sphericity Approx Chi-Square 3500.834 df 325
Sig .000 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
The Exploratory Factor Analysis had deleted M1, M6, M7, J4, J5 and L2 because factor loadings of these items are less than 0.5
The initial four items, M2, M3, M4, and M5, focus on the dynamics between employees and their supervisors Key aspects include the supervisor's willingness to assist, the feedback employees receive regarding their performance, and the supervisor's attentiveness to employee concerns Consequently, this set of factors is collectively referred to as SUPERVISOR.
M2 Supervisor willing and able to help out
M4 Supervisor lets me know how I am doing
M5 Supervisor listens to my comments
The second four items was kept as initially Its name was RECOGNITION
R1 People are rewarded for meeting customer-quality assurance goals
R2 The compensation / benefit system that is communicated to employees
R3 People are rewarded/ recognized for meeting their goals/ objectives
R4 Work teams rewarded/ recognized for meeting their goals/ objectives
The next five items pertain to individual development, including training, job rotation, and goal setting Item M9 was separated from the Management factor and incorporated into this new category Additionally, items J6 and J7, which relate to career development goals and were originally part of Working Conditions, were also included in this new factor Therefore, it is logical to combine these items under the factor of DEVELOPMENT.
M9 I am received additional training when needed
J6 My manager and I have discussed my individual goals for each year / semiannual
My manager and I have identified strategies for my professional development, focusing on enhancing my skills and advancing my career.
L3 I have opportunity to be cross – trained
The fourth factor identified was Working Conditions, which originally included four items: J1, J2, J3, and J4 Additionally, item M8, initially part of the Management factor, was reclassified and integrated into the Working Conditions factor due to its relevance This adjustment was deemed appropriate, enhancing the coherence of the Working Conditions factor.
M8 I am received enough instructions to do job well
J1 I have the materials and equipment I need to do my work right
J2 Progress and procedure allow me to effectively meet my customers’ needs
J3 I am offered a work-life balance environment for employees
J8 The goal setting for task in achievable
Promotion within an organization serves as a vital tool for employee retention and motivation It rewards past efforts, encourages investment in human capital, and reduces job turnover (Lazear, 1998) By providing opportunities for growth and advancement, promotions enhance employee satisfaction and motivation Consequently, promotion plays a significant role in influencing employee motivation in this study, culminating in the final factor: PROMOTION.
L4 My company posts job openings so existing employees can apply
My company prioritizes promoting employees from within, fostering a culture of growth and development.
4.2.2.2 EFA for factor of employees’ motivation
Table 4.4 KMO and Bartlett’s test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .821
Bartlett's Test of Sphericity Approx Chi-Square 375.796 df 10
The analysis revealed a single component extracted, with all items MOT1, MOT2, MOT3, MOT4, and MOT5 exhibiting loading factors greater than 0.5 The Kaiser-Meyer-Olkin (KMO) measure was 0.821, and Bartlett’s Test indicated a significance level of 0.000, which is below the 0.05 threshold Therefore, these results are deemed acceptable.
Adjustment of hypotheses and research model
The EFA results indicate that the items from the four original factors have been restructured into five new factors Consequently, the conceptual framework needs to be revised to incorporate these five new factors.
Promotion tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
H’1 There is a positive affecting between Supervisor and Employee’s motivation
H’2 There is a positive affecting between Recognition and Employee’s Motivation
H’3 There is a positive affecting between Development and Employee’s Motivation
H’4 There is a positive affecting between Working Conditions and Employee’s Motivation
H’5 There is a positive affecting between Promotion and Employee’s Motivation.
Regression analysis
Supervisor Recognition Development Conditions Promotion Motivation Supervisor 1
The Pearson correlation coefficients between the dependent variable, motivation, and the independent variables—supervisor, recognition, development, conditions, and promotion—were all significant, with a 2-tailed p-value of 0.000 (p < 0.005) As shown in Table 4.8, the correlation coefficient between motivation and these factors was relatively moderate, with the highest value being 0.645, indicating potential weak multicollinearity Further regression analysis will be conducted to assess the presence of multicollinearity.
Table 4.6 Summary output of Regression Analysis
Std Error of the Estimate
Sum of Square df Mean
(Constant) Supervisor Recognition Development Conditions Promotion
The analysis indicates that the working conditions factor is statistically insignificant, exceeding the 5% significance level, and should therefore be excluded from the model Following the removal of this variable, the regression results are as follows: tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg.
Table 4.7 Summary output of Regression Analysis after remove one factor
Std Error of the Estimate
Sum of Square df Mean
The regression model showed that there are four factors which reached significant level less than 5% that: supervisor, recognition, development and promotion
The correction coefficient R Square of 0.635 indicates that 63.5% of the variance in motivation is explained by the four independent variables Additionally, there is no collinearity among these variables, as evidenced by a Tolerance value greater than (1 - R²) and a VIF of less than 2.
Regression Analysis identified four key factors influencing employee motivation: recognition, development, supervisor support, and promotion Among these, recognition had the greatest impact, with a standardized coefficient of 0.359, followed by development at 0.260, supervisor support at 0.215, and promotion at 0.101.
The regression line could be written as below:
Motivation = 3.053 + 0.215*supervisor + 0.359*recognition + 0.260*development + 0.175*promotion
4.4.3 Testing assumptions of Multiple Regressions
Sample size: The sample size of this research is 222, which was larger than the minimum requirement for multiple regression (155)
To test for multicollinearity among independent variables, the Tolerance value or Variance Inflation Factor (VIF) is analyzed A low Tolerance value (less than \(1 - R^2\)) indicates potential multicollinearity (Leech et al., 2005) In this analysis, the initial adjusted \(R^2\) was 0.631, leading to a \(1 - R^2\) value of 0.37, which confirms that multicollinearity was not present.
The Histogram and Normal probability plot were analyzed to ensure they meet the assumptions required for regression analysis.
Verification the different level of motivation in personal characteristics
Table 4.8 Personal characteristics and employee’s motivation Personal characteristics
Table 4.8 shows the significance level between groups of gender was 0.101 (greater than 5%), so there was no difference between gender groups on motivation
The significance level between groups of age was 0.237 (greater than 5%) so there was no difference between groups of age on motivation
The significance level for the comparison of experience groups was 0.107, indicating no significant difference in motivation among the groups.
The significance level between groups of education level was 0.237 (greater than 5%) so there was no difference between groups of education level on motivation
The sig result (0.005) of group employee’s contract types showed that there was difference between permanent staff and casual labor on their working motivation
According to Mean of each group, it seemed that permanent staff who working in hotel industry showed more motivation than casual labor
Employees in five-star hotels exhibit higher motivation levels compared to those in three-star hotels and lower This difference can be attributed to the scale and opportunities available in five-star establishments Working for a renowned hotel instills confidence and pride in employees, driving them to enhance their performance and commitment for greater recognition Consequently, a well-known brand positively influences employee motivation.
Discussion about findings
Based on literature reviews, the author developed four hypotheses regarding factors that may influence employee motivation: Management, Working Conditions, Recognition, and Development A study involving 222 employees in the hotel industry utilized Exploratory Factor Analysis, which identified five key factors affecting motivation.
Supervisor, Working conditions, Recognition, Development and Promotion Factor Promotion was a new factor, which was not reviewed in literature initially
Promotion is recognized as a powerful motivator and has been integrated as a key factor in a new research model A regression analysis was performed to assess the impact of various factors on employee motivation.
H’1 There is a positive affecting between Supervisor and Employee’s motivation
H’2 There is a positive affecting between Recognition and Employee’s Motivation
H’3 There is a positive affecting between
H’4 There is a positive affecting between Working conditions and Employee’s Motivation
H’5 There is a positive affecting between Promotion and Employee’s Motivation
The finding that working conditions do not significantly influence employee motivation was unexpected Theoretically, working conditions are considered a hygiene factor in Herzberg's theory, which means they contribute to job dissatisfaction rather than motivation (Herzberg, 1987) When working conditions are adequate, employees are merely not dissatisfied, but this does not necessarily lead to increased motivation In practice, most hotels must ensure that working conditions are sufficiently equipped to avoid dissatisfaction among employees.
Thus, employees who working in hotel do not care much about their working conditions Hence, this unsupported factor was reasonable
The analysis of personal characteristics among respondents revealed no significant differences in working motivation based on age, experience, education, or gender However, a notable distinction was found between permanent staff and casual labor, with permanent employees exhibiting higher levels of motivation This trend was also reflected in the influence of hotel reputation on employee motivation.
Employees in luxury hotels exhibit higher levels of motivation compared to those in mid-range hotels.
CONSLUSIONS AND RECOMMENDATIONS
Recommendations
Four factors have significations in increasing motivation level of employees who working for hotel industry in Ho Chi Minh City are: Recognition, Development, Supervisor and Promotion
To enhance employee motivation in the hotel industry, businesses can implement various strategies tailored to their specific needs.
The relationship between employees and their managers is a key factor influencing employee turnover, even in well-compensated positions with opportunities for recognition and growth In the hotel industry, this dynamic is particularly significant, as the high-pressure environment makes the support and appreciation from supervisors crucial Such positive relationships can motivate employees, leading to increased effort and efficiency in their work.
Supervisors should provide timely and constructive feedback to address any shortcomings and support their staff, fostering motivation for improved performance This feedback not only enhances work quality but also helps align employees' personalities with the organization's culture.
- Listening is an important and necessary skill of managers or supervisors
Listening to employee feedback during the work process is essential for enhancing productivity and addressing issues related to colleague relationships or personal challenges Effectively managing and responding to staff concerns fosters trust and understanding between employees and supervisors, ultimately boosting employee motivation.
Businesses in hotel industry should offer training course in interpersonal skill for supervisors and managers, in order to matching their management style to specific employee involved
The hotel industry thrives on customer orientation, making it essential to recognize and appreciate achievements in customer satisfaction Managers and supervisors can acknowledge these accomplishments immediately or document them for recognition during departmental meetings or periodic awards.
- The necessary of a compensation/ reward system
Recognizing and effectively communicating achievements within a business is essential for fostering motivation Many companies implement systems such as "Employee of the Month" awards, chosen by peers or based on performance Additionally, employees can earn points through various accomplishments, such as receiving positive feedback from guests, assisting colleagues, or successfully onboarding new team members, which can be exchanged for prizes It is crucial for all reward systems to be transparent and consistently applied to encourage employees to enhance their productivity and efficiency.
Regular department or general meetings are essential for keeping staff informed about business developments and their performance These meetings should include detailed discussions of charts and graphs related to property, revenue, profit and loss, as well as new information and business challenges.
Managers can enhance employee motivation by actively seeking feedback on how to support their staff and address their needs during work hours Meetings serve as an opportunity to recognize individual and team achievements in reaching goals, as well as to celebrate personal milestones, such as birthdays.
“Development is considered as gaining new skills and taking advance of many different method of learning that benefit employees and organization alike”
Businesses in the hotel industry should prioritize the appointment of full-time training officers Continuous training opportunities for employees enhance their skills and support their career development within the organization.
Managers and employees should engage in discussions about employee goals on a semiannual or annual basis Utilizing the SMART goal technique—Specific, Measurable, Achievable, Relevant, and Time-bound—can enhance the goal-setting process This approach allows for regular reviews to assess the employee's accomplishments over their tenure.
Managers or supervisor should help their staff in determining what skill they would like to improve and identifying the way to develop their career
In certain hotel corporations, the Management Trainee program offers department management positions the opportunity to become key leaders within their business or even the entire corporation Although participation is limited, this program effectively motivates line staff to work harder towards their career development.
Training officers must collaborate with managers to pinpoint the essential skills and knowledge required for staff improvement This may include core training courses focused on the hotel’s products and unique selling points, as well as specialized training such as wine education, food tasting, and customer service Additionally, interpersonal skills development and foreign language courses can also be beneficial.
A cross-training program can be implemented either voluntarily or as per hotel requirements, enhancing employee flexibility and adaptability by enabling them to perform various roles within the organization This approach not only boosts knowledge, skills, and work experience but also fosters better understanding among different departments Additionally, cross-training can revitalize supervisors or employees who may have fallen into poor performance by temporarily assigning them to different positions, prompting them to improve and often return to their original roles as exemplary performers (Claire Belilos, 1999).
Hotels can enhance employee motivation by creating opportunities for internal promotions It is essential for staff to receive adequate training and preparation for advancement Managers should prioritize promoting existing employees over hiring externally, as this approach reduces recruitment and orientation costs, and allows for a smoother transition into new roles due to familiarity with the work environment To maintain motivation, organizations should clearly communicate promotion opportunities to all employees, ensuring that the process is transparent and accessible for those interested in applying.
Managers should also support in promotion within organization.
Limitations and recommendation for future researches
The research conducted in Ho Chi Minh City involved a modest sample size of 222 respondents, which is insufficient given the city's economic scale To achieve more representative results, similar studies should be carried out in other locations across Vietnam with larger sample sizes, as findings may vary significantly based on the research context.
Data analysis reveals a significant disparity between permanent staff and casual labor in the hotel industry, primarily due to its seasonal nature Many casual workers have been employed for over three years yet receive lower pay, fewer benefits, and less recognition compared to their permanent counterparts This situation contributes to a high turnover intention among casual labor, which can adversely affect hotel operations Future research should focus on understanding the motivations of casual workers, strategies for retention, and methods to enhance their performance and opportunities for promotion.
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Exhibit 2.1 Maslow’s Hierarchy of Needs
Exhibit 2.2 The Herzberg's motivation-hygiene theory
Employees not dissatisfation, but not motivated
MOTIVATOR FACTORS tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Table 2.1 A Reorganization of Maslow's and Alderfer's Hierarchies
(development of competencies [knowledge, attitudes, and skills] and character)
Transcendence (assisting in the development of others' competencies and character)
Other (Relatedness) Personal identification with group, significant others (Belongingness)
Value of person by group (Esteem)
(Source: Maslow's Hierarchy of Needs, Huitt, 2004)
Exhibit 2.3 Equity theory ratios tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
(Source: Alan Chapman, 2002 Based on Douglas McGregor’s XY-Theory)
Exhibit 2.5 A diagram of Theory X and Theory Y
Organizational rewards Individual goals tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
(Source: Adapted from Hackman and Oldham, 1975)
Exhibit 2.6 Job Charactersitics Model APPENDIX 1: RELIABILITY ANALASIS OF MEASUREMENT SCALES
Total 222 100.0 a Listwise deletion based on all variables in the procedure
Reliability Statistics Cronbach's Alpha N of Items
Scale Statistics Mean Variance Std Deviation N of Items
33.47 56.788 7.536 9 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Total 222 100.0 a Listwise deletion based on all variables in the procedure
Reliability Statistics Cronbach's Alpha N of Items
Scale Statistics Mean Variance Std Deviation N of Items
The analysis included a total of 222 participants, representing 100% of the sample, with listwise deletion applied to all variables in the procedure For the latest full download of the thesis, please contact via email at vbhtj mk gmail.com.
Reliability Statistics Cronbach's Alpha N of Items
Scale Statistics Mean Variance Std Deviation N of Items
Total 222 100.0 a Listwise deletion based on all variables in the procedure
Reliability Statistics Cronbach's Alpha N of Items
Mean Variance Std Deviation N of Items
18.29 24.233 4.923 5 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Total 222 100.0 a Listwise deletion based on all variables in the procedure
Cronbach's Alpha Based on Standardized Items N of Items
Scale Statistics Mean Variance Std Deviation N of Items
APPENDIX 2: EXPLOTATION FACTOR ANALYSIS RESULT
2.1 EFA result of independent variables
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .904
Bartlett's Test of Sphericity Approx Chi-Square 3500.834 df 325
Sig .000 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
L1 701 635 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Extraction Method: Principal Axis Factoring
Factor Initial Eigenvalues Extractions of Squared Loadings Rotations of Squared Loadings a
7.509 5.723 8.364 8.811 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
.612 2.355 59.877 6.615 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
99.555 100.000 Extraction Method: Principal Axis Factoring
890 524 Extraction Method: Principal Axis Factoring
The article discusses the Rotation Method, specifically using Promax with Kaiser Normalization It emphasizes the importance of this technique in data analysis and its application in various research contexts The content also includes references to downloading the latest full thesis and provides contact information for further inquiries.
2.2 EFA result of dependent variables
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .821
Bartlett's Test of Sphericity Approx Chi-Square 375.796 df 10
Extraction Method: Principal Axis Factoring
Total Variance Explained Factor Initial Eigenvalues Extraction s of Squared Loadings
2.467 49.347 49.347 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
84.360 93.000 100.000 Extraction Method: Principal Axis Factoring
The study analyzed various factors influencing employee satisfaction, with the following mean scores: motivation (18.86), supervisor support (14.81), recognition (15.31), development opportunities (18.22), working conditions (19.45), and promotion prospects (7.59) The standard deviations for these factors were 4.160, 3.778, 4.021, 4.820, 3.848, and 2.186, respectively, based on a sample size of 222 participants.
Correlations motivation supervisor recog develop condi pro
Pearson Correlation motivation 1.000 625 644 634 613 594 supervisor 625 1.000 427 606 583 565 recog 644 427 1.000 431 525 460 develop 634 606 431 1.000 645 510 condi 613 583 525 645 1.000 469 pro 594 565 460 510 469 1.000
Sig (1-tailed) motivation 000 000 000 000 000 supervisor 000 000 000 000 000 recog 000 000 000 000 000 develop 000 000 000 000 000 condi 000 000 000 000 000 pro 000 000 000 000 000
N motivation 222 222 222 222 222 222 supervisor 222 222 222 222 222 222 recog 222 222 222 222 222 222 develop 222 222 222 222 222 222 condi 222 222 222 222 222 222 pro 222 222 222 222 222 222
4.1 Regression analysis with five independent variables
Variables Entered/Removed Model Variables Entered Variables Removed Method
1 pro, recog, develop, supervisor, condi a
All necessary variables have been entered The dependent variable in this context is motivation For the latest download of the thesis, please refer to the provided email address.
1 0.800 0.640 0.631 2.525 0.640 76.730 5 216 0.000 a Predictors: (Constant), pro, recog, develop, supervisor, condi b Dependent Variable: motivation
The analysis reveals that the predictors, including professional development, recognition, supervision, and working conditions, significantly influence motivation The dependent variable in this study is motivation, highlighting the importance of these factors in enhancing employee engagement and performance.
(Constant) Supervisor Recognition Development Conditions Promotion
Residual Statistics Minimum Maximum Mean Std Deviation N Predicted Value
Residual Std Predicted Value Std Residual
222 a Dependent Variable: motivation tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Histogram of Motivation dependent variable
The normal P-P plot of regression standardized residuals is essential for assessing the goodness of fit in statistical models It helps in identifying any deviations from normality in the residuals, which can impact the validity of regression results For the latest updates and resources, please download the full thesis available at the provided email.
Scatterplot of Motivation dependent variable
4.2 Regression analysis with four independent variables
Model Variables Entered Variables Removed Method
Enter a All requested variables entered
Std Error of the Estimate
The analysis reveals that the predictors, including professional development, recognition, and supervision, significantly influence motivation The constant value indicates a baseline level of motivation, while the coefficients suggest the strength of each predictor's impact.
Model of Squares df Mean
94.291 000 a a Predictors: (Constant), pro, recog, develop, supervisor b Dependent Variable: motivation
(Constant) Supervisor Recognition Development Promotion
1.870 1.382 1.746 1.673 a Dependent variable: motivation tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Residual Statistics Minimum Maximum Mean Std Deviation N Predicted Value
The histogram illustrates the distribution of the motivation dependent variable, highlighting key trends and patterns This analysis is crucial for understanding the factors influencing motivation levels For the latest updates and comprehensive insights, please refer to the full thesis available for download.
Normal P-P plot of Regression Standardized Residual
The scatter plot illustrates the relationship between motivation as a dependent variable and various factors influencing it The data is derived from the latest research, highlighting key insights into motivation trends For further information, please contact via email at vbhtj mk gmail.com.
QUESTIONNAIRE WORKING MOTIVATION IN HOSPITALITY INDUSTRY
Please kindly provide some information about yourself and your career
4 What is your hotel that you are working for? ……….
5 At present, your department that you belong to:
□ Others tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
6 What is your contract type?
7 Since how many years you have been working in hotel industry?
□ Post-graduated tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Please express the degree of your agreement with statements given below (by circling the number):
I know what is expected of me 1 2 3 4 5
Supervisor willing and able to help out 1 2 3 4 5
Supervisor lets me know how I am doing 1 2 3 4 5
Supervisor listens to my comments 1 2 3 4 5
I receive ongoing feedback that helps me improve my performance
I am received enough instructions to do job well 1 2 3 4 5
I am received additional training when needed 1 2 3 4 5
Overall, management creates my working motivation
I have the materials and equipment I need to do my work right
Progress and procedure allow me to effectively meet my customers’ needs
I am offered a work-life balance environment for employees
14 I am empowered to meet customers’ needs 1 2 3 4 5