Effective Motivation Factors at Raffles Hotel Le Royal
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As the world changing days by days, the world of business is becoming competitive and challenging. Human capitals also play an important role in establishing organizational success. Therefore, manager plays an important role of leading a company or an organization as well as managing human capital to reach goal of company or organization successfully. Managing human capital means making them satisfy with job and willing to work within company or organization for long period. Well-Motivated employees will also bring to company or organization an outstanding outcome. This is the reason that all managers try to find out the tactic of motivation to encourage employees to work. They are variety of motivation theory which be applied yet the manager need to consider among of motivational theories whether they can be appropriately applied or not. In fact, this project is attempting mainly to establish the effective motivational factors at Raffle Hotel Le Royal. Through up the project, researchers have designed six main parts differently which cover with the project proposal, the process of the study research, the related literatures, the overview of motivation at Raffle Hotel Le Royal in Cambodia context, and the detailed effective motivation for enhancing Raffle Hotel Le Royal’s staff. To be more comprehensive, chapter one describe about the background of the study. Chapter two seeks out through the significance and need for the study the statement of problem, the main objectives of conducting the project, and limitation of study and Definition of Term. Chapter three seeks out through several useful theories and motivation factors that relevant to the motivation and its useful components. Moreover, chapter four explains the processes of how the research study is conducted by describing the research methodologies used, the research instruments, and the processes of data analysis. Chapter five and chapter six involve with the analysis of findings discuss about the research result and interpret the research results. Meanwhile, chapter five discusses the effective and ineffective motivational factors that the researchers have found in Café Monivong. Finally, chapter six the researchers will give conclusions, implication and recommendations from what they have found on the whole project of the study research.
ABSTRACT
As the world changing days by days, the world of business is becoming competitive
and challenging. Human capitals also play an important role in establishing
organizational success. Therefore, manager plays an important role of leading a
company or an organization as well as managing human capital to reach goal of
company or organization successfully. Managing human capital means making
them satisfy with job and willing to work within company or organization for long
period. Well-Motivated employees will also bring to company or organization an
outstanding outcome. This is the reason that all managers try to find out the tactic
of motivation to encourage employees to work. They are variety of motivation
theory which be applied yet the manager need to consider among of motivational
theories whether they can be appropriately applied or not. In fact, this project is
attempting mainly to establish the effective motivational factors at Raffle Hotel Le
Royal. Through up the project, researchers have designed six main parts differently
which cover with the project proposal, the process of the study research, the related
literatures, the overview of motivation at Raffle Hotel Le Royal in Cambodia
context, and the detailed effective motivation for enhancing Raffle Hotel Le
Royal‘s staff.
To be more comprehensive, chapter one describe about the background of the study.
Chapter two seeks out through the significance and need for the study the statement
of problem, the main objectives of conducting the project, and limitation of study
and Definition of Term. Chapter three seeks out through several useful theories and
motivation factors that relevant to the motivation and its useful components.
Moreover, chapter four explains the processes of how the research study is
conducted by describing the research methodologies used, the research instruments,
and the processes of data analysis. Chapter five and chapter six involve with the
analysis of findings discuss about the research result and interpret the research
results. Meanwhile, chapter five discusses the effective and ineffective motivational
factors that the researchers have found in Café Monivong. Finally, chapter six the
researchers will give conclusions, implication and recommendations from what they
have found on the whole project of the study research.
i
ACKNOWLEDGEMENTS
Through three months of our group research, it represents the contributions of many
people. We regarded the great contributions of our family, friends, and lecturers,
who consistently encouraged us to accomplish this research.
First of all, we would like to give the deep acknowledgements to our parents
who gave birth, fed, and supported us both material and non-material to pursue our
study until we graduated today.
We would like to acknowledge to Chancellor, Vice-chancellor, Khmer and
Foreign Lecturers at Cambodian Mekong University who took their busiest time to
manage school, took easy for us to study, explained us, and consulted with us when
we have problems without minding.
Specially, our project would have not completed without helping from Mr.
Long Bunteng, the advisor and the Director of Mekong Research Centre,
Cambodian Mekong University. He took his valuable and busiest time to guide,
criticize, and share ideas until this research is completed.
We also wish to acknowledge the Human Resource Manager, since she spent
her busiest time to fill in the questionnaires, and allow us to conduct the research in
Café Monivong Restaurant of the Raffle Hotel Le Royal.
Finally, we give our deep thank to all our friends and classmates, who giving
comments and criticizing to make this report more meaningful and we alsogive
deep thank to all employees who participated and cooperated with our research. We
would like to wish all the best to them and wish them to get success all the time.
ii
TABLE OF CONTENTS
PAGE
ABSTRACT ........................................................................................................... i
ACKNOWLEDGEMENTS ................................................................................... ii
LIST OF FIGURES ................................................................................................ vii
LIST OF ABREVIATIONS ................................................................................... x
Chapter I: Introduction ........................................................................................... 1
1.1 Background and Significant of Study ...................................................... 1
Chapter II: The Problem ......................................................................................... 3
2.1 Significance and Need for the study ........................................................ 3
2.2 Problem Statement ................................................................................... 4
2.3 Research Objectives ................................................................................. 5
2.4 Limitation of the study ............................................................................. 5
2.5 Definition of Terms.................................................................................. 6
2.6 Summary of the problem statements........................................................ 9
Chapter III:Review of Literature ............................................................................ 10
3.1 Motivation Defined .................................................................................. 10
3.2 Types of Motivation................................................................................. 10
3.2.1 Intrinsic motivation ............................................................................ 10
3.2.2 Extrinsic motivation ........................................................................... 11
3.3 Nature of Motivation................................................................................ 11
3.4 Need Theories .......................................................................................... 12
3.4.1 Hierarchy-of-needs theory.................................................................. 12
3.4.2 Hertzberg‘s Two Factor Theory ......................................................... 14
3.4.3 Alderfer‘s ERG Theory ...................................................................... 14
3.4.4 McClelland‘s acquired needs Theory ................................................. 15
3.4.4.1 Assessing need theories ......................................................... 17
3.4.5 Extrinsic Factor Theories of Motivation ............................................ 18
3.4.5.1 Reinforcement Theory ........................................................... 18
3.5.5.1.1 Types of reinforcement ....................................................... 18
iii
3.4.6. Intrinsic Factor Theories of Motivation ............................................ 21
3.4.6.1 Adam‘s Equity Theory ........................................................... 21
3.4.6.2 Vroom‘s Expectancy Theory ................................................. 22
3.4.6.3 Locke‘s Goal Setting Theory ................................................. 24
3.4.7 Management Theories of Motivation ................................................. 24
3.4.7.1 Scientific Management Theory .............................................. 25
3.4.7.2 McGregor‘s Theory X and Theory Y .................................... 25
3.6 The Four Drive that Underlie Motivation ................................................ 26
3.6.1 The Organizational Levers of Motivation .......................................... 28
3.7Motivation Strategies ................................................................................ 31
3.7.1 Motivational Strategies ...................................................................... 31
3.7.2 Motivating Your Workforce............................................................... 33
3.7.2.1. Motivating yourself............................................................... 33
3.7.2.2. Recruiting and selecting motivated people ........................... 34
3.7.2.3. Setting challenging targets .................................................... 35
3.7.2.4. Aiming high .......................................................................... 36
3.7.2.5. Identifying progress .............................................................. 37
3.7.2.6. Treating everyone as an individual ....................................... 38
3.7.2.7 Creating a motivating environment ...................................... 39
3.7.2.8 Supporting and encouraging your team ................................. 40
3.7.2.9 Recognizing good performance ............................................. 40
3.7.2.10 Providing fair rewards and incentives.................................. 41
3.7.3 Techniques of Motivation .................................................................. 43
3.7.3.1 Orientation ....................................................................................... 43
3.7.3.2 Training and Development .............................................................. 44
3.7.3.3 Promoting ........................................................................................ 45
3.7.3.4 Safety and Healthy .......................................................................... 45
3.7.3.5 Social Influences on Motivation ..................................................... 46
3.7.3.6 Pay and benefits .............................................................................. 47
3.7.3.7 Working Environment ..................................................................... 48
3.8 Summary of what is known and unknown about the Project Topic ........ 49
Chapter IV:Research Procedures ........................................................................... 52
iv
4.1 Research Methodology ............................................................................ 52
4.1.1Descriptive Research ........................................................................... 52
4.1.2Research Reporting ............................................................................. 53
4.1. 3 Quantitative research ......................................................................... 54
4.1.3Qualitative research ............................................................................. 54
4.1.4Primary Data ....................................................................................... 55
4.1.5Secondary Data ................................................................................... 55
4.2 Specific Procedures.................................................................................. 56
4.3 Research population or sample ................................................................ 56
4.4 Instrumentation ........................................................................................ 56
4.4.1 Questionnaires .................................................................................... 57
4.5 Data collection ......................................................................................... 59
4.5.1 Types of questions .............................................................................. 59
4.5.1.1 Open-ended questions ............................................................ 59
4.5.1.2 Closed-ended questions ......................................................... 60
4.6 Treatment of the data ............................................................................... 60
4.6.1 Dependent Variables and Independent Variables .............................. 60
4.7 Summary of Research Procedures ........................................................... 61
Chapter V:Finding .................................................................................................. 63
5.1 Plan of Study ............................................................................................ 63
5.2 Data Analyze and Presentation ................................................................ 63
5.2.1 Staffs................................................................................................... 64
5.2.2 Manager .............................................................................................. 92
5.2.2.1 Motivation Strategies on Supervisor relation ........................ 93
5.2.2.2 Motivation Strategies on Training and Development ............ 94
5.2.2.3 Motivation Strategies on Pay and Benefits ............................ 94
5.2.2.4 Motivation Strategies on Work environment ......................... 95
5.2.2.5 Other Finding ......................................................................... 95
5.3 Discussion Data Findings ........................................................................ 95
5.3.1 Effective Motivational Factors on Supervisor Relation ..................... 95
5.3.2 Effective Motivational Factors on Training and Development .......... 96
5.3.3 Effective Motivational Factors on Pays and Benefits ........................ 97
v
5.3.4 Effective Motivational Factors on Working Environments ............... 98
5.3.5 Issues on Motivation Factors.............................................................. 98
5.3.6 Neutral Issues ..................................................................................... 99
5.4 Summary of What Have Found ............................................................... 100
Chapter VI:Conclusion, Implication and Recommendation .................................. 102
6.3Implication ................................................................................................ 105
6.4Summary ................................................................................................... 105
References .............................................................................................................. 107
APPENDIX A: QUESTIONNAIRE ...................................................................... 109
APPENDIX B:REQUESTED LETTERS .............................................................. 117
APPENDIX C:STATISTIC OF RESEARCHE CONDUCTING ......................... 118
APPENDIX D: OVERVIEW OF HOTEL............................................................. 129
APPENDIX E: CURRICULUM VITAE ............................................................... 138
vi
LIST OF FIGURES
FIGURES
PAGES
Figure 3.1: The relationship between performance and ability, motivation and
working conditions
12
Figure 3.2: the motivation process
12
Figure 3.3 Maslow’s Hierarchy of Need
13
Figure 3.5 Comparison of needs in four theories (adapted from Gordon 1987, p92) 17
Figure 3.6 Types of partial reinforcement schedules
20
Figure 3.7 Basic components of expectancy theory
22
Table 4.1: Schedule for Final Project Writing
56
Figure 5.2: Age of respondent
64
Figure 5.3: How long have you worked for Raffle Hotel Le Royal?
65
Figure 5.4: Is good communication with supervisor important to you?
65
Figure 5.5: Supervisor treats you fairly
66
Figure 5.6: Do you have good communication with supervisor?
67
Figure 5.7: Supervisor gives you advice
67
Figure 5.8: Supervisor praise you with good results
68
Figure 5.9: Supervisor care you when you work
69
Figure 5.10: Supervisor always smile to you
69
Figure 5.12: Supervisor relation is one of your motivator at work
70
Figure 5.13: Supervisor gives you enough power
70
Figure 5.14: Your job fit with your skills
71
Figure 5.15: T&D fit to your skills
71
Figure 5.16: You want to train abroad
72
Figure 5.18: T & D play as a motivator at work
73
Figure 5.17: T & D can develop your skills
72
vii
Figure 5.19: You want to train in the hotel
73
Figure 5.21: You need career planning for future development
75
Figure 5.20: You need real practice rather than given speech
74
Figure 5.22: The hotel gives you enough Training
75
Figure 5.23: The hotel gives you opportunity to develop yourself
76
Figure 5.24: Effort invested and subsequent pay are equally treated
76
Figure 5.26: Financial is the most important to you
77
Figure 5.25: You satisfy with benefits
77
Figure 5.28:You satisfy with the bonus
78
Figure 5.27: Non Financial Benefits is the most important to you
78
Figure 5.29: Hotel can satisfy your need
79
Figure 5.30: You satisfy with recognition system
80
Figure 5.31: Are you satisfied with insurance and medical care?
80
Figure 5.32: Which one of the following is the most important benefit to you?
81
Figure 5.33: Work environment is vital
82
Figure 5.34: You have good communication with others
82
Figure 5.35: Working space is convenient
83
Figure 5.36: Working room is comfortable
84
Figure 5.37: Others are friendly to you
84
Figure 5.38: You can share idea freely
85
Figure 5.39: Easy to access information
85
Figure 5.40: You can adapt to the environment easily
86
Figure 5.41: Work environment is the most important motivator
86
Figure 5.42: Financial benefit is an effective motivation to you
87
Figure 5.44: Presentation on Supervisor Relation
88
Figure 5.43: NonFinancial benefit is an effective motivation to you
88
Figure 5.45:Presentation on Training and Development
90
viii
Figure 5.46: Presentation on Pays and Benefits
91
Figure 5.47: Presentation on Working Environment
92
ix
LIST OF ABREVIATIONS
nAch
: Need for Achievement
nAff
: Need for Affiliation
nPow : Need for Affiliation
SPSS
: Statistical Package for Social Science
TAT
: Thematic Apperception Test
T & D : Training and Development
x
xi
Chapter I:
Introduction
1.1 Background and Significant of Study
Today business is competitive and creativity. Many business owners are very
concerned about how to attract their customers and keep their organizational image
in customers‘ mind. Most of the businesses are focusing on giving quality service to
satisfy customers to improve customers‘ loyalty and to survive in the market.
Quality service is intangible and leaves only the meaningful experience to the users
if services providers are qualified enough in certain circumstance. In contrast, it will
bring the serious problems if the employees in the organization are not well
performing to the customers.
Hotel industry is one of the service industries that give accommodation
service for travelers and many other services needed in their staying. There are
different classes of hotel services based on the facilities they provide to the
customers. Five-star hotels are considered as luxurious hotels, that excellent facility
and qualify human capital are required. This neutralizes tangibles as a form of
competitive advantage and makes competition through intangible elements or
service quality the main way in which managers of the hotels can try to outperform
others in their market segment. Performance is improved through better investment
in human resources. Through better systems for employee appraisal, development,
and two-way communication, which improve service quality and customer loyalty.
People and the management of people are increasing as key elements of
competitive advantage (Boxall and Purcell 2003). Spurred on by increasing
competition, fast-paced technological change, globalization, and other factors,
business are seeking to understand how one of the last truly competitive resources,
their human resources can be managed for competitive advantage. Human resource
is considered as a valuable asset in the organization. Their contributions in
organization are very important to improve productivity and sustain the business in
the market. Hope-Hailey et al (2005) emphasize, competitive advantage lies in
employees themselves, not in HRM practices. They point out that: ‗ The HR
department need to go beyond designing effective HRM practice and practices to
1
ensure that these practices are implemented appropriately and are accepted by
employees in order to achieve the intended results‘. The results achieved depend
more and more on the capabilities and motivation of people and their interactions
with one another and their customers, clients, and suppliers.
Well-motivated people engage in discretionary behaviors. High performance
is achieved by well-motivated people who are prepared to exercise discretionary
(Armstrong, 2009). Motivating employee required strong leadership skills and
effective management practices. Managers play an important role in motivating and
engaging employees to perform in their work effectively with satisfaction. They
need to identify the different needs and wants of each employee in order to satisfy
them appropriately. Effective Motivated employee provides the organization with
the effective work performance and meets the organizational vision.
2
Chapter II:
The Problem
2.1 Significance and Need for the study
One of the most influent factors toward performance of employees is
employees‘ motivation. Business operation totally depends upon on the employees‘
performance. Therefore, employees are an important input in the organization and
successful organization reply on the working result of the employees. Evidently,
organization will be grown and sustainable if the working result is positive whereas
negative result will lead to no longer sustainable or survival of the organization.
The great majority of employees are quite enthusiastic when they start a new
job, but after that they tend to sharply declines. To maintain the enthusiasm bring to
their jobs initially, managers must understand suitable strategies to motivate and
engage their employees to perform well in the work place. Sustainable business
especially in the service management human resource plays an important role in
service provided and to ensure customers loyalty to the organization. Consequently,
each organization pays more attention to employees‘ loyalty.
Employees‘ motivation not only provides employees with job satisfaction,
leading to high performance (outstanding performance) but also improves the
qualities and effectiveness of work. Therefore, understanding employees‘ want and
need that lead to provide right effort to motivate employees is important that
managers must paid special attention.
The ability to motivate the workforce is the key ingredient in ability to
manage people effectively and in the future success of the business. Therefore, each
manager and supervisor should be willingness to know those needs and satisfy them
in appropriate ways. There are strategies to motivate employees. According to a
major study published by Harvard Business Review, key ingredient in employees‘
motivation is ensuring that they are matched to their jobs in terms of their abilities,
interests, and personalities. Study also found that when putting people in jobs where
the demands of the job matched their abilities, where stimulation offered by the job
matched their particular interest, and where the cultural demands of the position
matched their personalities, employee turnover decreases dramatically and
3
productivities increased exponentially. Moreover, employees are motivated when
the organization know their needs, set up work structure, recognition system or any
other rewards to make sure that whatever they do are recognized. They will be
happy and willingness to work if they can feel that they plays an important role to
organizational success. Moreover, when they are given an opportunity to work
independently and to be able to contribute their idea to the organization, they will
think that they have value. As a result, motivations among all of them are created
within the organization and continue to survive in the competitive workplace.
2.2 Problem Statement
Each organization has its own human resource strategy for improve overall
ability throughout the organization. This strategy is very vital to the success of
organization because human capital is one of the capital seem to be difficult to
manage and control. They are all human who come from different sources,
background, knowledge, experiences, abilities, capacity and cultures, so the ways
they act and behave in their works are also different. In addition, most organization
has different context. Therefore, the ways they treat their employees are different
based on the resources, level of success, management, sizes and especially the
ability of managers.
As for, Raffles Hotel Le Royal, there are seven restaurants that play an
important role to fulfill the need of the customers. Café Monivong is one of the
restaurant that serves high class of food and beverage for all kind of customers
especially Western and Asian cuisine buffet style and a la carte menu.
Because it is one of the luxurious hotels that provide the best quality of
service, employees are very important to serve the customers. Therefore, improving
the overall environment related to employees‘ motivation is needed applied to all
staff in order to make sure that they can perform or serve the customers well. Even
though, Café Monivong is well performed from the staff in serving the customers, it
still has negative points to further improve in term of motivation. The purpose is to
develop motivation of employee more effectively and to be able to avoid all the
problems may be happened. Successfully doing this, they need to understand from
managerial team who has appropriate motivational skill. Normally, the way
manager motivate the staff are different based on the needs and wants. Moreover,
4
each motivational tool that used by manager are not absolutely right in every
situations. Sometimes, it is effective for some employee and maybe it makes
negative impact to another employee. Currently, motivating employee in Café
Monivong is more concerned about how to motivate effectively and reduce some
demotivating factors.
In order to have employees who are qualify enough for hotel and customers,
the whole hotel especially direct manager should know the factors that affect to
employee motivation. Manager also have the motivation skill to encourage
employee, so how they use the skill to motivate employee is the critical strategies to
investigate and make sure that they are suitable to each employee. This is the
effective ways to effective performance of employee for their work and creativity.
Therefore, the main problem of this research is improving employee motivation to
make sure that the results are workable to apply in Café Monivong Restaurant.
To be effective in employee motivation, what are the factors that effect to
employees motivation in Café Monivong?
What are the manager‘s motivation strategies?
What are the effective of motivation toward employee?
2.3 Research Objectives
The main objectives of this research are:
To find out factors influencing motivation at Café Monivong
To determine motivation strategies used by Café Monivong, and
To analyze the effectiveness of motivation toward employee.
2.4 Limitation of the study
Raffles Hotel Le Royal is chain hotel that has many branches in the world,
but the research is focus on the Raffles Hotel Le Royal in Cambodia and study
about the motivational factors of employee in Cambodian context. Because of time
and resources are constraints, this research paper is study only on four main
motivation factors including supervisor relation, training and development, pay and
benefits and working environment and focus only on Café Monivong Restaurantone of the seven restaurants in Raffles Hotel Le Royal. However, effective
motivation factors in Raffles Hotel Le Royal are not presented the general
5
employee in Cambodia. It is remarkable that Café Monivong Restaurant is biggest
restaurant in the hotel, was opened the same time with Raffles Hotel Le Royal.
Moreover, employees are permanent worker without shift workings or Job rotating
and some restaurants at Raffles work only in the high season. Besides that, the
motivations tendency toward staffs is considered only some part of employees
without representing general employees in Cambodia.
2.5 Definition of Terms
Effectiveness: The extent to which goals have been met. (Adnan, 2006)
Motivation: is the influences and processes that increase or decrease an
individual‘s desire and commitment to achieve personal and organizational
goals.(Foster. N, 2009)
Factors: one of several things that influence or cause a situation. (Longman, 2005)
Human Resource Management: is operationalized in terms of strategic
intervention designed to develop resourceful employee and to elicit their
commitment to the organizational goal.(Armstrong, 2009)
Human capital: An organization‘s employees, described in terms of their training,
experience judgment, intelligence, relationship and insight. (Noe, Hollenbeck,
Gerhart&Wright, 2007)
Employee Turnover: (sometime known as ‗labor turnover, wastage, or attrition‘)is
the rate at which people leave an organization. (Armstrong, 2009)
Benefits: An indirect reward given to an employee or group of employee as a part
of organizational membership. (Adnan, 2006)
Bonus: a one-time payment that does not become part of employee‘s base salary.
(Adnan, 2006)
Bonus plan: An incentive pay plan which awards employees compensation, in
addition to their base salary, for achieving individual or group performance
and productivity goals. (Adnan, 2006)
Career development: The process by which individuals establish their current
and future career objectives and assess their existing skills, knowledge or
6
experience levels and implement an appropriate course of action to attain their
desired career objectives. (Adnan, 2006)
Career planning: The process of establishing career objectives and determining
appropriate educational and developmental programs to further develop the skills
required to achieve short- or long-term career objectives. (Adnan, 2006)
Crosstraining: The process of developing a multi skilled workforce by
providing employees with training and development opportunities to ensure they
have the skills necessary to perform various job functions within an
organization. (Adnan, 2006)
Culture: The societal forces affecting the values, beliefs, and actions of
adistinct group of people. (Adnan, 2006)
Employee survey: An instrument used to assess employee perceptions about the
work environment. (Adnan, 2006)
Equity: The perceived fairness of the relation between what a person does(inputs)
and what the person receives (outcomes). (Adnan, 2006)
Extrinsic
motivator:
Organizationally
controlled
incentives,
such
as
pay,benefits,incentives, achievement awards, etc., used to reinforce motivation and
increase performance. (Adnan, 2006)
Extrinsic reward: Work-related rewards that have a measurable monetary value,
unlike intrinsic rewards, such as praise or satisfaction in a job well-done.
Hierarchy of needs: A psychology theory ascribed to Abraham H. Maslow, in
which he proposed that people will constantly seek to have their basic needs
(sleep,
food,
water,
shelter,
etc.)
Fulfilled and that such needultimately
determine behavior. (Adnan, 2006)
Hygiene factor: Characteristics of the workplace, such as company policies,
working conditions, pay, and supervision that make a job more satisfying. (Adnan,
2006)
Hygiene theory:
Studies conducted by Frederick Herzberg used to better
understand employee attitudes and motivation and what factors cause job
7
satisfaction and dissatisfaction. Also referred to as the Motivation-Hygiene
theory.(Adnan, 2006)
Intrinsic reward: A reward given to an employee for achievement of a
particular goal, objective or project. (Adnan, 2006)
Job satisfaction: Used to define how an employee feels regarding their job, work
environment, pay, benefits, etc.(Adnan, 2006)
Needs analysis: A method of analyzing how employee skill deficits can be
addressed through current or
future training and professional development
programs, as well as determining the types of training/development programs
required and how to prioritize training/development. (Adnan, 2006)
Performance appraisal (PA): The process of evaluating how well employees
perform their jobs when compared to a set of standards, and then
communicating that information. (Adnan, 2006)
Policy: A written statement that reflects the employer‘s stands objectives relating
to various employee activities and related matter. (Adnan, 2006)
Policies: General guidelines that focus organizational actions. (Adnan, 2006)
Recognition: An acknowledgement of an employee‘s exceptional performance
or achievements expressed in the form of praise, commendation or gratitude.
(Adnan, 2006)
Reward system: A formal or informal program used to recognize individual
employee achievements, such as accomplishment of goals or projects or
submission of creative ideas. (Adnan, 2006)
Strategy: patterns of actions the organization‘s goals. (Adnan, 2006)
Theory X: States that some people have an inherent dislike for work and will
avoid it whenever possible. These people need to be controlled and coerced by
their managers to achieve production. (Adnan, 2006)
Theory Y: Assumes that people have a psychological need to work and want
achievement and responsibility. A manager's role with these people is to help them
achieve their potential. (Adnan, 2006)
8
Training and development: A process dealing primarily with transferring or
obtaining knowledge, attitudes and skills needed to carry out a specific
activity or task. (Adnan, 2006)
2.6 Summary of the problem statements
In this chapter II, researchers have defined the problem. Also, this chapter
focuses on the employee motivation which is one of the most significance of
organizational survival which provides them with job satisfaction, high
performance and high commitment in their job tasks. Problem statement has been
questioned along with research objectives. Evidently, the research objectives
include figuring out the factors that influent on employee‘s motivation and identify
motivation strategies used by manager of Café Monivong as well as analyzing the
effectiveness of motivation to improve employee motivation in Café Monivong of
Raffles Hotel Le Royal.
Furthermore, researchers also have limited the study in order to make the
process of research more easily and accomplish effective results. And, this paper is
focus on Raffles Hotel Le Royal in Cambodia and study about the motivation
factors of employee in Cambodian context. Research only survey about employee
motivation in Café Monivong restaurant in the hotel and it is not mentioned all
departments in the hotel. The last part of the research is mention about related
definition of term.
9
Chapter III:
Review of Literature
3.1 Motivation Defined
Motivation is derived from the Latin, movere, meaning 'to move', and
motivation in an organizational context can be defined as the influences and
processes that increase or decrease an individual‘s desire and commitment to
achieve personal and organizational goals. (Foster, 2009)
The motivation is come from the word ―motive‖. It is defined as the result
that people works (Armstrong, 2009). To motivate people, we need to find out the
way or how to satisfy and fulfill the need and want of the people.
Motivation has been defined as: the psychological process that gives
behavior purpose and direction (Kreitner, 1995). The term ‗motivation‘ can refer
variously to the goals individuals have, the ways in which individual-also chose
their goals and the ways in which others try to change their behavior.
Motivating employees is the process of supplying the incentives that will
encourage, inspire and influence individuals to act in a desired behavior to achieve
a desired goal. (Hanover, 2006)
3.2 Types of Motivation
The two types of motivation are intrinsic motivation and extrinsic motivation.
3.2.1 Intrinsic motivation
Intrinsic motivation can arise from the self-generated factors that influent
people‘s behavior. It can take the form of motivation by working itself when
individuals feel that their work is important, interesting and challenging. Moreover,
it provides them with a reasonable degree of autonomy (freedom to act),
opportunities to achieve, scope to use as well as develop their skills and abilities.
Deci and Ryan (1985) suggested that intrinsic motivation is based on the needs to
be competent and self-determining. Furthermore, intrinsic motivation can be
enhanced by job or role design. According to a writer of the motivational impact of
job design (Katz, 1964): ‗The job itself must provide sufficient variety, sufficient
complexity, sufficient challenge and sufficient skill to engage the abilities of the
worker.‘
In
their
job
characteristics
model,
Hackman
and
Oldham
10
(1974)emphasized the importance of the core job dimensions as motivators, namely
skill variety, task identity, task significance, autonomy and feedback.
3.2.2 Extrinsic motivation
Extrinsic motivation is referred to things are done to or for people to
motivate employees. It can have an immediate and powerful effect, but it will not
necessarily last long. These include rewards, such as incentives, increased pay,
praise, or promotion; and punishments, such as disciplinary action, withholding
pay, or criticism. In some cases, the extrinsic motivators, who concerned with the
‗quality of working life‘ to have a deeper and longer-term effect, because they are
inherent in individuals and their work are not imposed from outside in the forms as
incentive pay.
3.3 Nature of Motivation
Motivation is an internal force; we cannot directly measure the motivation of
others. Therefore, we find their motivation by observing their behavior. For
example, an engineer works late every evening, goes to the office on weekends, and
continually reads the latest engineering journals, is highly motivated. Conversely,
we suspect an engineer is usually first through the door at the end of the day. He is
not motivated to excel, because he rarely puts in extra hours, and spends little time
reading on new developments in the field. Finally, how successful these two are on
their projects will depend not only on their motivation through their efforts, but also
on their ability to handle engineering subject matter. Meanwhile, working
conditions can affect their performance as well. During work, if there are many
interruptions, extra assignments or cramped office space, it may affect performance
negatively. On the other hand, a quiet workplace, assistants‘ help, and support
resources such as sufficient equipment, may affect project performance positively.
Actual performance is thus a function of ability, motivation and working
conditions, as shown in Figure 3.1
As a result, it is important managers hire those with ability to do what is
needed. They must try to be sure people are motivated to contribute the required
inputs, that these inputs are used well or are directed to high performance, so that
performance results in workers will reach desired outcomes.
11
Figure 3.1: The relationship between performance and ability, motivation and
working conditions
Ability
X
X
Motivatio
n
Environmental
condition
=
Performanc
e
Source: Bartol.et al. 2001, p. 367
According to Human Resource Motivation‘s book was published in 2001 by
Bartol et al, the main elements of the motivation process is shown in Figure 3.2.
The diagram shows, leading to various behaviors, we must exist inner needs (food,
companionship and growth) and conditions (knowledge and thoughts about efforts
we thought put forth, and expected rewards). Assuming to the situation, they may
result in rewards. Then these rewards then help reinforce our behaviors.
Alternatively, lack of reward leads to unfulfilled needs, leaves behaviors
unreinforced, and influences our thinking about where to put future effort.
Figure 3.2:the motivation process
Cognitive activities
Needs
Expectancy theory
Equity theory
Goal setting theory
Hierarchy of needs theory
ERG theory
Two-factor theory
Acquired-need theory
Behaviors
Reward/reinforcement
Reinforcement theory
Social learning theory
Source: Bartol.et al. 2001, p. 367
3.4 Need Theories
3.4.1 Hierarchy-of-needs theory
12
One motivation theory is hierarchy-of-needs theory, developed by Abraham
Maslow and popular during the early 1960s. It argues that individual needs form a
five-level hierarchy. The first is basic physiological needs, including food, water
and shelter, until we feel sure these are covered. Next, we are concerned with safety
needs; it means desire to feel safe, secure and free from threat. When we feel safe
and secure, we turn to relationships with others to fulfill our belongingness needs,
which involve a desire to join with and be accepted by others. In addition, the
fourth level is esteem needs, which are a two-pronged desire to have a positive selfimage, our contributions valued and appreciated. Finally, we reach the highest
level, self-actualization needs, that develop our capabilities and attaining our full
potential. Meanwhile, we are testing our creativity, seeing our ideas put into
practice, pursuing new knowledge and developing our talents. Needs at this level
are never fulfilled, because as we develop capabilities, our potential and needs for
self-actualization grow. Some work-related ways to fulfill needs in the hierarchy are
shown in Figure 3.3.
The increasingly global economy means managers must realize that people
from different countries may differ in needs they attempt to satisfy through work.
Research has indicated that people from Greece and Japan being more motivated by
safety needs and those from Sweden, Norway and Denmark by belongingness
needs (Adler 1991; Hofstede 1980). Conversely, in poor countries with low
standards of living, physiological and safety needs are likely to be the prime
motivators of behaviors. As countries become wealthier and have higher standards
of living, it is realized that needs related to personal growth and accomplishments
(such as esteem and self-actualization) become important as motivators of behavior.
Figure 3.3Maslow’s Hierarchy of Need
Source: Bartol.et al. 2001, p. 368
13
3.4.2 Hertzberg’s Two Factor Theory
Herzberg‘s two-factor theory argues that hygiene factors keep workers from
feeling dissatisfied, but motivators help workers feel satisfied and motivated. The
implications are: (1) provide hygiene factors that reduce worker dissatisfaction, and
(2) include motivators, which are the factors to motivate workers and lead to job
satisfaction. The two-factor theory has been criticized on the foundation that
researchers have been unable to obtain the same pattern of results when using other
study methods. Nevertheless, the theory is significant as it helped focus attention on
the need to provide motivators and enhanced our understanding of motivation. For
instant, Building on Maslow‘ work, Frederick Herzberg interviewed accountants
and engineers (Steers, Porter &Bigley 1996). He asked them to describe situations
where they felt very good about their jobs and some where they felt very bad about
them. Analysis showed a pattern. Factors making individuals satisfied with their
jobs were associated with job content. These were labeled motivators. On the other
hand, factors making individuals dissatisfied were associated with job context.
These were labeled hygiene factors (See Fig. 3.4)
Figure 3.4Hertzberg’s two-factor theory (Jones et al. 2000)
Source: Bartol.et al. 2001, p. 369
3.4.3 Alderfer’s ERG Theory
Clayton Alderfer (1972) proposed an alternative, ERG theory. The name comes
from combining Maslow‘s five needs levels into three: existence, relatedness and
growth. We concentrate first on existence needs include physiological desires, such
as food, water, and work-related material wants (pay, fringe benefits and working
conditions). As these are resolved, we have more energy available to think about
relatedness needs which significant others, such as families, friendship groups,
14
work and professional groups. They deal with our need to be accepted by others,
achieve mutual understanding on matters important to us, and influence those that
we interact with a current basis need (Baumeister& Leary 1995). The last is growth
needs that produce creativity, innovation, and the desire to have a productive impact
on our surroundings. Thus ERG satisfaction of one need allows concern with the
next.
ERG theory differs from Maslow‘s hierarchy in three ways. First, although the
general idea of a hierarchy is kept, Alderfer argues that we can be concerned with
more than one category at once. Lower-need satisfaction lets us attend to higherlevel ones. An example is when a worker skips lunch while solving a problem and
becomes very hungry. Sometimes, hunger may hold up with problem-solving
efforts. Second, ERG is more flexible, as it recognizes some individual‘s needs
occur in a different order than outlined in the ERG framework (Nayak &
Ketteringham 1986). Third, ERG theory has a frustration-regression principle. This
states that, if we are disturbed and try to satisfy a higher-level need, our concern
about the need may end. Instead, we may grow more about tangible and achievable
lower-level need. For managers, ERG theory‘s overall message is the same as
Maslow‘s. Finding out the subordinate needs to satisfy at work, ensure they
received outcomes satisfying those needs when they perform well, and so help the
organization reach its goals.
3.4.4 McClelland’s acquired needs Theory
David C. McClelland has another perspective; acquired-needs theory. He mainly
studied three needs: achievement, affiliation and power. In addition, he measures
these needs by using the Thematic Apperception Test (TAT), in which stories are
written about purposely ambiguous pictures. These stories are scored by the
achievement, affiliation and power themes.
The initial work is the need for achievement (nAch), that means desire to
accomplish challenging tasks and achieve excellence in one‘s work. Individuals
with high nAch seek competitive situations, achieve results by their own efforts and
receive immediate progress feedback. They pursue moderately difficult goals due to
high risk of failure. As they like problems needing innovative, novel solutions, high
nAch individuals can be an organizational source of creativity and innovative ideas
15
(Steers, 1987). From estimation, about 10 percent of the general population has a
high nAch. Managers tried to motivate high achievers that they must ensure their
challenge, but reachable and goals gave immediately progress feedback.
McClelland argues high-nAch individuals may not be motivated by money itself.
Nevertheless, they may still see money as a source of feedback on their progress
(McClellland 1976; 1985).
McClelland also addressed the need for affiliation (nAff) which desire to have
warm, friendly relationships with others. High-nAff individuals tend to work in
professions demanding interaction with others, such as health care, teaching, sales
and counseling. To motivate, managers must provide a co-operative, supportive
work environment where they can meet performance and high affiliation needs by
working with others. High-nAff individuals can be assets in situations needing
high-level co-operation with and support of others, including clients and customers
(Steer 1987)
McClelland gradually saw the need for power (nPow), which desire to influence
others and control one‘s environment, as a significant organizational motivator.
Need for power takes two forms, personal and institutional. Needing personal
power try to dominate others to show they have power. They expect followers to be
loyal to them, not the organization, which may mean larger goals go unachieved. In
contrast, needing institutional had done in and organized way. They can sacrifice
some of their own goals for the organization‘s goal (McClelland 1976; 1985).
Motivating individuals with high need for institutional power, it means giving them
opportunities to hold positions or to organize other‘s efforts.
McClelland analyzed the relationship of various needs to managerial
effectiveness. He first thinking with high achievement need would be best
managers. His later work suggests high-nAch individuals focus on their own results
instead of the development and performance of others. So, high-nAch people make
good entrepreneurs. Individuals with high need for affiliation may be managerially
weak, trying to keep good interpersonal links instead of achieving goals. Those
with personal-power orientation have problems as managers, often trying to use
others‘ efforts for their own benefit (McClelland 1985).
16
McClelland‘s work suggests those with a high institutional-power need make
best managers due to their co-ordination of others‘ efforts to reach long-term
organization goals (Andrews 1967; McClelland &Boyatzis 1982). Thus the need
profile of successful managers, in competitive environments, includes (1) moderateto-high institutional power need, (2) moderate achievement need to help in early
career activities, and a desire for the organization to be competitive as they move to
higher levels, and (3) as minimum need for affiliation to give enough sensitivity to
influence others. McClelland‘s newest research shows need for achievement is
more important than power for small companies and for large, decentralized ones
when operating like small companies which must improve and grow cost-efficiently
(McClland 1995).
What if you want to be a manager but don‘t have an appropriate need profile?
McClelland argues we can develop needs in ourselves and others. He increased
individual‘s need for achievement by training. The training involved tasks requiring
goal achievement, and the situations became more challenging as individuals
became more able. Trainees also saw the behavior power (McClelland 1965;1985;
McClelland & Burnham 1976). Other needs, such as affiliation, may be harder to
develop by these means.
3.4.4.1 Assessing need theories
Needs identified in the four theories are compared in Figure 3.5. It is agreed that
higher-level needs are important for motivation. Given the demand for new ideas,
improved quality and greater capacity for change implementation, fostering growth
needs is crucial.
Figure 3.5Comparison of needs in four theories (adapted from Gordon 1987, p92)
Source: Bartol.et al., 2001, p. 373
17
3.4.5 Extrinsic Factor Theories of Motivation
3.4.5.1 Reinforcement Theory
The reinforcement motivation approach is the reverse of cognitive theories,
pioneered by B. F. Skinner. According to this theory, behavior can be explained by
environmental consequences, and there is not necessary to look for cognitive
explanations (Luthans&Kreitner 1975). Instead, the theory relies on the concept of
the law of effect, which states behaviors with pleasant or positive consequences are
more likely to be repeated than those with unpleasant or negative ones.
The way reinforcement works is that a stimulus cues a response or behavior,
followed by a consequence. Finding this reward, we are more likely to repeat the
behavior when the stimulus occurs again. For example, assume your management a
marketing-research unit in a consumer-products company. A product manager form
another unit asks you for urgent help with market research data (stimulus). You
move some of your people from other priorities, even working late to produce data
needed (behavior). If the product manager ensures your unit is recognized for its
efforts (pleasant consequence) you will be likely to make extra effort to help in
future. On the other hand, if the product manager complains about a minor error
(unpleasant consequence) say nothing about the rest of the data or the extra effort
you have made(less than pleasant consequence), you will be unlikely to help in
future. Using reinforcement theory techniques is behavior modification.
3.5.5.1.1 Types of reinforcement
There are four types of reinforcement influence behavior in behavior modification:
positive and negative reinforcements, extinction and punishment. Positive and
negative reinforcements aim to increase a behavior, while extinction and
punishment focus on decreasing it (see fig. 3.6). Skinner argued positive
reinforcement and extinction encourages individual growth, while negative
reinforcement and punishment foster immaturity in individuals. The four types of
reinforcement explain as following:
Positive reinforcement aimed at increasing desired organizationally-useful
behavior, positive reinforcement uses pleasant, rewarding consequences to
encourage it. Rewarding outcomes (praise, a pay rise, or time off) are positive
reinforce. Since people differ in what they find pleasant and rewarding, managers
18
must watch the effects of reinforce to see encourage desired behavior.As
individuals generally do not carry out a new behavior as required, managers
encourage new behavior by shaping that is rewarding of behavior similar to the
desired until the response is made. For example, a manager training a new
salesperson may compliment their way of greeting customers (if this approximates
the desired response). The manager may suggest questions the salesperson might
ask customers to get a better idea of their needs. The manager then rewards the
person‘s efforts to ask better questions and make further suggestions. By this
process individual behavior is gradually shaped to competency.
Negative reinforcement: negative reinforcement focus on increasing desired
behavior, but in a different way. It means presenting noxious (unpleasant) stimuli,
so that an individual will engage in the desired behavior to stop the stimuli. In other
words, the desired behavior is reinforced, but negatively because of stoping an
unpleasant state. For example, an engineer may try to finish a project on time
(desired behavior) to stop (consequence) the chief engineer‘s nagging or yelling
(noxious stimuli). With negative reinforcement, either noxious, or unpleasant,
stimuli are present or very likely to occur unless the desired behavior is produced.
For instance, the chief engineer may already be nagging about the deadline; or the
chief engineer may not be yelling or nagging yet, but the engineer knows from past
experience late projects trigger such behavior. In either case, negative
reinforcement increases the likelihood the project will be finished on time. Though
negative reinforcement encourages desired behavior, it also makes the individual
feel negative toward the provider of the negative reinforcement. If this happens, the
individual may react by doing only what is required and not putting in extra time
when it might help, or even by leaving the organization. Managers should use
positive reinforcement whenever negative organization culture. Nagging, threats
and other negative outcomes may cause subordinates to resent managers and even
try to get back at them. Negative reinforcement fosters immature behavior. For
example, it may encourage the engineer to complete projects on time only if the
boss is in the office.
Extinction: Extinction involves stopping previously available positive outcomes
from a behavior to decrease the behavior; Suppose the first few times an employee
clowns during a staff meeting, the manager laughs. The laughter reinforces the
19
clowning so the behavior becomes disruptive; the employee‘s behavior would be
extinguished if the manager refrained from (withheld) laughing in response.
Punishment: Punishment is providing negative consequences to decrease or
discourage a behavior; Examples are criticizing unwanted behavior as it occurs,
suspending a person without pay, denying training, or withholding resources such
as new equipment. Punishment differs from negative reinforcement in at least two
ways. First, punishment aims to decrease or discourage an undesirable behavior,
where negative reinforcement works to increase or encourage a desirable behavior.
Second, punishment is applied after the individual has shown an undesirable
behavior. Conversely, negative reinforcement occurs before they display a behavior
change, approaches that Skinner maintained has negative long-term effects on
individuals and organizations.
Arguments against the use of punishment include undesirable side effects (e.g.
punisher focused negative feelings) and it may eliminate a behavior only as long as
punishment may be needed, particularly if undesirable behavior is dangerous,
unethical or illegal. Using extinction to decrease undesirable behavior is impractical
if swift action is needed. If punishment must be used, it will be most effective if
there are recognized company policies applying to the situation; if the punishment
is given as soon as possible after the undesirable behavior; if the punishment is
moderate, not severe; and is consistently applied (Arvey&Ivancevich 1980; Beyer
& Trice 1984). In all cases its public application must be avoided. While the use of
punishment can serve a useful instructional purpose in some cases, it will almost
always serve to produce strong negative consequences later (Jones 2000).
Figure 3.6Types of partial reinforcement schedules
Source: Arnold &Feldman 1986, p. 70)
20
3.4.6. Intrinsic Factor Theories of Motivation
3.4.6.1 Adam’s Equity Theory
According to J.Stacy Adam‘s (1965), it is referred to the balance or equity when
we get the inputs and outcomes. Inputs we consider to assess our inputs: outcomes
ratio relative to that of others cover many variables, such as educational
background, skills, experience, hours worked and performance results. Outcomes
include issues of pay, bonuses, praise, parking places, office space, and furniture
and work assignments. The inputs and outcomes we use to assess a situation‘s
equity are based solely on our perceptions of relevance.
In the other hand, the theory notes that two inequity types produce tension.
Firstly, under-reward, when inputs: outcomes ratio is seen to be less than a
comparison of other. In the second, over-reward, when inputs: outcomes ratio is
seen to be greater than a comparison of other. Not surprisingly, equity theory
research shows we adjust to over-reward condition quickly—concluding that our
inputs are worth much more than originally thought (Locke 1976; Mowday 1991).
Under-reward situations are harder to resolve.
Implications for managers Equity theory suggests ways to implement the
recommendations of expectancy theory. For one, managers must communicate twoway with subordinates so they know their equity perceptions. For example,
subordinates must know the ‗rules‘ of outcome allocation relative to inputs. Also,
since a pattern of inequity can result in major difficulties, managers must maintain
good communication with subordinates and with superiors, peers, customers and
other individuals associated with the job. Differing views inherent in the
workforce‘s growing diversity may increase inequity feelings in organizations. As a
result, many companies have set up diversity management programs to increase
mutual understanding and ensure equitable treatment. In an organization, when
most people in an organization see themselves as being treated equitably, with
inputs and outcomes balanced which lead to best performed and to continue at a
high level as they receive outcomes they deserve. Meanwhile, mediocre
contributors and performers can increase their outcomes and inputs.
21
3.4.6.2 Vroom’s Expectancy Theory
The expectancy theory of motivation, proposed by victor H. Vroom, argues that
we consider three main issues before expending the effort needed to perform at a
given level. (Seen in the circles of Figure 3.7)
The first expectancy is effort-performance (EP) expectancy, which assesses
our effort and lead to required performance levels. The assessment means evaluating
the abilities, and considering the adequacy of contextual factors. Moreover, effortperformance expectancy works; it must start a major special project. The project
involves designing and implementing a new computerized tracking system for
customer complaints that intent to improve their service. If you feel you know little
about such system development and/or resource availability is inadequate, you might
assess the probability success as low. That is, your EP expectancy for this
assignment might be low. On the other hand, if you feel well qualified for the project
and available resources are adequate, you might assess the probability success—the
EP expectancy—as high. However, assessment of effort-performance expectancy is
only part of the evaluation.
Figure 3.7Basic components of expectancy theory
Source: Bartol.et al. 2001, p. 374
Second is performance-outcome (PO) expectancy assesses successful
performance will lead to particular outcomes. Major outcomes considered are
potential rewards (such as a bonus, promotion, or feeling of accomplishment),
although we also regard as possible negative results (such as loss of leisure time or
family disruption due to extra job hours). Some special-project situation, your boss
may have a history of giving rewards, such as recognition and bonuses, so you might
22
assess PO expectancy for taking on the project as high. On the other hand, the boss
sometimes forgets from the past experiences. In this case, you might view the PO
expectancy as medium. In the worst case, if your boss never rewards extra effort, you
might assess PO expectancy as virtually zero—at least for rewards available from
the boss. Considering various possible outcomes (both positive and negative), we
assess the probability our performance will lead to desired outcomes. If our
assessment of PO expectancy is high, it contributes to our motivation. If assessment
is low, expectancy reduces our willingness to perform at a high level. Still, there is
another motivational component—the importance of various outcomes to us.
The third is valence assess the anticipated value of various outcomes. The
negative-value outcomes, such as loss of leisure time or family disruption, may offset
the reward value in a situation. But available rewards will motivate only when we
attach a high overall valence to the situation. The importance of valence to expectancy
is pointed out by Jones, George and Hill (2000) who notes that overseas assignments,
despite their stress, can have high valence for managers due to high levels of
autonomy and the opportunities for learning their provide. International assignments
are attractive as they allow people to learn about different cultures and different ways
of operating, skills which will assist them in managerial roles (Loeb 1995).
The research show individuals make global judgments about each element in a
situation, then three combine elements into expectancy theory‘s general formula:
(EP)(PO) valence = motivation (Staw 1984). For example, in the specialproject situation, assume your assess all three elements as high. Chances are you will
be highly motivated to pursue the project: high EP expectancy high PO
expectancy valence= high motivation. On the other hand, assessing any element as
zero means the whole equation equals zero, regardless of the levels of the other two
elements. In more mixed situations, with no element with extremely low ratings, you
will compare the situation with alternatives and choose one giving best chances of
valued outcomes. Therefore, you might negotiate with your boss for better prospects
of good outcomes or to change assignments that you receive a task with greater
motivational potential.
Implications for managers Expectancy theory has several managerial
implications. For one, managers must encourage high PO expectancy formation by
linking rewards carefully to high performance. This is clarifying with three scenarios
of Alissa, Bob and Christen. In the first scenario, Alissa performs well. Then she
23
receives a bonus, and concludes that high performance has a good chance of leading
to a valued outcome (enhanced PO expectancy). The second, Bob performs well
but the boss does not even say ‗good job‘, much less give a bonus. So Bob decides
high performance does not pay, at least in organizational outcomes (reduced PO
expectancy). Third scenario, Christen does little work but receives a substantial
yearend bonus. Christen is likely to see high performance as unnecessary to receive
valued organization outcomes (reduced PO Expectancy). As a result, Bob and
christen will be less motivated in future, while Alissa will have increased motivation.
In Bob‘s case, reduced PO expectancy is due to the manager‘s failure to reward
high performance; but in Christen‘s case, low performance was rewarded.
Furthermore, managers must foster high subordinate EP expectancy. Their high
expectancy contributes to high motivation to succeed (Kaufman 1995). They foster
this by having clear performance expectations, setting challenging, but achievable,
ensuring employee are trained and having resources to reach performance levels
required. Managers can also boost subordinates‘ expectancy levels and motivation by
providing training so they will have the expertise needed for high performance. Then
the combination of training, high expectancy and motivation will enhances the
chances of success (Milbank 1995; Wall Street Journal 1995a; 1995b).
3.4.6.3 Locke’s Goal Setting Theory
Goal setting is a technique that developed a motivational theory as researchers
seek to better understand cognitive factors influencing its success. The success of goal
setting in motivation performance depends on setting goals with the right aspects.
They must be specific and measurable, challenging, attainable, relevant to the
organization‘s major work, and time-limited (i.e. achieved in a defined time). Goal
commitment is influenced by the major elements of expectancy theory: effortperformance expectancy (can I reach the goal?), performance-outcome expectancy
(will I be rewarded if I reach it?) and valence (do I value potential rewards?).
Individuals are more committed to attaining goals when they go high expectations of
reaching, seeing strong connections between goal accomplishment and rewards and
value the rewards (Locke, Latham &Erez 1988). Thus expectancy and goal-setting
theory fit with each other.
3.4.7 Management Theories of Motivation
24
Other approaches to motivation are driven by aspects of management, such as
productivity, human resources, and other considerations. Most notable in this
regard are the following:
3.4.7.1 Scientific Management Theory
Frederick Taylor‘s ideas, put into practice by the Gilbreths in the film, focused
on studying job processes, determining the most efficient means of performing
them, and in turn rewarding employees for their productivity and hard work. This
theory assumes that people are motivated and able to continually work harder and
more efficiently and that employees should be paid on the basis of the amount and
quality of the work performed. Over time, this approach is limited by the capacity
of employees to continue to increase the quantity of work produced without
sacrificing the quality.
3.4.7.2 McGregor’s Theory X and Theory Y
Theory X
In this theory, which has been proven counter-effective in most modern practice,
management assumes employees are inherently lazy and will avoid work if they can
and that they inherently dislike work. As a result of this, management believes that
workers need to be closely supervised and comprehensive systems of controls
developed. A hierarchical structure is needed with narrow span of control at each
and every level. According to this theory, employees will show little ambition
without an enticing incentive program and will avoid responsibility whenever they
can. According to Michael J. Papa (Ph.D., Temple University; M.A., Central
Michigan University; B.A., St. John‘s University), if the organizational goals are to
be met, theory X managers rely heavily on threat and coercion to gain their
employee's compliance. Beliefs of this theory lead to mistrust, highly restrictive
supervision, and a punitive atmosphere. The Theory X manager tends to believe
that everything must end in blaming someone. He or she thinks all prospective
employees are only out for themselves. Usually these managers feel the sole
purpose of the employee's interest in the job is money. They will blame the person
first in most situations, without questioning whether it may be the system, policy, or
lack of training that deserves the blame. A Theory X manager believes that his or
her employees do not really want to work, that they would rather avoid
25
responsibility and that it is the manager's job to structure the work and energize the
employee. One major flaw of this management style is it is much more likely to
causeDiseconomies of Scale in large businesses.
Theory Y
In this theory, management assumes employees may be ambitious and selfmotivated and exercise self-control. It is believed that employees enjoy their mental
and physical work duties. According to Papa, to them work is as natural as play.
They possess the ability for creative problem solving, but their talents are
underused in most organizations. Given the proper conditions, theory Y managers
believe that employees will learn to seek out and accept responsibility and to
exercise self-control and self-direction in accomplishing objectives to which they
are committed. A Theory Y manager believes that, given the right conditions, most
people will want to do well at work. They believe that the satisfaction of doing a
good job is a strong motivation. Many people interpret Theory Y as a positive set of
beliefs about workers. A close reading of The Human Side of Enterprise reveals
that McGregor simply argues for managers to be open to a more positive view of
workers and the possibilities that this creates. He thinks that Theory Y managers are
more likely than Theory X managers to develop the climate of trust with employees
that are required for human resource development. It's here through human resource
development that is a crucial aspect of any organization. This would include
managers communicating openly with subordinates, minimizing the difference
between superior-subordinate relationships, creating a comfortable environment in
which subordinates can develop and use their abilities. This climate would include
the sharing of decision making so that subordinates have say in decisions that
influence them. This theory is a positive view to the employees!
3.6 The Four Drive that Underlie Motivation
Because the four drives are hardwired into our brains, the degree to which they
are satisfied directly affects our emotions and, by extension, our behavior. Let‘s
look at how each one operates.
The drive to acquire: We are all driven to acquire scarce goods that bolster our
sense of well-being. We experience delight when this drive is fulfilled,
discontentment when it is thwarted. This phenomenon applies not only to physical
26
goods like food, clothing, housing, and money, but also to experiences like travel
and entertainment not to mention events that improve social status, such as being
promoted and getting a corner office or a place on the corporate board. The drive to
acquire tends to be relative (we always compare what we have with what others
possess) and insatiable (we always want more). That explains why people always
care not just about their own compensation packages but about others‘ as well. It
also illuminates why salary caps are hard to impose.
The drive to bond: Many animals bond with their parents, kinship group, or
tribe, but only humans extend that connection to larger collectives such as
organizations, associations, and nations. The drive to bond, when met, is associated
with strong positive emotions like love and caring and, when not, with negative
ones like loneliness and anomie. At work, the drive to bond accounts for the
enormous boost in motivation when employees feel proud of belonging to the
organization and for their loss of morale when the institution betrays them. It also
explains why employees find it hard to break out of divisional or functional silos:
People become attached to their closest cohorts. But it‘s true that the ability to form
attachments to larger collectives sometimes leads employees to care more about the
organization than about their local group within it.
The drive to comprehend: We want very much to make sense of the world
around us, to produce theories and accounts – scientific, religious, and cultural –
that makes events comprehensible and suggests reasonable actions and responses.
We are frustrated when things seem senseless, and we are invigorated, typically, by
the challenge of working out answers. In the workplace, the drive to comprehend
accounts for the desire is to make a meaningful contribution. Employees are
motivated by jobs that challenge them and enable them to grow and learn, and they
are demoralized by those that seem to be monotonous or to lead to a dead end.
Talented employees who feel trapped often leave their companies to find new
challenges elsewhere.
The drive to defend: We all naturally defend ourselves, our property and accom
plishments, our family and friends, and our ideas and beliefs against external
threats. This drive is rooted in the basic fight-or-flight response common to most
animals. In humans, it manifests itself not just as aggressive or defensive behavior,
but also as a quest to create institutions that promote justice, that have clear goals
27
and intentions, and that allow people to express their ideas and opinions. Fulfilling
the drive to defend leads to feelings of security and confidence; not fulfilling it
produces strong negative emotions like fear and resentment. The drive to defend
tells us a lot about people‘s resistance to change; itsone reason employees can be
devastated by the prospect of a merger or acquisition – an especially significance
change – even if the deal represents the only hope for an organization‘s survival.
So, for example, one day you might be told you‘re a high performer and
indispensable to the company‘s success, and the next that you may be let go owing
to a restructuring – a direct challenge, in its capriciousness, to your drive to defend.
Little wonder that headhunters so frequently target employees during such
transitions, when they know that people feel vulnerable and at the mercy of
managers who seem to be making arbitrary personnel decisions. Each of the four
drives we have described is independent; they cannot be ordered hierarchically or
substituted one for another. You can‘t just pay your employees a lot and hope
they‘ll feel enthusiastic about their work in an organization where bonding is not
fostered, or work seems meaningless, or people feel defenseless. Nor is it enough to
help people bond as a tight-knit team when they are underpaid or toiling away at
deathly boring jobs. You can certainly get people to work under such circumstances
– they may need the money or have no other current prospects – but you won‘t get
the most out of them, and you risk losing them altogether when a better deal comes
along. To fully motivate your employees, you must address all four drives.
3.6.1 The Organizational Levers of Motivation
Although fulfilling all four of employees‘ basic emotional drives are essential for
any company, our research suggests that each drive is best met by a distinct
organizational lever.
The reward system: The drive to acquire is most easily satisfies by an
organization‘s reward system – how effectively it discriminates between good and
poor performers, ties rewards to performance, and gives the best people
opportunities for advancement. When the Royal Bank of Scotland acquired
NatWest, it inherited a company in which the reward system was dominated by
politics, status, and employee tenure. RBS introduced a new system that held
managers responsible for specific goals and rewarded good performance over
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average performance. Former NatWest employees embraced their new company –
to an unusual extent in the aftermath of an acquisition– in part because the reward
system was tough but recognized individual achievement. Sonoco, a manufacturer
of packaging for industrial and consumer goods, transformed itself in part by
making a concerted effort to better meet the drive to acquire – that is, by
establishing very clear links between performance and rewards.
Historically, the company had set high business-performance targets, but incentives
had done little to reward the achievement of them. In 1995, under Cynthia Hartley,
then the new vice president of human resources, Sonoco instituted a pay-forperformance system, based on individual and group metrics. Employee satisfaction
and engagement improved, according to results from a regularly administered
internal survey. In 2005, Hewitt Associates named Sonoco one of the top 20 talentmanagement organizations in the United States. It was one of the few midcap
companies on the list, which also included big players like 3M, GE, Johnson
&Johnson, Dell, and IBM.
Culture: The most effective way to fulfill the drive to bond –to engender a
strong sense of camaraderie – is to create a culture that promotes teamwork,
collaboration, openness, and friendship. RBS broke through NatWest‘s silo
mentality by bringing together people from the two firms to work on well-defined
cost-savings and revenue-growth projects. A departure for both companies, the new
structure encouraged people to break old attachments and form new bonds. To set a
good example, the executive committee (comprising both RBS and ex-NatWest
executives) meets every Monday morning to discuss and resolve any outstanding
issues – cutting through the bureaucratic and political processes that can slow
decision making at the top. Another business with an exemplary culture is the
Wegmans supermarket chain, which has appeared for a decade on Fortune‘s list of
―100 Best Companies to Work For.‖ The family that owns the business makes a
point of setting a familial tone or the companywide culture. Employees routinely
report that management cares about them and that they care about one another,
evidence of a sense of teamwork and belonging.
Job design: The drive to comprehend is best addressed by designing jobs that are
meaningful, interesting, and challenging. For instance, although RBS took a hardnosed attitude toward expenses during its integration of NatWest, it nonetheless
29
invested heavily in a state-of-the-art business school facility, adjacent to its
corporate campus, to which employees had success. This move not only advanced
the company‘s success and fulfilling the drive to bond, but also challenged
employees to think more broadly about how they could contribute to making a
difference for coworkers, customers, and investors. Cirque du Soleil, too, is
committed to making jobs challenging and fulfilling. Despite grueling rehearsal and
performance schedules, it attracts and retains performers by accommodating their
creativity and pushing them to perfect their craft. Its employees also get to say a lot
about how performances are staged, and they are allowed to move from show to
show to learn new skills. In addition, they get constant collegial exposure to the
world‘s top artists in the field.
Performance-management
and
resource-allocation
processes:
Fair,
trustworthy, and transparent processes for performance management and resource
allocation help to meet people‘s drive to defend. RBS, for instance, has worked
hard to make its decision processes very clear. Employees may disagree with a
particular outcome, such as the nixing of a pet project, but they are able to
understand the rationale behind the decision. New technology endeavors at RBS are
reviewed by cross-business unit teams that make decisions using clear criteria, such
as the impact on company financial performance. In surveys, employees report that
the process is fair and that funding criteria are transparent. Although RBS is a
demanding organization, employees also see it as a just one. Aflac, another
perennial favorite onFortune‘s―100 Best Companies to Work For,‖ exemplifies how
to match organizational levers with emotional drives on multiple fronts. (For
concrete ways your company can use its motivational levers, see the exhibit ―How
to Fulfill the Drives That Motivate Employees.‖) Stellar individual performance is
recognized and rewarded in highly visible ways at Aflac, thereby targeting people‘s
drive to acquire. Culture-building efforts, such as Employee Appreciation Week,
are clearly aimed at creating a sense of bonding. The company meets the drive to
comprehend by investing significantly in training and development. Sales agents
don‘t just sell; they have opportunities to develop new skills through managing,
recruiting, and designing curricula for training new agents. As for the drive to
defend, the company takes action to improve employees‘ quality of life. Beyond
training and scholarships, it offers benefits, such as on-site child care, that enhance
30
work/life balance. It also fosters trust through a no layoff policy. The company‘s
stated philosophy is to be employee-centric – to take care of its people first. In turn,
the firm believes that employees will take care of customers. The company
examples we chose for this article illustrate how particular organizational levers
influence overall motivation, but Aflac‘s is a model case of taking actions that, in
concert, fulfill all four employee drives. Our data show that a comprehensive
approach like this is best. When employees report even a slight enhancement in the
fulfillment of any of the four drives, their overall motivation shows a corresponding
improvement; however, major advances relative to other companies come from the
aggregate effect on all four drives. This effect occurs not just because more drives
are being met but because actions taken on several fronts seem to reinforce one
another – the holistic approach is worth more than the sum of its constituent parts,
even though working on each part adds something. Take a firm that ranks in the
50th percentile on employee motivation. When workers rate that company‘s job
design (the lever that most influence the drive to comprehend) on a scale of zero to
five, a one-point in-crease yields a 5% raw improvement in motivation and a
correspondingly modest jump from the 50th to the 56th percentile. But enhance
performance on all four drives, and the yield is a 21% raw improvement in
motivation and big jump to the 88th percentile. (The percentile gains are shown in
the exhibit ―How to Make Big Strides in Employee Motivation.‖) That‘s a major
competitive advantage for a company in terms of employee satisfaction,
engagement, commitment, and reluctance to quit.
3.7Motivation Strategies
3.7.1 Motivational Strategies
The literature provides an array of strategies for managers to use in seeking to
help motivate individuals. Some of these seem very obvious, while others represent
the ―tried and true‖ approaches to management. Still others represent innovations.
No matter, they are worth enumerating here.
Expect the best. People live up to the expectations they and others have of
them. Henry Ford said it best: ―Whether you think you can or you think you
can‘t, you‘re right!‖ (Manion, 2005, p.292).
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Reward the desired behavior. Make sure that rewards are not given for
undesirable behaviors and be sure to use many different types of rewards to
achieve the desired outcomes (Manion, 2005, p.292).
Create a “FUN” (Fucused, Unpredictable, and Novel) approach. Atchison
(2003, p.21) suggests using money for a variety of creative employee rewards,
such as giving 50$ gift certificates to a shopping center in recognition of
employee‘s exceeding expected patient outcomes.
Reward employees in ways that enhance performance and motivate them.
Don‘t waste money on traditional types of recognition. Though these are
viewed as being nice, they don‘t motivate (Atchison, 2003). Money is better
spent on true rewards for specific types of performance and outcomes.
Tailor rewards. As mentioned in the previous, Atchison (2003) steers
managers away from standard types of rewards, such as giving the obligatory
Thanksgiving turkey. Instead, he recommends finding more creative ways to
spend the organization‘s money and reward employees.
Focus on revitalizing employees. Research shows that when employees are
working on overloaded circuits motivation is diminished and productivity
declines. This is particularly true in healthcare organizations. Hallowell (2005)
suggests that managers can help to motivate employees by encouraging them
to eat right, exercise regularly, take ―real‖ vacations, get organized, and slow
down.
Get subordinates to take responsibility for their own motivation. This can be
achieved by managers taking steps to deal with problem employees to
understand employees‘ needs, to determine what motivates their employees, to
engage employees in the problem-solving process, and to really work hard at
resolving, rather than ignoring, difficult employee problems (Nicholson,
2003).
Play to employees’ strengths, promote high performance, and focus on how
they learn. This requires managers to know what their employees‘ strengths
and weaknesses are, to find out what will be required to get specific
employees to perform, and to understand how to capitalize on the ways those
employees learn as an alternative method of encouraging and motivating them
(Buckingham, 2005).
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3.7.2 Motivating Your Workforce
There are a variety of ways of motivating members of your team, and successful
techniques will vary considerably between different types and sizes of business.
What is appropriate for a family or micro business with two or three employees
will probably be very different from what would work well in a company
employing 100+people.
The following are, however, likely to be key point tourism organizations,
whatever their size or sector of the industry.
1. Be motivated yourself.
2. Recruit and select highly motivated people.
3. Set challenging but realistic targets.
4. Have high expectations.
5. Enable people to see progress.
6. Treat everyone as an individual.
7. Create a motivating environment.
8. Support and encourage the team.
9. Give recognition for good performance.
10. Provide fair rewards and incentives.
3.7.2.1. Motivating yourself
Employees will certainly notice if you:
have little or no interest in, or commitment to, your job or the performance
of the organization
are frequently in a bad mood
arrive late, leave early or take extended breaks
are unenthusiastic about the work of the team or particular aspects of it
try to avoid tasks that you don‘t like
show no sense of urgency
hide from them.
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Basically, if you are poorly motivated yourself, you are very unlikely to be able
to motivate other people. Why should your employees care about meeting
objectives or making a real effort if they perceive that you don‘t?
So, start improving the motivation of your team by making sure that you are
enthusiastic about your job and the role of the team. This enthusiasm is likely to be
infectious.
Try to lead by example. If good time-keeping is important, ensure that you are in
the right place at the right time. If you want employees to get a move on or make an
extra effort, then make sure that you are not seen to be wasting time on
unproductive tasks.
It‘s also important to show that you are prepared to persevere even if things don‘t
go as planned at first. Don‘t give up too easily if difficulties arise or show your
team that you are disheartened with progress.
Nobody is expected to be upbeat and cheerful 100% often time at work – even
managers and owners. However, no-one wants to work with someone who is
miserable and distracted most of the time. So even if you are worried about the
business or some aspects of operations or you have personal problems, try to be
reasonably cheerful and friendly.
3.7.2.2. Recruiting and selecting motivated people
Half of an employee‘s motivation is estimated to come from within, so it is vital
to ensure that you recruit and select people who are motivated to perform well in
their
job.
Attempting to motivate someone who does not want to work for the organization
and/or does not really want a particular job will inevitably be an uphill struggle.
When interviewing potential recruits, look out for signs and evidence of high
motivation in previous employment, at school/college or in their personal life, such
as alertness, commitment, staying power, and willingness to accept responsibility.
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However, it is vital to make sure that you do not discriminate against
candidates from ethnic minority or non-traditional backgrounds, people who have
spent time raising a family or disabled applicants.
When considering candidates for promotion, think about their motivation in
their current post and assess how motivated they are likely to be in the new
position. Be prepared to make reasonable adjustments for any disabled employees.
It can also be important to select motivated people for particular tasks.
Choosing someone who you know will dislike the task to be undertaken is not
likely to result in good performance.
Employees who take a sense of pride in their work, are prepared to go the extra
mile for customers and don‘t settle for second best are, of course, what every
employer wants – although perfectionists can cause their problems too.
3.7.2.3. Setting challenging targets
“Would you tell me please, which way I ought to go?” said Alice. “That depends a
good deal on where you want to get to.” said the cat.
Lewis Carroll
If employees don‘t know what they should be doing at work, or to what standards
they are expected to perform, it is hard to be motivated and effective. It is easy for
them to spend too much time on unimportant aspects of their role, and to neglect
vital tasks. It is also difficult for staff to perform well if they do not understand why
something has to be done, or cannot see where tasks that they are undertaking fit
into the larger picture of business operations.
It is the role of the manager or owner to ensure that everyone:
can identify the objectives of the organization
operations
understands their role and how it fits into the larger pattern of business
appreciates the standards to which tasks should be performed
has agreed objectives or targets to meet.
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Employees are more likely to be well motivated if they understand why tasks
have to be undertaken and have a good appreciation of how the organization wishes
the tasks to be performed.
Clear and effective internal communication is vital. Share your view on what the
organization or department is trying to achieve, and discuss with individuals or
team show their role can help. Ensure that everyone, including part-time and casual
staff, is aware of the required performance standards.
Whenever possible, give employees an opportunity to contribute to the setting of
objectives and targets, as this can increase commitment to achieving them very
considerably.
Remember the concept of SMART targets. They should be:
specific
achievable
measurable
realistic
Time bound.
3.7.2.4. Aiming high
Most people at work are keen to deliver what is expected of them, and are likely
to be better motivated if they feel that they are succeeding in meeting expectations.
So more is likely to be achieved if you have high expectations of your team, and of
individuals within it.
If you let present performance standards become the benchmark for success, then
your team will never achieve its full potential.
If you set the team a challenge and explain that you are confident that they can
rise to meet it, there is a high likelihood of success. Giving the impression that an
individual or group is likely to fail can become a self fulfilling prophecy.
Always focus your expectations on goals that are of significant business benefit.
For example, on sales achieved rather than on telephone calls made to potential
customers.
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Your expectations do, of course, have to be realistic. Communicating
unreasonably high expectations that employees are very unlikely to meet even if
they make a considerable effort will probably be demoralizing.
3.7.2.5. Identifying progress
Just as it is important for employees to know what they are trying to achieve, it is
helpful for them to know what progress they are making towards achieving a target
or performing to the standards required.
Feedback on progress (or even on the reasons for slow progress or lack of it) can
help to spur people on to greater efforts or concentrate their minds on what still
needs to be achieved.
It‘s easy to worry that your team will slow down if you say that good progress is
being made or that everything is going well, or that they will be disheartened if you
communicate a lack of progress. However, research has shown that employees
perform best if they receive feedback on progress. Maintaining motivation depends
on informing (and preferably inspiring) your team.
Make sure that you praise good progress in a sincere way that generates a
positive response in the individual or team. Don‘t forget that knowing you have
succeeded at something is a powerful motivator and a great source of personal
satisfaction and self-esteem. Knowing that they are making progress can also make
individuals and teams more enthusiastic.
Don‘t be tempted to make grudging remarks or imply you are surprised that they
have managed to achieve something. This will only undermine their efforts and is
likely to cause resentment.
Care, of course, needs to be taken when communicating bad news, particularly if
individuals or teams have tried hard.
Be prepared to discuss the reasons for failure and to make sure that everyone
learns from them. Taking sympathetic and constructive attitude to failure can
motivate and encourage staff. In essence, you create ano-blame culture. If you
choose to punish failure and motivate by fear, you are not likely to succeed in the
longer term. However, make it clear that your tolerance of poor performance and
mistakes is limited.
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It can be necessary to re-motivate the team by boosting their self-confidence,
clarifying the objectives and the value of their work, and expressing optimism about
their ability to move forward. Always try to end on a positive note.
If no progress is being made or things are going badly, it is also important to
review your own role and your motivation.
3.7.2.6. Treating everyone as an individual
You do not just employ a team; you employ a collection of individuals, with
unique skills, knowledge, personalities and motivations. So, getting the best from a
team, it means getting the best from every individual.
It is important to find out what motivates each individual, and not to rely on
general assumptions. This is complex as there can be considerable differences
between individuals and between what motivates a person at varying stages of their
career.
For example, job security may be very important for some staff, while others
may be more concerned about management development opportunities.
Remember that what motivates your staff may also be very different from what
motivates you.
Start by assessing the individuals in your team. Try to find out enough about
them to define their motivations (without being unnecessarily intrusive). Approach
new members often team without preconceptions.
Remember that different people want their manager toplay different roles. For
example, some may be seeking reassurance about their performance, others may
not. It is, however, necessary to ensure that everyone is treated in a fair, consistent
and non-discriminatory way.
Try to ensure that you strike a reasonable balance between talking to teams or
groups as a whole and to individual employees or volunteers. You can then use an
appropriate management style for that particular person, rather than one judged to
appeal to the team as a whole.
Don‘t act in a way that could result in you being accused of favoritism. It
demotivates those who feel they are unflavored and can make the favorites
unpopular with their colleagues.
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Appraisal schemes can, of course, provide an excellent opportunity to focus on
individual needs and expectations, to recognize achievement and plan career
development. Obtaining feedback on an ongoing basis is also important and can
ensure that any required action is taken quickly.
3.7.2.7 Creating a motivating environment
Certain working environments can boost the motivation of employees and boost the
morale of a team, others can demotivate and demoralize.
Start by making sure that the physical environments in which people have to
work is satisfactory. It is nearly impossible to work effectively if you are:
frightened about your personal safety or the safety of your personal
possessions
too hot
working in very cramped conditions
extended period of time
cold
struggling to work in poor light
using poorly sited equipment or sitting in an uncomfortable chair for an
thirsty
hungry.
So make sure that:
health, safety and security measures are appropriate to your business
circumstances and that employees believe that they are working in a safe
environment
such as a locker
employees have a secure location in which to store their personal possessions,
indoor temperatures are reasonable and that those working outdoors are
equipped with appropriate outdoor clothing and footwear for the weather
conditions
lighting is adequate for the tasks being undertaken
equipment and furniture is appropriate and located ina position that does not
create problems
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employees are given breaks at appropriate intervals, even during very busy
periods.
Don‘t forget the old adage – your staff will treat customers like you treat them.
The way that you treat employees can also create motivating environment.
Try to avoid creating a restrictive environment with too many or unnecessary
controls or rules.
decision has a significant impact on their job.
Enable employees to contribute to decision making, especially when the
Consult carefully before implementing any major changes.
3.7.2.8 Supporting and encouraging your team
There are times when every team needs some support and encouragement to
produce their best, and it is the role of the leader or manager to provide this.
Support can take the form of:
providing information or advice
helping to resolve problems
helping out in busy periods or difficult situations
targets
encouraging open and constructive communication and co-operation
ensuring that appropriate resources are available
taking action to remove bottlenecks and other barriers to achievement of
Discussing potential changes at an early stage, explaining why they are
necessary and allowing individuals to express their concerns.
Teams also need to be encouraged, especially during peak periods and if any
difficulties arise. Make sure that everyone knows you appreciate their efforts and
are aware of the circumstances under which they working.
3.7.2.9 Recognizing good performance
Achievement is its own reward – but it is never enough. People also want
recognition. Failing to recognize good performance can make an individual feel
unnoticed, unvalued and unrewarded. This can lead to a poor level of motivation.
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Recognition can be formal or informal, for an individual or for a team as a whole.
It can range from an informal thank you, verbally or in writing, for a small task or
some extra help to ‗Employee of the month‘ or annual award schemes. Some
tourism organizations encourage customers to nominate staff for awards or special
recognition.
Never forget that praise can be an incredible motivator. However, praise used in
inappropriate circumstances can simply re-enforce poor performance.
There are three key occasions to give praise:
when work meets a standard for the first time, such as when a new employee
completes an unfamiliar task correctly
them to continue
when work exceeds an agreed standard. Praising those who shine encourages
when work is satisfactory over a period of time. Solid performance every day
is praiseworthy.
When praising an employee, make sure to be specific about what aspects of
performance impressed you and, if appropriate, mention personal effort and
comment on how the achievement has helped the team or organization‘s overall
performance. Respond to people‘s success as soon as possible.
3.7.2.10 Providing fair rewards and incentives
Both financially-based and non-financial rewards and incentives are available to
help motivate people; and different types of reward can have different impacts on
the motivation of individual employees and teams.
Pay and benefits packages can include basic pay,bonuses, commission payments,
pension schemes, health insurance and life assurance cover.
The overall level of pay and benefits determines an employee‘s purchasing
power and (in combination with other household members‘ income) their standard
ofliving. Employees are rarely entirely satisfied with their pay and small pay rises
do little to enhance satisfaction. Enhanced satisfaction (and perhaps enhanced
motivation) only occurs when a pay rise is given which surpasses expectations.
Perhaps more importantly in terms of motivation, every employee has an opinion
on whether their pay is ‗fair‘. The employee who feels underpaid, either for the job
41
itself or in relation to others in the organization or local area, is likely to be
demotivated. They perceive that their contribution is not recognized or valued by
the organization.
It is, of course, essential to ensure that you meet all legal requirements relating to
equal pay for men and women (see section 6 for more information). It is also
important to ensure that pay is perceived as fair and reasonable.
You do not have to pay the highest rates in the area to have well motivated
employees, but it can be difficult to attract and retain well motivated people if your
pay and benefits packages are viewed as unfair and uncompetitive.
Bonus and incentive schemes linked to individual and/or team performance are
far more likely to have motivational impact than basic pay rates.
Whether or not you are in a position to improve pay levels or provide bonuses for
employees, it is well worth considering the motivational impact of other rewards
and incentives. These include the following.
Time off
Extra day holiday, other time-off or opportunities for unpaid leave, extra leave
entitlement for long service
Privileges
Car parking spaces (especially in areas where parkingis difficult) or opportunities
to use guest services
Small gifts or other tokens of appreciation
Flowers, chocolates, Christmas gifts, birthday cards or other small gifts
Social events
Staff parties, away-days, visits to attractions or events, restaurant meals or family
events
Discounts
Discounts in retail or catering outlets for employees and family members
Subsidized or free meals
Staff restaurants, free drinks, free or subsidized meals on duty
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Cars and equipment
Company cars, car financing schemes, laptop computers for home use
Incentive schemes
Reward schemes offering vouchers, experiences or travel opportunities, either
run in-house or through an incentive company.
Always make sure that any rewards and incentives area available to employees in
way that does not discriminate against any members of staff. For example, think
about whether they can be achieved by part-time as well as full-time employees.
Training and development opportunities can also make employees feel valued
and therefore be viewed as reward or incentive, leading to improved motivation.
An off-site management development program is, however, more likely to be
viewed as an incentive than amendatory food hygiene training course or similar.
* Developing your motivation skills
If you consider that your motivational skills could be improved, it could be
worthwhile taking part in motivation training programmed. Motivation training
couldalso help to develop the skills of team leaders, supervisors and managers.
3.7.3 Techniques of Motivation
Motivation--purpose of achieving the organization or company plan and
goals depends on employees who bring those to be succeeded. Therefore, in the
name of a leader should have some duties and plans to stimulate those staff to be
effective performance as below:
3.7.3.1 Orientation
Introducing new or old employee to the organization, strategy, plan and new
objectives of organization or company; especially, duty and individual application
is called orientation. Sometime all staff is introduced from co-workers, but this
commonly introducing is not follow the plan and out of the plan and it often
provides employees some wrong leading or wrong misunderstanding and incorrect
information. Thus, the roles of human resource and direct manager have duties to
introduce new and old staff to know about job or objectives of job and motivate
43
some inappropriate performances and give them responsibility for own duty and
introduce or orient toward goals and objectives of an organization or a company.
3.7.3.2 Training and Development
Training is focused on trying to change an employee‘s behavior or teach
new behaviors to the individual employee which is aimed to balance the
organization‘s requirements and the employees‘ needs (Seyler, Holton, Bates,
Burnett, and Carvalho, 1998). Also, Training aims to bring changes in the
employee‘s skills, in addition to other changes in attitudes and knowledge.
Moreover, it is a key to empowerment are feedback, training, recognition and
helping the employees to gain empowerment. In training and development is
distingued in On Job Training, Continuing Education in Employee Training, Blend
Technical Training with Personal Development.
On Job Training: form of new hire training includes having the new
associate train directly next to an existing associate. This type of employee training
allows the new associate to see firsthand the different facets of the position. Also,
OJT allows the new hire the opportunity to develop a working relationship with an
existing associate.
Continuing Education in Employee Training: A continuing education
program for a department is just as important as the new hire training. Therefore, a
continuous effort must be placed on reminding the staff about various procedures
and concepts. This continuing education can be formal or informal. Prior to putting
together a continuing education employee training program, the management team
must decide upon their desired outcome. One question that is important to answer
is, "Do you want the program to enhance the skills of the associate or do you want
to help the associate with personal development? Therefore, when designing a
continuing education program, the desired outcome should be a blending of both
technical and personal enhancement. This type of training program will allow the
staff the opportunity to develop solid management skills, coupled with a better
understanding of their position and function, and how that fits into the relationship
of the organization.
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Blend Technical Training with Personal Development: the changing or
enlarge the company or organization is also necessary to plan for employees within
Personal Development training course to obtain new skills, techniques and
knowledge for performance to them and it emphasizes that motivate and encourage
to staff in helping them increase more effort and more confidence as their expect to
be in the future.
3.7.3.3 Promoting
A changing a staff from one position to another position to get higher salary
and higher status than before is called promoting; so the performance is increased
according to position or status. There are two important judgment conditions were
mostly used organization or company to promote employees status depending on
work experience and long-term work performance.
A free position that within a one role was made for giving an opportunity to
staff that have enough capacity to be promoted. Possibility of job development for
employees can make by promoting, motivation, and potential moral creating to
increase more effectively productivity so that helps an organization or a company.
Promoting will also be able reduced on recruitment such as advertising outside and
so on. Thus, analysis is used within promoted selecting by job evaluation, job
performance from day-to-day, personal news obtained, education background,
personal history in obeying regulation, and work experience related to job.
3.7.3.4 Safety and Healthy
Safety involves the protecting employees from injuries or deaths
caused by work-related accidents. Secondly, Healthy refers to employees‘ freedom
from physical or emotional illness (Money, Noe&Premeaux, 1999, p.460). ).
Human Resource manager are importantly responsible for protecting employees
from any aspects of injures, deaths, healthiest and so on; to feel them more
comfortable in the environment of work-related doing. Managers must design the
policies or laws to encourage their staff by finding out solutions reducing accidents
and other problems from workplaces. Since the workers are being faced high
hazardous with this job condition, therefore, they can be assigned their job or want
to find another job that safe for their lives. There are some reasons to develop and
45
to support safety program that manager should consider. First, Personal Loss–when
employee gets physical pain or mental impact involve with injuries they are always
angry or feel annoyed. Thus they want to have concerning or take caring from their
firm. And company just still greater concern that is a good chance in rewarding
them to make more effort with their work. Second, Financial Loss to injured
employees–company must have insurance plans or personal accident insurance for
most all of employees. Third, Lost productivity–productivity for the company is
lost when an employee fell into injures. However for obvious losses, there will be
substituted by new work and it may need additional training to place the injured
employee. Next, Higher Insurance Premiums–worker may get compensation
insurance premiums depending on history insurance claims of employer. So to
safety provides to employee is a degree of incentive to make more formal program.
Moreover, Possibility of Fines and Imprisonment–occupational Safety and Health
Act was enactment. Even when there is a willful and repeated violation it might
result in serious penalty for every employer. Finally, Social Responsibility–
responsibility for safety and social health, it had very good programs such as laws
and policies for helping employees in companies and organizations‘ staff. Some
firms had well-done by preparing safety and health programs to operate in their
company. This is a good thing of showing that it has its principles of motivation to
its staff (Money, Noe&Premeaux, 1999, p.466).
3.7.3.5 Social Influences on Motivation
Motivation involves analyzing individual behavior and a crucial recognition
the powerful influence of the social context; especially, the individual‘s immediate
work group as well as supervisors and subordinates.
Influence of the Immediate Work Group: one of the strongest aspects of a person‘s
behavior is on motivation. As for cultures, the individual is seemly to be heavily
influenced by the in-group – the group to which the person belongs, but less
influenced by others who are not members of the in-group. Social influence on
motivation is seemly depending on the group‘s norms. The influence will be to
increase levels of motivation when the norms support the organization‘s goals. The
influence will be to decrease levels of motivation to perform when the norms
oppose the organization‘s objectives; for instance, an employee is working at a
46
restaurant when a teenage worker decided to leave the organization; it increased the
desire of close friends to continue working at the restaurant. And other friends who
remained working at the restaurant had to re-examine their reasons for staying.
Thus, the social influence of work-group friends in this case clearly affected
motivation of at least one type of behavior is staying with the organization (Black
& Porter, 2000,p. 388).
Influence of Supervisors and Subordinates: generally in the environment of
working context supervisors and subordinates, not just group peers, are also part of
the immediate social environment that can influence motivation. The motivation
impact of someone in a supervisory position is not the same for all subordinates. In
other words, although the person next highest in the organization typically has a
strong effect on the motivation of those he or she supervises, that effect is often
unequal. The same supervisor can be a source of increased motivation for some
employees and a source of dampened motivation for others. Thus, supervisor
should know what the needs of the subordinate or follower are and do so to find out
way how to encourage and to motivate employee to be increased productivity and
more outcome (Black & Porter, 2000, pp. 388-389).
Influence of the Organization’s Culture: Organization‘s culture is also a big
problem that can be impact to employees‘ motivation. The influence on motivation
is primarily exercised through norms that organizations expected patterns of
appropriate and acceptable behavior. When an individual desire more to remain part
of an organization, the more he or she will be influenced by that organization‘s
culture. The organization can be considered simply a larger type of group, with its
culture often having less direct influence on motivation than the immediate work
group, but impact nonetheless. Organizations that have gone through mergers or
acquisitions know only too well that the imposition of unfamiliar cultural feature
and norms can have potentially damage effects on the motivation of the members of
new entity. So organization‘s culture and employee‘s culture should be integrated
together in order to make a great exiting co-operations and familiars with each other
in working context (Black & Porter, 2000, p.389).
3.7.3.6 Pay and benefits
47
Motivation factors are the way that can motivate employees to work hard and
stay in the work place. Actually, pay and benefits are the basic need of motivation
factor for all employees.
Pay is simply the consideration arising from a contract to give somebody a
particular amount of money for work done for goods or services provided. Benefits
are similarly defined as a regular payment made to somebody qualified to receive it.
Total pay and benefits are also known collectively as a remuneration package and
this includes bonuses and fringe benefits such as health insurance, pension fund,
sickness benefits etc.
Both definitions are understandably similar and draw attention to a number of
key issues. First, there is a suggestion of equity or a fair exchange of something for
something else with each outcome having benefit for both parties (money and
goods and services provided); second, a notion of worth attached to qualifications.
With some imagination these fundamentals may be extrapolated into issues of pay
structure linked to jobs and pay levels in organizations. De Cieri and Kramar (2003,
p. 426) provide adequate summaries of these terms that the relative pay of different
jobs and how much they are paid.
3.7.3.7 Working Environment
It makes sense that people that are happy within their working environment
will work far more effectively and happily than those who are uncomfortable: it
therefore makes sense to consider certain aspects of your employee‘s workspace
quite carefully.
Noise can be the cause of irreversible hearing damage and also lead to increased
levels of stress.
Ventilation or Fresh air is one of the most important elements of a working
environment because we need ventilation to respiration, the removal of excess heat
and the dilution of various airborne impurities (dust, fumes, tobacco smoke, and
body odour).
Temperature Where extreme temperatures apply i.e. work involving furnaces or
freezing compartments, employees should be provided with the correct clothing and
extra work pauses to allow recovery.
Lighting it is use to illuminate potential hazards and to prevent eye strain.
Stress is becoming a more and more important issue in the world of work; it can be
caused by many factors i.e. Nature of work, the pace of working, payment systems,
48
repetition and monotony, shift work, the behavior of other employees. Although
different employees will react differently to different situations so it is difficult to
prevent stress occurring, it is wise to bear in mind that stress does exist and may at
some time become an issue.
3.8 Summary of what is known and unknown about the Project Topic
To be comprehended precisely, it is necessary to have broader understanding on
the topic. Therefore, Review of Literature plays an important role in process of this
research because it not only serves as tool to comprehend on the research topic but
also as guidance to do research. That means what research should do afterward.
Moreover, Literature Review serves as guidance or criteria in establishing
questionnaire. The following is what is known and unknown about the Project
Topic:
According to all theories above, researchers have found that Process of
Performance in workplace consists of three factors including Ability of employees,
employees ‗Motivation and Environmental Condition. To make employees perform
well is to ensure that employees are well-motivated, to ensure employees have
enough ability to perform their tasks and to ensure there are not any environmental
problems.
Moreover, employees normally are motivated by basic need known as
physiological need by Maslow, Existence by Alderfer. Proposed by Abraham
Maslow, employees are willing work if they get their Hierarchy-of-needs. There are
physiological needs, Safety Need, Belongingness, Esteem Need, and SelfActualization. It is notable that a need might be incompletely fulfilled before we
move to the next hierarchical level.
Also, Two-Factors Theory proposed by Frederick Herzberg recommends that to
drive dissatisfied employees to be satisfied employees through two factors such as
Hygiene Factors and Motivators. Hygiene Factors composed of Pay, Working
Condition, Supervisors, Company Policy, and fringe Benefits and Motivators
consist of achievement, responsibility, work itself, recognition, growth and
achievement. It is remarkable that Hygiene Factors is used when there are high
dissatisfaction to neutral (at which there is no dissatisfaction and no satisfaction)
and Motivators is used when there are neutral to high satisfaction.
49
In addition, like Maslow Hierarchy-of-needs, Clayton Alderfer an alternative
known as ERG Theory. ERG derives from Existence, Relatedness and Growth.
According to ERG theory, to motivate employees to work is to concentrate first on
existence requirements. As these are resolved, we move on to Relatedness and
Growth Respectively. Maslow Hierarchy-of-needs and ERG Theory are similar yet
ERG theory is more flexible than Hierarchy-of-needs in three reasons. First, we can
be concerned with more than one category at once. That means Lower-levels-needs
may not be well satisfied before we focus on others. Second, ERG is not always in
order based upon individual‘s need. Third, ERG theory has a frustration-regression
principle.
Furthermore, David C. McClelland has another perspective on motivation.
Employees motivation involve in three main needs. First, need for achievement
which is one of the three needs convey that people will be motivated to work if they
can accomplish challenging tasks and achieve excellence in one‘s work. Second,
need for affiliation convey that people will be motivated to work if they have warm,
friendly relationships with others. To motivate, managers must provide a cooperative, supportive work environment where they can meet performance
expectations and high affiliation needs by working with others. Third, need for
power convey that people will be motivated to work if they have power to influence
others and control one‘s environment.
Moreover, Reinforcement Theory suggests that successes in achieving goals
and rewards act as positive incentives and reinforce the successful behavior, which
is repeated the next time a similar need emerges. Therefore, manager motivates
employees by adoption concept of law of effect. That means behaviors with
pleasant or positive consequences are more likely to be repeated than those with
unpleasant or negative ones.
The literature provides an array of strategies for managers to use in seeking to
help motivate individuals including Expect the best, Reward the desired behavior,
Create a ―FUN‖ (Fucused, Unpredictable, and Novel) approach, Reward employees
in ways that enhance performance and motivate them, Tailor rewards, Focus on
revitalizing employees, Get subordinates to take responsibility for their own
motivation, Play to employees‘ strengths, promote high performance and focus on
how they learn.
50
Lastly, researchers have found several techniques to motivate workforce. There
are including 1.be motivated yourself, 2.Recruit and select highly motivated people,
3. Set challenging but realistic targets, 4. Have high expectations, 5. Enable people
to see progress, 6. Treat everyone as an individual, 7. Create a motivating
environment, 8. Support and encourage the team, 9. Give recognition for good
performance and 10. Provide fair rewards and incentives and other motivation
technique.
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Chapter IV:
Research Procedures
Amount of information has been collected from Café Monivong‘s staffs, one manager
and other sources to improve more knowledge and experience on how to motivate
employees in the real situation of working context. This project has references from
books, internet soft, newspapers, magazines, surveys, questionnaires, and others. This
research study is conducted during five months. Furthermore, this paper is being done
by the following steps: Research Methodology, Research and Sampling Procedures,
Research Instruments, Collection of data and Statistical Treatment of Data.
4.1 Research Methodology
To find out research objectives and problems regarding to motivation process,
effects of work performance and reward system to job performance at Café
Monivong, descriptive survey method is employed because it describes the collected
information and data from human resource management and studies on currently
working environment situation. The target populations of this study include employee
in Café Monivong restaurant. The sample sizes include 19 employees and one
manager of the restaurant.
The primary data are collected from developing questionnaires and delivered
to respondents in the restaurant. Questionnaires are developed by using both
qualitative and quantitative method which included open-end questions and closedend questions. Then the questionnaires are hand-delivered to each employee with
simple direction how to access and complete the survey based on the factual situation.
On the other hand, the secondary data and literature review are collected from variety
of sources such as books, journal, internet, report and any other documents that
related to the topic of the paper.
4.1.1
Descriptive Research
Descriptive Research is the kind of research that the researchers used
throughout the research for determining effective motivation factors at Raffles
Hotel Le Royal. Indeed, descriptive study tries to find out answers to the questions
who, what, when, where, sometimes and how. Moreover, the researchers attempt to
describe or to define a subject, with creating a profile of a group of problems,
52
people, or events. It is remarkable that Descriptive Research entails careful and
deliberates the steps as a call for accuracy and precision compared to casual
investigation. Therefore, this research is mainly focus on the operation of
motivational strategies of the hotel it is an important method that the researchers
has set out the fieldwork from May to September. In other words, this is ranging
from the beginning or first stage to ending stage. First of all, researchers have to ask
for permission to conduct research. After the permission is granted, researchers tries
to communicate, collect the information about working environment and working
activities in its. Through up these activities the researchers seem to be familiar with
Café Moninvong. This generate the available opportunity to give the questionnaire
and interview toward staff and a manager to respond to the useful question about
the four main area including Supervisor Relation, Training and Development, Pays
and Benefits and Working Environment. After the information and other relevant
materials are collected, researchers took the data to analyze through SPSS program.
Then researchers examine the relevant theories of the previous researchers as well
as providing ideas and advising from advisors. It is remarkable that there are many
questions in the whole questionnaire which focus mainly on employees ‗motivation.
Selecting a design might be a complicated task because there are the availability of
a large variety of methods, techniques, procedures, protocols, and sampling plans.
This involve in designing several useful pattern such as –
design strategy: the strategy will be designed to accomplish their research
successfully including the way of selecting research method, the ways to
collect the data, and the ways to interpret the data
data collection design: The researchers will define the processes for collecting
the useful data that will be used to support the research study,
sampling design: Another step in planning the design is to identify the target
population and select the sample if a census is not desired, and
Researchers will have to determine who and how many people to interview, or
what and how many records to inspect.
4.1.2
Research Reporting
53
The final step of the research is research reporting. This step involve in
preparing a report and transmitting the findings and recommendations for the
intended purpose of decision making. Reports are organized and adjusted styles
regarding to target audiences, the occasion and the purpose of research.
4.1. 3 Quantitative research
Numerical information typically refers to counts and measures of things
(CCC, 2006). It uses to collect data which can be analyzed in numerical form.
Things are either counted, measured or a set questionnaire is used. Answers can be
coded and statistical analysis to give responses in the form of averages, ratios,
ranges etc. Moreover, the researchers aim to discipline the objective in their attitude
toward subjects, collection and treatment of data. They tend to emphasize the
control of research conditions that can minimize bias and threats to the validity of
findings, and commitment to a research design developed prior for entering the
field of study (Lewis-Beck et al, 2004). This method is mainly used in
questionnaires of staffs in the purpose of collecting numeric data which will be able
to analyze and presentation data. Through this method, researchers can easily
presenting and analyzing data collected from the respondents. As the result,
researchers are also being able to provide appropriate solution to the problem.
4.1.3Qualitative research
It comprises of social orientations (e.g. perceptions, beliefs, attitudes,
personality traits, etc), social roles and status (e.g., caregiver, parent, teacher,
community leader, rich, poor, literate/ illiterate, etc), social processes (e.g., coping
strategies, reciprocity or social exchanges, seasonal migration patterns, etc.) and the
like (CCC, 2006). Qualitative research provides greater flexibility and poses
questions in a more open-ended manner. This will be made analysis and synthesis
more difficulty. Researchers used qualitative method because they need to develop
deeper understanding of the topic. Quantitative research is also used in this research
paper and it is included in questionnaire of manager. The reason is, there is only
one questionnaire to collect information from manager related to how she treats her
employees in term of motivation in the restaurant. Moreover, manager needs to
conduct more open questions to know about whatever she used especially some
workable strategies for employees in order to make sure that they are adequately
54
satisfy with their work. Not only open questions, but researchers are also used
closed-end question to manager as well. By using this method, researchers have
interviewed face to face with manager and record all the information related to the
topic suppose to find out motivational strategies that are used by manager to treat
their staff in term of supervisor relation, training and development, pay and
benefits, and working environment.
4.1.4Primary Data
Primary data is a fact and information collected specifically for the purpose
of investigation at hand. It uses of immediate data in determining the survival of the
human resource. The ways to collect primary data consist of surveys, interviews
and focus groups. Primary data collection is used in this research because it is more
accommodating as it shows latest information. The methods of researchers used for
obtaining primary data are
Analyze the primary data through the process of direct observation or by
explicit questioning of people.
animate entity such as a motivation, an action or behavior
Observe the data gathering technique that focus on an observable factors in
Interview all respondents in Café Monivong restaurant
Therefore, researchers have observed and interviewed the respondents by
using the questionnaire to collect information needed which related to employees‘
motivation factors that make them satisfy with their work.
4.1.5
Secondary Data
Secondary data has been gathered by others for their own purposes, but the
data could be useful in the analysis of a wide range of real property. In general,
secondary data exists in published sources. Furthermore, secondary data is obtained
from some other organization than the one instantaneously interested with current
research project and was collected by the organization to convene the requirements
of various research objectives with available effortlessly, rapidly and inexpensively.
Common sources of secondary data are collected by researchers include,
surveys, organizational records, books, internet, e-book. Secondary data analysis
saves time that would otherwise be spent collecting data and, particularly in the
55
case of quantitative data, provides larger and higher-quality databases than would
be unfeasible for any individual researchers to collect on their own. In addition,
analysis of effective motivational factors in Café Monivong, researchers collect the
information of previous famous researchers in the purpose of observing actual
activities of motivation factors and motivation strategies of Café Monivong
restaurant.
4.2 Specific Procedures
Schedule for Final Project Writing
Option I
Activities
May
Date
June
July
August
Contact the hotel
Prepare for Proposal Defense
Proposal Defense
Research for related documents
Writing Chapter 2 Literature Review
Field Research / Observation
Writing Chapter 3 : Research Procedures
Develop Questionnaire
Deliver Questionnaire / Data Collection
Data analysis
Writing chapter 5 Finding
Writing conclusion and Recommendation
Final Edited Research Paper
Prepare for Defense
Final Defense
Table 4.1: Schedule for Final Project Writing
4.3 Research population or sample
The population is considered as all employees working in Café Monivong
Restaurant. The whole population is 19 employees and one manager. In doing this
research, researchers have included all 19 employees in the hotel to respond to the
questionnaires.
4.4 Instrumentation
56
Research
instrumentation
for
this
study
includes
questionnaire,
communication, and interviewing. It was done by choosing the sample from the
restaurant focusing on the staffs, manager in Café Monivong Restaurant. First,
questionnaire is a written list of questions that will be answered by a number of staff.
Then available information can be collected. Staffs and manager should answers all
the questions in the questionnaire lists and it will take more requirements from what
the researchers needs. Second, communication is the activity of expressing ideas and
feelings or providing people realizable information. Finally, interviewing is all words
on a meeting in which everyone can ask for their opinions or advices, or inquiring.
during the interview, it provides the opportunity to clarify the misunderstanding or
unclear answers and give researchers a chance to complete information. Besides that,
to minimize human error, researchers have included some of the following
instruments in processing the research such as: notebook, paper, pen, pencil,
computer, telephone, vehicle, and any other useful tools. Moreover, some software is
also needed to conduct or analyze data such as: Microsoft word &excel, SPSS, etc.
4.4.1 Questionnaires
A questionnaire is certainly a powerful evaluation tool that should take a deep
consideration. Design begins with an understanding of the capabilities of a
questionnaire, how they are useful for the researchers, and answer to research
objectives. The questionnaires will divide into five main parts such as general
questions, questions on supervisor relation, questions on training and development,
questions on pays and benefits and questions on working environment.
A first opening question is general questions which is also an introductory
question. This general question briefly allows the researchers realize some
background information about the respondents. For instance, what is your name?
How old are you? How long have you been working in Café Monivong? These
questions is used to worm up employees and managers to make a good relationship
with the researchers and allows the respondents and researchers are familiar with
each other. This question stage should be the opening stage while the researchers
are asking. After background information has been asked, it is the time to focus on
their real questions continuously to the next that relate to the questions on
supervisor relation.
57
Section 1: Supervisor Relation
This part concerns with the information whether supervisor in Café Monivong
has been built good relationship with its employees or not by asking the specific
questions. Moreover, the researchers want to know some information about the
relationship between the manager and employees during their work. Thus, the
questionnaires are going to ask all employees in the restaurant whether their
supervisor treats them fairly. Is their good communication with manager important?
Does their manager care of them when they work? and so on. While the researchers
were asked many questions, they would limit the answers by giving five answer
choices such as strongly agree, moderately agree, neutral, moderately disagree, and
strongly disagree to the staffs and manager. All these questions are mainly focus on
what effect to employees‘ motivation in the case of supervisor relation between
manager and staff. For the next section of the questions, the researchers are going to
ask respondents about another motivation tool related to Training and Development in
their work place.
Section 2: Training and Development
In this section, researchers have designed some questions about Training and
Development in the purpose of getting actual information about what employees need
and how it affect to employees desired during work regarding to Training and
development
offered
by Café
Monivong Restaurant.
Importantly,
in the
questionnaires are going to ask respondents about how satisfied they are with their
training and development‘s career in the future life of their work. The respondents
will be asked some lists of questions such as Does the hotel give you enough training?
Do you understand hotel training policy? How many times a year does the hotel train
you? And so on. All these questions also want to know about how satisfy employees
have on training and development policy of the hotel and the restaurant as well.
Section 3: Pay and Benefit
Another motivation factors that can motivate employee to work hard and stay in
the hotel is pay and benefits. Actually, pay and benefits are the basic need of each
employee, so in the questionnaires there are some relevant questions to ask about
what employees think of their benefits that they get from the hotel base on their effort
in the work. Pay and benefits are the important elements to mention when we talk
about motivation in the workplace because the researchers not only want to identify
58
about financial benefit, but also non-financial benefits. Some employees think that
financial benefits are very important to them while others think that non-financial
benefits are more important than financial benefits. In the questionnaires, the
researchers want to know about what kinds of benefits they think are the best benefits.
Moreover, the researchers are also need to know about what the benefits they get from
the hotel and what are the additional benefits they want based on their current
situation in Café Monivong restaurant. Vitally, as the important of pay and benefits
over employees‘ behavior and attitude, how it effect to employee performance in their
work.
Section 4: Working environment
The last section of the questionnaire is working environment. In this section,
we talk about environment of the workplace around employee. It is also have
influence to their motivation in the work. Good working environment provides each
employee with comfortable place to work and have good communication with each
other in the workplace. It is also important to motivate employees if manager can
provide good condition base on good working environment. As a result, the
researchers include this part into the questionnaires in order to gather some
information about working environment by asking directly to each employee who has
been working in Café Monivong in Raffles Hotel Le Royal. Those questions are
talking about what they are already have in their workplace and what they are
thinking about if the hotel give them such a kind of work environment. In addition,
what they need more from their manager base on work environment in their
workplace.
4.5 Data collection
From a review of literature, a survey questionnaire was developed to collect
data for the study. Data was collected through using of questionnaire hand-delivered
to participants. Time is needed to collect data, review literature, read documents and
interview with the respondents for analysis. Designing the questions should takes into
account several concerns, as briefly described below:
4.5.1 Types of questions
4.5.1.1 Open-ended questions
59
Also referred to as unstructured or qualitative questions, open-ended questions
refer to those for which the response patterns/categories are provided by the
respondent rather than by the researcher or interviewer (Lewis-Beck et al, 2004:768).
Answers to open-ended questions may describe more closely the views of the
interviewees and allow researchers to obtain unanticipated answers. These types of
questions are also appropriate when the list of possible answers is longer than feasible
to present. In addition, these allow interviewees to provide answers in their own
words.
4.5.1.2 Closed-ended questions
Closed questions are those which contain specific response or answer
categories that are given or made available to respondents. These response choices or
categories should be exhaustive and mutually exclusive (i.e., responses do not have
overlapping meanings). Respondents are also permitted to have multiple responses on
some types of questions, for instance, main sources of the family‘s income throughout
the year, market outlets where interviewees could be selling their crops, types of nontimber forest products being collected from a nearby forest, etc. The advantages to use
closed-ended questions are: a) interviewees perform more reliably when alternatives
are given, b) researchers perform more reliably the task of interpreting the meaning of
answers, and c) when there is a given a set of answers to choose from, enough people
will respond which will become the basis of the analysis.
4.6 Treatment of the data
Data collected are taken to describe the objectives of the research whether it
reflects the answers and responds to the given objectives. After analyzing data, the
results are very important for researchers to be able to summarize and give conclusion
to the research. Then the results are also very useful in giving recommendation to the
problems and finding some useful solutions to the problem. This research provides the
useful solution to solve the problem, and it can be the valuable reference for other
researchers or the next research and other finding.
4.6.1 Dependent Variables and Independent Variables
In this research, two different types of variable are existed, i.e. dependent
variable and independent variable. Dependent variables are the variables that are
60
affected from other variables, for instance, independent variables. Independent
Variables are the variables that can have influences on the variables. In other word,
a dependent variable is a variable whose meaning or result varies by means of
independent variable change in any given situation, according to the real world.
Both variables are used in this research to make the researchers more convenient to
analyze. The following details about the dependent and independent variable of the
research are:
Dependent variables: In the research, the dependent variable is ―effective
motivational factors‖. In this way, effective motivational factor in Raffles Hotel Le
Royal will be affected by Supervisor Relation, Training and Development, Pay and
Benefits, and working environment.
Independent Variables: In this overall research, the independent variables
are all the variables that have influences on the effective motivational factors such
as Supervisor Relation, Training and Development, Pay and Benefits, and working
environment.
4.7 Summary of Research Procedures
Research method is very important in research process. It seems to be the
way that the researchers have to get through and the map to guide. Chapter III
describes about Research Procedures researchers used to conduct the research to
accomplish the research objectives. First of all, research design for this study
utilizes a descriptive survey method. The target populations of this study include all
employees in Café Monivong. Moreover, primary data are collected from
developing questionnaires and deliver to respondents in the restaurant.
Questionnaires are developed by using both qualitative and quantitative research.
They included open-end question and close-questions. Questionnaires base mainly
on the four areas of motivation factors (described in chapter II) including supervisor
relation, Training and Development, Pay and Benefits and Working Environment.
Also, secondary data and literature review are collected from variety of sources
such as books, journal, internet, report and any other documents that related to the
topic of the research. It use as guidance to develop questionnaires.
61
Moreover, this chapter mentions about specific schedule of the research that
is describing date and activities plan to complete research on the specific period.
Additionally, some useful instrumentation is used during this research. They are
including of notebook, paper, pen, pencil, computer, telephone, vehicle, and any
other tools. Moreover, some software are also needed to conduct or analyze data
like: Microsoft word &excel, PowerPoint, SPSS etc.
Besides that, data collections and treatment of data are mentioned in this
chapter as well. This part is mention about the useful of research result after
analysis.
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Chapter V:
Finding
5.1 Plan of Study
Café Monivong Restaurant, one of the seven restaurants in Raffles Hotel Le
Royal, is the case that the research was organized and carried out in the purpose of
identifying the factors influencing employee‘s motivation and motivational
strategies applied by the Raffles Hotel Le Royal. Moreover, this research aims at
analyzing effective motivational factors that have been applied in the hotel.
This research paper takes four months to complete. The process of this
research begins with the problem. The actual problem in Café Monivong that need
to be find out solution is improve effectiveness of motivation because Raffle Hotel
Le Royal is the high class hotel or Five-star Hotel that focus much on quality
service provide to the customers. As the result, research related to employee
motivation has to carry out in order to develop employee management based on
motivation.
Basically, the research is performed under the specific objectives. The first
objective is to figure out the motivational factors that effect to employee
performance. Second, to find out the motivation strategies that Café Monivong have
applied to motivate it staffs and the final objective is to identify effective
motivational factors in Café Monivong. To reach these objectives, questionnaires
have been designed to collect useful information representing all the objectives
raise up. Anyway, Questionnaires are divided in to two targets of respondent. One
is for manager and another one is for staffs of Café Monivong. To be notices, this
research is held from May to August 2010 and all the questionnaires are directly
provide to manager and all the staff in Café Monivong by interviewing,
questioning, observing. After that, researchers present on data finding and
analyzing data to find out the suitable solution to the problem. Finally, based on the
research results, researchers can give conclusion and recommendation to improve
employee motivation in Café Monivong restaurant in Raffles Hotel Le Royal.
5.2 Data Analyze and Presentation
63
This sections focus on analyzing collected data and interpreting the table which
is shown as following. However, there are two part of finding. That is one for staffs
and another for manager.
5.2.1 Staffs
Figure 5.1 shows the sex of respondents in Café Monivong. Male staffs
represent 17 people and female staffs are 2 people which represent 89.5% and
10.5% respectively. It conveys that majority of the staffs are male which accounted
89.5%.
Figure 5.1: Sex of Respondent
Source: Staff Survey, 2010
Figure 5.2 presents the age of the staffs working in this restaurant ranging from
20 to 35. It is indicated that 3 staffs representing 15.8% is at the age of 20- 25.
Other 13 or 68.40 % staffs represents group of 26-30 years old. Such 3 or 15.80%
of all respondents represent 31-35 age groups. To sum up, staffs are medium-age
employees in this restaurant. It is suggesting that motivation should refer to
medium-age group.
Figure 5.2:Age of respondent
Source: Staff Survey, 2010
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According to Figure 5.3, all respondent was queried about the working period
of employees in Café Monivong. There were about 10.5 % representing 1 people
who have work less than 2 year. Following by 15.8% representing 3 people who
work 2 to 3 year, 4 to 5 years represent 8 people or about 42.1% and over 5 years
represent 7 people about 36.8%.This is proven that employees have been working
in this restaurant for age. Therefore, they are satisfied with their job and motivated
to work.
Figure 5.3: How long have you worked for Raffle Hotel Le Royal?
Source: Staff Survey, 2010
In figure 5.4, all respondents were queried about importance of
communication with their supervisor related to their different perspective on
supervisor performance. About 63.14 % of total respondents replied that it is very
important to communicate with their boss, followed by 31.57 % of respondents who
answer that supervisor communication is important. Such 5.29 % explain in the
neutral character that good communication with supervisor important. Therefore,
the researchers can convey that communication with supervisor is crucial for staffs
in this restaurant and it might affect motivation of employees. Ways that
supervisors respond to employees‘ concerns might have a profound impact on
motivation. Good supervisors demonstrate concern by listening genuinely to their
officers.
Figure 5.4: Is good
communication with supervisor
important to you?
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Employees want to feel like they are being treated equally in their
workplace. If the company offers injustice, then they may not get employees who
are as motivated. Concerning in Figure5.5, this finding was supported by the
results of 19 staff surveyed of care from the supervisor. There were 26.3 % or 5
respondents among 19 respondents demonstrating that they have been treated fairly.
Other 63.2 % or 12 among 19 respondents answer that their supervisors has been
being moderately treat them fairly. Such 10.5 % or 2 staffs reply simply that the
supervisor treat them fairly while working. It is proven that all staffs have been
treated equally during working hour. Employees are satisfied with supervisor
attitude.
Figure 5.5: Supervisor treats you fairly
Source: Staff Survey, 2010
Manager can make a positive impact daily by taking the time to
communicate with and recognize employees. When communicating with officers,
supervisors should be sure that their messages are genuine and caring. As
illustrating in Figure 5.6, 12 respondents of all respondents or 63.14 % strongly
agree that they have good communication with supervisor, 6 staff among all
respondents or 31.57 % moderately agrees that good communication with
supervisor is important. Lastly, only 5.29 % or 1 of all respondents; they have no
idea about this issue. Therefore, researchers are able to conclude that employees
have been fostered good communication to encourage them to work.
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.
Figure 5.6: Do you have good
communication with supervisor?
Source: Staff Survey, 2010
Figure 5.7 shows rate of supervisors‘s advice to the employees. Edivently, 4
staffs of the total staffs or 21.08 % strongly agree that supervisor always give them
adivce during the work operation, follow by 11 of all staff or 57.84 % moderately
consider that they have received advice from supervisor. Moreover, another 21.08
% of all respondents determine that they normally consider supervisor give them
advice. Totally, researchers can convey that staff always receive advice from
supervisor. It conveys that relations that supervisors develop with workers tend to
influence the manner in which the workers carry out directives.
Figure 5.7: Supervisor gives you advice
Source: Staff Survey, 2010
As a manager, we have in our power the ability to make a positive impact
on your employees. Praising is one of them. employees like to feel that their hard
work is not only being noticed, but appreciated as well.Figure 5.8expressesapproval
67
of supervisors for employees achievements with good results. 15.8 % or 3
respondents of all respondents are absolutely satisfied with approval of supervisors
for employees achievements. Moreover, about 42.1 % of all respondents
moderately recognize that they have been praised by their supervisors when they
perform well on their job. Another 42.1 % of total respondent answer, in neutral
manner, that supervisor praise them with good result.Totally, Café Monivong have
taken the time to make a positive impact on their employees daily by praising them
for the work they do for their team spirit, good attitude, or anything else that helps
contribute to the restaurant.
Figure 5.8: Supervisor praise you with good results
Source: Staff Survey, 2010
Figure5.9 indicates the care of supervisor toward employee. About 4 staffs
of total employees or 21.1 % strongly satisfy with the care of supervisor. Moreover,
52.6 % of 100% of employees recognized that they moderately satisfy with the care
of supervisor while only 10.5 % of all respondents do not satisfy with care of
supervisor. Another 15.8 commonly satisfy with supervisor‘s care. As a result, it
proved that supervisor care is one of factors that have been influenced employees
during working hour. However, some of employees are not satisfying with this
issue. It is proven that managers love an employee well enough. In turn, they will
return the love in the form of motivation to do well and keep the employer happy. It
serves as one factor that affects motivation.
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Figure 5.9: Supervisor care you when you work
Source: Staff Survey, 2010
Concerning in Figure 5.10 about good attitude of supervisor toward
employees, there were 3 staff of 19 staffs or 15.8 % indicating that they completely
satisfy with attitude of employee. Moreover, there were 31.6 % of 100 %
respondents keep happy with supervisor attitude whereas only 5.3 % of always
respondents do not moderately agree that supervisor always smile to them. Another
7 staff of all respondents or 36.8 % mention simply that supervisor always smiles to
him/her. Therefore, managers at Café Monivong have offered Positive attitudes to
their staffs. Café Monivong has made a positive impact daily by taking the time to
communicate with and recognize their employees.
Figure 5.10: Supervisor always smile to you
Source: Survey 2010
As presenting in figure 5.12about supervisor relation being motivator at
work, 2 of all respondents or 10.49 % consider that supervisor relation is absolutely
one of the motivator at work while 5.29 % of all respondents do not. Furthermore,
about 11 staffs among respondents consider that they moderately agree that
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supervisor relation is one of motivator at work whereas only 5.29 % moderately
disagree with this issue. Another 4 among all staff or 21.08 % commonly answer
that supervisor relation is one of motivator at work. Therefore, supervisor relation
can be proven to be one of motivator at work.
Figure 5.12: Supervisor relation is one of your motivator at work
Source: Staff Survey, 2010
Figure5.13 illustrate offers of power to employees. 5.29 % or a respondent
among 19 respondents are completely given enough power to work while other
5.29%or a respondent are not given enough power. Other 15.78 % of all
respondents they answer that they do not whether the supervisor gives them enough
power to work or not. Another 63.14 % of total respondents moderately agree that
supervisor give them enough power to work while there were only 10.5 %
moderately disagree with the statement. All in all, employees are empowered to do
their job. Consequently, they will feel a sense of pride and responsibility in carrying
out their assignments. This leads to job motivation.
Figure 5.13: Supervisor gives you enough power
Source: Staff Survey, 2010
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Figure5.14 describes that 15.8 % of 100 % of all respondents strongly agree
that their skills are appropriate the job. Moreover, 63.2 % of 100 % of all
respondents show that they have skills that are consistent to the job. Another about
21.1 % of all respondents they answer, in neutral character, that their job fit to their
skills. In nutshell, this conveys that employees have sufficient skill in performing
their tasks. This results in confidence and motivation toward the job.
Figure 5.14: Your job fit with your skills
Source: Staff Survey, 2010
Figure5.15 reveals the fitness of T&D toward staff in Café Monivong
Restaurant. Based on the figure, 42.1 % out of 100% of total employees answer that
T&D is absolutely important to their work, follow by 52.6 % out of 100 % of all
respondents illustrate that T&D is important to their work. Another 5.3 % of 100 %
of total staff have no opinion about that. Overall, Café Monivong has been applied
right T & D to their employees. As a result, it may lead to increased positive
individual attitudes and behaviors especially transfer of competency and job
performance
Figure 5.15: T&D fit to your skills
Source: Staff Survey, 2010
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As illustrating inFigure5.16about the need for abroad Training among staffs
at Café Monivong, 42.14 % of 100 % of staff they really want to Train abroad,
36.84 % of 100 % of all staffs think that they moderately want to train abroad,
10.51 % of total employees they think that it is not a problem whether they train
abroad or not and approximately 10.51 % of staff answer that they don‘t want to
train abroad. Therefore, Training Program can be integrated factor that drive
employees satisfy and motivate to work.
Figure 5.16: You want to train abroad
Source: Staff Survey, 2011
Figure5.17 reveals the employees‘ satisfaction toward the offer of the
restaurant. It represents that 5 respondents or 26.3 % of the 19 respondents is
entirely satisfied with offering of opportunity to develop themselves , and other 11
staffs or 57.9 % are likely happy with the way of that opportunity too. Such 15.8 %
seem to be expressing a sense of normal character on opportunity which was
offered by the restaurant. To sum up, employees appreciate the opportunity to
develop their knowledge and skills without ever leaving work or the workplace.
Therefore, this opportunity to continue to grow and develop through training and
development is one of important factors in employee motivation
Figure 5.17: T & D can develop your skills
Source: Staff Survey, 2011
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As revealing in the Figure5.18, 21.1 % of the total staffs answer that T & D
completely play as a motivator at work, followed by 57.9 % of total staff
moderately agree that T & D play as a motivator at work and another approximately
21.1 % do not any idea about it.Therefore, Training and Development can be
proven to be one of motivator at work.
Figure 5.18: T & D play as a motivator at work
Source: Staff Survey 2010
The effects of motivation on performance are dependent on the level of ability
of the worker, and the relationship of ability to performance is dependent on the
motivation of the worker.Figure5.19 are queried about the need for training
employees in the restaurant. Based on figure, 5.29 % of 100 % of all respondents
indicate that they really want to train in the restaurant. Moreover, about 47.35 % of
100 % of respondents respond to the question that they moderately want to train in
the hotel whereas there were 26.27 % among total respondents moderately disagree
to train in the hotel. However, about 21.1 % of all respondent describes that it is
simple to train in the hotel. Therefore, more or less staffs need ability to perform
well
Figure 5.19: You want to train in the hotel
Source: Staff Survey, 2010
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Figure5.20 is queried about the need for practice rather than theory (given
speech). Depending on the table, 6 staff among 19 staff agrees that they absolutely
need real practice rather than only given a speech. Moreover, 7 of 19 staff or 36.8
% answer that we need real practice rather than given speech while only 5.3 % of
total employee they think that real practice is useless. However, about 26.3 % they
don‘t have any idea about it. Therefore, practice is factor that employees in
performing their tasks as well as motivate them to work.
Figure 5.20: You need real practice rather
than given speech
Source: Staff Survey, 2010
Figure5.21 shows the need for career planning for future development. As
illustrating, 10 staff of 19 staff or 52.6 % absolutely want to career planning for
future development, follow by 5 staff or 19 staff or 26.3 % they moderately want a
career planning for future development while only 5.3 % of staff they do not want a
career planning. Another 10.5 % of all staff they answer commonly that they need
career for future development. Overall, this conveys that employees really need
career planning for future development beside that existed skills.
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Figure 5.21: You need career planning for future development
Source: Staff Survey, 2010
According to the Figure5.22, all the respondents are queried about Training
Program. There were a respondents among 19 respondents or about 5.3 %
recognized that the hotel they work for do give them enough training program,
follow by 14 among 19 about 73.7 % recognized that the hotel they work for give
them enough training. However, another 21.1 % of all respondents think that they
have no any idea about Training offered by the hotel. In summary, Café Monivong
offer sufficient training for their employees. Staffs have both ability and motivation
to perform their tasks.
Figure 5.22: The hotel gives you enough Training
Source: Staff Survey, 2010
Figure5.23 indicates opportunity to develop offered by restaurant. Based on
the Figure, about 10.5% of total respondents they do give the opportunity to
develop by the hotel. Moreover, they are 13 of total respondents or 68.4 %
moderately agree that they are offered the opportunity to develop while only 10.5 %
moderately disagree with this statement. However, another 2 of 19 staff or 10.5 %
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answer that hotel gives them opportunity to develop. All in all, employees are given
opportunities to develop themselves. Evidently, on job training, training abroad
program represent tools that encourage them to work confidentially and
satisfactorily.
Figure 5.23: The hotel gives you opportunity to develop yourself
Source: Staff Survey, 2010
Figure5.24shows the satisfaction between invested efforts of the staff and
the offer of subsequent pay of hotel. Based on the table, 6 staff of 19 staff or 31.6 %
prove that the hotel absolutely have treated fairly regarding to their invested effort.
In contrary, only 1 staff of 19 staff or 5.3 % do not know about how hotel treat
them fairly on their effort regarding to subsequent pay. Moreover, approximately 10
of 19 staff or 52.6 % moderately agree with effort invested and subsequent pay.
However, 10.5 % of total employees have no any opinion about it. Overall, Café
Monivong Operate fairly – staffs feel that they are treated justly in accordance with
what is due to them because of their value to the organization
Figure 5.24:Effort invested and subsequent pay are equally treated
Source: Staff Survey, 2010
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As presenting on Figure5.25 about the satisfaction of benefits, it reveals that
10 of 19 staff or 52.6 % strongly satisfy with benefits offered by the hotel.
Furthermore, 21.1 % of all respondents moderately satisfy with benefits while 5.3
% of respondents answer that they moderately dissatisfy with benefits. However,
there were 21.1 % of all respondents they don‘t have any thought about the
statement. Therefore, employees are satisfied with benefits provided by Café
Monivong.
Figure 5.25: You satisfy with benefits
Source: Staff Survey, 2010
As illustrating in the Figure 5.26 about financial benefits, the data indicate
that about 63.14% of 100% staff responds to the statement that they do need
financial benefit. In addition, there were 5.29 % of total staff moderately agree that
financial benefits is the most important while about 5.29 % moderately disagree
with this. Another 26.27 % answer in the common way that a financial benefit is
most important. Therefore, financial reward can be key factors to fulfill employees‘
need.
Figure 5.26: Financial is the most important to you
Source: Staff Survey, 2010
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Figure5.27 illustrates about influence of non financial reward in performing
their tasks. Form the table, 5.29 % of 100 % of staff strongly satisfy with Non
Financial benefits while 5.29 % of 100 % of staff strongly dissatisfy with Non
Financial benefits. Moreover, approximately 10.49 % of total employees satisfy
with non financial benefits whereas there were 15.78 % did not satisfy with non
financial benefit. However, 12 of 19 respondents have no any idea about non
financial benefit. This reveals that employees are not very influent by non financial
benefits.
Figure 5.27: Non Financial Benefits is
the most important to you
Source: Staff Survey, 2010
As presenting on Figure5.28 about the satisfaction of bonus, it reveals that
about 9 of 19 staff or 47.4 % do satisfy with bonus offered by the hotel.
Furthermore, 31.6 % of all respondents satisfy with benefits while 10.5 % of
respondents answer that they dissatisfy with benefits. However, there were 10.5 %
of all respondents they don‘t have any thought about the statement. Therefore, staffs
are satisfied with bonus.
Figure 5.28:You satisfy with the bonus
Source: Staff Survey, 2010
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Table 5.29 presents the level of satisfaction of employee toward their need
in the restaurant. Based on the table, it proves that 68.4 % of 100 % of total
employee are absolutely satisfied with their need while only 5.3 % strongly
dissatisfy with that. Also, there were 15.8 % they do not have any idea about this
issue. However, there are 10.5 % they do not satisfy with the Hotel‘s offer. In
summary, restaurants have responded to the need of employees.
Figure 5.29: Hotel can satisfy your need
Source: Staff Survey, 2010
Recognition system is one of the effective ways to satisfy staff. As appealing
inFigure5.30 about satisfaction of recognition system that have been applied by the
hotel, there was 2 staff of 19 staff or 10.5 % responding to the survey that they
absolutely satisfy with the hotel‘s recognition system, while a staff or 5.3 % do not
satisfy with the recognition system of hotel. Moreover, approximately 57.9 % of all
staffs react to the survey that they satisfy with the recognition system within the
hotel. Furthermore, such 5 staffs any way or 26.3 % seem to be expressing a sense
of normal character on recognition system which was offered by the hotel.
Therefore, researchers can convey that restaurant have provided effective
recognition system.
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Figure 5.30: You satisfy with recognition system
Source: Staff Survey, 2010
Majority of companies try to motivate their employee to work by providing
insurance, medical care and others benefits in the purpose of gaining more
productivity, profitability and attraction on staff for long-term working for
company. As presenting in the Figure 5.31, 10 of 19 staff or 52.6 % of all
respondents prove that they do satisfy with insurance and medical care while only
5.3 % of all respondents strongly dissatisfy with that issue. Moreover, there were 6
of all respondents or 31.6 % satisfy with insurance and medical care provided by
the Café Monivong whereas only 5.3 % of all respondents dissatisfy with insurance
and medical care. However, another 5.3 % of all respondents mention that they
normally satisfy with insurance and medical care.
Figure 5.31: Are you satisfied with insurance and medical care?
Source: Staff Survey, 2010
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To motivate employee, Benefits (Reward and Bonus, Recognition System,
Promotion, and Certificate of recognition and so on) can be considered as basic
motivator. Clearly, concerning in the table 5.32 about the most important benefit to
employee, the table indicate that among benefits there are 11 of 19 staff or 57.9 %
they satisfy with Reward and Bonus, 7 of 19 staff or 36.8 % of all employees
satisfy with Recognition and Promotion and 5.3 % of total employee satisfy with
offering certificate. This reveals that Reward and Bonus can be the most suitable
motivators for restaurant to be considered.
Figure 5.32: Which one of the following is the most important benefit to you?
Source: Staff Survey, 2010
Figure5.33 indicates the importance of working environment. Based on
Figure, work environment is vital is corresponding to 5 of 19 staff or 26.3 %,
follow by 63.2 % agrees that work environment is vital. Conversely, only 5.3 % of
respondents disagree with that statement. Anyway, there were about 5.3 % also
answer normally that work environment is important. To sum up, working
environment is crucial to motivate employees to perform their job effectively.
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Figure 5.33: Work environment is vital
Source: Staff Survey, 2010
Good communication and working environment can make employees
satisfy with their job and then it will return to outstanding record. As presenting in
the Figure 33, 21.08 % of 100% respondents recognize that they have a very good
communication with others employees in workplace. Also, 73.63 % of all
respondents (14 people) mention that they have good communication with others.
Another 5.29 % of all respondents prove that it is commonly to have good
communication with other in workplace.
Figure 5.34: You have good communication
with others
Source: Staff Survey, 2010
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To create workplace in a safe, healthy, and comfortable place, it means that
organization have maintained their employee motivation. Clearly, the Figure5.35
indicates level of working environment related to safe, healthy, and comfortable
environment in Restaurant of Raffle Hotel Le Royal. Based on the Figure, 4 of 19
staff or 21.1 % consider that they do work in convenient working space. Moreover,
11 of 19 employees or 57.9 % consider that their working space is convenient
whereas 10.5 % of total staff mention that they are not working is a convenient
space. Another 10.5 % of employee, they have no any idea about it. Therefore,
restaurant have offered convenient working environment for their staffs.
Figure 5.35: Working space is convenient
Source: Staff Survey, 2010
Figure5.36 illustrates about level of comfortable of working room.Based on
table, 47.4 % of 100 % of staff consider that working room they are very
comfortable, follow by 36.8 % of 100 % of staff prove the Café Monivong provide
a comfortable room for their work. Nevertheless, another 15.8% of 100 % of
employee mention normally working room is comfortable. Therefore, it is clearly
that employees work in comfortable environment.
‘
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Figure 5.36: Working room is comfortable
Source: Staff Survey, 2010
No one can live alone without contacting outsider. Therefore, it is important to
communicate with friendly person. As illustrating in table 5.37, 10.5% respondents
consider that others staff in Café Monivong are really friendly to them whereas only
5.3 % reply that others are not friendly to him/her. However, 47.4 % answer in
normal character that others are friendly to him/her. All in all, there are good
relationships among employees in the restaurant.
Figure 5.37: Others are friendly to
you
Sharing information allows everyone in organization understand each other.
As illustrating in table 5.38 about sharing an idea, 2 of total staffs or 10.5 %
strongly agree that idea can be shared freely. Conversely, only 5.3 % do confirm
that you cannot share idea freely. Moreover, 7 of total employees or 36.8 % they
prove that they can share idea freely. Nevertheless, about 9 of all respondents
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mention they do not have any opinion about it. To sum up, there are share of idea
freely among staffs.
Figure 5.38: You can share idea freely
Source: Staff Survey, 2010
Access of information maintains employee satisfaction because they are
confident with job. Concerning in Figure 5.39, 5 of 19 staff or 26.33 % consider
that they are really easy to access information while only 10.5 % of total
respondents claimed that they are not easy access to information at all. Furthermore,
10.5 % of 100% of staff moderately agree that they are easy access to information.
Another 10 of 19 staff or 52.6 % it is normally easy access to information.
Figure 5.39: Easy to access information
Source: Staff Survey, 2010
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Based on the Figure 5.40 about ease of access to the information, 13 of total
19 employees supports that they can adapt to the environment very easily whereas
there 1 of total 19 employees mention that cannot adapt to new environment easily.
However, 5 of 19 employees or 26.3 % have no any idea about it.therefore, Café
Monivong has created the environment that employees are able to adapt themselves
easily.
Figure 5.40: You can adapt to the environment easily
Source: Staff Survey, 2010
Figure 4.41 describes that there were 10.5 % of 100% of staff do thinks that
work environment is the most important motivator. There is rising the 73.7 % of
100% of staff seems to be moderately considered that the most important motivator
is work environment while 5.3 % of total respondents think that it was not work
environment. Moreover, another 10.5 % of 100 % of staff have no any opinion
about it.
Figure 5.41: Work environment is the most important motivator
Source: Staff Survey, 2010
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As presenting following, the Figure5.42 indicated that the staffs within 10 of
total 19 employees or 52.6 % reply to question that they are absolutely appreciate
financial benefit. In addition, about 5 staff of 19 staff is satisfied with financial
benefit whereas 1 staff of 19 staff dissatisfied with financial benefit. Nonetheless,
about 3 of 19 staff mention that have no any opinion about it.
Figure 5.42: Financial benefit is an effective motivation to you
Source: Staff Survey, 2010
The below quoting figure was the result of observation of staff aimed to get
staff‘s point of view about motivational issue on Non Financial benefit. Based on
the figure, there were 5.29 % of 100 % of respondents they do satisfied with Non
Financial Benefits. In contrary, 5.29 % of respondents also claim that do
dissatisfied with non financial benefit at all. Moreover, 26.27 % of respondents
satisfy with non financial benefits while 15.78 % of all respondents dissatisfy with
non financial benefits. However, about 47.35 % of total respondents prove that they
have no any idea about non financial benefits.
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Figure 5.43: NonFinancial benefit
is an effective motivation to you
Source: Staff Survey, 2010
Depending upon presentation on data, researchers have converted the
materials into four main parts as the scope of the research in the purpose of
identifying motivational issue and getting information about motivation more
precisely and easily. Researchers are able to identify easily the main issue either
motivational factors and as well as motivational issue or issues on motional factors
to fix up those with effective solutions for a better development. Then researchers
are going to describe about those four areas such as Supervisor Relation, Training
and Development, Pay and Benefits and Working Environment.
Figure 5.44: Presentation on Supervisor Relation
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The facts is gotten from questionnaire by interviewing with staffs and
managers who kindly enough of spending their valuable time to write down on the
papers as well as questionnaire which were given by the researchers. This
presentation is focused on the connection between managers and staffs which has
influenced employees ‗motivation.
Figure 5.44 indicates total factors of surveys on Supervisor Relation. First,
24 total averages of 22.43 prove most exiting feeling of staff who do satisfy with
the Restaurant. Evidently, Café Monivong always give them good relationship with
supervisor, all staffs have been treated equally during working hour, employees
have been fostered good communication to encourage them to work, Café
Monivong have taken the time to make a positive impact on their employees daily
by praising them for the work they do for their team spirit, good attitude, or
anything else that helps contribute to the restaurant. Conversely, 4.92 of percent of
total average strongly dissatisfy with Café Monivong in term of Supervisor
Relation. Moreover, 44.83 of total average support that they express their satisfied
feeling about supervisor relation while 9.76 of average of percentage dissatisfied
with relationship among supervisor and staff. In addition, 20.18 averages of percent
or the total averages of 18.75 percent answered that they are really not concerning
about that by thinking nothing on supervisor relation. In short, 67.26 of percentage
of total average point out that they are satisfied with Supervisor Relation
implication in Café Monivong. In contrary, there were only 15.06 of average of
percentage or 13.98 of percentage of total average respond to this statement that
they do not satisfied with Supervisor Relation implementation. Overall, researchers
are able to draw conclusion that employee are satisfied with Café Monivong policy
on Supervisor Relation regarding to communication, good attitude and team spirit.
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Figure 5.45:Presentation on Training and Development
As presenting in figure5.45, the result was statistically interpreted.
According to the figure, researchers find out several finding. First of all, employee
do satisfy with Training and Development offered by Café Monivong. Evidently,
there was about 22.85 of percentage of total average are completely satisfied
Training and Development Program and even 47.12% of total average describe that
they satisfy with Training and Development. Evidently, employees have sufficient
skill in performing their tasks, employees appreciate the opportunity to develop
their knowledge and skills without ever leaving work or the workplace, Café
Monivong offer sufficient training for their employees, on job training, training
abroad program represent tools that encourage them to work confidentially and
satisfactorily. Conversely, 5.3 of average of percentage or 4.79 of percentage of
total average expresses their existing feeling that they extremely dissatisfy with
Training and Development offered by Café Monivong. Moreover, 10.47% of
percentage of total average expresses their dissatisfaction of Training and
Development Policy provided by Café Monivong. However, there were 14.77 of
percentage of total average indicate, in the neutral character, that they are satisfied
with Training and Development Policy. In brief, relying on the data, 69.97 of
percentage of total average express the most satisfied feeling on Training and
Development whereas 15.26 of percentage of total average dissatisfy with Training
and Development offered by Café Monivong. Moreover, 14.77 of percentage of
90
total average express their neutrality feeling on Training and Development. To sum
up, relying on the statistics, researchers have found that most staff satisfy with
Training and Development given by Café Monivong. As critical thinking,
Satisfaction on Policy of Training and Development from employee will lead to
effective motivational strategy.
Figure 5.46: Presentation on Pays and Benefits
Figure 5.46 showed the presentation on Pays and Benefits. It indicates
that35.54 averages of percentage prove that they are fully satisfy with Pays and
Benefits offered by hotel. 34.23 averages of percentage are moderately satisfied
with Café Monivong‘s Pays and Benefits. Moreover, by expressing neutrality on
Pays and Benefits, 22.38 averages of percentage express their satisfaction on Pays
and Benefits. However, there are 7.54 averages of percentage answered that they
are dissatisfied with Pays and Benefits while other 5.3 averages of percentage are
absolutely believed that. In short, about 69.57 averages of percentage express their
satisfaction feeling on Pays and Benefits Provided by Café Monivong while there
were only 12.84 averages of percentage answering that they are not satisfy with
pays and benefits. However, 22.38 averages of percent express their neutral feeling
on this issue about Pays and Benefits. All in all, researchers have found that staffs
really satisfy with Pays and benefits which are provided by Café Monivong.
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Figure 5.47: Presentation on Working Environment
Figure 5.47 showed the presentation on Working Environment. According
to the figure, total averages of 23.07percentagesindicate that they are fully satisfied
with Working Environment offered by hotel. The total averages of 42.39%they are
happy with Café Monivong‘s working environment. Subsequently, total averages of
21.47 percent answer on the same question that they are really not concerning about
working environment by just feeling neutrality. In opposition, total averages of 5.82
percentages they do not satisfy on working environment while other 7.25
percentages of total averages are absolutely believed so. Lastly, about 65.46
percentage of total average express that they are approved with providing working
environment. In contrast, other 13.07 percentage of total averages they do not
satisfy on working environment. Another 21.47 percentage of total averages answer
in neutrality feeling that they satisfy with working environment. All in all,
researchers have found that staffs really satisfy with Working Environment which is
provided by Café Monivong.
5.2.2 Manager
This research aims to find out motivation strategies of manager in Café
Monivong Restaurant. Even though there are only 19 employees in this restaurant
but motivation on each of them is very important to effective performance.
Manager uses some motivation techniques to make sure that she can motivate her
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staffs to do their work effectively and efficiently. Manager understands that in order
to complete the job with good results, so she has to plan some strategies to apply to
employee. In Café Monivong, most of employees have to communicate face to face
with the customers, so their attitudes and activities are very important to be
considered. They are very important to serve the customers with satisfaction and
motivation. Based on the research, researchers have find out some useful strategies
used by manager in Café Monivong restaurant. These are some following strategies
that manager has used in her operation based on four important motivations such as
supervisor relation, training and development, pay and benefits and work
environment.
5.2.2.1 Motivation Strategies on Supervisor relation
The employment relationship is one that is established whenever employers
and employees work together. In Café Monivong, manager plays an important role
in managing the staff. Research shows that effective motivations toward the
employees need to be considered by manager in performing the strategies.
Motivation strategies are created by manager and her relation with employee is one
of the strategies in effective motivation.
After interview with manager in café Monivong in Raffles Hotel Le Royal,
researchers collect some information related to communication between employee
and herself. Researchers found out that manager know exactly about important of
communication in the workplace. Moreover, his relation with employee is the key
element to motivate each employee to provide quality service to customers. Only
satisfied employees will bring qualities service to customers. By seeing this,
manager makes a positive impact daily by taking the time to communicate with and
recognize employees, praising them for the work they do for their team spirit, good
attitude, or anything else that helps contribute to the restaurant when
communicating with officers, supervisors should be sure that their messages are
genuine and caring, performing fairly, caring them when they work, encouraging
them to work hard, and giving them enough power to make decision and to solve
the problems. Moreover, researchers found that ,to tighten relation between
supervisor and staffs, Café Monivong has offered Special Food Party, employees‘
birthday party Raffles Star and others. In this occasion, the manager and
supervisors serve the food for their employees and eat the food together.
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5.2.2.2 Motivation Strategies on Training and Development
Training and development are also included in motivation strategies of
manager in Café Monivong Restaurant. From the interview, researchers have found
several practices corresponding to Training and Development.
Manager has conducted important training courses that are useful in current
job. Since training and development is one of the motivation strategies to improve
the effectiveness of work, manager have provided Orientation Job, On Job Training
Program, and even Training Abroad Program. Orientation Training targets to the
new comer with the purpose of guide them to be acquainted with their task as well
as hotel policy and others important information. On job training is the kind of
continues training when something new occur in the hotel. More importantly, to
motivate employees Café Monivong have offered Training aboard Program to the
staffs that are full of experience, and are willing to develop their skills.
In addition, manager is aware of the need of their employees including Need
of higher position, training something new, getting new experiences. As a result,
manager encourage them to learn in order to improve their attitude, offer suitable
training and provision of opportunities for learning in the purpose of sharing and
developing good experience in the real workplace or service industry as well as
introducing hotel overview, hotel policy, hotel outlet, and some information related
to their work.
By understanding the important of training and development, the employees
are confident to offer quality service to their customers. Manager believes that the
confidence employees have in their own abilities and capacity to perform well.
5.2.2.3 Motivation Strategies on Pay and Benefits
Medical Care, Insurance, Uniform, Annual Leave, Maternity leave, Wage on
overtime working, Monthly Theme, Annual Staff Party, Welcome Party and other
point out that Café Monivong Restaurant are very concern about satisfaction of
employees. Café Monivong is really concerning with employees‘ needs as well as
knowing how to satisfy its staff to be happy with providing those benefits.
Moreover, when special occasion (those Khmer traditional occasion, etc) came,
restaurant provides some bonuses regarding to their duties in order to reward as a
part of motivation criteria.
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5.2.2.4 Motivation Strategies on Work environment
Café Monivong Restaurant have provided comfortable, convenient working
environment aiming at making their staffs satisfied. Restaurant equips with air
conditioner comfortable, convenient space, free from noise, good ventilation and
modern tools easy to use. Moreover, Café Monivong has good communication
between manager and staff, encourage on team work and staff willing help each
other in a hard time. More importantly, staff and manager are friendly and polite
with each other. Overall, Café Monivong act as the environment which make
employee want to work hard and create good communication between employees.
5.2.2.5 Other Finding
To identify employees are satisfied, Raffles Hotel Le Royal use the survey
to test the satisfaction on staff motivation. The survey is called Employment
Engagement Survey. Normally, it is conducted once per year, Raffles Hotel Le
Royal has hired other company to conduct research on staff motivation. This name
of company is Gallup (in America). Evidently, in 2009, research has proved score
of satisfaction is 4.8 over 5.0 or 96% that means employees strongly satisfy with
the hotel.
5.3 Discussion Data Findings
This main purpose of this research is to study about the effective
motivational factors such as effective strategies, techniques, methods, and others on
the four areas of the research have been scope to be done. Through up the outcomes
of the questionnaire and interview, researchers have found on motivation. The
following are the discussion of data which is categorized in four main parts
including Effective Motivational Factors on Supervisor Relation, Effective
Motivational Factors on Training and Development, Effective Motivational Factors
on Pays and Benefits and Effective Motivational Factors on Working Environment.
5.3.1 Effective Motivational Factors on Supervisor Relation
Many factors impact how well an employee performs on the job. However,
researchers believe that decisive factor in employee performance is Supervisor
relation. Having a positive relationship with supervisor usually means employees
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are more satisfied with the work and have less stress. Referring to expectancy
theory, the foundation of this theory is based on people who desire to be treated
fairly (Adams, 1963). In other word, people want to be treated on standard scale
and this treatment may affect their motivation to transfer training and performance
positively or negatively. As a result, performance will lead to desired outcomes.
As presenting in case of Café Monivong Restaurant, researchers found that
44.83% of total averages are satisfied with supervisor relation. Evidently, many
reasons that staffs prove their satisfaction toward supervisor relation are including
good communication among staff and manager, supervisor treat them fairly,
supervisor give them advise, supervisor praise them with good results, supervisor
care you when you work and supervisor always give them enough power and
always encourage them to work. Moreover, during the busy time, supervisor always
serve the food for customer like waiter. When the birthday of their staffs come,
supervisor always give them present and serve food for their staffs. Even more,
Café Monivong has kind of special food party, which in that occasion; supervisor
serves the food for their staffs.
Therefore,
good
relationship
among
staffs
and
their
supervisor,
encouragement, justice treatment and others can be considered to be effective. In
nutshell, supervisor relation is one of the motivator in Café Monivong Restaurant.
5.3.2 Effective Motivational Factors on Training and Development
Performance is greater than when employees know their task and
responsibility. Therefore, Training and Development (T & D) is important because
it has identified the tasks of each staffs and ensured the consistent and smooth
operation of restaurant. Therefore, Motivation techniques involving Orientation, On
Job Training and Continuing Education on in Employees Training should exist.
These serve not only as make them understand their tasks and responsibility but
also encourage them to work because they are confident in their performance and
are sure that they have opportunities to learn, develop both personal and technical
skills.
Clearly, there are two training program and one training aboard program in the
restaurant. That is, Orientation Training, on job Training, Training aboard
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Program. Orientation Training is a training which is conducted for the new comers
including trainees and staffs in the purpose to guide them to be acquainted with
clearly about the hotel and service standard of the hotel as well as hotel policy and
other necessary information. On job training contain English Training Program,
first Aid, child safe training, HIV. More importantly, on job training allows them
the opportunity to develop a working relationship with each other. Training aboard
Program is staffs that are full of experience, and are willing to develop their skills.
Based on what we have found 69.97 of percentage of total average express the
most satisfied feeling on Training and Development. This means those employees
are well motivated through T & D offered by Café Monivong Restaurant. Through
up the T&D, staffs are confident to offer qualities service to their customers. This
proves that they are motivated to work.
Therefore, Orientation Training, on job Training, Training aboard Program
can be considered to be effective factors. In nutshell, T&D is one of the motivator
in Café Monivong Restaurant.
5.3.3 Effective Motivational Factors on Pays and Benefits
Actually, Pay and benefits are the basic need of motivation factor for all
employees. There are some relevant to the real condition in work place about what
employee think of their pay and benefits that they get from the hotel base on their
effort in the work. Both financially-based and non-financial rewards and incentives
are available to help motivate people, and different types of reward can have
different impacts on the motivation of individual employees and teams. These
include time off (Extra day holiday, other time-off or opportunities for unpaid
leave, extra leave entitlement for long service), small gifts or other tokens of
appreciation, Subsidized or free meals and other incentives scheme. As indicating
in case of Café Monivong, total average of 66.45 % express their satisfaction
feeling on Pays and Benefits Provided by Café Monivong. Furthermore, Monthly
award, Thank You Note, Raffle Star, Special food, Monthly Theme, Annual Staff
Party, Medical Care and Insurance, Travel abroad program, Public Holiday,
Flexible Working hours, certification and so forth are tools used by Café Monivong
to motivate employees. This reveal that Restaurant is really worry about the need of
employees as well as knowing how to satisfy its staff to be happy with providing
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those benefits. In nutshell, Café Monivong has offered effectively Pays and
Benefits toward their staffs.
5.3.4 Effective Motivational Factors on Working Environments
Working environment may affect their performance. Therefore, manager
must try to be sure that people are motivated to contribute the required inputs, that
these inputs are used well or are directed to high performance, and that this
performance results in workers reaching desired outcomes.
As illustrating in case of Café Monivong, research indicates that about
71.33 averages of percent or 65.46 percent of total average satisfy with working
environment provided working environment. Many reasons that staffs prove their
satisfaction toward working environment are including working space and working
is convenient and comfortable, Easy to access information, the room has air
conditioner comfortable, modern tools easy to use, friendly and polite among staff
and manager, staffs can idea freely, good communication among manager and staff.
5.3.5 Issues on Motivation Factors
Majority of employees are satisfied with Café Monivong offers. However,
there are a few are not satisfied with these strategies. There are some issues on
motivational factors in supervisor relation, Training and Development, Pay and
Benefits and Working environment.
First of all, focusing on Supervisor Relation, there were 13.98 of percentage
of total average indicating that they are dissatisfied with Supervisor Relation
implementation. Initially, this is because these employees lack of relation with their
supervisor and some staffs are poor of communication. In addition, Ghiselli (1974)
it seem as ‗hobo syndrome‘ which define as the periodic itch to move from a job in
one place to some other job in some other place‘ (Ghiselli, 1974, p. 81). The second
part consists of social influences or turnover culture. Abelson (1993) defined
turnover culture as the shared cognition by organizational members that influence
their decisions regarding job movement. Turnover culture makes hopping from one
job to the other an acceptable behavior. If an employee has not changed his or her
job for a long time, he or she feels increasing pressure to do so because of social
influences.
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Secondly, about Training and Development, 15.26 of percentage of total
average are dissatisfied with Training and Development offered by Café Monivong.
Some of them want to train abroad to develop their abilities but majorities of
employees do not have enough requirement. To be the selected staff for training
abroad, it is required to have at least 3 year experience and have outstanding
performance within Café Monivong. Moreover, some employees do not spend his
/her times that do more training. Sometimes, they think that they are boring with
first Aid training, because they do not interested in helping people or they are
getting anxiety with such a circumstances which will provide them a shock.
Thirdly, the total averages of 12.24 percentages express their dissatisfaction
on Pay and Benefits offered by Café Monivong. The reason is that for award such
as Monthly award,Raffle Star provide only employee who is attention in the work
time, and coordinates well with the customers and outstanding perform of the year
by accumulating work achievement. For those who do not have such criteria, they
will be dissatisfied with Pay and Benefits offered by Café Monivong. Furthermore,
concerning the travel abroad program selection, they must to meet their requirement
to complete this program. A few of idea reveal that they want to get more annual
leave within 30 day per year, because they want to have long relaxing holiday after
the fatigue working.
Finally, other 13.07 percentages of total averages they do not satisfy on
working environment. These issues are emerged from staff feelings that they are
unsatisfied with working environment because some of them are new comers and
they are not similar the situation of working environment that they are facing such
as working room and working space. Moreover, since they are new to the
workplace, their communication with others is not easy as well as it was difficult to
access to information within the hotel.
5.3.6 Neutral Issues
The result of the questionnaires researchers have delivered show that there
is a neutral issue occurs. That means some of the employees do not have any
opinion or idea about the statement or sometimes some of employees are neither
satisfied nor dissatisfied on four areas that Café Monivong offer. First, there are
total averages of 18.75 percent have not any opinion or idea about supervisor
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relation. Second, there are 14.77 of percentage of total average express their
neutrality feeling on Training and Development. Third, the total average of 21.31
percent expresses their neutral feeling on this issue about Pays and Benefits. The
last, 21.47 percent of total averages respond to the question in neutrality feeling that
they satisfy with working environment.
These are the reasons that make the neutral answer appear in the
questionnaires. First, work performance is so busy, and some of them have
completed the questionnaires in a short time. So, they have to force to respond the
questionnaires in neutrality feeling. Secondly, there is bias toward answer. Since it
is difficult to find job with well working condition such as working in Café
Monivong, they try to hide them dissatisfaction through indicating neutrality.
Besides that, working environment has trouble that lead to neutral issue as
well. The change of working environment will result in change the way of everyday
working. In some case, working environment is comfortable for working, sometime
it depending on the individual.
5.4 Summary of What Have Found
This following is summary of finding in four areas such as Supervisor
relation, Training and Development, Pay and Benefits and Working Environment
which researcher have found.
Supervisor Relation: Café Monivong has offered motivation effectively
through supervisor relation. This is resulting from varieties of strategies and
technique that Café Monivong uses in promoting supervisor relation. To
illustrate about what Café Monivong has been offered, staffs has been
recognized that they are satisfied with restaurant‘s efforts. First of all, it is
referred to the performance of supervisor toward the staff. Research shows
that supervisor treat employee fairly, always take care about employees during
their work, supervisor always express good attitude toward staff as well as
build environment in which staff and manager please to work together as a
team.
Training and Development: Research shows Café Monivong has provided
effective motivation through Training and development. Clearly, Orientation
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Training and On Job Training allow staffs to understand their roles, task, and
reasonability as well as to deal with common problems more flexible. As a
result, staffs are motivated because they have positive feeling to execute their
job. Moreover, Café Monivong have offered Travel abroad training which
give the opportunity for them develop their capabilities, gain new experience
in hospitality field and enjoy new way of life abroad.
Pay and Benefits: relying on the answer of the staff, Café Monivong has
provided effectively motivation to their staff. Obviously, it has offered
Monthly award, Thank You Note, Raffle Star, Special food, Monthly Theme,
Annual Staff Party, Medical Care and Insurance, Travel abroad program,
Public Holiday, and so forth which can be evidences for motivation strategies
in maintaining employee motivation. However, there are not some staffs who
accepted with providing award on Monthly Award, Thank You Note and
Raffle Star.
Working Environment: From the finding, Café Monivong has offered
effectively motivation toward their workforce. Effective working environment
such as the room has air conditioner comfortable, modern tools easy to use,
friendly and polite among staff and manager, good communication between
manager and staff, encourage on team work, and staffs willing help each other
in a hard time are the key that have been used. However, Working
environment still has some problems that appeared from staff feelings that
unsatisfied with working environment because some of them are not familiar
to the situation of working environment that they are facing such working
room sometimes is not order, equipments complicate to use, cannot access to
internet easily, complicated work, some staff are not friendly, and
communication surrounded by manager and staff are limited. So they still
dissatisfy with working environment. Moreover, for working environment,
there are some staff that still simple feel ok with working environment because
they think that everything is always changed so working environment is
sometime good and sometime bad according to nature and people who is
closely related in it.
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Chapter VI:
Conclusion, Implication and Recommendation
This is the last chapter of the research that present conclusion of the whole
research by the researchers, implication and then the researchers will offer
recommendations for developing motivation strategies to be more effective.
6.1 Conclusion
This research was undertaken because of the researchers‘ interest in
determining the aspects of employee‘s motivation that affect commitment and
persistent to that organization. It was also believed that food and beverage
managers need a more in-depth understanding of the relationships these
motivational factors have with one another.
Come up with Review of previous study, books and internet source,
researchers have enlarged comprehensive knowledge on employees. Also, review
of literature serve as secondary data and as a guide for the research. Evidently,
researchers can define motivation─ the influence that people work. Moreover,
Previous scholars such as Abraham Maslow (Hierarchical need theory), Hertzberg‘s
Two Factor, Alderfer‘s ERG Theory, McClelland‘s acquired needs Theory and
others theory convey about motivation which can be developed questionnaire for
the research.
Along with proper methodology that has been used throughout the research,
researchers glean information about motivational factors in Café Monivong
Restaurants in Raffles Hotel Le Royal. Moreover, researchers can draw conclusion
based on the finding in four main area including Supervisor Relation, Training and
Development, Pay and Benefits and Working Environment.
Effective motivational on Supervisor Relation – Restaurants has built good
relation with its employees through establishing environment in which manager and
employees work as a team. Moreover, Supervisor Attitude and performance shows
that it is really helpful for Restaurants to motivate employees to work.
Effective motivational on Training and Development –research shows that
Restaurants has offers Orientation Training and On Job Training in order to make
employees aware of their responsibilities, roles, and how to provide the quality
102
service to the customer. Moreover, Restaurant has offered Training abroad Program
to motivate employees who want to develop their skills and contribute outstanding
outcome back to Restaurants.
Effective motivational on Pays and Benefit – Restaurants offer more benefits
on Medical Care, Uniform and safe work insurance. The more importantly, it
provides bonuses on Monthly Award, Thank You Note, and Raffle Star. Moreover,
it provides commission on staff who work in the restaurant.
Effective motivational on working environment – There are many reasons
that respond to the effective working environment such as the room has air
conditioner comfortable, modern tools easy to use, friendly and polite between staff
and managers, good policies, good communication amongst manager and staff and
encourage on team work.
However, Restaurants still has some issues with those four areas that it
should inspect some suggestions or recommendations that discover in order to get
some ideas to improve with good solutions.
6.2Recommendation
After doing research study on the effective motivational factors at Café
Monviong Restaurant at Raffles Hotel Le Royal, the researchers have found that
Café Monivong restaurant is really considered and aware of what its employees
needs by it has been providing those needs on trying to walk around more effective
motivation techniques to address through its experiences and new capacity building
development.
For manager
Supervisor Relation: although, majority of employee are happy with practice
of hotel toward employee, there are also drawback on supervisor relation.
Manager should look back to see why some staffs are dissatisfied so that it can
be fix up effectively. One more thing, manager should tighten relation with
their employees through providing co operative, supportive work environment
in which supervisor and staffs work together.
Training and Development: there are some problems in this restaurant at
Raffles Hotel Le Royal. For Training Abroad Program, manager should
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announce openly to be known entirely toward its staff to take them attention
by alerting them to put more effort on task performance so that employees
maybe more motivate work with the purpose getting this kind of Training.
Moreover, manager should continue to provide further Training and
Development and acquisition because working operation maybe change as it
develops. By doing this, it improves not only satisfaction of employees toward
Restaurant and qualities service but also employees have opportunities to
develop their skills. This can make employees more satisfied with their job.
Pay and Benefits: because of change in economic and advance in technology,
employee‘s need is changed through social situation instantly. Therefore,
manager should increase more benefits based on cost-of-living and standard of
living changing toward Medical Care and insurance, our bonus to meet the
employees‘ needs. To fulfill employee need, manager should be given
available Benefits and Pay whenever there are problems (economic crisis,
inflation…etc).
Working environment: manager should make a good relationship among their
staff more closure, more familiarity, more mutual understanding each other by
opening widely sharing ideas in order to enhance more productivity on work
performance as well as it wants to be. Moreover, manager should generate
some leisure times such as collective retreats, small collective parties, and
collective meals and other programs – that allows manager and staff have a
great chance to communicate with each other to enhance relationship as well.
For staff
Here are the suggestion to keep employees motivate to work:
enthusiastic about your job and the role of the team
Nurture the quality of the relationship by talking to supervisor to
determine if he or she is open to adjusting the level of supervision
receive
Show respect and don‘t be afraid of boss
Do best (Try to live up to the performance expectations set for your
job).
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6.3Implication
The finding can be the useful tools for manager to make suitable strategies to
meet employees ‗want and need. High motivated employee will lead Café
Monivong produce an outstanding outcome as well as reach goal. Moreover, this
research can be a present or achievement of study which is useful other researchers
who want to take more study on this issue. In addition, it is useful for student or
researchers to keep it as reference for further study.
6.4Summary
This chapter illustrates conclusion, implication and suggestion about
motivational factors with superior results.
From the conclusion, varieties of information are described. Firstly, it
describes briefly about business environment that is very complex, diversified and
challenging and manager‘s role. To maintain growth and survival, manager plays an
important role in planning, managing, controlling and leading as well as motivating
them to work. To ensure employee‘s need, it is obligatory to be aware employees‘
want and need. Secondly, this section also gives brief information about finding in
the four main areas. That is supervisor relation, Training and Development, Pays
and Benefits and Working environment.
Moreover, some implications are presented in this section. That is,finding
not Only use as useful tools for manager to make suitable strategies to meet
employees ‗want and need but also is a present can be used by others researchers
who want to take more study on this issue or keep it as a reference for further study.
Lastly, this section describes some recommendations are conveying for
managers. In order to improve employees‘ motivation, there are some practices for
manager that use can be used. It tells manager some strategies in the four main
areas including Supervisor Relation, Training and Development, Pay and Benefits
and Working Environment. Supervisor relation: manager should provide co
operative, supportive work environment, and give employee an opportunities to
contribute to the setting of objective. Training and Development: manager
announce openly to be known entirely toward its staff to take them attention by
alerting them to put more effort on task performance and continue to provide
further Training and Development and acquisition because working operation
105
maybe change as it develops.. Pay and Benefits: manager should create or offers
more benefit s. Café Monivong should increase more benefits based on cost-ofliving and standard of living changing toward Medical Care and insurance, our
bonus to meet the employees‘ needs. Working environment: Café Monivong
should make a good relationship among manager and staff more closure, more
familiarity, and more mutual understanding each other by opening widely sharing
ideas. To gain those, Café Monivong should generate some leisure times such as
collective retreats, small collective parties, and collective meals and other programs.
106
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APPENDIX A: QUESTIONNAIRE
Supervisor’s Questionnaire
Effective Motivation Factors at Cafe Monivong Restaurant
Our project members are all the senior students in the Faculty of Arts, Humanities,
and Foreign Languages in the major of Business English at Cambodian Mekong
University. We are conducting a research for our graduation on the topic of Effective
Motivation Factors at Raffles Hotel Le Royal. We are also conduct the
questionnaires to collect data, so please kindly spend your valuable time to fill this
questionnaire to make sure that the information is usable. Please notice that the
information received from you is only use for one purpose that is to fulfill the school
requirement and not for other use. Your cooperation is very important for us. Thanks
for your cooperation!
I. General Information
1.
Sex:
Male
Female
2. Age:
20-25
26-30
31-35
36-40
over 40
3. How long have you been working for Raffles Hotel Le Royal?
a.
Less than 1 year
b.
1 to 3years
c.
3 to 5years
d.
over 5 years
II. To determine motivation strategies
A. Supervisor relation
4. Do you care about your employees when they work?
a.
Always care
b.
Sometimes
c.
Often
d.
rarely
5. Does your good communication is important to them?
a.
Very important b.
Important c.
Not important d.
Not sure
6. Do you provide good working condition for them?
a.
Yes
b.
No
Please mention:
109
7. Do you always appraise your employee when she performs good work in front of
others?
a.
Always
b.
Sometimes
c.
Often
d.
rarely
8. Do you stay motivated when you work?
a.
Yes
b.
No
9. Do you set goal for your employee?
a.
Yes
b.
No
10. Have you ever had personal experience with your employees?
a.
Ever
b.
Never
When? ……………………………………………………………………..
11. How many times a year you have party with your employees?
a.
1time
b.2times
c.3times
d.
Over 3times
12. Do you ever give thank you notes to your employees?
a.
Ever
b.
Never
13. You treat your employees fairly
a. strongly agree
e.
b.
agree
c.
neutral
d.
disagree
strongly disagree
14. You can share information to all employee easily
b.
Strongly agree
f.
strongly disagree
b.
Agree
c.
Neutral
d.
disagree
d.
disagree
15. You give enough power for your employee to make decision
c.
Strongly agree
g.
strongly disagree
b.
Agree
c.
Neutral
B. Training and Development
16. Do you provide enough training to your employees?
a.
enough
b.
not enough
17. Do your employees improve their skill to the current work after their training?
a.
Yes
b.
No
110
18. How many times a year you provide training to your employees?
a.
3times
b.
5 times c.
over 5times
d.
others………….
19. Do you have training and development plan for your employees?
a.
have
b.
don‘t have
20. Do you know how satisfy of employees about training?
a.
Very satisfy
b.
satisfy
c.
not satisfy
d.
not sure
C. Pay and Benefits
21. Does the hotel provide enough paid for employees based on their effort?
a.
enough
b.
not enough
22. Does the hotel have health care benefits for employees?
a.
have
b.
does‘t have
23. Does the hotel have insurance benefits for employees?
a.
have
b.
does‘t have
24. Does the hotel have car loan benefits for employees?
a.
have
b.
does‘t have
25. What is the most important benefit for employees?
a.
Financial
b.
Non financial
26. Does the hotel give employees opportunity to travel to abroad?
a.
Yes
b.
No
(Which
country?...........................................................)
27. What are the pay and benefits the hotel provides to employee?
…………………………………………………………………………………
…………………………………………………………………………………
……………………..…………………………………………………………..
……………………………….
111
D. Work environment
28. Does the restaurant have enough space for employees to work effectively?
a.
enough
b.
not enough
c.
not sure
29. Does the restaurant provide good communication among workers?
a.
Yes
b.
No
30. Does the temperature is very good?
a.
very good
b.
good
c.
not good
d.
not sure
31. Does your employee‘s work in a safe, healthy, and comfortable environment?
(Mark ‗Y‘ or ‗N‘ as appropriate)
a. ___Safe
b.___Healthy
c. ___Comfortable
32. Does the restaurant provide necessary tools, adequate working space and
appropriate equipment for employees to perform their duties effectively?
(Mark ‗Y‘ or ‗N‘ as appropriate)
a. ___Tools
b. ___Working space
c. ___Equipment
33. How do you provide good working environment for your employee in the
restaurant?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
………………………………
Additional questions
1. How many staffs are there in Le Royal restaurant?
2. What is the structure of the restaurant?
3. What are the history, mission statement, target customers of the restaurant?
4. Do you have Training and Development plan for employee?
5. Do you have Pay and Benefits policy for employee in the restaurant?
6. Can you give me the any other information about the restaurant?
7. Can you give me general information about the hotel? ( History, numbers
restaurant, numbers of staff, hotel policy related to motivation (Ex: training and
112
development, pay and benefit, work environment), picture of the hotel Ex: room
and any other place, price of each room)
*If possible can you attach some of these documents to me!
Thanks for your kindand valuable time!
113
Effective Motivation Factors at Raffles Hotel Le Royal
We, Ly Sidoeun, Khem Samphas, Heng Sengly, Un Leng, Tous
Chansamrach, as our project members are all the senior students in the Faculty of
Arts, Humanities, and Foreign Languages in the major of Business English at
Cambodian Mekong University. We are conducting a research for our graduation on
the topic of Effective Motivation Factors at Raffles Hotel Le Royal. We are also
conduct the questionnaires to collect data, so please kindly spend your valuable time
to fill this questionnaire to make sure that the information is usable. Please notice that
the information received from you is only use for one purpose that is to fulfill the
school requirement and not for other use. Your cooperation is very important for us.
Thanks for your cooperation!
A. General Information
1. Sex:
Male
Female
2. Age:
20-25
26-30
31-35
36-40
over 40
3. How long have you been working for Raffles Hotel Le Royal?
0year – 1year
2year – 3years
4years–5years
over 5years
B. Determine the motivators of employee in the hotel
Supervisor Relation
4. Is good communication with supervisor important?
Very Important
Important
Neutral
Less important
Not important
N0
Strongly
Disagree
Moderately
Disagree
Neither or Agree
Disagree
5
1
2
Supervisor treat you fairly
3
6
7
8
9
10
11
12
Do you have good communication with supervisor?
Supervisor gives you advice
Supervisor praises you with good results
Supervisor cares you when you work
Supervisor always smiles to you
Supervisor relation is one of your motivators at work
Supervisor gives you enough power
Moderately
Agree
4
Strongly
Agree
5
1 2 3 4 5
1
1
1
1
1
1
1
2
2
2
2
2
2
2
3
3
3
3
3
3
3
4
4
4
4
4
4
4
5
5
5
5
5
5
5
114
C. Training and Development
N0
Strongly
Disagree
1
13
14
15
16
17
18
19
20
21
22
Moderately
Neither or Agree
DisagreeDisagree
Agree
2
Moderately
Agree
3
Strongly
4
5
Your job fit with your skills
T&D fit to your skills
You want to train abroad
T&D can develop your skills
T&D play as a motivator at work
You want to train in the hotel
You need real practice rather than given speech
You need career planning for future development
The hotel gives you enough training
The hotel gives you opportunities to develop yourself
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
* What are the motivators that encourage you to work hard in term of Training and
Development?
………………………………………………………………………………………
………………………………………………………………………………………
………………………………………………………………………………………
………………………………
* Which one would you like to include in your training?
………………………………………………………………………………………
D. Pay and Benefits
N0
Strongly
Disagree
Moderately
Disagree
Neither or Agree
Disagree
Moderately
Agree
1
2
3
23 Effort invested and subsequent pay are equally treated
24
25
26
27
28
29
30
You are satisfied with benefits
Financial is most important to you
Non-financial benefits is most important to you
Are you satisfied with the bonus
Hotel can satisfy your need
Are you satisfy with recognition system
Are you satisfied with insurance and medical care
4
Strongly
Agree
5
1 2 3 4 5
1
1
1
1
1
1
1
31. Which of the following is the most important benefit to you?
Reward and bonus
Recognition& Promotion
Appraisal
others………………
2
2
2
2
2
2
2
3
3
3
3
3
3
3
4
4
4
4
4
4
4
5
5
5
5
5
5
5
Certificate
115
D. Work Environment
N0
32
33
34
35
36
37
38
39
40
Strongly
Disagree
Moderately
Disagree
Neither or Agree
Disagree
Moderately
Agree
1
2
3
Working environment is vital to you
You have good communication with others
Working space is convenient
Other room is comfortable
Others are friendly to you
You can share idea freely
You are easy to access information
You can adapt to the environment easily
Working environment is the most important motivator
Strongly
Agree
4
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
5
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
* What motivate you to work in term of work environment?
…………………………………………………………………………………………
………………………………………………………………………………………….
…………………………………………………………………………………………
………………………………………………………………………………………….
Effective and Ineffective motivation toward employee
41. Financial benefit is an effective motivation to you
Strongly
Agree
Moderately
Agree
neither agree
or disagree
Moderately
Strongly
disagree
disagree
Moderately
Strongly
disagree
disagree
42. Non-financial benefit is an effective motivation to you
Strongly
Agree
Moderately
Agree
neither agree
or disagree
* What are the ineffective motivator offers by the hotel to you?
…………………………………………………………………………………………
………………………………………………………………………………………….
Thanks for your valuable time!
116
APPENDIX B:REQUESTED LETTERS
117
APPENDIX C:STATISTIC OF RESEARCHE CONDUCTING
Results of the employee’s questionnaires
Frequency Table
Q number
Valid
1
Frequency
1
Percent
5.3
Valid Percent
5.3
Cumulative
Percent
5.3
2
1
5.3
5.3
10.5
3
1
5.3
5.3
15.8
4
1
5.3
5.3
21.1
5
1
5.3
5.3
26.3
6
1
5.3
5.3
31.6
7
1
5.3
5.3
36.8
8
1
5.3
5.3
42.1
9
1
5.3
5.3
47.4
10
1
5.3
5.3
52.6
11
1
5.3
5.3
57.9
12
1
5.3
5.3
63.2
13
1
5.3
5.3
68.4
14
1
5.3
5.3
73.7
15
1
5.3
5.3
78.9
16
1
5.3
5.3
84.2
17
1
5.3
5.3
89.5
18
1
5.3
5.3
94.7
19
1
5.3
5.3
100.0
19
100.0
100.0
Total
Sex of respondent
Valid
Frequency
2
Percent
10.5
Valid Percent
10.5
Cumulative
Percent
10.5
Male
17
89.5
89.5
100.0
Total
19
100.0
100.0
Female
Age of respondent
Valid
Cumulative
Percent
15.8
20-25
Frequency
3
Percent
15.8
Valid Percent
15.8
26-30
13
68.4
68.4
84.2
31-35
3
15.8
15.8
100.0
Total
19
100.0
100.0
118
How long have you been working for Raffles Le Royal?
Valid
less than 2 years
2-3 years
4-5 years
Over 5 years
Frequency
1
3
8
7
Percent
5.3
15.8
42.1
36.8
Valid Percent
5.3
15.8
42.1
36.8
19
100.0
100.0
Total
Cumulative
Percent
5.3
21.1
63.2
100.0
Is good communication with supervisor important?
Valid
Very Important
Important
Neutral
Total
Frequency
12
Percent
63.2
Valid Percent
63.2
Cumulative
Percent
63.2
6
31.6
31.6
94.7
100.0
1
5.3
5.3
19
100.0
100.0
Supervisor treats you fairly
Valid
Frequency
5
Percent
26.3
Valid Percent
26.3
Cumulative
Percent
26.3
Moderately agree
12
63.2
63.2
89.5
Neither agree nor
disagree
2
10.5
10.5
100.0
19
100.0
100.0
Strongly agree
Total
Do you have good communication with supervisor?
Valid
Frequency
12
Percent
63.2
Valid Percent
63.2
Cumulative
Percent
63.2
Moderately agree
6
31.6
31.6
94.7
Neither agree nor
disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
Supervisor gives you advice
Valid
Frequency
4
Percent
21.1
Valid Percent
21.1
Cumulative
Percent
21.1
Moderately agree
11
57.9
57.9
78.9
Neither agree nor
disagree
4
21.1
21.1
100.0
19
100.0
100.0
Strongly agree
Total
119
Supervisor praise you with good results
Valid
Frequency
3
Percent
15.8
Valid Percent
15.8
Cumulative
Percent
15.8
Moderately agree
8
42.1
42.1
57.9
Neither agree nor
disagree
8
42.1
42.1
100.0
19
100.0
100.0
Strongly agree
Total
Supervisor care you when you work
Frequency
Valid
Strongly agree
Percent
Valid Percent
Cumulative
Percent
4
21.1
21.1
21.1
Moderately agree
10
52.6
52.6
73.7
Neither agree nor
disagree
3
15.8
15.8
89.5
Moderately disagree
2
10.5
10.5
100.0
19
100.0
100.0
Total
Supervisor always smile to you
Valid
Frequency
3
Percent
15.8
Valid Percent
15.8
Cumulative
Percent
15.8
Moderately agree
6
31.6
31.6
47.4
Neither agree nor
disagree
7
36.8
36.8
84.2
Moderately disagree
2
10.5
10.5
94.7
Strongly disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
Supervisor relation is one of your motivators at work
Valid
Frequency
2
Percent
10.5
Valid Percent
10.5
Cumulative
Percent
10.5
Moderately agree
11
57.9
57.9
68.4
Neither agree nor
disagree
4
21.1
21.1
89.5
Moderately disagree
1
5.3
5.3
94.7
Strongly disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
120
Supervisor encourage you to work
Valid
Frequency
2
Percent
10.5
Valid Percent
10.5
Cumulative
Percent
10.5
Moderately agree
12
63.2
63.2
73.7
Neither agree nor
disagree
3
15.8
15.8
89.5
Moderately disagree
2
10.5
10.5
100.0
19
100.0
100.0
Strongly agree
Total
Supervisor gives you enough power
Valid
Frequency
1
Percent
5.3
Valid Percent
5.3
Cumulative
Percent
5.3
Moderately agree
12
63.2
63.2
68.4
Neither agree nor
disagree
3
15.8
15.8
84.2
Moderately disagree
2
10.5
10.5
94.7
Strongly disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
Your job fit with your skills
Valid
Frequency
3
Percent
15.8
Valid Percent
15.8
Cumulative
Percent
15.8
Moderately agree
12
63.2
63.2
78.9
Neither agree nor
disagree
4
21.1
21.1
100.0
19
100.0
100.0
Strongly agree
Total
T&D fit to your skills
Valid
Frequency
8
Percent
42.1
Valid Percent
42.1
Cumulative
Percent
42.1
Moderately agree
10
52.6
52.6
94.7
Neither agree nor
disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
You want to train abroad
121
Valid
Frequency
8
Percent
42.1
Valid Percent
42.1
Cumulative
Percent
42.1
Moderately agree
7
36.8
36.8
78.9
Neither agree nor
disagree
2
10.5
10.5
89.5
100.0
Strongly agree
Moderately disagree
Total
2
10.5
10.5
19
100.0
100.0
T&D can develop your skills
Valid
Frequency
5
Percent
26.3
Valid Percent
26.3
Cumulative
Percent
26.3
Moderately agree
11
57.9
57.9
84.2
Neither agree nor
disagree
3
15.8
15.8
100.0
19
100.0
100.0
Strongly agree
Total
T&D play as a motivator in work
Valid
Frequency
4
Percent
21.1
Valid Percent
21.1
Cumulative
Percent
21.1
Moderately agree
11
57.9
57.9
78.9
Neither agree nor
disagree
4
21.1
21.1
100.0
19
100.0
100.0
Strongly agree
Total
You want to train in the hotel
Valid
Frequency
1
Percent
5.3
Valid Percent
5.3
Cumulative
Percent
5.3
Moderately agree
9
47.4
47.4
52.6
Neither agree nor
disagree
4
21.1
21.1
73.7
100.0
Strongly agree
Moderately disagree
Total
5
26.3
26.3
19
100.0
100.0
You need real practice rather than given speech
Valid
Frequency
6
Percent
31.6
Valid Percent
31.6
Cumulative
Percent
31.6
Moderately agree
7
36.8
36.8
68.4
Neither agree nor
disagree
5
26.3
26.3
94.7
100.0
Strongly agree
Moderately disagree
Total
1
5.3
5.3
19
100.0
100.0
122
You need career planning for future development
Valid
Frequency
10
Percent
52.6
Valid Percent
52.6
Cumulative
Percent
52.6
Moderately agree
5
26.3
26.3
78.9
Neither agree nor
disagree
2
10.5
10.5
89.5
Moderately disagree
1
5.3
5.3
94.7
Strongly disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
The hotel gives you enough Training
Valid
Frequency
1
Percent
5.3
Valid Percent
5.3
Cumulative
Percent
5.3
Moderately agree
14
73.7
73.7
78.9
Neither agree nor
disagree
4
21.1
21.1
100.0
19
100.0
100.0
Strongly agree
Total
The hotel gives you opportunities to develop yourself
Valid
Frequency
2
Percent
10.5
Valid Percent
10.5
Cumulative
Percent
10.5
Moderately agree
13
68.4
68.4
78.9
Neither agree nor
disagree
2
10.5
10.5
89.5
Moderately disagree
2
10.5
10.5
100.0
19
100.0
100.0
Strongly agree
Total
Effort invested and subsequent pay are equally treated
Valid
Frequency
6
Percent
31.6
Valid Percent
31.6
Cumulative
Percent
31.6
Moderately agree
10
52.6
52.6
84.2
Neither agree nor
disagree
2
10.5
10.5
94.7
Moderately disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
You are satisfied with benefits
Valid
Frequency
10
Percent
52.6
Valid Percent
52.6
Cumulative
Percent
52.6
Moderately agree
4
21.1
21.1
73.7
Neither agree nor
disagree
4
21.1
21.1
94.7
Moderately disagree
1
5.3
5.3
100.0
Strongly agree
123
Total
19
100.0
100.0
Financial is most important to you
Valid
Frequency
12
Percent
63.2
Valid Percent
63.2
Cumulative
Percent
63.2
Moderately agree
1
5.3
5.3
68.4
Neither agree nor
disagree
5
26.3
26.3
94.7
100.0
Strongly agree
Moderately disagree
Total
1
5.3
5.3
19
100.0
100.0
Non Financial benefits is most important to you
Valid
Frequency
1
Percent
5.3
Valid Percent
5.3
Cumulative
Percent
5.3
Moderately agree
2
10.5
10.5
15.8
Neither agree nor
disagree
12
63.2
63.2
78.9
Moderately disagree
3
15.8
15.8
94.7
Strongly disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
Pay and benefits is good motivator
Valid
Frequency
4
Percent
21.1
Valid Percent
21.1
Cumulative
Percent
21.1
Moderately agree
12
63.2
63.2
84.2
Neither agree nor
disagree
3
15.8
15.8
100.0
19
100.0
100.0
Strongly agree
Total
You are satisfy with the bonus
Valid
Frequency
9
Percent
47.4
Valid Percent
47.4
Cumulative
Percent
47.4
Moderately agree
6
31.6
31.6
78.9
Neither agree nor
disagree
2
10.5
10.5
89.5
100.0
Strongly agree
Moderately disagree
Total
2
10.5
10.5
19
100.0
100.0
124
Hotel can satisfy your need
Valid
Moderately agree
Frequency
13
Percent
68.4
Valid Percent
68.4
Cumulative
Percent
68.4
Neither agree nor
disagree
3
15.8
15.8
84.2
Moderately disagree
2
10.5
10.5
94.7
100.0
Strongly disagree
Total
1
5.3
5.3
19
100.0
100.0
You are satisfy with recognition system
Valid
Frequency
2
Percent
10.5
Valid Percent
10.5
Cumulative
Percent
10.5
Moderately agree
11
57.9
57.9
68.4
Neither agree nor
disagree
5
26.3
26.3
94.7
Strongly disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
Are you satisfied with insurance and medical care
Valid
Frequency
10
Percent
52.6
Valid Percent
52.6
Cumulative
Percent
52.6
Moderately agree
6
31.6
31.6
84.2
Neither agree nor
disagree
1
5.3
5.3
89.5
Moderately disagree
1
5.3
5.3
94.7
100.0
Strongly agree
Strongly disagree
Total
1
5.3
5.3
19
100.0
100.0
Which one of the following is the most important benefit to you?
Valid
Reward and Bonus
Recognition and
Promotion
certificate
Total
Frequency
11
Percent
57.9
Valid Percent
57.9
Cumulative
Percent
57.9
7
36.8
36.8
94.7
100.0
1
5.3
5.3
19
100.0
100.0
125
Work environment is vital to you
Valid
Frequency
5
Percent
26.3
Valid Percent
26.3
Cumulative
Percent
26.3
Moderately agree
12
63.2
63.2
89.5
Neither agree nor
disagree
1
5.3
5.3
94.7
100.0
Strongly agree
Moderately disagree
Total
1
5.3
5.3
19
100.0
100.0
You have good communication with others
Valid
Frequency
4
Percent
21.1
Valid Percent
21.1
Cumulative
Percent
21.1
Moderately agree
14
73.7
73.7
94.7
Neither agree nor
disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
Working space is convenient
Valid
Frequency
4
Percent
21.1
Valid Percent
21.1
Cumulative
Percent
21.1
Moderately agree
11
57.9
57.9
78.9
Neither agree nor
disagree
2
10.5
10.5
89.5
Moderately disagree
2
10.5
10.5
100.0
19
100.0
100.0
Strongly agree
Total
Other room is comfortable
Valid
Frequency
9
Percent
47.4
Valid Percent
47.4
Cumulative
Percent
47.4
Moderately agree
7
36.8
36.8
84.2
Neither agree nor
disagree
3
15.8
15.8
100.0
19
100.0
100.0
Strongly agree
Total
Others are friendly to you
Valid
Frequency
2
Percent
10.5
Valid Percent
10.5
Cumulative
Percent
10.5
Moderately agree
7
36.8
36.8
47.4
Neither agree nor
disagree
9
47.4
47.4
94.7
100.0
Strongly agree
Moderately disagree
Total
1
5.3
5.3
19
100.0
100.0
126
You can share idea freely
Valid
Frequency
2
Percent
10.5
Valid Percent
10.5
Cumulative
Percent
10.5
Moderately agree
7
36.8
36.8
47.4
Neither agree nor
disagree
9
47.4
47.4
94.7
100.0
Strongly agree
Strongly disagree
Total
1
5.3
5.3
19
100.0
100.0
You are easy to access information
Valid
Frequency
5
Percent
26.3
Valid Percent
26.3
Cumulative
Percent
26.3
Moderately agree
2
10.5
10.5
36.8
Neither agree nor
disagree
10
52.6
52.6
89.5
100.0
Strongly agree
Strongly disagree
Total
2
10.5
10.5
19
100.0
100.0
You can adapt to the environment easily
Valid
Moderately agree
Frequency
13
Percent
68.4
Valid Percent
68.4
Cumulative
Percent
68.4
Neither agree nor
disagree
5
26.3
26.3
94.7
Moderately disagree
1
5.3
5.3
100.0
19
100.0
100.0
Total
Work environment is the most important motivator
Valid
Frequency
2
Percent
10.5
Valid Percent
10.5
Cumulative
Percent
10.5
Moderately agree
14
73.7
73.7
84.2
Neither agree nor
disagree
2
10.5
10.5
94.7
Moderately disagree
1
5.3
5.3
100.0
19
100.0
100.0
Strongly agree
Total
Financial benefit is an effective motivation to you
Valid
Frequency
10
Percent
52.6
Valid Percent
52.6
Cumulative
Percent
52.6
Moderately agree
5
26.3
26.3
78.9
Neither agree nor
disagree
3
15.8
15.8
94.7
Moderately disagree
1
5.3
5.3
100.0
Strongly agree
127
Total
19
100.0
100.0
Non-Financial benefit is an effective motivation to you
Valid
Frequency
1
Percent
5.3
Valid Percent
5.3
Cumulative
Percent
5.3
Moderately agree
5
26.3
26.3
31.6
Neither agree nor
disagree
9
47.4
47.4
78.9
Moderately disagree
3
15.8
15.8
94.7
100.0
Strongly agree
Strongly disagree
Total
1
5.3
5.3
19
100.0
100.0
128
APPENDIX D: OVERVIEW OF HOTEL
OVERVIEW OF HOTEL
The Generality of Raffles Hotel Le Royal
Attributing of history and style of Raffles Hotel Le Royal is the top hotel in
Phnom Penh. It was established in 1929 by Ernest Hébrard, and in its early day
enjoyed an international clientele comprising tourists, writers and journalists,
royalty and dignitaries.
Reopened in 1997, after a careful preparation and redecoration programme by
Raffles International, the grand historic hotel fulfils all the requirements of a
modern world-class hotel with its facilities and pleasantries, but within the classic
room through its style and decor, which is elegant and comfortable.
The highest standards facilities a services were distinguishes if Raffles by
collecting of 10 luxury hotels around global. Each hotel is a landmark in its
respective city and most are positioned at the top of their local markets. The
collection of legendary hotels includes Raffles Hotel and Raffles the Plaza in
Singapore, Raffles Grand Hotel d‘Angkor in Siem Reap, Cambodia, Raffles Hotel
Le Royal in Phnom Penh, Cambodia, Raffles L‘Ermitage Beverly Hills in the U.S,
Raffles Resort Canouan Island, The Grenadines, Raffles Hotel Vier Jahreszeiten in
Hamburg, Germany and Raffles Le Montreux Palace in Montreux, Switzerland. On
27 June 2006, Raffles Beijing Hotel, an iconic landmark in the heart of China‘s
capital, was re-opened after nine months of careful refurbishment. The romance and
splendor of the hotel‘s regal past returns, Raffles style. Raffles Hotels & Resorts
will open a new Raffles property in Dubai in summer 2007.
Logo of the Raffles Hotel Le Royal
129
Location
Raffles Hotel Le Royal is located on 92 Rukhak Vithei Daun Penh off
Monivong Boulevard, Sangkat Wat Phnom, Phnom Penh, Cambodia.
Tel: (855) 23 981 888
Fax: (855) 23 981 168
Website
: www.phnompenh.raffles.com
E-mail
: ask-us.phnompenh@raffles.com
Figure : Raffles Hotel Le Royal Location
Vision
To be known and respected as one of the world‘s best luxury hotel
management companies. Especially, Raffle exists the excellence, respecting,
integrity and caring the entire internal and external tourists in the world.
Accommodation
There are 170 guestrooms, apartment and suites. Each is tastefully appointed
with art deco style furnishings and Cambodian object d‘art. The rooms are spread
130
over three separate but interconnecting low-rise wings set around the garden
courtyard and swimming pools. The main building is beautifully restored and
refurnished to its original architectural style.
There are 7 room types available in Raffles Hotel Le Royal:
1. Le Royal suite-4th floor, Block A, 3 in 1
2. Raffles suite-4th floor, Block A, 3 in 1
3. Landmark suits-Landmark-2nd and 3rd floor, Block A
4. Studio suite-3rd, 2nd and 3rd floor, Block B, C, E
5. Personality suite, 2nd and 3rd floor, Block A
6. State room-1st, 2nd, 3rd floor, Block B, C, E
7. Apartment suite-2nd, 3rd floor, Block C
The list of room price:
Room Type
Number
Size
Single
Double
State Rom
108
33sqm
$260
$290
49
33sqm
$280
$300
Landmark Room
32
32sqm
$300
$320
Studio Suite
14
50sqm
$400
$420
Personality Suite
4
48sqm
$350
$370
Landmark Suite
5
140sqm
$1300
$1300
Le Royal Suite
1
228sqm
$2000
$2000
Apartments
16
66-99sqm
State Room Pool
View
Facilities and Services:
Restaurant at Raffles Hotel Le Royal Phnom Penh Guests can dine in any of
the on-site restaurants that serve a variety of delicious French and Khmer cuisine
131
for them to savor. You can also relax at the cafe with light snacks and beverages or
sip on various cocktails served at the cozy bar.
Baby sitting service
Ball room
Banquet facilities
Business centre
Café
Cocktail bar
Concierge
Conference facilities
Faxing facilities
Gymnasium
Parking facilities
Jacuzzi Whirlpool
Reception
Restaurant
Room service
Sauna
Shopping arcade
Spa
Outdoor swimming pool
Laundry facilities.
Restaurants & Dining
In the project, the researchers focus on food and beverage. The restaurants of
the Raffles Le Royal contains seven small restaurants such as Café Monivong,
Restaurant Le Royal, Le Phnom, Poolside bar and Gardens, Elephant Bar, The
132
Conservatory and Apsara in Season. According to the requirement from the
manager of the hotel, the researchers strongly observe in the Café Monivong which
is able to responds to the object of the research.
The Café Monivong is located on the ground floor of block D for a delightful
alfresco breakfast, lunch or dinner, wicker armchairs and marble tables covered
with crisp white tablecloths are to be found here creating the perfect place to relax
and linger over the delicious Western and Asian cuisine buffer style and a la carte
menu. Private rooms are available on request.
Operation Hours:
Buffet Breakfast: 6.00 AM - 10.00 AM
Buffet Lunch: 12.00 PM - 2.30 PM
Buffet Dinner: 6.00 PM - 10.00 PM
All-day dining: 11.00 AM - 11.00 PM for a la Carte
Organization Chart of Raffles Hotel Le Royal
Awards:
All the staffs of the Raffles Hotel Le Royal or the Café Monivong as well,
each of them is able to entitle of the awards that the hotel provided. The awards will
be money or certification. Offering award can get the relation with the employees
and encourage the effort of the honestly and hard working. The awards define by
three ways: first, Monthly Award. This is provided on money for the employee who
is attention in the work time, and coordinates well with the customer. Second is
Thank You Note, collecting from the customers recommending on the service or
133
character of the staffs will be written on the recommendation paper of the customer.
Furthermore, in the case of finding lose things of the customer, the hotel will
provide The Thank You Note that was signed by the general manager of the hotel.
The third is choosing a Raffle Star, it means that the best employee of the year. On
this case, the hotel select from the outstanding staff that performed well in the year
by accumulating of the achievements work, Monthly Awards and Thank You Note
Offering food and party
Special food per week
Special food is offered to staffs once per week. The reason is to offer a
different favor of food and more special then daily food. It is also related to staff
motivation, the hotel always takes care about healthiness and safety of staffs.
Monthly Theme
Monthly theme, the hotel does it once per week and conducted by
different departments. Monthly theme is more fun than special food occasion,
because sometimes we also have other activities like sing a song, offer soft drink
and so on. All of these activities are arm to motivate the staffs, to build a good
relation among the staffs and make them feel as home and family.
Annual Staff Party
The annual staff party is done every year, which is considered as party
for all staffs can participate or have fun together. It represented as having been
worked so hard for the hotel, so that the management team wants to use this party to
motivate the staffs, to make the staffs enjoy and keep their effort to make hotel
business getting better and better. Normally, this special offer always celebrates in
low season (February to July).
Welcome Party
Traditionally, the arrival of new manager always accompanied with
Welcome party, this is party which is perform to motivate employee and always
orientate the new work for the new manager.
134
Training
Training is one of Café Monivong program in the purpose of amelioration of
employee performance in providing standard service and best qualities. Orientation
Training and On job training are the training program offered by Café Monivong.
The following is the briefly detail Orientation Training and On job training.
Orientation Training
Orientation Training is a training which is conducted for the new comers
including trainees and staffs in the purpose to guide them to be acquainted with
clearly about the hotel and service standard of the hotel as well as hotel policy and
other necessary information.
On job Training
On job training contain: train English, first Aid, child safe training, HIV
o First Aid and Child safe training normally have performed once per
year, but sometime twice, the second time is for refreshment.
o English class for Food and Beverage is also done for Café Monivong
staffs; For example, currently we are conducting every Monday and
Wednesday from 3pm-4pm, the course need to be conduct 24 hours for
them. It is notable that most of the training, we have legalized the
certificates for them.
Pay and Benefit
Regarding to pay and benefits, Café Monivong has supplied varieties of activities
and rewards for their staff. They consist of Travel abroad program, Insurance,
Medical Care and Salary.
Travel abroad program: this program has been offered to staff with at least 3 year
experience. Moreover, the selected staffs for this program normally are outstanding
performance within Café Monivong. In general, USA, Singapore or other place
which there are branches of Raffle are preferable place for this program.
135
Leave management
Public Holiday
Public Holiday is refer to national public holiday like Khmer New Year,
Pchum ben day…..we do have day off , everyone get one day off per week, day off
and public holidays is completely different. All staffs get the same public holiday.
For the office staffs, normally they can take a rest on the actual public holiday, yet
the operation staffs or front line staffs, they are not allowed to take a rest on the
same day, I mean they all cannot take leave on the same day, if so, no one run the
operation. However, they can take turn to take leave later on, or they don t want to
take leave, they can get paid instead of take leave. In work, we don t say weekend,
we have only day off.
No Christmas day? 1st January? No party too?
Annual Leave
18 Annul Leave, everybody are entitle for this kind of leave. It mean that we
can take leave 18 times per year, for instead we are busy at home, so we can take 1
AL leave…
Maternity Leave
For maternity leave is entitled for only female colleagues. They can take 3
months of maternity leave with the full salary plus service charge (3 months)
Medical Leave
Medical leave; totally it is 8 days per year. The hotel offer us insurance, we
can go to Sokret Hospital for health consultant and medical. For accident, we can
go to any of our state hospital.
Working hours and over time wage
For office, we work from 08am to 5h30 pm (from Mon- Fri), for Sat, we work
only
Half day from 08:00 am to 12:00. For office, we don t work at night. For café
monivong, it is depend on the shift code that you can find on the attendance list. It
is flexible to the business operation as well.
Wage on over time working?
136
Over time calculation=Salary per hour * number of OT hours*1.5 (for normal
day) , but if the OT is done on Public Holiday or Day off= . Salary per hour
*number of OT hours *2.0.Salary per hour = Basic Salary /26 days/8 hours.
Unpaid Leave
Staff can take leave without get paid from the hotel. It is normally taken when
they do not have any more AL left.
Uniform
For office staff, hotel does not provide any uniform. Beside office staff,
everyone is entitled for uniform such as: waiter, waitress, hostess, head waiter,
captain, receptionist...etc
137
APPENDIX E: CURRICULUM VITAE
CURRICULUM VITAE
Mr. LY Sidoeun
#109, St 371, SangkatTeukthla, Khan SenSok, Phnom Penh, Cambodia
E-mail: sidoeunly@ymail.com
Tel: 097 95 96 212
A.
PERSONAL DATA
Nationality
: Cambodian
Sex
: Male
Date of birth
: November 13, 1987
Place of birth
: Peam Ror district, Prey Veng Province
Marital status
: Single
Present Occupation
: Student
B.
EDUCATIONAL BACKGROUND
2006-Present
: Senior student at Cambodian Mekong University in the
major of English for Business
2006-Present
: Senior student at Institute of Technology of Cambodia in
the major of Water Resources and Rural Infrastructure
(Department of Rural Engineering)
2003-2006
2000-2003
C.
: Senior High School student at Peam Ror High School
: Junior High School Student at Neak Loeung High
School
TRAINING COURSES
January – May 2010
: Completed a course of GIS (Geographical Information
System) at Institute of Technology of Cambodia
138
June-August 2009
: Attended Photoshop, Operating System (Linux,
Ubuntu and Microsoft Windows), Python Training
Program with Institute of Technology of Cambodia
October 2008- June 2009
: Completed AutoCAD Drawing (2D & 3D), Matlab
(Matrix Laboratory) Training Program at Institute of
Technology of Cambodia
December 2008
: Completed a course in Microsoft Access and Advance
Access at Cambodian Mekong University
July 2008
: Completed a course on Reading and Speaking, UpperIntermediate at Royal University of Phnom Penh
December 2007
: Completed a course in Microsoft Excel and Microsoft
Advance Excel at Cambodian Mekong University
November 2004
:Completed a course on Spectrum IV at New Titanic
School at PreyVeng Province
July 2004
:Completed a course on Microsoft Word and Microsoft
Excel at The Fellowship of Neak Loeung Church, Prey
Veng Province
November 2003
:Completed a course in English: Headway intermediate
at Mohalaph Centre, Prey Veng Province
D.
COMPUTER SKILLS
Skills
E.
: Ms Excel, Word, Power Point, Access, AutoCAD, GIS
Data, Internet and Email
Language
Khmer
: Mother tongue
English
: Excellence in speaking, reading, writing
French
: Good in speaking, reading, writing
F.
ACHIEVEMENTS
2008
: Certificate of Reading and Speaking, Upperintermediate at Royal University of Phnom Penh
2008
: Certificate of Outstanding Student at Cambodian
Mekong University
139
2008
: Certificate of Self and Family Leadership at
Cambodian Mekong University
2004
: Certificate of Microsoft Word and Excel at The
Fellowship of Neak Loeung Church
2003
: Certificate of Headway Intermediate at Mohaleaph
Centre
2003
: Certificate of Spectrum IV at New Titanic School
G.
REFERENCES
Miss Men Nareth
Mobile Phone
: Chief Department of Rural Engineering at Institute of
Technology of Cambodia
: 012 83 27 57
Dr. KAING Seosery
: Lecturer of Bridge Construction at Institute of
Technology of Cambodia
Mobile Phone
: 012 99 85 26
140
Curriculum Vitae
KHEM SAMPHAS
#13AE1, St. 336, BoengSalang,
ToulKork, Phnom Penh, Cambodia
Tel: 068 724 345
Email: ksamphas@yahoo.com
2009
2010
PERSONAL DATA
Name
:KHEM SAMPHAS
Sex
: Female
Nationality
: Cambodian
Birth Date
: March 03, 1988
Marital Status
: Single
Birth Place
: Kampot Province
AREAS OF STRENGTH
Honest and reliable employee who is committed to challenging for a better
job by working and studying at the same time
Decisive, motivated individual who is quick to learn and determined to
succeed
Well-performed, adaptable, independent
Good communicator
Well completed outstanding student in each semester
EDUCATION AND QUALIFICATION SUMMARY
EDUCATION
2006 to Present
141
Degree Earned
Tourism
Field of Study
: Undertake Bachelor of Management and
: Tourism Management and Hospitality
Institute Attended : NationalUniversity of Management (NUM)
Were obtained fully academic scholarships and working part time
2006 to Present
Degree Earned
Field of Study
: Undertake Bachelor of Art, Humanities and
Foreign Language
: Business English
Institute Attended : CambodianMekongUniversity (CMU)
Were obtained fully academic scholarships and working part time
In 2006
Obtained the Certificate of High School (PreahreachSamphea,
KampotProvince)
LANGUAGES
Khmer
: Mother Tongue
English
: Very good in using English fluently and accurately
Chinese
: fair
TECHNICAL SUMMARIES
Microsoft Office, Adobe Photoshop, Internet and E-mail, English course (Listening,
reading, speaking and writing), Organizational Behavior, Principle of Management,
Entrepreneurship and Small Business Management, Human Communication,
Leadership, Human Resource, Economics, Principle of Marketing, collage
Mathematics, Marketing Research.
OTHER TRAININGS ACQUIRED
Has
successfully
completed
BaktoukComputerCenter
IT
Basic
Computer
at
142
Has successfully completed Microsoft Access at BaktoukComputerCenter
Has successfully completed the Element I&II Chinese Language at
Institute of Foreign Language
Has successfully completed training on Administrative at Cambodian
Mekong University
INTERESTS
Reading, watching, researching, sightseeing new development, Learning new things
and communicating…
REFERENCE
1. MR. KIM BUNNARA
Lecturer
NationalUniversity of Management (NUM)
Tel: 012 891 728
2. MR. LONG BUNTENG
Director of International Office/Lecturer
Tel: 099 999 456/013 99 33 99
143
CURRICULUM VITAE
Mr. UN LENG
# 177, St. 261, Group 4, SangkatTikLaokI,KhanToulkork, Phnom Penh, Cambodia
Email: un_leng@yahoo.com
Tel: 012 62 34 52
PERSONAL DATA:
Name
Sex
: UN Leng
: Male
Date of Birth
: May 01, 1984
Place of Birth
: Phnom Penh, Cambodia
Material Status
: Single
Nationality
: Khmer
EDUCATIONAL QUALIFICATION:
2006-Present
: Pursuing Bachelorof English Business at Cambodian
Mekong University (CMU) (senior student).
2003-Present
: Pursuing Master of Medical Sciencesin University of Health
Sciences
1999-2005
: Achieved Baccalaureate Degree of general Knowledge in
BakToukHigh School, Phnom Penh.
144
1994-1999
: Student at BakToukPrimary School, Phnom Penh
1992-2002
: Student at JiChengChinese PrivateSchool, Phnom Penh,
Secondary School Certificate in 2002
EXPERIENCE:
19 Feb 2008- 29 Mar : Conducted the translator for Operation Smile
2006 – Present
: Conducted the medical training at hospitals.
Scholarship and Award:
2006-2008
: Received certificates of excellence for outstanding
performance student in CambodianMekongUniversity.
2002-2004
: Received Certificates of Achievement Intermediate to
Advance Level in English Course from English Language
Training Institution (ELT).
January 2002
: Received certificate of achievement Chinese language grade
Ninth from Ji Cheng School.
May 2000
: Received the bruin award and certificate of Child World
Painting.
OTHER SKILLS:
- Computer : MS. Word, MS. Excel, MS. PowerPoint, Internet, E-mail
- Presentation skill
- Communication skill
LANGUAGES:
- Khmer
: Native language
- English
: Writing and Speaking
- French
: Writing and Speaking
- Chinese
: Writing and Speaking
REFERENCE:
145
- Mr. NorngSokha
Career
: Dean of Faculty Art, Humanity, and Foreign Languages of
CambodianMekongUniversity
Tel
: 012 733 775
-Mr. LONG BunTeng
Career
: Director of International Office and Lecturer of
CambodianMekongUniversity
Tel
: 099 999 456
- Dr. Duong Dararith
Career
: Dean of University of Health Sciences
Tel
: 012 847 841
146
CURRICULUM VITAE
Mr. HENG SENGLY
Present Address:SangkatToekthla, Khan RusseyKeov, Phnom Penh
Tell: 012 844 399
E-mail: sengly2005@yahoo.com
Personale information
Name
: HENG SENGLY
Sex
: Male
Nationality
: Khmer
Ethnic Croup
: Khmer
Material Status
: Single
Date of Birth
: 06 October 1985
Place of Birth
: Khum Prey Pnov, Phom Prey Pnov, Prey VeignProvin.
Address
: SankatToekthla, Khan RusseyKeov, Phnom Penh.
Tel: 012 844 399. E-mail:sengly2005@yahoo.coom
Education:
2000-2003
: Deploma
(PsaDermThkovHigh school)
147
2003-2006
: High School
(BergnTrorBiekHigh school)
2009-2010
:InternationalUniversity (5th year)
(Major: Medical doctor)
Study Courses:
2003-2004
: Completed New Headway level
(At Modern language &SkillTrainingCenter)
2010-2010
:Cambodia Mekong University (4th year)
WORK EXPERINCES
2007-Present
: Member of Asian Medical Student Association of
Cambodia (AMSA cam)
Organization
: Ministry of HealthPreahKossamakHospital
Subject
: Nursing
Organization
: RussiaFriendshipHospital
Subject
: Medical Doctor
Organization
: Chan Vein Clinic
Subject
: Assistant
Organization
: ChaomChov Clinic
Subject
: Assistant
Organization
: Pannga Sack Clinic
Subject
: Assistant
LANGUAGES
148
Khmer
: Mother tongue (Fluently spoken and written)
English
: Good
REFERENCE
Dr. SikThireak
Organization
: SenSok International University Hospital
Subject
: Assistant
Tel
: 012 875 787
Dr. SrengChenda
Organization
: SenSok International University Hospital
Subject
: Assistant
Tel
: 012 997 571
Dr. Hong Touch
Organization
: Ministry of HealthPreahKossamakHospital
Subject
: Assistant
Tel
: 092 743 636
149
CURRICULUM VITAE
Name
:
Sex
Nationality
TOUS CHANSAMRACH
:
Male
:
Cambodian
Date of birth :
June 30, 1988
Place of birth :
Sang katWat Phnom, Khan Daun Penh,
Phnom Penh, Cambodia.
Marital Status :
Address
:
Single
DeumKorVillage, Deum Mean Commune, Takhmao District,
Kandal Province, Cambodia.
Hand Phone :
012 185 2539, 015 608 978
E-mail
:
Position
:
Tcsamrachlab1988@gmail.com
Medical Laboratory Technician
EDUCATION
August 07, 2006
Has successfully completed high school, Bac II.
Address: HunSenTakhmaoHigh School
November 30, 2009
Has successfully completed Associated Degree of Medical Laboratory
Technology.
Address: TechnicalSchool for Medical Care (TSMC)
2009-2010
The fourth year student of English for Business.
Address: CambodianMekongUniversity (CMU)
150
TRAINING COURSE
January 20, 2010
The Certificate of attention presentation on hygiene and security in
laboratory (general risk, biological, and chemical) by Mr. LIM Hok
Kean, responsible Hygiene and Security.
Address: Institute Pasteur du Cambodge
September 22, 2008
The Certificate of Excellence for outstanding performance in Semester
1, Academic Year 2007-2008.
Address: CambodianMekongUniversity
October 12, 2007
The Certificate that has successfully completed Foundation Year
Course in academic year 2006-2007
Address: CambodianMekongUniversity
March 09, 2006
The certificate of the physics-chemical practice at laboratory of
Lycéefrançais René Descartes during academic years 2004-2005 and
2005-2006.
Address: Lycé français René Descartes
November 30, 2004
Has successfully completed a course in computer: Repair and
Maintenance.
Address: BEST International English Institute
January 27, 2004
Has successfully completed computer training course: Ms. Word and
Ms. Excel.
Address: BayonComputerCenter
WORK EXPERIENCE
December 31, 2007 to July 27, 2009
151
Job volunteer in medical laboratory for two years.
Address: Vongsak Clinic and Maternity
Please contact Mr. KEAT ChheangHeng, the chief of laboratory at
Vongsak Clinic and Maternity, H/P: 012 575 456
September 14, 2009 to October 30, 2009
The internship in medical laboratory—Hematology, Microbiology,
Biochemistry, Serology/Immunology, Sample collection.
Address: Center of Hope.
July 27, 2009 to September 11, 2009
The internship in medical laboratory—Hematology, Microbiology,
Biochemistry, Serology/Immunology, Sample collection.
Address: National Institute of Public Health.
June 15, 2009 to June 27, 2009
The training course of instruction in medical laboratory, Serology.
Address: National Mother and ChildrenCareCenter.
May 30, 2009 to June 13, 2009
The training course of instruction in medical laboratory, Parasitology.
Address: KanthaBopha hospital.
May 07, 2009 to May 28, 2009
The training course of instruction in medical laboratory, Serology.
Address: Calmetre hospital.
January 19, 2009 to February 17, 2009
The training course of
Haematology/Immunology.
instruction
in
medical
laboratory,
Address: NationalBloodTransfusionCenter.
December 15, 2008 to January 13, 2009
The training course of instruction in medical laboratory, Lab Technic
in Micro II.
Address: CINAT.
152
November 03, 2008 to December 09, 2008
The training course of instruction in medical laboratory, Biochemistry
II.
Address: Khmer-RussiaHospital.
Computer Skills:
OFFICE EQUIPMENT SKILLS
Typing 40 wpm
Ms. Excel
Ms. Access
Audio Mix
Internet and E-mail
Ms. Word
Ms. PowerPoint
Ms. Publisher
Adobe Photoshop
Repair and Maintenance
Khmer
English
French
LANGUAGES
: Mother tongue.
: Good at writing, speaking, listening and reading.
: Fair.
HOBBIES
Reading books and listening to the radio.
Sport: Football, Volley ball and Table tennis
REFFERENCES
1. Ph. OUK Kalyan, Chief of Laboratory Department and Lecturer of
Immunology field at TechnicalSchool for Medical Care (TSMC).
Hand Phone: 012 883 575
153
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