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International Journal of Contemporary Hospitality ManagementEmerald Article: The impact of demographic factors on Hong Kong hotel employees' choice of job-related motivatorsSimon Wong, Vickie Siu, Nelson Tsang
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The impact of demographic factors on Hong Konghotel employees' choice of job-related motivators
Simon WongDepartment of Hotel and Tourism Management, The Hong Kong PolytechnicUniversity, Hong KongVickie SiuDepartment of Hotel and Tourism Management, The Hong Kong PolytechnicUniversity, Hong KongNelson TsangDepartment of Hotel and Tourism Management, The Hong Kong PolytechnicUniversity, Hong Kong
Introduction
Hong Kong was rated number two in the
world in terms of competitive strengths by
the World Economic Forum (1997). The
service industry continues to be a crucial
revenue generator for the economic develop-
ment of the Special Administrative Region
(SAR). Over recent years, Hong Kong's econ-
omy has successfully restructured itself from
being manufacturing-oriented to service-
oriented.
The hotel industry constitutes a major
segment of this growing service industry in
Hong Kong. The hotel sector has accommo-
dated more than ten million tourist visitors
each year for the past two years. Given its
labor-intensive nature, the hotel industry
places great emphasis on customer service,
which is an important factor in attracting
new customers and retaining repeat guests.
However, employee morale was rated the
lowest in the world in a study conducted by
the International Survey Research (ISR)
(Oriental Daily News, 1996), which surveyed
7,500 employees of 30 sizable companies in
Hong Kong. The ISR results also revealed
that Hong Kong employees' morale has
continued to go downhill for the last 24 years.
According to the Hong Kong Hotels Asso-
ciation annual staff turnover report, the
average employee turnover rate was 41.26 per
cent for 1994/1995, for the 64 hotels that
participated in the survey. It could therefore
be useful for researchers to address the real
job motivators of Hong Kong hotel employ-
ees. If hotel managers can satisfy their
employees by understanding their underly-
ing motivations better, it will help to retain
hotel employees and thus improve customer
satisfaction in the long run.
Literature review
Mullins (1992) defined motivation as `̀ the
direction and persistence of actions''. He
stated that the driving force of motivation is
`̀ towards the satisfaction of certain needs and
expectations''. Maslow (1943), the pioneer of
motivational theories, developed his classical
five hierarchies of human needs:
1 psychological;
2 safety;
3 social;
4 esteem; and
5 self-actualization.
Mayo (1945) supported the idea that employ-
ees want to belong to a social group. Mayo
argued that this need is more important than
monetary compensation in motivating em-
ployees.
Similar to Maslow's hierarchy of needs
theory, McClelland (1965) suggested the
acquired-needs theory of motivation. He
proposed that human beings have three types
of needs:
1 need for achievement;
2 need for power; and
3 need for affiliation.
Nevertheless, Taylor (1991) disagreed that the
need for affiliation is more important than
monetary rewards. He believed that econom-
ic gain is the primary motivation for em-
ployees. This was supported by research
done by Graham and Kwok (1987) in Hong
Kong. They concluded that financial reward
is the primary motivator for Hong Kong
people. Another study conducted by Luk and
Arnold (1989) about the motivations and job
satisfaction of women in Hong Kong also
supported this conclusion. Their results
reflected that `̀ good pay'', `̀ chance for pro-
motion and advancement'' and `̀ job that
enables development'', were rated as impor-
tant job motivators.
Another influential motivation theory was
suggested by Frederick Herzberg (Herzberg
and Narnara, 1959). Unlike Maslow's hier-
archy of needs, Herzberg's two-factor theory
argued that individual needs satisfaction
does not progress in a hierarchy.
Herzberg's model is based on two distinct
sets of factors that influence behaviour:
1 Hygiene factors influencing job dissatis-
faction, which include pay, company po-
licies, working conditions and the nature
of supervision satisfaction.
[ 230 ]
International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
# MCB University Press[ISSN 0959-6119]
KeywordsDemographic trends, Employees,
Hong Kong, Hotels, Motivation
AbstractHong Kong hotel employees were
surveyed regarding their choices of
job-related motivators, based on
the ten job-related motivational
factors developed by Kovach
(1946). A total of 1,245 useful
questionnaires completed by the
employees working for 64 hotels in
Hong Kong, of the 72 listed in the
Hong Kong Hotels Directory, were
returned and analysed. The top
three motivators identified by
these Hong Kong hotel employees
were: (1) Opportunities for
advancement/development; (2)
Loyalty to employees; and (3) Good
wages. MANOVA analysis revealed
no interaction effect between three
independent variables: gender,
marital status and position level.
ANOVA analysis was then em-
ployed to determine whether any
significant differences existed
between different demographic
variables among the hotel
employees, concerning their moti-
vational choices. Significant differ-
ences were found in three job-
related motivators among most
demographic variables. They were:
(1) Interesting work; (2) Opportu-
nities for advancement and
development; and (3) Feeling of
being involved. We concluded that
different demographic groups look
for different motivational factors in
their jobs. The impacts of the
demographic characteristics are
discussed, and recommendations
are made regarding tailor-made
motivational programmes for dif-
ferent/types of employees.
E-mail addresses:hmsimon@polyu.edu.hkhmvickie@polyu.edu.hkhmnelson@polyu.edu.hk
2 Motivating factors influencing job satis-
faction, which include recognition, pro-
motion, achievement, the intrinsic nature
of the work and opportunities for personal
growth.
According to Herzberg, job satisfaction and
dissatisfaction are seen as two distinct and
independent continuums. At one end, it
ranges from satisfaction to no satisfaction
while at the other, it ranges from dissatis-
faction to no dissatisfaction. Job factors such
as pay, status, working conditions, job
security and interpersonal relations are
considered by Herzberg as extrinsic factors.
These factors have a placating effect such
that employees will become dissatisfied with
their job when these needs are not ade-
quately met. However, they may not contri-
bute to job satisfaction even when they are
adequately met. On the contrary, factors such
as the work, recognition, achievement feel-
ing, opportunities for growth and advance-
ment are known as intrinsic factors. They are
the true and forceful motivators that gener-
ate job satisfaction. Balmer and Baum (1993)
applied the Herzberg's theories to the realm
of hotel guest satisfaction in Cyprus. They
argued that Herzberg's theory is more
applicable and relevant than Maslow's, in
view of changes in customer expectations
and the concept of quality.
Holt (1993) developed a similar motiva-
tional theory that classified motivation into
two categories:
1 intrinsic; and
2 extrinsic.
Externally-generated stimuli such as pay,
promotion and disciplinary action, are called
`̀ extrinsic factors'', while self-esteem and self-
actualization are called `̀ intrinsic factors''.
According to Holt (1993), intrinsic motivators
normally carry more weight than the extrin-
sic motivators.
Lawler and Porter's Equity Theory (1967)
suggested that individuals are concerned
about the `̀ fairness'' with which they are
treated in an organization in comparison
with their peers. The theory suggested that
equitable rewards are an important link
between performance and satisfaction.
Adams' study (1963) suggested that indivi-
duals compare their rewards such as pay,
promotion, status and recognition with those
of their peers doing similar tasks. Indivi-
duals will only improve their job perfor-
mance if they feel that equity exists within
the organization's pay system. However,
when individuals feel that they are unequally
paid when compared with their colleagues,
they will be less willing to exert effort at
work. Stuart (1992) indicated that recognition
for a job well done was the top motivator of
employee performance, whereas money was
rated second.
Many studies have been conducted to
determine what employees want from their
jobs. One of the most widely-known surveys
was published in Foreman Facts by the Labor
Relations Institute of New York in 1946. The
study, involving industrial workers in the
USA, identified ten job-related factors (Ko-
vach, 1980, 1987) which are considered as
important to motivate employees on their
jobs. The ten factors were to a great extent
similar to those identified in Herzberg's two-
factor theory (see Table I).
Changes were found by Kovach when he
compared the studies done in 1946 and 1986.
Unexpectedly, `̀ interesting work'' became
more important than wages in the interven-
ing 40 years. Kovach stated that the reason
for this change was probably the general
improvement of Americans' living standard
and hence quality of life after World War II.
Austin (1994) supported this argument by
discussing ways to develop highly-motivated
and creative staff in Silicon Graphics Inc. He
argued that intrinsic factors had a more
influential role in motivating employees.
Thereafter, Kovach's ten factors were
repeatedly adopted by a number of research-
ers, including Charles and Marshall (1992),
Darder (1994), and Simons and Enz (1995) to
study the underlying motivation of employ-
ees in other industries.
Motivation in the hotel industryAs well as its high labour turnover and
labour-intensive nature, the hotel industry is
characterized by low job security, low pay,
shift duties and limited opportunities for
promotion (Byrne, 1986; Knight, 1971). The
studies of Ball (1988) and Lee-Ross (1993)
added that these characteristics seemed to be
Table IHerzberg's and Kovach's job-related factorsfor employee motivation
Herzberg's twofactors Kovach's ten job-related factors
Intrinsic factors Full appreciation of work doneFeeling of being involvedSympathetic help with personal
problemsInteresting workOpportunities for advancement
and developmentLoyalty to employees
Extrinsic factors Good working conditionsTactful discipliningJob securityGood wages
[ 231 ]
Simon Wong, Vickie Siu andNelson TsangThe impact of demographicfactors on Hong Kong hotelemployees' choice of job-related motivators
International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
more extreme in the seasonal sector. Under-
standing hotel workers' attitudes and moti-
vations has therefore become a useful area of
research in the industry.
Hackman and Oldham developed the Job
Characteristics Theory (JCT) and further
developed the Job Diagnostic Survey (JDS)
(Hackman and Oldham, 1974, 1980). In line
with this theory, Hackman and Oldham
developed the concept of the growth-need-
strength dimension. This survey was dis-
tributed to 163 hotel employees by Lee-Ross
(1995), in order to understand the attitudes
and motivations of subgroups of seasonal
hotel workers. The results indicated that
hotel workers can be divided into subgroups,
distinguished by residential status and work
preference.
In Charles and Marshall's study (1992),
good wages and good working conditions
were rated as the first and second priorities
of these 255 Caribbean hotel employees. The
results were supported by Simons and Enz
(1995), who conducted a survey of 278 hotel
employees in 12 different hotels located
throughout the USA and Canada. Good
wages, job security and opportunities for
advancement and development were ranked
as the three most important factors by these
hospitality workers.
The above findings seem to be supported by
the concept of Theory M (Money) postulated
by Weaver (1988), who suggested the offering
of direct cash rewards for employees or
workers demonstrating above-average pro-
ductivity. He argued that though this pro-
gramme would increase payroll costs, profits
gained from increased sales or savings by the
company offset the costs. A motivational
programme based on Theory M would elim-
inate the source of worker turnover, because
employees would perceive that they were
paid what they were worth.
Motivation by money was adopted as a
bonus and pension incentive plan by the
Four Seasons Hotels (Johnson, 1986). Differ-
ent categories of employees received differ-
ent ranges of bonuses, making the Four
Seasons Hotel chain a company with a
reputation for offering relatively high wages,
generous benefits and recognition. Another
study done by Shamir (1983) who found out
that 40 per cent of the surveyed 286 employ-
ees in a quality hotel in Jerusalem reported
that tips were part of their pay. Employees'
expectations regarding tipping were investi-
gated, and tip recipients were more likely to
experience general role conflict and job
satisfaction than were non-recipients.
Motivation by travel is another common
incentive in other industries such as the
insurance industry (Neal, 1977). The type of
hotel, duration of stay and the travelling
expenses were all a direct reflection of how
the company rewarded their top performers.
Using recognition as a motivational tool is
well accepted in the service industry. The
Mary Kay Company publicly recognized out-
standing salespersons in their convention
(Schaefer, 1982). Mississippi Management
Inc. believed that sharing information be-
tween executive managers and internal
competition improved employees' motivation
(Richman, 1986). Westin Hotels and Resorts
used an employee-of-the-month incentive
programme to motivate their staff. Whenever
an employee's name appeared on a guest
comment card, a thank-you letter and US$5
were offered to that employee by the man-
agement (Jaquette, 1992). Lee-Ross (1995)
supported the concept of `̀ internal work
motivation'' which had a similar meaning to
intrinsic motivation in that the more effort
expended by workers on their jobs, the more
motivated they would become.
Demographic differencesA study by Simons and Enz (1995) revealed
that employees from different departments
responded to different job rewards, and thus
suggested that individual differences should
be considered when designing motivational
programmes.
Certain demographic variables were also
found to be influential in causing individual
differences in people's perceptions of moti-
vational factors. The study conducted by
Reiger and Rees (1993) reflected that years of
experience significantly affected the motiva-
tional levels of teachers. However, no sig-
nificant differences were found in relation to
gender, age or race. Motivation is not affected
by gender, as shown in the study of Komives
(1991) of gender as it related to leadership and
performance in residence hall assistants.
Younger hotel employees preferred more
recognition, attention, direction and motiva-
tion (Feiertag, 1993). Further, a positive
relationship was found to exist between
income and total business experience (two
demographic variables) and the salesperson's
performance at work. Effort and performance
were positively correlated, and training was
found to contribute to better performance
(Roberts et al., 1994).
Nevertheless, there has been little research
on understanding the job-related motivations
of Hong Kong people, except for the Luk and
Arnold (1989) study on women's motivations
and satisfaction. The authors of this study
have therefore attempted to fill this gap by
researching the impact of demographic fac-
tors on Hong Kong hotel employees' choice of
job-related motivators.
[ 232 ]
Simon Wong, Vickie Siu andNelson TsangThe impact of demographicfactors on Hong Kong hotelemployees' choice of job-related motivators
International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
Objectives
The objectives of the current study were:
1 to investigate the relationship, if any,
between demographic variables and the
ten job-related motivators among Hong
Kong hotel employees;
2 based on the findings, to suggest strategies
to hoteliers for developing suitable moti-
vational programmes for employees with
different demographic backgrounds.
Methodology
A self-administered questionnaire was de-
veloped, and respondents were asked to rank
the ten job-related factors (Kovach, 1980,
1987). In Section I of the questionnaire,
respondents were asked to choose Kovach's
ten job-related factors on a Likert scale of `̀ 1 =
least important to 5 = most important''. In
Section II, respondents' demographic infor-
mation was collected. Details sought included
gender, position level, department, marital
status, age, education, tenure, years of ser-
vice in the present position and monthly
income.
The targets of the study were employees of
the nine functional departments in the 72
full-member hotels of the Hong Kong Hotels
Association. The nine departments were:
food and beverage, front office, housekeep-
ing, sales and marketing, financial control,
human resources, engineering, public rela-
tions and security.
Five questionnaires were sent to each of
the nine departments. One was to be com-
pleted by a manager of that department, two
by the supervisors and two by the general
staff. This arrangement was made in order to
be in line with the organizational pyramid
concept ± assuming that there are fewer
people at the managerial level and more in
the middle and the bottom.
Profile of respondents
Of the 3,240 mailed-out questionnaires, 1,245
useful responses were returned, representing
a 38.4 per cent response rate. Respondents
represented 64 of the 72 listed in the hotels
directory. Table II illustrates the profile of
respondents.
Of the 1,245 respondents, 59.8 per cent were
male and 40.2 per cent were female, 56.1 per
cent were unmarried while 43.9 per cent were
married. Supervisors and general staff ac-
counted for 74 per cent of respondents, with
managers accounting for 26 per cent. The
front office accounted for the highest re-
sponse rate (20.1 per cent) followed closely by
the housekeeping department (17.3 per cent).
In general, the response was quite evenly
distributed among the nine departments.
Further, 47.8 per cent of respondents were
aged between 26 and 35 (47.8 per cent),
followed by those aged between 21 and 25 (23.7
per cent) and 36 to 40 (12.1 per cent). Most of
the respondents had completed their second-
ary school education (55.5 per cent), with 16
per cent of them finishing vocational train-
ing (technical institute) and 15.4 per cent
university education. Of them 36.3 per cent
had two to five years of tenure, followed by
five to ten years (24.7 per cent). In addition,
44.9 per cent of the respondents had between
one and three years' experience in their
present position. Finally, most of the re-
spondents (65.8 per cent) earned less than
HK$15,000 month, and 17.7 per cent earned
between HK$15,000 and HK$20,000.
Findings and discussion
The top three job-related motivators identi-
fied by the Hong Kong hotel employees were:
1 opportunities for advancement and
development;
2 loyalty to employees; and
3 good wages (see Table III).
Results indicated that hotel employees gen-
erally have a strong concern for career
development. Respect and trust given by
their employers was rated as the second most
important factor. The `̀ Face'' and `̀ Guanxi''
concepts in the Chinese culture may have
contributed to this result. In addition, the
relatively high living standards in Hong
Kong and the weak social welfare system
may be responsible for the high value that
Hong Kong people place on good wages.
The ranking orders of other employees
from previous studies are presented in
Table III. It is interesting to note that the two
intrinsic motivators: `̀ Tactful disciplining''
and `̀ Sympathetic help with personal pro-
blems'' were rated the lowest by both Hong
Kong and American employees, dating back
to 1986.
Though many people assume that Hong
Kong people look first for money, the reality
is that American employees rated `̀ Good
wages'' as the first motivator, while Hong
Kong hotel employees placed it third. In Table
III, we can observe that Hong Kong employees
preferred opportunities and respect (loyalty
to employees) over wages. American hospi-
tality workers preferred `̀ Good wages'', `̀ Job
security'' and `̀ Opportunities for advance-
ment/development''. The ranking order
changed over time in the USA, as we dis-
covered when studying the differences in the
[ 233 ]
Simon Wong, Vickie Siu andNelson TsangThe impact of demographicfactors on Hong Kong hotelemployees' choice of job-related motivators
International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
ranking by employees in 1995 and 1986. When
we compared the top three job-related moti-
vators in the four different surveys, intrinsic
motivators prevailed for many years until
recently, when `̀ Good wages'' entered the top
ranks. Though intrinsic motivators dominate
the top ranking, the actual top motivator
changed from `̀ Appreciation and praise for
work done'' in 1946 to `̀ Opportunities for
advancement/development'' today. This
shows that the values of people change over
time. It is therefore imperative for hoteliers
to understand this change, so that they can
master it better.
Table IIProfile of respondents
Sex Male : 745 (59.80%)Female : 500 (40.20%)
Position level Manager : 325 (26.00%)Supervisor : 488 (39.00%)General Staff : 438 (35.00%)
Department Food and beverage : 200 (16.20%)Front office : 248 (20.10%)Housekeeping : 214 (17.30%)Sales and marketing : 107 ( 8.70%)Financial control : 145 (11.70%)Human resources : 98 ( 7.90%)Engineering : 102 ( 8.30%)Public relations : 22 ( 1.80%)Security : 92 ( 7.40%)Others (administration) : 7 ( 0.60%)
Marital status Married : 549 (43.90%)Not married (includingsingle, separated, divorced or widowed) : 701 (56.10%)
Age group 16 ± 20 : 32 ( 2.60%)21 ± 25 : 297 (23.70%)26 ± 30 : 330 (26.40%)31 ± 35 : 268 (21.40%)36 ± 40 : 151 (12.10%)41 ± 45 : 101 ( 8.10%)46 ± 50 : 50 ( 4.00%)50 or above : 23 ( 1.80%)
Highest education attainment Primary school : 44 ( 3.50%)Secondary school (Form 5) : 695 (55.50%)Matriculation (Form 7) : 82 ( 6.50%)Technical institute : 200 (16.00%)University : 193 (15.40%)Postgraduate : 38 ( 3.00%)
Length of service in the company 3 months : 47 ( 3.80%)3 months to less than 6 months : 49 ( 3.90%)6 months to less than 1 year : 112 ( 8.90%)1 year to less than 2 years : 172 (13.70%)2 years to less than 5 years : 454 (36.30%)5 years to less than 10 years : 309 (24.70%)10 years or more : 109 ( 8.70%)
Number of years in present position Under 1 year : 260 (20.80%)1 ± 3 years : 561 (44.90%)4 ± 6 years : 272 (21.80%)7 ± 10 years : 97 ( 7.80%)over 10 years : 59 ( 4.70%)
Monthly income (HK$) Under 8,000 : 18 ( 1.40%)8,001 to 10,000 : 248 (19.90%)10,001 to 15,000 : 556 (44.50%)15,001 to 20,000 : 221 (17.70%)20,001 to 25,000 : 90 ( 7.20%)Over 25,000 : 116 ( 9.30%)
[ 234 ]
Simon Wong, Vickie Siu andNelson TsangThe impact of demographicfactors on Hong Kong hotelemployees' choice of job-related motivators
International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
MANOVA and ANOVA analyses
Three independent variables, gender, marital
status and position level, were suspected to
have an interaction effect. MANOVA analy-
sis was employed to test this assumption. In
Table IV, both multivariate and univariate
analyses of variances were conducted with
the three independent variables in relation to
respondents' perception of ten job-related
motivators. No interaction effect was found
in the three independent variables, since
significant differences of all interaction
combinations were higher than 0.05. There-
fore, ANOVA analysis was employed on
other demographic variables to determine
whether any significant differences existed
between them. An alpha reliability test for
intrinsic and extrinsic motivators was also
conducted. The alpha coefficient of the in-
trinsic factors was 0.86, while it was 0.79 for
extrinsic factors. This further proved that the
clustering into two categories, intrinsic and
extrinsic motivators, was appropriate.
GenderFemale employees collectively had a high
preference for several job-related motivators,
including interesting work, feeling of being
involved, good working conditions and ap-
preciation and praise for work done. This
indicates that gender does have a role in
influencing employees' perceptions of the
motivational factors. The results reflect that
female staff prefer more care and recognition
from employers than their male counter-
parts. A soft-tone approach therefore seems
to be more appropriate for motivating female
employees (see Table V).
Marital statusEmployees who were not married considered
some of the job-related factors as more
important than the married staff. These
factors were: interesting work, feeling of
being involved, opportunities for advance-
ment and development, and appreciation and
praise for work done. It could be speculated
that the non-married staff are willing to
spend more of their time on developing their
career, and in turn demand better treatment
from management. Married employees, how-
ever, are more inclined to strike a balance
between work and family life. Hence, job-
related motivational factors are compara-
tively less important to them (see Table VI).
Position levelOverall, respondents at managerial level
perceived three motivational factors as more
important than did respondents at both
supervisory and general levels.
First, job security was evaluated as sig-
nificantly more important by hotel managers
than by general staff. Managers may perceive
that they have more to lose if they lose their
job, since they are entitled to better benefits
and compensation. Second, the feeling of
being involved was also rated highly by Hong
Kong managers. This indicates a strong
desire for involvement in decision making
and operations among hotel managers, which
Table IIIImportance ranking comparison of various motivators by different employees
Job-related factors
Importance ranking of
HK hotel employees
ranking 1997
N = 1,245
Importance ranking
of US hospitality
workers 1995
N = 278
Importance ranking of
US industrial
workers 1986
N = 1,000
Importance ranking of
US industrial workers
1946a
Opportunities for
advancement/development 1 3 6 7
Loyalty to employees 2 7 8 8
Good wages 3 1 5 5
Job security 4 2 4 4
Good working conditions 5 4 7 9
Appreciation and praise for
work done 6 6 2 1
Interesting work 7 5 1 6
Feeling of being involved 8 8 3 2
Tactful disciplining 9 9 9 10
Sympathetic help with
personal problems 10 10 10 3
Notes: aAs noted in Kenneth A. Kovach `̀ What motivates employees? Workers and supervisors give differentanswers'', Business Horizons, Vol. 30 No. 5 (September-October, 1987), pp. 58-65
[ 235 ]
Simon Wong, Vickie Siu andNelson TsangThe impact of demographicfactors on Hong Kong hotelemployees' choice of job-related motivators
International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
contributes to a sense of job satisfaction.
Third, managerial staff consider opportu-
nities for advancement and development to
be important. It seems that even if they had
reached managerial positions, good career
planning and learning opportunities were
still valid (see Table VII). Hotel companies
can utilize this finding to tailor-make more
appropriate motivational programmes for
managers.
Other demographic variables
DepartmentA summary of other demographic impacts isillustrated in Table VIII. Respondents from
the sales and marketing department gave a
higher rating for the following four job-related factors: interesting work, the feeling
of being involved, help with personal pro-blems and opportunity for advancement and
Table IVSummary of the impact of demographic factors on the perception of the relative importance ofmotivators, by multivariate and univariate analyses of variance
Sources of variation
MultivariateF ratio
(hotellings)Univariate
F ratio Probability
Gender (male and female) 2.62Extrinsic motivatorsa Good wages 0.858 0.35
Tactful discipline 0.006 0.94Job security 0.274 0.60Good working conditions 2.034 0.15
Intrinsic motivatorsa Interesting work 4.088 0.04*Feeling of being involved 4.169 0.04*Opportunities for advancement/development 0.025 0.88Loyalty to employees 3.147 0.76Appreciation and praise for work done 6.581 0.01*Sympathetic help with personal problems 0.630 0.43
Marital status (married and non-married) 3.92Extrinsic motivatorsa Good wages 0.386 0.53
Tactful discipline 0.005 0.94Job security 0.016 0.90Good working conditions 1.253 0.26
Intrinsic motivatorsa Interesting work 9.229 0.002*Feeling of being involved 9.362 0.002*Opportunities for advancement/development 10.654 0.002*Loyalty to employees 0.540 0.46Appreciation and praise for work done 7.496 0.006*Sympathetic help with personal problems 2.033 0.15
Position (managerial, supervisory and general staff) 0.046Extrinsic motivatorsa Good wages 0.640 0.53
Tactful discipline 0.897 0.41Job security 1.657 0.19Good working conditions 0.488 0.61
Intrinsic motivatorsa Interesting work 2.185 0.11Feeling of being involved 5.613 0.004*Opportunities for advancement/development 7.612 0.003*Loyalty to employees 1.434 0.24Appreciation and praise for work done 2.813 0.06Sympathetic help with personal problems 0.703 0.50
Interaction effect**Gender X marital status 0.597 0.817Gender X position 0.700 0.828Marital status X position 1.230 0.222Gender X marital status X position level 1.167 0.156
Notes: a alpha reliability coefficients for both extrinsic and intrinsic motivators were 0.86 and 0.79 respectively* Denotes significance level < 0.05
** No interaction effect was found between independent variables: Gender, Marital status and Positionsince all of their significance levels were higher than 0.05
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International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
Table VIIComparison of users' responses to importance dimensions by position
Dimension
Group 1(managers)(n = 325)
Group 2(supervisors)
(n = 488)
Group 3(general staff)
(n = 438)
ANOVAmain effectprobability
Difference(Duncan)
Extrinsic motivatorsGood wages 4.11 (0.92) 4.15 (0.90) 4.12 (0.93) 0.808 ÐÐÐTactful disciplining 3.78 (0.82) 3.71 (0.86) 3.75 (0.86) 0.571 ÐÐÐJob security 4.22 (0.89) 4.12 (0.95) 4.02 (0.95) 0.014* 3<1Good working conditions 4.02 (0.86) 4.09 (0.90) 4.10 (0.90) 0.394 ÐÐÐ
Intrinsic motivatorsInteresting work 4.04 (0.98) 3.94 (0.95) 3.99 (0.94) 0.295 ÐÐÐFeeling of being involved 4.11 (0.90) 3.95 (0.87) 3.94 (0.86) 0.015* 3,2<1Opportunities for advancement/development 4.34 (0.89) 4.18 (0.92) 4.09 (1.00) 0.001** 3,2<1Loyalty to employees 4.22 (0.88) 4.15 (0.90) 4.10 (0.92) 0.234 ÐÐÐAppreciation and praise for work 4.12 (0.87) 4.04 (0.89) 4.01 (0.88) 0.208 ÐÐÐSympathetic help with personal problems 3.58 (0.93) 3.63 (0.93) 3.62 (0.91) 0.711 ÐÐÐ
Notes: *t-test two-tail probability < 0.05 and **t-test two-tail probability < 0.01Figure in parentheses is the standard deviation value
Table VIComparison of hotel employees' responses to importance dimensions by marital status
DimensionMarried
(n = 549)Not married(n = 701)
MANOVA analysissig. level
Extrinsic motivatorsGood wages 4.17 (0.93) 4.10 (0.90) 0.53Tactful disciplining 3.76 (0.84) 3.72 (0.86) 0.94Job security 4.15 (0.95) 4.07 (0.93) 0.90Good working conditions 4.04 (0.88) 4.11 (0.90) 0.26
Intrinsic motivatorsInteresting work 3.88 (0.95) 4.07 (0.95) 0.002**Feeling of being involved 3.90 (0.87) 4.04 (0.88) 0.002**Opportunities for advancement/development 4.10 (0.94) 4.24 (0.95) 0.002**Loyalty to employees 4.14 (0.88) 4.16 (0.93) 0.46Appreciation and praise for work done 3.98 (0.87) 4.11 (0.88) 0.006**Sympathetic help with personal problems 3.65 (0.93) 3.58 (0.92) 0.15
Notes: ** t-test two-tail probability < 0.01Figure in parentheses is the standard deviation value
Table VComparison of hotel employees' responses to importance dimensions by gender
DimensionMale
mean (n = 745)Female
mean (n = 500)MANOVA analysis
sig. level
Extrinsic motivatorsGood wages 4.10 (0.94) 4.17 (0.88) 0.35Tactful disciplining 3.75 (0.86) 3.73 (0.82) 0.94Job security 4.12 (0.96) 4.08 (0.91) 0.60Good working conditions 4.04 (0.91) 4.15 (0.84) 0.15Intrinsic motivatorsInteresting work 3.93 (0.97) 4.06 (0.93) 0.04*Feeling of being involved 3.93 (0.90) 4.05 (0.85) 0.04*Opportunities for advancement/development 4.18 (0.93) 4.19 (0.97) 0.88Loyalty to employees 4.11 (0.91) 4.21 (0.90) 0.76Appreciation and praise for work done 3.99 (0.88) 4.15 (0.88) 0.01*Sympathetic help with personal problems 3.62 (0.93) 3.60 (0.91) 0.43
Notes: *t-test two-tail probability < 0.05Figure in parentheses is the standard deviation value
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development. This may be attributed to the
job nature of a sales and marketing position,
which demands a great deal of self-initiated
activity. More freedom and assistance from
the top may motivate sales and marketing
personnel better in the current work context.
Similarly, food and beverage staff also
preferred interesting work, the feeling of
being involved and sympathetic help for
personal problems. This indicates that inter-
esting and meaningful work as well as a
supportive work environment are essential
for staff motivation. It is interesting to note
that respondents of both rooms divisions and
food and beverage departments were ada-
mant that they wanted their employers to
provide sympathetic help with personal pro-
blems. This phenomenon can perhaps be
explained by the stressful work environment
encountered by staff, who have direct contact
with guests. Hence, it may be worthwhile for
hotel employers to consider incorporating
employee assistance or counselling pro-
grammes in their organizations.
AgeHotel employees aged between 16 and 25
considered interesting work to be more
important than did other age groups, while
opportunities for advancement and
development were considered to be essential
by employees aged 16 to 35. Generally speak-
ing, younger employees tend to be more
ambitious and career-oriented. Hence, they
prefer challenging jobs, facilitated by ample
training opportunities that enhance their
career development.
EducationRespondents with higher education levels
perceived various job-related factors to be
more important than did their counterparts
with comparatively lower education levels.
While there were no significant differences
between their perceptions in relation to two
extrinsic factors, namely good wages and job
security, respondents with university educa-
tion or above perceived all the other eight
factors to be more important. In general,
employees tend to become more demanding if
Table VIIISummary of other demographic impacts on degree of importance of the intrinsic and extrinsic motivators by ANOVA analysis
Job-related factor
Department
Grp 1: Rooms division,
Grp 2: F and B,
Grp 3: Finance,
Grp 4: Sales and
marketing,
Grp 5: Human
resources
Age
Grp 1: 16 - 25
Grp 2: 26 - 35
Grp 3: 36 - 45
Grp 4: 46 or above
Education
Grp 1: Primary and
secondary school
2: Matriculation
and T.I.
Grp 3: University and
postgraduates
Tenure
Grp 1: < 6 months
Grp 2: 6 months -
< 2 years
Grp 3: 2 - < 5 years
Grp 4: 5 - < 10 years
Grp 5: 10 or
more years
Years in present
position
Grp 1: < 1 year
Grp 2: 1 - 3 years
Grp 3: 4 - 6 years
Grp 4: 7 - 10 years
Grp 5: > 10 years
Monthly income
(HK$)
Grp 1: 10,000 or <
Grp 2: 10,001 ±
15,000
Grp 3: 15,001 ±
20,000
Grp 4: over 20,000
Good wages Ð Ð Ð Ð Ð Ð
Tactful discipline Ð Ð Grp 2<3 Ð Ð Ð
Job security Ð Ð Ð Ð Ð Grp 1, 3, 2<4
Good working
conditions Ð Ð Grp 1, 2<3 Grp 3<4 Ð Ð
Overall extrinsic
factors Ð Ð Ð Ð Ð Ð
Feeling of being
involved Grp 3<2, 4, 5 Ð Grp 1<2,3 Ð Ð Grp 1,3,2<4
Help with personal
problems Grp 5<1, 2 and Grp 4, 2 Ð Grp 3, 2<1 Ð Ð Ð
Opportunity for
advancement and
development Grp 1 , 4 Grp 4<1, 2 and Grp 3<2
Grp 1<2 and
Grp 1, 2<3 Ð Grp 3<2, 1
Grp 1<2, 3, 4
and Grp 2<4
Interesting work
Grp 1<2, 4 and Grp 3, 4 Grp 4, 3<1 Grp 2<3
Grp 3, 4<2 and
Grp 5, 3, 4<1
Grp 4<2,1 and
Grp 3<1 Ð
Loyalty to employees Ð Ð Grp 2,1<3 Ð Ð Grp 1<4
Appreciation and
praise for work done Ð Ð Grp 1<3 Ð Ð Ð
Overall intrinsic
factors Ð Ð Grp 1,2<3 Ð Ð Grp 1<4
Remarks: 1. Grp = group2. Ð indicates no significant difference between groups
[ 238 ]
Simon Wong, Vickie Siu andNelson TsangThe impact of demographicfactors on Hong Kong hotelemployees' choice of job-related motivators
International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
they are more literate and better informed.
As higher education opportunities are in-
creasingly accessible in Hong Kong, employ-
ers should be aware that a better-educated
workforce is more likely to demand better
treatment, be it in intrinsic or extrinsic
terms, from their prospective employers.
Tenure (years of service in the hotel)Interesting work was rated as significantly
more important than by employees who had
worked for the same hotel for a shorter
period of time (less than two years of tenure)
than those with long service. Possibly, people
with less experience with a particular com-
pany are still in the settling-in period, and
would rather explore and learn something
different from their employers. As such,
challenging and interesting work are the
primary motives for them to exert a higher
level of effort at work. People with longer
tenure preferred `̀ Good working conditions'',
in contrast with employees with fewer years
of service. This may be because long-term
staff, having cultivated a higher sense of
belonging to the company, preferred a better
working environment to which they had
contributed.
Years of service in present positionPeople with comparatively less experience in
the same position (less than three years)
rated overall higher than people with longer
service in two job-related factors: interesting
work and the opportunities for career ad-
vancement and development. The result was
the same as the findings discussed in the
tenure section. In general, employees who
had worked for a comparatively shorter
period of time with the same employer or in
the same position tended to prefer a variety
of work and learning opportunities. In other
words, they prefer jobs that offer a clearer
career path ahead of them.
Monthly incomeStaff with different levels of monthly income
may have different perceptions of some of the
job-related factors. Specifically, staff who
earned more (monthly income exceeding
HK$20,000) considered factors such as job
security, a feeling of being involved, career
advancement and development and employ-
ers displaying respect and trust as more
important than did their counterparts earn-
ing lower income. Essentially, respondents
who earned more were usually the managers.
Hence, they perceived that they had more to
lose if they lose their jobs. At the same time,
they were also concerned about the degree of
involvement with company's decision
making and whether they were trusted and
respected by their employers.
Conclusions
In Table VIII, the ten job-related factors are
grouped to show the overall intrinsic and
overall extrinsic factors.
Overall, there were no significant differ-
ences among respondents with different
demographic characteristics in their percep-
tions of the overall extrinsic factors. How-
ever, respondents with the following
demographic background perceived the in-
trinsic factors quite differently than did their
opposite groups. They were:
1 Female hotel employees.
2 Non-married hotel employees.
3 Hotel employees with higher educational
levels.
4 Hotel employees earning a monthly in-
come higher than HK$20,000.
Three intrinsic factors were commonly con-
sidered to be essential by respondents with
different demographic characteristics. Hotel
employers are advised to take this into
consideration when designing motivational
programmes for their employees:
1 Interesting work.
2 Opportunities for advancement and
development.
3 Feeling of being involved.
The phenomenon that all three factors being
perceived as important were intrinsic factors,
echoes Herzberg et al.'s (1959) argument: that
the provision of hygiene factors (extrinsic)
merely prevents employees from being dis-
satisfied with their job but does not guaran-
tee actual satisfaction. To really motivate
Hong Kong hotel employees, intrinsic factors
must be satisfied.
Recommendations
In view of the findings of the current study,
three initial recommendations are made:
1 Provide quality training and development
programmes.
2 Consider employee participation pro-
grammes.
3 Redesign existing jobs.
As hotel employees in Hong Kong considered
opportunities for advancement and develop-
ment to be important, hotel employers should
consider the use of training and development
programmes to motivate good performance.
It is suggested that hoteliers should place
more emphasis on both internal and external
training opportunities for their staff. For
[ 239 ]
Simon Wong, Vickie Siu andNelson TsangThe impact of demographicfactors on Hong Kong hotelemployees' choice of job-related motivators
International Journal ofContemporary HospitalityManagement11/5 [1999] 230±241
example, arranging ongoing quality in-house
training programmes, soliciting external
training opportunities for employees and
providing more generous education subsi-
dies or allowances could work to satisfy this
need. Eventually, hotel employers must place
more emphasis on career planning for hotel
employees. This has traditionally been a
weak area of human resource management in
the hotel industry in Hong Kong.
Most employees who participated in this
survey considered that it was important to
feel involved in the company. With the trend
towards better-educated employees, it makes
sense for hotel employers to involve and
communicate clearly with their employees in
various aspects that affect their destinies. It
is suggested that employee participation
programmes, such as involving staff in
defining the company's mission, developing
action plans and formulating strategies,
should be established to cater to this need.
The findings also indicate that Hong Kong
hotel employees come to work not only for
monetary rewards, but also for confirmation
that their jobs were interesting or that there
were job varieties and learning opportu-
nities. Hence, hotel employers should review
existing jobs and consider redesigning them
when appropriate. With the help of the
human resources department, a series of
planned job redesign efforts can be put into
place, including job enlargement, job enrich-
ment and job rotation.
Job enlargement refers to increasing an
employee's workload horizontally by allow-
ing him or her to be exposed to more varied
tasks, with a similar level of difficulty. Job
enrichment, on the other hand, is the vertical
expansion of workload by letting staff learn
more about the pre- and post-stages of a job.
Finally, job rotation allows employees to go
through cross-training in different sections
within the same department, or to learn jobs
in other departments that have a relationship
with their existing job. Overall, these
planned efforts can benefit employees by
increasing their well-roundedness and hence
their mobility within the organization.
Motivating employees is not an easy task.
With the success of the Hong Kong economy,
employees have been blessed with a consis-
tently low unemployment rate in recent
years, whereby there have been plenty of
employment alternatives in the job market. It
is common for an employee to quit his or her
job before securing another one, if he or she
feels dissatisfied with the employer or the
job. Hong Kong hotel employees, being the
major service deliverers in the service in-
dustry, are the key personnel to impress our
tourists and hotel guests. Before we can
impress our tourists and customers, it is
therefore important to know what really
motivates our invaluable asset ± our em-
ployees. This study aims to assist hotel
managers to understand the needs of their
employees. In addition, the findings should
present a clearer direction for hoteliers in
their design of motivational programmes for
staff with varying demographic back-
grounds.
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