Efficacy_of_motivation_strategies_in_add

Efficacy_of_motivation_strategies_in_add - WASIKE C.K NDIVO...

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1 WASIKE, C.K & NDIVO, R.M (2015) Efficacy of motivation strategies in addressing employee motivation needs in Kenya s hotel sector Caroline K. Wasike 1 & Rayviscic Mutinda Ndivo 2 1,2 School of Hospitality and Tourism Management, Kenyatta University, Kenya To cite this article: Caroline K. Wasike & Rayviscic Mutinda Ndivo (2015). Efficacy of motivation strategies in addressing employee motivation needs in Kenya s hotel sector. African Journal of Hospitality, Tourism and Leisure, Vol. 4 (1) To link to this article: - june_2015.pdf
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2 WASIKE, C.K & NDIVO, R.M (2015) Abstract This study examined the extent to which the motivation strategies used in Kenya addressed employees motivation needs in the face of the prevailing socio-economic trends. The study found out that while hotels in Kenya had devised a number of strategies geared towards motivating employees, such strategies did not adequately respond to the expectations of the targeted employees. As a result, the hotels continue to experience a high employee turnover resulting into a relatively youthful workforce. This paper thus recommends that there is need for the managers of hotels in Kenya to investigate the expectations of the employees in order to tailor the motivation schemes to meet these needs and expectation for optimal results. Key words: Employee motivation; motivation theories; tourism in Kenya; service charge; hotel employment
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directed behaviour (Baron, 1991). Steers making authority to carry out their given and Porter (1983) see motivation as the tasks. As Madura (2007) contends, 3 WASIKE, C.K & NDIVO, R.M (2015) Introduction Motivation has been defined as the internal processes that activates, guides and maintains behaviour, especially the goal- non-monetary strategies, employee empowerment has been noted as one of the most common tool used to motivate employees. This involves giving the employees more responsibility and decision- arousal, direction and persistence of behaviour or action. Accordingly, motivation therefore can be said to be concerned with why people choose a particular course of action in preference to others and why they continue with a chosen action, often over a long period. A wide range of theories have been documented on employee motivation. Among the general ones include the Maslow s hierarchy of needs theory (1954); Alderfer s ERG theory (1972); Adam s theory of Equity (1963) and Herzberg s two factor theory (1959). Others have attempted to link management and motivation including the Scientific management by Fredrick W. Tailor (1911); Theory X and Y (also referred to as The Human Side of Enterprise) by Douglas Mc Gregor (1960); Leadership and Organization theory by Tannenbaum et al (1961); and Theory Z by William Ouchi (1981) among others. As Blum (2004) observes however, employee motivation is complex and unpredictable as evident in the disparity of what motivates individual employees noting that, whereas some employees may be motivated by factors present at the work place, others are motivated by
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