EFFECT OF MOTIVATION AND JOB PERFORMANCE IN THE HOSPITALITY INDUSTRY
ABSTRACT
This study is on the effect of motivation and job performance in the hospitality industry. The objective of this study is to investigate the extent to which reward, pension scheme, promotion and training affect job performance.
In order t achieve this objective, both primary and secondary method of data collection were adopted. The descriptive statistical tool which include simple percentage, frequency distribution  and means and the ordinary least square (ols) regression analysis was used for the ananlysis of data collected. On the basis of the various motivational theories discussed, extrinsic motivational tool may not be effective enough due ot managers over reliance on it therefore there is the need for intrinsic motivation in order to be able to cope with the increasing changes and challenges, improve productivity of workers in its operation including efficiency, effectiveness and customer responsiveness. Managers in the hospitality industry should give priority to employee motivation, ensure adequate and proper control design to address the issue of motivation as it affects the overall performance of the organization.
TABLE OF CONTENT
CHAPTER ONE: INTRODUCTION
1.1     Background of the Study    -    -    -    -    -    -    -    
1.2     Statement of the Problem    -    -    -    -    -    -    -    
1.3     Research Question    -    -    -    -    -    -    -    -    
1.4     Objective of the Study    -    -    -    -    -    -    -    
1.5     Significance of the study-    -    -    -    -    -    -    -    
1.6     Research Hypothesis    -    -    -    -    -    -    -    -    
1.7     Scope of the Study    -    -    -    -    -    -    -    -    
1.8     Limitation of the Study    -    -    -    -    -    -    -    
1.9     Operational Definition of Terms    -    -    -    -    -    -    
CHAPTER TWO: LITERATURE REVIEW
2.1     Introduction    -    -    -    -    -    -    -    -    -    
2.2     Conceptual Review     -    -    -    -    -    -    -    -    
2.2.1    The Concept of Motivation    -    -    -    -    -    -    -    
2.2.2     Job Performance -    -    -    -    -    -    -    -    -    
2.2.3    Factors That Motivate Employees    -    -    -    -    -    -    
2.2.4     Why Motivational Practices in Nigeria do not Achieve Much    -    -    
2.3     Theoretical Review    -    -    -    -    -    -    -    -    
2.3.1     Herzberg Two-Factor Theory-    -    -    -    -    -    -    
2.3.2     Douglas Theory X and Y    -    -    -    -    -    -    -    
2.3.3     Process Theories of Motivation    -    -    -    -    -    -    
2.3.4     Need Achievement Theory    -    -    -    -    -    -    -    
2.4     Theoretical Framework     -    -    -    -    -    -    -    
2.5     Empirical Review     -    -    -    -    -    -    -    -    
2.6     Research Gap    -    -    -    -    -    -    -    -    -    
CHAPTER THREE: RESEARCH METHODOLOGY
3.1    Introduction    -    -    -    -    -    -    -    -    -    
3.2     Research Design    -    -    -    -    -    -    -    -    
3.3     Population of the study    -    -    -    -    -    -    -    
3.4    Sample and sampling technique    -    -    -    -    -    -    
3.5     Method of data collection    -    -    -    -    -    -    -    
3.6     Research instrument    -    -    -    -    -    -    -    -    
3.7     Reliability and validity of the instrument.    -    -    -    -    -    
3.8    Data analysis and presentation    -    -    -    -    -    -    
3.9     Operationalization of Variable     -    -    -    -    -    -    
CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION
4.1    Introduction     -    -    -    -    -    -    -    -    -    
4.2    Data Analysis and Interpretation     -    -    -    -    -    -    
4.3    Interpretation of Results    -    -    -    -    -    -    -    
4.4     Discussion Finding    -    -    -    -    -    -    -    -    
CHAPTER FIVE: SUMMARY CONCLUSION AND RECOMMENDATION    
5.1     Introduction-    -    -    -    -    -    -    -    -    -    
5.2     Summary of Findings    -    -    -    -    -    -    -    -    
5.3     Conclusion    -    -    -    -    -    -    -    -    -    
5.4     Recommendation    -    -    -    -    -    -    -    -    
Bibliography    -    -    -    -    -    -    -    -    -    
Appendix     -    -    -    --    -    -    -    -    -    
LIST OF TABLES
Table 2.1     Definition/Explanations of the 7-S Framework    -    -    -    
TABLE 3.1:     Operationalization of Variable    -    -    -    -    -    
Table 4.1:      Biodata of the Respondents    --    -    -    -    -    -    
  Table 4.2:    Responses on Factors that motivate employee    -    -    -    
Table 4.3:    Responses on Determinant of employee performance    -    -    
Table 4.4:    Responses on the Effect of motivation on the employee    -    -    
Table 4.5:     Interpretation of result        -    -    -    -    -    -    
 CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Organizational performance is an intricate and observable fact largely affected by the ability and motivation of the workforce in any firm. The efficiency and effectiveness of a firms workforce is a prerequisite for organizational performance. As such, the human elements in the organization are heavily relied on to achieve its goals and objectives. As a way of motivating the employees in the organization, training and development pension scheme, promotion and reward system such as extrinsic and intrinsic rewards and the likes has to be put in place by organizations in other to influence employees or group of employees working as a team and organizational behavior for the realization of its strategic goals and objectives and the total job performance (Randhawa, 2008).
    Employees while striving to meet the needs of their respective organizations also need to satisfy their own wants. These wants are many and varied and do not attract equal emphasis or attention by managers. Some of the employees want include pay or salary, security of job, congenial associates, credit for work done, a meaningful job opportunity to advance, comfortable, safe and attractive working conditions, complete and fair leadership in a socially relevant organization. Employees will only be willing and ready to utilize their abilities, skills and experience to the benefit of the organization only if the above mentioned wants are met or have a high potential of being met by the organization.
     Motivation is one of the most important concept in human resource development. In most organizations, it is common to hear the refrain that a particular employee is not  motivated and hence his or her performance has taken a back seat. This is the reason companies spend ridiculous amount of money in arranging for training sessions, and recreationalevents to motivate the employees. Motivation can be understood as the desire or drive that an individual has to get the work done. It is the force that energizes, direct and sustains behavior. High performance is achieved by well-motivated people who are prepared to exercise discretionary effort. Even in fairly basic roles. Furthermore, the absence of motivation leads to underperformance and loss of competitiveness thereby resulting in loss of productive resources for the organization. It is for this reason that the human resource manager stress on the employee having high levels of motivation so as to ensure job performance.
1.2 STATEMENT OF THE PROBLEM
Motivation can be said to do with having enough personal commitment to a goal and the investment of adequate effort in its pursuit. It is the willing investment of personal commitment of emotion and effort towards objectives that are in pursuit. This you may know a motivated individual through the commitment he shows towards the organizational vision and objectives. Commitment is practical. It may be demonstrated through consistent effort, obedience to rules, observance of regulations, untiring contribution of ideas, regular and prompt presence at work, promptattention to assignment, submission to legitimate authority, willingness to go the extra mile, persistence in the face of distractions or challenges etc. motivation and performance gains result apart from the overarching tendency and desire of employees to work toward organizational goals because they find meaning in the organization’s mission, or because of a desire to master task or for extrinsic reasons such as increased pay (Locke  & Latham, 2002). Thus motivation can be intrinsic, extrinsic or both. Several writers such as Roche and Mackinnon (1970) and others such as Mayfield (1998) suggest that leadership styles and freedom given to employees are significant in motivating employees. Considering many approaches to motivation and how difficult it is to find or identify one that solely motivate workers, the study seeks to determine whether motivation have effect on job performance in the hospitality industry.
1.3 RESEARCH QUESTION
    This session deals with the formulation of the research question that will help achieve the objective of the study. The research questions are as follows
1.    Does reward/compensation have any effect on job performance in the hospitality?
2.    What effect does pension scheme have on job performance in the hospitality industry?
3.    How does promotion affect job performance in the hospitality industry?
4.    What effect does training and development have on job performance in the hospitality industry ?
1.4 OBJECTIVE OF THE STUDY
The general objective of the study is to examine the effect of motivation and job performance in the hospitality industry. The specific objectives are as follows:
1.    To what extent does reward/compensation affect employee performance in the hospitality industry.
2.    To ascertain the extent to which pension scheme affect job performance in the hospitality industry.
3.    To what extent does promotion affect job performance in the hospitality industry.
4.    To what extent does training and development affect job performance in the hospitality industry.
1.5 SIGNIFICANCE OF THE STUDY
    This study examines the effect of motivation and job performance in the hospitality industry. The motivation for the study was prompted by the low level of concentration on employee motivation ascompared to the employees of other industries which have in increase labor turnover of qualified employees to other industries. This study will serve as a contribution to future researchers, managers in the industry, government agencies and stakeholders.
1.    Future researchers: This study will contribute to the already existing literature related ot motivation and job performance. This will serve as a guide to researchers and as a source of secondary data upon which further studies can be made.
2.    Managers in the Industry: The research finding and result that will be reported in this study will provide managers in the industry with more reliable and scientific way of motivating and evaluating or appraising the level of their employee’s performance.
3.    Government Agencies: The findings and result of this study will provide policy makers like government agencies makers like government agencies such as standard organization of Nigeria (SON), National agencies for food, Drug Administration and Control (NAFDAC), Health Management Board of state (HMBS) etc with invaluable insight and a more reliable guide to monitoring the impact of the operations of the hospitality industry.
4.    Stakeholders: This study will provide the stakeholders like government, church, hotels, inn, club houses etc invaluable information that will allow them to provide useful suggest to the improvement of job performance in the hospitality industry.
1.6  RESEARCH HYPOTHESIS
Hypothesis I
H0: There is no significant relationship between reward and job performance in the hospitality industry
Hi: There is a significant relationship between reward and job performance in the hospitality industry
Hypothesis II
H0: Pension scheme does not have any effect on job performance in the hospitality industry.
Hi: Pension scheme has effect on job performance in the hospitality.
Hypothesis III
H0: Promotion does not have any effect on job performance in the hospitality industry.
Hi: Promotion has effect on job performance in the hospitality industry.
Hypothesis IV
H0: Training and development does not have any effect on job performance in the hospitality industry.
Hi: Training and development has effect on job performance in the hospitality industry.
1.7 SCOPE OF THE STUDY
    This study focuses on the employee in the hospitality industry at all levels that is the corporate level, functional level and the lower level.
1.8 LIMITATION OF THE STUDY
    The research has certain limitations and therefore was confined to the hospitality industry. The time frame for the completion of this research  was a major limiting factor. Also the non-corporative attitude of some of the respondents reduced the number of questionnaires returned. Finally insufficient financial resources and lack of readily organized data was a constraint to the research but inspite of these constraints, all effort was made to achieve a thorough research.
1.9 OPERATIONAL DEFINITION OF TERMS
1.    Motivation: It is the natural tendency for a person to develop the will to work and improve productivity without any element of force or coercion.
2.    Reward: Reward is the reinforcement used for the purpose of obtaining positive behavior. It is something of value that is given in return for the performance of an act.
3.    Hospitality: Hospitality is the act or service of welcoming, receiving, hosting or entertaining guests. It is the business of providing catering, lodging and entertainment services. Italso refers to the relationship between a guest and a host, where in the host receives the guest with goodwill, including the reception and entertainment of guest, visitors or strangers. It is a friendly and generous reception and entertainment of guest or strangers.
4.    Performance appraisal: This is a systematic, general and periodic process that access an individual employee job performance and productivity in relation to certain pre-established criteria and organizational objectives.It is used for decisions about retention, promotion, wage administration, determination of training and motivational needs as well as to document any disciplinary action taken with respect to an employee.
5.    Job evaluation: Job evaluation is a systematic way of determine the value or worth of a job in relation to other jobs in an organization. It tries to make a systematic comparism between jobs to assess their relative worth for the purpose of establishing a rational pay structure.
6.    Organizational politics: These are informal, unofficial and sometimes behind the scenes effort to sell ideas, influence an organization, increase power or achieve other targeted objectives.
7.    Fring benefits: Fringe benefits are additional compensation provided to employees above and beyond an agreed-upon wage or salary. They are valuable supplements to an employee salary or other work income that is not included in the employee taxable income e.g. health care insurance coverage, pension scheme, company car, house allowance, paid holidays, subsidized meals, educational assistance etc.
8.    Hypothesis: An hypothesis ia a tentative answer to a research question . It is often stated in the form of a relationship between a dependent and independent variable. It is through a hypothesis that a research question is translated into research activities. It is usually tested for possible rejection or approval.
9.    Industry: An industry is a classification that refers to a group of companies that are related in terms of their primary  business. It can also be referred to a group of manufacturers or business that produce a particular kind of goods or services. e.g the hospitality industry.