Employee Motivations in Starwood Hotels Resorts PDF

Institute of Hospitality Management in Prague
Emlia Juhsov
Employee motivations in Starwood Hotels&Resorts
Bachelor dissertation
2014
Taking the opportunity, I would like to thank all the associates in Sheraton Prague
Charles Square Hotel who helped me with completing this research.
My appreciation goes foremost to the Thesis Supervisor, Ing.Stanislava Beleov, PhD.

for her valuable time and opinions she has shared with me during the research process.
I swear
that this bachelor dissertation titled Employee motivations in Starwood Hotels&Resorts
was wiritten by me independently and that all literature and additional material used are
cited in the bibliography and that
this version is exactly the same as the work submitted electronically.
In accordance with 47b law n.111/1998 coll. on higher education institutions, I

agree to my dissertation being published in its complete form in the publicly
accessible electronic database of the Institute of Hospitality Management in Prague.
In Prague on 23.4.2014 Emlia Juhsov

Abstract
Juhsov, Emlia. Employee motivations in Starwood Hotels&Resorts. [Bachelor

dissertation] Institute of Hospitality Management in Prague. Prague: 2014
The main theme of this thesis is employee motivations in Starwood Hotels&Resorts.

This analysis focuses on answering three research questions which underpins loyalty of
the employees in Sheraton Prague Charles Square Hotel, their motivations towards
international company Starwood and the willingness of hotel management to retain their
best employees. The aim of my work is to determine primary demotivators in this hotel
and outline suggestions how to improve motivation of its employees and thus boost
them to better performance.
Key words
Employee motivations, demotivators, drivers, employee satisfaction, loyalty, feedback.

Abstrakt
Juhsov, Emlia. Employee motivations in Starwood Hotels&Resorts. [Bachelor

dissertation] Institute of Hospitality Management in Prague. Prague: 2014
Hlavnou tmou tejto prce je motivcia zamestnancou spolonosti Starwood

Hotels&Resorts. Tto analza sa zameriava na zodpovedanie troch vskumnch otzok,
ktorch zkladom je lojalita zamestnancov v hoteli Sheraton Prague Charles Square
Hotel, ich motivcia voi spolonosti Starwood a snaha hotelovho manamentu si
uchova najlepch zamestnancov. Cieom mojej prce je uri hlavn demotivtory v
tomto hoteli a poskytn nvrhy ako zlepi motivciu zamestnancov a tak ich
povzbudi k lepm vkonom.
Kov slov
Motivcia zamestnacov, demotivtory, vodie tzv.drivers, spokojnos zamestnancov,

lojalita, sptn vzba.
Table of content
Introduction ....................................................................................................................... 1
1. Employee motivations in hospitality industry .......................................................... 5
1.1 Employee motivation ......................................................................................... 5
1.1.1 Maslows Hierarchy of Needs .................................................................... 6
1.1.2 McGregor Theory X and Theory Y ............................................................ 8
1.1.3 Herzbergs Motivating and Hygiene Factors .............................................. 9
1.1.4 Skinners Positive Reinforcement ............................................................ 11
1.1.5 Vroom and his Expectancy Theory .......................................................... 12
1.2 Incentives and Rewards.................................................................................... 13
1.3 Feedback and Coaching ................................................................................... 14
1.4 Hotel employee satisfaction ............................................................................. 17
1.5 When the loyalty is not a driver ....................................................................... 19
2. Analysis of employee motivations in Sheraton Prague Charles Square Hotel ....... 22
2.1 Benefits of the employees ................................................................................ 23
2.2 Primary research of employee motivations in Sheraton Prague Charles Square

Hotel
2.2.1 Front Office Department ........................................................................... 27
2.2.2 Engineering Department ........................................................................... 32
2.2.3 F&B Department....................................................................................... 36
2.2.4 Housekeeping Department ........................................................................ 40
2.2.5 Kitchen Department .................................................................................. 44
2.2.6 Personal observations ............................................................................... 48
2.2.7 Interview with HR manager ...................................................................... 50
3. Suggestions for improvements................................................................................ 51
Conclusion ...................................................................................................................... 54
List of reference .............................................................................................................. 56
Appendix 1 ...................................................................................................................... 58
Appendix 2 ...................................................................................................................... 61
Appendix 3 ...................................................................................................................... 61
Introduction
Motivation, leadership and empowerment are inextricable parts of employees every day
performance. First off all, people need a reason to wake up in the morningand they
pay me is hardly the ideal alarm clock. To some people, financial support and perks
they receive at work are sufficient enough and do not seek for more. But there are quite
a lot of people who do their job for a meaningful purpose. Those people are the ones
who are trying to reach their potential by exceeding their knowledge in the field they
work, looking for more than getting the work done and last but not least, they are
willing to face new challenges and attract different opportunities for their growth and
self- improvement. In the light of these characteristics, there is a considerable need for
motivating these employees to show them that their efforts really pay off and that their
contribution is widely seen and appreciated by their managers. Therefore, the
motivation of employees has become one of the top discussed topics nowadays, looking
for all kinds of strategies and practical ways how to drive employees to perform desired
results.
Hospitality industry is one of leading business industry in the world where thousands of
new properties are being build and open every decade. Also, it is the one of the
businesses where turnover of the employees is very high and therefore it is the crucial
task for managers to find the reasons why it is so and take appropriate actions to
minimilize it. It is generally understood that employment in these industries is often
considered to be temporary, or stop-gap employment, with workers leaving eventually
for many reasons. Definetely, one of the highest-ranked reason is lack of motivation and
incentives. It is true that a motivated worker provides better customer service, improves
sales and is more likely to stay loyal to the job longer than the one who is demotivated
and being punished for every mistake he does.
Unfortunately, the process of motivating people is far from an exact science. There is no
secret formula, no set calculation, no work sheet to fill out. In fact, motivation can be as
individual as the employees who work for you. One employee may be motivated only
by financial incentive such as money. Another may appreciate personal recognition for
a job well done. But basic objective is to find out what your employees require and find
a way to give it to them or enable them to earn it. (Inc., 2014)
1
The impulse of conducting this research was based on hand-on experiences of
researcher who has been working in hospitality for more than three years. Currently, she
has been working in Sheraton Prague Charles Square Hotel for almost two years where
she has been experiencing lack of motivation and appreciation from managements side.
Despite of the fact that Starwood Hotels&Resorts was her dream company to work for,
her expectations were neither met nor exceeded. As a very social and people-oriented
person, researcher tried to motivate herself with the program called Vita Futura / it will
be explained to the reader in Chapter 2 / which was supposed to be a big step further in
her hospitality career. Unfortunately, according to some circumstances, she did not get
admitted which was the big disappointment for her. Since the researcher did not have
any motivations left in this property and the fact that many her hospitalitydevoted
colleagues started leaving, it made her think about the reasons why these people quit
and what could be done to avoid it. As much as the analyst is fond of working in this
company, she has been thinking about leaving this job, too. However, before she might
do that, researcher wants to show to the hotel management that there is a big need for
improvement in motivating its employees which cannot be overlooked.
Aim of this research is to analyze the employee motivations in Starwood

Hotels&Resorts and prove that there is a big gap between theoretical Starwoods core
values and human truths and their implementation in real practical life. The partial aim
of this analysis is to show to the hotel management in Sheraton Prague Charles Square
Hotel that its employees are key element in the revenue process and that there is
important coherence between the relation of motivated employees and satisfied, happy
guests. Lastly, this study is meant to demonstrate the importance of putting the great
emphasis on the value of the employees as it is put on the guests.
In order to achieve aim of the study, three objectives have been set as the following:
Objective One: To analyse Starwood five human truths and core values and how
they are / are not implemented in practise
Objective Two: To identify the significant importance of motivating employees
2
in hospitality industry
Objective Three: To examine the linkage between job satisfaction and employee
performance within the team and towards guests
After having identified aim and objectives of the study, three research questions were
generated:
Question n.1 : Are the five human truths presented by Starwood Hotels&Resorts
truly respected in the practice of hotel management?
Question n.2 : To Starwood, is loyalty of employees as important and valuable as
the loyalty of the guests?
Question n.3 : Is the hotel management of Sheraton Prague Charles Square Hotel
willing to work on their employee motivations to avoid losing
another worthwhile staff member?
The research questions are being systematically answered throughout the study and
finally summed up to fulfill the aim of the research.
This Bachelor dissertation covers the employee motivations in Starwood

Hotels&Resorts. Analyst divided this thesis into three chapters.
In the first chapter, she explains principals of well-known motivational theories and
their impacts on employee motivations. Moreover, researcher focuses on the
significance of using incentives and rewards as the one of the most important drivers
along with feedback and coaching. Lastly, analyst determines top ten reasons why best
employees leave the company and what could be done to improve their overall
satisfaction.
3
Second chapter is based on case study of Sheraton Prague Charles Square Hotel as the
one of the nine Starwood brands. Researcher introduces basic philosophy of Sheraton
brand and put the emphasis on benefits offered to the employees in this property.
Further on, analysis of the employee motivations is provided and elaborated in every
operational department. All findings are summarized and concluded at the end of this
chapter.
Last chapter determines main problems found in Sheraton hotel and offers suggestions
for the management how to eliminate these problems in order to keep their employee
motivated and loyal to the company. Researcher also proposes solutions how to improve
total employee satisfaction in this property and give her personal standpoint about the
raised issue.
4
1. Employee motivations in hospitality industry
Vandenberghe (2004) states that motivation is identified as an energizing forceit is

what induces action in employees. This force has implications for the form, direction,
intensity, and duration of behaviour. It explains what employees are motivated to
accomplish, how they will attempt to accomplish it, how hard they will work to do so,
and when they will stop.
1.1 Employee motivation

Cherry (2014) defines motivation as the process that initiates, guides and maintains
goal-oriented behaviors. Motivation is what causes us to act, whether it is getting a glass
of water to reduce thirst or reading a book to gain knowledge.
We can also define motivation as a conscious or unconscious driving force that arouses
and directs action towards the achievement of a desired goal. (Starwoodone,2014)
Work motivation is a set of energetic forces that originates both within as well as
beyond an individuals being, to initiate work related behaviour, and to determine its
form, direction, intensity and duration (Pinder,1998).
Motivation is generally related to the Latin movere, which means to move, and as
used in contemporary management also means to entice employees to move in a
direction and manner that meet the organizations goals (Jones,1955; Atkinson, 1964;
Vroom, 1964).
According to Victor H. Vroom (1964), origins of motivation stem from the principle of
hedonism which comes from Greek philosophers. The general assumption is that
behaviour is directed toward pleasure and away from the pain. In every situation people
choose from alternative possibilities the course of action they think will maximize their
pleasure and minimize their pain. Another assumption was executed by Abraham H.
Maslow (1954) who used hunger as paradigm in order to demonstrate the individual as
an integrated whole. He explains that even though human beings stomach is sending
the signal about the hunger, it is the whole organism who desires the food. And after
5
fulfilling this need, the satisfaction comes to the whole individual, not to his stomach.
So behind the overall motivation expressed by human being, there are many other
drives which are consciously or unconsciously responsible for reflecting this desire on
the surface. To make one person motivated in something, there is a need to see the
desired end (Maslow, 1954, p.21). If the end is not seen or unknown, employee does not
feel the obligation to fully perform his job. Therefore it is very essential to keep on
reminding to employees what it is desired end and how can be approached.
There exist many motivation theories which are used by companies and managers to
help them with driving their workers to reach their goals. In this research, these theories
are being discussed and used in practical analysis:
Maslows Hierarchy of Needs

McGregor Theory X and Theory Y
Herzbergs Motivating and Maintenance Factors
Skinners Positive Reinforcement
Vrooms Expectancy Theory
1.1.1 Maslows Hierarchy of Needs
Abraham H. Maslow has set up a hierarchy of five levels of basic needs. Beyond these
needs, higher levels of needs exist. These include needs for understanding, aesthetic
appreciation and purely spiritual needs. In the levels of the five basic needs, the person
does not feel the second need until the demands of the first have been satisfied.
(Simons, Irvin and Drinnien, 1987)
the Psychological needs
They are all biological needs such as hunger, need for oxygen and water. As soon as
those needs are fulfilled, organism of human body becomes satisfied and other
dominant needs emerge.
the Safety needs
When all psychological needs are being satisfied, the needs for security become
active. In general, adults do not feel these needs unless they are in real urgent threat
6
such as war or terror. Contrary to adults, infants are more vulnerable to feelings of
lost, punishment and endanger. These needs consist of security, stability,
dependency, protection, freedom from fear and anxiety, need for structure, order,
law and so on.
the Belongingness and Love needs
If the both physiological and safety needs are gratified, love and belongingness will
emerge. People seek to be loved and understood by others, they want to belong to
the society, be part of teams and friendships.
the Esteem needs
All people in the society have a desire for self-respect, high appreciation and self-
esteem. They all seek for confidence, stability, good reputation and prestige. When
there is a satisfaction of ones self-esteem, person feels useful and necessary to the
world. But thwarting of these needs leads to inferiority, weakness and uncertainty.
the Need for self-actualization
Even if all previous needs are being fulfilled and satisfied, there is still one missing
step in Maslows pyramid (picture 1). It is described as a tendency to become more
and more what the person is, in other words, trying to reach his potential. The need
for self-actualization can vary from person to person, one might find being a
housewife as the desirable job whereas the other might seek for the
acknowledgement in science. According to McGregor (1960) these needs are also
considered as egoistic ones thanks to which human being is able to accomplish what
he ought to.
Picture 1 Hierarchy of needs
7
Research History, 2012
1.1.2 McGregor Theory X and Theory Y
In The Human Side of Enterprise, McGregor (1960, In:Travis L.Russ, 2013)

conceptualized Theory X and Theory Y to reflect two polarized categories of
assumptions that managers may have about their employees. These frameworks are
grounded in the premise that managers motivate and communicate with employees
based on their assumptions about human nature. In his work, he explains assumptions
about human nature and human behaviour.
Theory X
The average human being has an inherent dislike of work and will avoid it if he can.
Because of this human characteristic of dislike of work, most people must be coerced,
controlled, directed, threatened to get them to put forth adequate effort toward the
achievement of organizational objectives.
The average human being prefers to be directed, wishes to avoid responsibility, has
relatively little ambition, wants security above all.
8
Theory Y
The average human being does not inherently dislike work. To him, work may be a
source of satisfaction or source of punishment.
External control and the threat of punishment are not the only means for bringing about
effort toward organizational objectives.
Commitment to objectives is a function of the rewards associated with their

achievement.
The average human being learns not only to accept but to seek responsibility.
Both Theory X and Theory Y show the human activation in the workplace thanks to
which managers are able to presume employees behaviour. Whereas Theory X talks
about inherent dislike of work which cannot be changed, Theory Y, on the other hand,
places the problem in the lap of management. If employees are lazy, inactive and
unwilling to cooperate, Theory Y indicates that is managements fault. These theories
are widely being used and accepted among managers to help them control their
workers performance.
1.1.3 Herzbergs Motivating and Hygiene Factors
Herzberg et al. (1959) presents that employee motivation is best understood as soon as
the work attitude is understood. In his approach of studying feelings of people toward
their jobs, he set up three questions to be answered:
1. How can one specify the attitude of any individual toward his or her job?
2. What causes these attitudes?
3. What are the consequences of these attitudes?
The importance of the attitudes toward work became the starting point and basis for his
dual-factor theory where Herzberg differentiates 2 distinct types of factors.
The first set of factors, called motivators were caused by happy feelings and good
attitude within a worker and they were task-related.
9
Among job factors motivators belong:
Recognition
Achievement
Possibility of growth
Advancement
Responsibility
Work itself
Those motivators are intrinsic factors since they are directly connected with the job
itself. According to Herzberg et al. (1959), motivators cause positive job attitude
because they satisfy worker s needs. Their presence creates job satisfaction,
however, if there is absence of these motivators, dissatisfaction does not happen.
Contrary to the first group, Herzberg developed Hygiene factors (extra-job factors)
which primarily consisted of unhappy feelings and bad attitude toward job, which
were not related to job itself, but to the surroundings which had an influence of
doing that particular job.
Hygiene factors:
Salary
Interpersonal relations supervisors
Interpersonal relations subordinates
Interpersonal relations peers
Supervision technical
Company policy and administration
Working conditions
Personal life
Status
Job security
10
Since the dissatisfier factors essentially describe the environment and serve primarily to
prevent job dissatisfaction, while having little effect on positive attitudes, they have
been named hygiene factors. This is an analogy to the medical use of the term meaning
preventive and environmental. (Vroom and Deci, 1970) They also have big potential
to create dissatisfaction, which is not the opposite of satisfaction. (Herzberg, 1959)
1.1.4 Skinners Positive Reinforcement
Positive reinforcement is any pleasant or desirable consequence that follows a response

and increases the probability that the response will be repeated" (Wood, Wood, and
Boyd, 2005)
According to Skinner (1948), behaviour which is reinforced tends to be repeated (i.e.

strengthened); behaviour which is not reinforced tends to die out-or be extinguished (i.e.
weakened).
Skinner (1948) invented the term operant conditioning; it means roughly changing
of behaviour by the use of reinforcement which is given after the desired response.
Skinner identified three types of responses that can follow behaviour:
Neutral operants responses from the environment that neither increase

nor decrease the probability of a behaviour being repeated.
Reinforcers Responses from the environment that increase the probability of

a behaviour being repeated. Reinforcers can be either positive or negative.
Punishers Response from the environment that decrease the likelihood of a

behaviour being repeated. Punishment weakens behaviour.
Positive reinforcement strengthens a behaviour by providing a consequence an

individual finds rewarding. The removal of an unpleasant reinforcer can also
strengthen behaviour. This is known as negative reinforcement because it is the
removal of an adverse stimulus. Negative reinforcement strengthens behaviour
because it stops or removes an unpleasant experience.
11
Punishment is defined as the opposite of reinforcement since it is designed to
weaken or eliminate a response rather than increase it. Like reinforcement,
punishment can work either by directly applying an unpleasant stimulus like a shock
after a response or by removing a potentially rewarding stimulus, for instance,
deducting someones pocket money to punish undesirable behaviour. (McLeod,
2007)
Picture 2 Operant Conditioning
Resource: McLeod, 2013
1.1.5 Vroom and his Expectancy Theory
This theory provides the explanation why individuals choose one option over the
another. "The basic idea behind the theory is that people will be motivated because they
believe that their decision will lead to their desired outcome" (Redmond, 2009).
Since every individual has different goals, he can be motivated if he believes that:
There is a positive correlation between efforts and performance
Favourable performance will result in desirable reward
The reward will satisfy an important need
12
Expectancy theory is based on three components (Redmond, 2010):
Expectancy
Can be described as the belief that higher or increased effort will yield better
performance. This can be explained by the thinking of "If I work harder, I will
make something better".
Instrumentality
Can be described as the thought that if an individual performs well, then a

valued outcome will come to that individual. Some things that help
instrumentality are having a clear understanding of the relationship between
performance and the outcomes, having trust and respect for people who make
the decisions on who gets what reward, and seeing transparency in the process
of who gets what reward.
Valence
Valence means "value" and refers to beliefs about outcome desirability

(Redmond, 2010). There are individual differences in the level of value
associated with any specific outcome. For instance, a bonus may not increase
motivation for an employee who is motivated by formal recognition or by
increased status such as promotion. Valence can be thought of as the pressure or
importance that a person puts on an expected outcome.
1.2 Incentives and Rewards

Motivating employees is a big challenge for managers and therefore it is necessary to
use the power of incentives and rewards. Incentive programs are becoming more
common as a way to attract the best employees. If implemented effectively, they can
help solve three perennial problems in the hospitality industry: reliability, retention and
recognition. (Kotch, 2007)
Simple thank you means sometimes more than any monetary recognition. Being
appreciated by the supervisors for a job well done is one of the key elements to show
13
your employees that you care. However, incentives and reward programs carry
significant cost in the company, they are always the investment. Good manager who
loves his job and performs exceptional service towards his customers, helps with
boosting the revenue by retention of loyal, high-repeated guests.
There are two types of rewards recognized extrinsic and intrinsic. Extrinsic rewards
are separated from work and include bonuses, time off and pay rises. Intrinsic rewards
come from the act of carrying out the job itself and include satisfaction from job well
done and have the opportunity for creativity and self-development.
One of the top-ranked reward is money. Financial rewards play an important role in the
affecting job performance of employees. Money acts as generalized reinforcer, as a
conditioned incentive, as an anxiety reducer, as a hygiene factor and as an instrument
for gaining desired outcomes. (Opsahl and Dunnette, 1966).
Whereas money does influence employee productivity and interest, there are other
incentives which drive individuals to be efficient at their work. Examples are free food,
extra days off, departmental team-buildings, activities connected with company growth,
support for leisure activities such as gym pass, cultural performances etc.
As simple as being nominated for employee of the month or the year, it does make a
huge difference for the ones who are fully devoted to their jobs. It is the way how to
retain hard-working people in your company which takes only small effort but brings
enormous pay back.
1.3 Feedback and Coaching

Feedback is the information about how we are using our efforts in order to reach a goal.
It should be given at the appropriate time and place. The more frequent the feedback,
the more beneficial it is for employee. Feedback should consist of specific, subjective
data but not too detailed since it could be overload to the learner. It should focus on
behaviour which learner can control and modify so next time he can act differently or
the same, if the feedback was positive. (Wood, 2000)
14
Feedback provided by manager or supervisor can be based on:
Positive consequence (e.g. congratulations, a tip, thank you). This

reinforcement increases the probability of the person repeating that behaviour.
Negative consequence (e.g. reprimand from the manager or angry customer). It

does decrease probability of repeating this behaviour.
Neutral consequence (e.g. zero response from the manager, customer). It also
decreases the probability of repeating the behaviour in such situation.
We are usually excellent at the negative consequence catching people doing

something wrong instead of catching people doing something right and give them
positive remark about that. (Starwood one)
We differentiate two types of feedback (Starwoodone,2014):
1. motivational - is positive reinforcement - what you like about the action, what
you want the person to continue doing. This feedback helps to build and
improve confidence, motivation and willingness to work.
2. developmental is advice or recommendation about the action, what can be

improved, changed or thoroughly stopped. This feedback creates competence
towards job.
There are two main obstacles which can stop manager from providing the feedback to
his employees: it is either fear of hurting the feelings or making the person become
conceited. The solution to overcome these obstacles is to focus on behaviours and not
people. Therefore to give the effective feedback, manager needs to be factual and
specific what was said or done.
According to Starwood, managers are obliged to follow some basic rules when giving
the feedback to their employees:
Rule 1: Listen before you speak
15
always ask your employees about their opinions, why they act in this situation
like they did, what they can improve next time.
Rule 2: Maintain and improve self-confidence
it is very easy when providing with positive feedback, however managers need
to maintain while saying negative things as well. As it was already said, the key
is focusing on behaviour, not on the person himself.
Rule 3: Be factual and specific
we can only comment on what we heard or saw, thus not considering any other
information which was brought to us from someone else.
According to Whitmore (2009), coaching is unlocking persons potential to maximize

their own performance. It is helping them to learn rather than teaching them. There are
many benefits of coaching such as improving conflict management, motivation, making
own decisions in critical situation and better self-reflection.
Branham (2006) created Five steps for successful coaching:
1. Get the employee agreement that problems exist
2. Mutually discuss alternative solutions
3. Mutually agree on actions to be taken in order to solve the issue
4. Follow up to measure results
5. Reinforce any achievement when it occurs
A core benefit of coaching the employees is time management, which provides people
with less stressed environment. (Fosh, 2008) People working in hospitality industry
need to have a coach who is able to train them so they can easily make their own
decisions in case of no management on side. Therefore, Starwood underpins these
Golden Rules:
16
Be available for people
Respect persons individuality
Listen to the content and feeling of the message
Encourage participation and involvement within company
Coaching is usually embraced by supervisors and managers. They are responsible for
training the employees, teaching the company standards and letting them grow within as
well as outside of the company. (Starwoodone, 2014)
The main roles of supervisors are:
Create the positive atmosphere and environment within workplace
Give rewards to whom they are deserved
Promote the intrinsic value of the job
Keep team informed
Make work fun place
Be impartial in allocating work
Treasure contribution of everyone
Give scope for growth
Give constructive feedback
Delegating
Providing constructive feedback and be a good coacher is very challenging for

managers and supervisors but as soon as are those skills fully acquired and used on
daily basis, there is higher probability of reaching companys objectives.
1.4 Hotel employee satisfaction

Why are some hotel employees happy to come to work every morning? What lies
behind the smile of receptionist who has been working at the same company for more
17
than two years and her positive attitude is noticed by the guests? The answer is very
simple employee satisfaction. As the answer is simple, the process of getting satisfied
employees is on the other hand very difficult. Incentives and rewards, which were
already discussed in chapter 1.2, are not the only tools how to keep satisfaction of
employees on high level.
When there were many job opportunities, one dissatisfied worker would quit the job
immediately and find better one. But since the unemployment rate has become higher,
unhappy employees still quit the job, but they stay in the company. And this new
phenomenon has an enormous effect on the overall team performance and particularly
on the guests. Many researches were carried out about this topic which led to
establishing seven factors that could easily increase satisfaction of hotel employees
(Folkman, 2013).
They are (Folkman, 2013):
1. Consistent values - core values of the company cannot be abandoned, conversely

they need to be kept and reminded to its employees
2. Long-term focus - employees do not mind going through difficult times when
they see that there is a brighter future to come
3. Local leadership - supervisors and managers need to asses satisfaction within

every operational department in order to identify the problems, reduce them and
lead the team to the desired end
4. Continuous communication - communication is the key part of every work

environment. Even there are bad times, it is essential to share all the fears to
avoid getting misleading information about the future of the company
5. Cooperation - there is a strong correlation between collaboration of employees

and effectiveness of their job
6. Opportunities for development - it is necessary to have the space for promotion

and individual development of each employee.
7. Speed and agility - to be able to make quick decisions and keep your employees
active
18
As soon as the employee is satisfied with his job, the positive results are to come up.
Happy guests are becoming loyal, returning to the property more often which brings
bigger revenue and thus enables hotel to invest money to reconstruction and
improvements where are needed. It is literally vicious circle which starts with employee
satisfaction and also ends at the same place - employee and his appreciation from
company. Therefore management needs to place great emphasis on its employees since
they are the only ones who could bring them to the prosperity but at the same time to
terrifying misfortune (H&MM, 2001).
1.5 When the loyalty is not a driver

In everyday life, we are all loyal to something. Either it is the brand clothes we purchase
every month, hairdresser you get your hair done by, or simply going to same bakery
store on your way to work these are all examples of loyalty. We are being loyal
because we like the service provided to us, we trust the quality of products and we are
being motivated by these companies not to leave them.
But if the effort of keeping loyalty alive is not visible, there is a threat of leaving for
something better. Employees start thinking about leaving when basic needs are not
being met. These needs are (Jackson, 2011):
The need for trust - expecting that company will treat you fairly, will be open
and honest to you.
The need to have hope - believing that you will be able to grow and develop
your career within the company.
The need to feel a sense of worth - feeling that you are worth working in the
company, believing that if you work hard enough, you will get promised
rewards.
The need to feel competent - being responsible for the work you were assigned
with and feeling content with the results.
19
If these needs are not fulfilled, employees do not feel any motivation to stay and they
leave. (Branham, 2006) There have been many researches done about the reasons why
employees do not stay loyal to the company. And since analyst works in big
international hotel chain, she found a parallel in the article written by Eric Jackson,
contributor to business magazine Forbes. Jackson (2011) put together ten top reasons
why large companies fail to keep their best talents. The reasons are:
1. Big company bureaucracy sometimes there are rules which make no sense and
as soon as your employee becomes disenchanted by these rules and expresses
his disagreement, he is neither understood nor accepted.
2. Failing to find a project for the talent that ignites their passion - if you as a
manager are having best people in the team who loves their job and are
passionate about their projects, you need to have one-to one discussion as often
as possible to find out if they are satisfied or if there is anything you can do to
challenge them more. Because top talented people are not driven by money, but
by the opportunity to be a part of something huge, that will definitely change the
world and for which they are really passionate. Unfortunately, big companies
usually do not spent quality time focusing on these people.
3. Poor annual performance reviews - you would be surprised how many

companies do not do annual reports. And if they do, they are not that effective
and rewarding towards their employee success.
4. No discussion about career development - it is very important to have face-to-

face discussion with your employee about his career path. When you engage in
this conversation and you show that there is space for promotion, your best
employee is more inclined to stay in the company longer.
5. Shifting whims/ strategic priorities - try not to make promises about future and
new projects which could be exciting to work on. Best employees do not like to
be jerked around and wait for your promise to come true. Conversely, be open
20
to them and try to proceed what you have brought up. It gives the opportunity
for your employee to grow and broaden his knowledge.
6. Lack of accountability / or telling them how to do their job - good employees

want to be in charge of projects, being responsible for outcomes and more
importantly they want to be seen as the responsible ones in the team. However,
they do not mind being controlled by the manager , they appreciate managers
insights, observations and advise.
7. Top talent likes other top talent - top talent employees need to work with people
who are similar to them in their passion towards work. Many companies keep
people who are not supposed to be there and that is the reason why are best
employees leaving the company. They are easily turned off by co-workers who
are not passionate enough and who are just filling the team because there is no
replacement, or it is not good time to let them go.
8. The missing vision - as it was already said, your employees need to see the
vision where the company is heading and what is the role of your employee.
9. Lack of open-mindedness - the best people want to share their ideas with you,
even though they are not pleasant to hear but they could be of positive change.
Your role as a manager is to listen to them and incorporate their ideas into new
strategies. If not, you will be left out with people always saying yes to
everything and everybody which does not make company prosperous.
10. Who is the boss? - if few of your people have recently left the company within
one department, it is not a coincidence. In general, people leave because of the
manager, not because of the company. And when you as the boss were not able
to hear your best employees siren calls, you need to face the truth of not being a
good coacher enough to make them stay.
21
The researcher found these ten reasons applicable to her situation which she will more
elaborate on that in the analytical part, Chapter 2.
2. Analysis of employee motivations in Sheraton

Prague Charles Square Hotel
As it was already mentioned in the introduction, researcher chose to do analytical part in

Sheraton Prague Charles Square Hotel where she has been working for almost 2 years.
This research consists of the introduction of Starwood Hotels&Resorts to the readers,
the benefits this international hotel chain offers to its employees and lastly the analysis
of employee motivations in this particular hotel.
Starwood Hotels&Resorts is international hotel chain which operates nearly 1100 hotels
located in more than 100 countries. This chain includes nine renowned brands which are
thematically different but fulfilling same standards and values presented by Starwood.
These are St.Regis, Luxury Collection, Le Meridien, Westin, W Hotels, Sheraton, Four
Points by Sheraton, Element, Aloft.
Starwood values are:
Go the extra step by taking actions that build lasting connection and loyalty
Play as a team by working globally and across all teams in the company
Do the right thing by using good judgment, respecting our communities,
associates, owners, partners and the environment
And since analyst work in Sheraton brand, she will focus in her work on that one.
Every brand has its own ideology which helps to build the brand and be recognized by
the guests and employees.
Life is better when shared is positioning statement in Sheraton brand. Sheraton

provides associates with great ideology which is based on its core values and five
human truths. All these values and truths are presented by the management of the hotel
22
in the Service Culture Trainings to demonstrate the importance of being a part of
Sheraton Family.
Sheraton brand has three core values which represent the whole Starwood philosophy.
They are:
Warm - associates are genuine and welcoming, conveying a generosity of spirit

and caring for and about your needs.
Connected - even far from home, you are able to connect with what matters to
you the most.
Community - hotels provide social place for people to come together and share
their experiences and memories.
Along with the core values, Sheraton presents five human truths which underpin the
whole philosophy of this brand. These truths are used in the Service Culture trainings to
reflect the importance of employee as well as the guest. They provide the basis of
understanding the heart of Sheraton brand and are ones of the most used within the
property.
They are:
We need to be understood
We want to belong
We long to feel special
We crave more control over our lives
We dream of reaching our potential
2.1 Benefits of the employees

Employees in Sheraton Prague Charles Square Hotel are provided with benefits which
either stem from Starwood as the company or the benefits which were created by the
property itself. Researcher will focus on couple of them which are distinctive for this
hotel.
a) Sheraton as a part of international chain

23
Starwood Hotels&Resorts is international chain offering many opportunities to work for
the well-known hotel chain across the whole world. Employees are offered with the
transfers after working one year in the company. They could be transfered within the
EAME1 region to the same position or similar one.
Transfers are generally supported by General Manager and Human Resources manager.
In this hotel, there were already some transfers realized to Qatar, London and
Barcelona. The biggest advantage is to gain new experience from different country,
broaden the knowledge in the hospitality field and continue in the career growth within
the company.
b) Starhot and Starfriend rate
Employees of Starwood have the privilege to use special rates called Starhot and
Starfriend.
Starhot rates are available for the employee himself and his family and can be used
within the whole hotel chain. However, some luxury brands such as Luxury Collection
and St.Regis do not have them open. Their availability also depends on the season and
occupancy. Along with this special Starhot rate which can vary with region and brand,
employee is entitled to get fifty percent discount on Food&Beverage. This discount card
is provided upon check-in and can be used troughout the whole stay when presented.
To be eligible for this rate, employee has to have Starhot form approved by HR
manager on him. As soon as this form is not provided, rate is changed to the best
available rate according to the property.
Starfriend rate is the rate which can Starwood employee offer to his friends. This rate is
a bit higher that the Starhot rate but it still has competitive price towards rack rates
offered by hotels. Also, Starfriend form has to be provided upon check-in, no fifty
percent discount available with this rate.
Globally, these rates are used by the employees while travelling abroad for vacation or
other purposes.
1
EAME Europe-Africa-Middle East region
24
c) Starwoodone
Starwoodone is an internal portal for all Starwood employees. It provides them with
internal information, trainings, learning material, development center and job finder.
It is used by managers to assign their employees with trainings, for self-development

and helps with everyday tasks encountered by all associates. It is also a tracker of the
employee development, reflects the career path of the employee and provide him with
all useful information he may want to absorb.
d) Service Culture Trainings
Service Culture Trainings are obligatory part of learning Sheraton standards. Sheraton
as a brand has many set-up standards which need to be followed in order to deliver
exceptional service to the guests. Since this brand is well-known, there are high
expectations from the guest side. If these expectations are not met, nor exceeded, hotel
loses guests and thus the revenue.
Therefore, these trainings play important role for the associates. They help them to
better understand guests needs, be more open and understanding to their requests and
also teach them to handle the stressful situations which they encounter every other day.
e) Vita Futura
Vita Futura is a managerial programme designed for ambitious young people who long
to work for Starwood Hotels&Resorts. It gives the opportunity to grow on the
managerial levels and build the career in this international hotel chain.
This programme last for one and half a years and it is divided to three sections. In each
section which is timely framed by six months, chosen associate are placed in different
departments as supervisors. Last six montths, associates spend quality time in their
chosen department where they see themselves working in the future.
After completing this programme, Vita Futuras Alumni have better perspective to be
placed in any Starwood property and become well-trained managers.
25
Among other benefits in Sheraton Prague Charles Square Hotel belong:
Free stuff canteen breakfast, lunch and dinner for employees

Be our guest programme employees have a chance to try the product they offer
to the guest, it consists of one night spent in the hotel with special dinner,
breakfast and opportunity to use Sheraton fitness
Five weeks of vacation
Special bonuses
Multisport card card used in more than twohundred sport facilities
Other activities orginized by Fun Commitee2, e.g. Flea market, Teambuildings,
UNICEF donation, Blood donation, Staff meetings and etc.
2.2 Primary research of employee motivations in Sheraton

Prague Charles Square Hotel
This primary research took part in Sheraton Hotel where the researcher has been
employed for almost two years. Researcher focused on operational departments which
consists of Engineering, Front Office, Food&Beverage, Kitchen and Housekeeping
department.
Research method and sample size
Analysis was based on questionnaires (Appendix 1) and interviews with managers

(Appendix 2) of these individual departments and HR manager (Appendix 3).
Researcher has approached 45 potential respondents within the property and received 39
filled-in questionnaires. Each questionnaire includes 18 questions, mainly open ones to
demonstrate the individuality and significance of each associate within every
department. These questionnaires were translated to Russian and Czech language as
2
Fun Commitee group of associates within property who organize fun activities
26
well and were distributed to individual associates by researcher herself or through the
heads of departments. Also, analyst composed 7 questions for each head of department
and 8 questions for HR manager. The structure of all interviews is attached in Appendix
2 and 3.
Researcher will analyse each department separately, starting with the interview of the
manager and then comparing the results with actual responds from associates. At the
end of this analysis, researcher will reveal overall findings concluded from all
departments. All of the participants will be anonymous in this research.
According to research questions, analyst will focus on those questions which

demonstrate the aim of this work and show interesting results.
2.2.1 Front Office Department
Front Office Department consists of 15 employees and the manager on the top. Out of
this number, 11 respondents took part in filling in the questionnaires. Analyst gives the
example of interview s questions
Interview with Front Office Manager
Analyst was interviewing Front Office manager who has been with the company for
more than 4 years already. To her motivation is the most important drive for
development, gives me trust and responsibility. Overally, motivation for me is the
collaboration with others, having empathy towards them and show them support in their
difficult times. Unfortunately, she was not awared of any motivational theories when
asked. She thinks that 5 human truths represented by Starwood are iplemented in the
practice of management but it takes longer time. She said that it also depends on
General manager and his personality which influences the implementation. When it
comes to seeing the parallel between employee and guest satisfaction, Front Office
Manager sees strong correlation there, because it is the most visible one and it is very
challenging for associate to hide problems and get over them when the guest is around.
Also, she believes that her team is motivated but she would welcome more motivation
from General Manager as well. She tries to motivate their employees with positive
27
attitude, being supportive and provid them constructive feedback. Front Office Manager
would implement more financial and bonuses rewards, teambuildings and regular one-
to-one meetings with her associates.
How is it seen by individual Front Office associates?
Graf 1 Employee motivations in Front Office department
Motivated
Demotivated
Sometimes
Resource: Own Research, 2014
As it shown on the graf, more than half of the respondents are not motivated by the
managers at all and only one feels motivation from the manager side. There is a
controversy between the findings of the survey and the interview with the manager who
thinks that her team is motivated.
As it was theoretically elaborated in Chapter 1, there are extrinsic and intrinsic factors
which influence our attitude to work. Analyst asked participants in the questionnaire
what intrinsic factors are of big importance to them and findings are shown in Graf 2.
Graf 2 Intrinsic factors
28
8
7
6
5
4
3
2
1 Intrinsic factors
0
As it is displayed in the table, the most significant value to FO associates has

recognition and possibility of growth. These two are unfortunately the ones who have
been missing in the company and are difficult to implement. On the contrary, the least
important for them is advancement.
Researcher has already mentioned 5 human truths (to belong, to feel special, to be
understood, to have control, to reach the potential) and she was keen to know if they are
really implemented in the hotel management. According to the findings, all of the
associates think that they are not implemented in the practice except for one. They
pointed out that to feel special and be understood is not working in this property at all.
One of the respondents answered: I think the whole concept is breaking down. A lot of
employees are leaving the hotel as they do not feel special and they cannot reach their
potential after so many years of loyalty to the company.
The biggest demotivators and motivators identified by respondents are displayed in

Table 1.As it is shown, associates find self-esteem, experience and friendly environment
as the biggest motivators in the company and lack of cooperation, no teamwork, no
career development and recognition as the biggest demotivators in this property.
29
Table 1 Best Motivators and Demotivators
Motivator Demotivator
money lack of cooperation
friendly environment shift schedule
none no teamwork
people - guests non-qualified colleagues
self-esteem no career development and
experience recognition
staff lack of communication
work for Starwood company inadequate salary
unfairly distributed work
somebody slowing you down
gossiping
Respondents were asked if the loyalty to company means something to them and Graf 3
proves that 7 of them value loyalty and only 4 do not.
Graf 3 Loyalty to the company
It does
It does not
f
According to the findings, top reason why employees leave the company is no career
development. (Graf 4) Second place belongs to manager/hotel management and third to
having too many standards in the company.
30
Graf 4 - Reasons why employees leave the company
Manager/hotel management
Lack of new projects
Non-qualified co-workers
Why employees leave
Lack of responsibility company?
Too many standards
No career development
Missing vision of the company
0 2 4 6 8 10 12
Another question in the survey was focused on the benefits, what would participants
suggest to improve the motivation. Most of them proposed to have more team buildings,
more associate working on the shift, trainings, language courses. They would welcome
paid over-time, better financial and personal recognition and any kind of rewards.
To summarize the research findings from Front Office Department, data showmore than
80% of Front Office associates are not motivated by the manager despite the fact that
manager thinks they are motivated. They all value recognition and possibility of growth
as the most important intrinsic factors at work. Findings demonstrate the importance of
loyalty towards company and list more demotivators than motivators encountered by
them at work. According to the acquired data, highest ranked reasons why employee
leaves the company are no career development and manager/hotel management as it
was already mentioned in Chapter 1. Also, human truths were not proved to be truly
implemented in the management of this hotel. Front Office employees do not feel
special and their potentials are not being reached at all. There were couple of
31
recommendations listed to improve motivations such as more trainings, rewards,
financial and personal recognition etc.
2.2.2 Engineering Department
This department consists from the manager and 5 associates. Only three of them were
willing to participate in the survey along with their head of department.
Interview with Chief Engineer
Chief Engineer expresses his motivation as stimulation in every direction towards

better performance. It consists od financial and social motivation. As well as FO
Manager, he is not aware of any motivational theories used by the companies. He agrees
that 5 human truths are being implemented in this hotel, especially to feel special and
to belong since there are many staff and team meetings organized, aslo employee of
the month/year. He also finds big parallel between employee and guest satisfaction
which underpins his saying when the associate has a smile on the face there is a big
probability that the guest will react the same. When asked about his motivation and
motivating his employees, he hopes that his associates are motivated, but first he tries to
be motivated himself in order to better motivate his emplyoees. As a part of his
motivational techniques, each time he goes for vacation he brings them souvenir or
something memorable from that destination and tries to distribute financial rewards
fairly according to the actual performance. And what would he improve? He would
definetely promote Starhot possibilties more and organize more activities outside of the
work place.
How is it seen by individual Engineering associates?
According to findings, associate are more demotivated than motivated. Only 1 of 3

associates who took part in this questionnaire is motivated by his manager. (Graf 5)
32
Graf 5 Employee motivations in Engineering department
Motivated
Demotivated
According to Herzberg, employee of Engineering department value work itself and

recognition the most out of all intrinsic factors provided in Graf 6. Surprisingly, they do
not see the importance in the possibility of the growth and advancement at all.
3,5
3
2,5
2
1,5
1
0,5 Intrinsic factors
0
33
On the basis of findings, all of the associates believe that 5 human truths are only empty
phrases and motto used by the company. They do not see to be understood be
working in this hotel, saying: To be understood? When it is busy, everybody wants
everything to be done immediately. Impossible.
When it comes to loyalty, all of the associates expressed the great importance of the
loyalty. (Graf 7) This was the only department who is loyal the most of all departments,
associates are already with the company either from the early beginning or for more
than 2 years.
Graf 7 Loyalty to the company
Yes
No
When asking about motivators and demotivators, respondents named job well done,
salary and vacation as the biggest motivators for them in this property. As the
demotivators, they listed non-qualification, dealing with petty things and unwillingness
to cooperate within each other and mainly within departments. (Table 2)
34
Job well done Non-qualification

Salary Dealing with petty
Vacation things
Unwillingness to
cooperate
Associates put the same importance on all of the reasons except for two (shown in Graf
8) why employees quit and leave. They think that lack of new projects and missing
vision of the company are not most ranked reasons to quit.
Graf 8 - Reasons why employees leave the company
Lack of new projects and

trainings
Lack of responsibility Why employee leave

company
Too many standards
0 0,5 1 1,5 2 2,5
35
Engineering associates would suggest having more additional, but meaningful bonuses
on the top of their salaries. Also they would improve staff canteen especially during the
weekend which is underestimated by management and kitchen as well. And also, they
would enjoy having insurance contributions.
However, this department is one of the smallest, it plays crucial role in the process of
operations. Associates are the most loyal ones, since three of them are already couple of
years with the company. Therefore their opinion is very valuable and constructive
regarding the evaluation of motivations. All of the participants do not see human truths
be working in the reality as it represented by theory of Starwood.
2.2.3 F&B Department
F&B Department is composed of 12 members including manager. There were 11

associates taking part in this survey.
Interview with F&B Manager
Researcher concluded interview with F&B Manager who confidently stated that his
team is motivated as well as himself. Since he was like them, he knows what it takes to
be a waiter, prepare banquet events therefore he tries to motivate them on daily basis.
He always talks to them, asks them if everything is all right, gives them feedback. When
his associates are satisfied and happy, their actions have an impact on guests and thus
influence guest satisfaction. He, as only one manager, is aware of Maslows Hierarchy
of Needs. In his opinion, 5 human truths are respected in this hotel but it is also up to
the individual manager to make associates belong. He has some techniques how to
motivate his employees - I come up with some promotions of beverages, such as wine.
And who sells the most, wins the price. Also, I try to distribute performance bonuses
fairly, provide them with trainings on site. He already thinks that this hotel has many
great motivators. Free canteen, year bonuses, employee of the month/year etc. But he
would definately welcome more career development for his associates.
36
How is it seen by individual F&B associates?
F&B associates are being motivated by his manager and none of them are demotivated
which is the only department where this finding occurred. (Graf 9) Only 2 of them are
sometimes motivated and seek for improvement. The findings of the survey support
perception of manager about his team being motivated which was confidently expressed
during the interview.
Graf 9 - Employee motivations in F&B department
Motivared
Demotivated
Sometimes
The most important intrinsic factor is achievement and possibility of growth. (Graf 10)
Surprisingly, these two are those who are generally missing in the company, especially
in operational departments. Respondents put similar value on the recognition,
responsibility and work itself.
7
6
5
4
3
2
1
Intrinsic factors
0
37
There were various opinions put to question about 5 human truths and their
implementation in reality. Some of the respondents doubt that they are fully
implemented, some of them are highly positive about this statement but majority think
that it is only psychology of higher management and that employees in operational
departments do not need these truths to perform their job.
Most of the employees value loyalty to the company as it shown on Graf 11. Only to 2
of them loyalty does not mean anything. Out of these findings we can infer that these
associates will stick to the company for longer period of time as the other.
Graf 11 Loyalty of the employees
Yes
No
F&B associates were very broad with their ideas about biggest motivators and
demotivators in this hotel. (Table 3) They consider recognition, money along with
bonuses and experience as the biggest motivators. Contrary, top demotivators for them
are uncooperative co-workers, negative approach to work itself, gossiping and no
respect and trust from higher management. As shown in the table, some of the
respondents find the recognition as the motivator, some of them put it as the
demotivator for them in this property.
38
Recognition No recognition
Money, bonuses Uncooperative co-workers
Opportunity to grow and Negative approach to work
improve itself
Experience Gossiping
To feel special and different Lazy attitude towards work
from colleagues
No respect and trust from
Head of Department
As it was already stated in the Table 3, no career development is not only the biggest
demotivator for associates but also one of the top reasons why employees leave the
company. (Graf 12) Another significant reasons are hotel management and non-
qualified colleagues.
Graf 12 Reasons why employees leave the company
Manager/hotel
Lack of new projects
Lack of responsibility Why employees leave the

company
Too many standards
Missing vision of the
0 2 4 6 8
39
F&B associates named many benefits what they think would really help to boost
motivation among them. They suggest having more teambuildings, cross trainings
within departments and previous job agreement (more free time). They would also be
glad for receiving food vouchers, vouchers for massages, bonuses and incentives for
upselling. But the most urgent advice is to have their salary increased since the high
season is already here and they want to be fairly evaluated by finances as well. Also,
they would really appreciate more recognition and respect from top management.
To sum up, this department leads in motivation and loyalty. They are highly motivated
by their manager as it was confidently proved by himself during the interview and
confirmed by his associates. However, F&B associates are lacking possibility of growth
and achievement in their hospitality career, not getting any promotions in couple of
years. They would also prefer more team-buildings and incentives. And since they are
one of the most physically hard-working departments, there is a need for showing them
gratefulness in any form of recognition.
2.2.4 Housekeeping Department
This department is not ordinary one. It consists not only from hotel employees but
mostly from employees coming from outsourced companies. Therefore, concluded
research might not be that precise and objective since half of the respondents are not
employed by Sheraton Hotel. However, it gives certain and valuable picture of
employee motivations. Questionnaire was distributed to 14 employees, which 7 of them
are outsourced.
Interview with Executive Housekeeper
Executive Housekeeper believes that motivation provides employees with the

environment where they feel satisfied and understood. She was one of the two managers
who were aware of Maslows Hierarchy of needs. Executive Housekeeper was very
open to analyst with all the questions, especially with one regarding to 5 human truths.
40
Since she had worked in different Starwood property, she could say that they are
working in other properties but not in ours. To her, it is difficult to reach the potential
and get any career development in such small hotel. It is not fair, especially to those
associates who go extra mile in their service for others she says. She agrees that there
is an important correlation between happy staff and happy guest. When it comes to
motivation of her employees, she believes they are motivated. Executive Housekeeper
try to motivate them with the constructive feedback and as soon as she sees that there is
no career development, she supports transfers and is willing to help with preparation for
another open position somewhere else. However it might be a little bit more
complicated with outsourced people since they are not that linked to this hotel and its
vision. But still they are part of the team which this manager values the most. As she
says: Even when the housekeeper is good at her work, when she is not a team player,
she needs to go. I would rather have less skilful people than someone who are ruining
the team. To her, having the own motivation is very crucial in order to be happy with
the work done and eventually results will appear. And what would she suggest to
improve? I would suggest having more trainings, professional ones where you need to
pass the exams in order to be successful. Also better financial recognition and somehow
make them proud to work for Starwood. The pride is really missing here.
How is it seen by individual Housekeeping associates?
Housekeeping employees are higly motivated as it shown in Graf 12, whereas only 2 of
the associates are not.
Graf 12 Employee motivations in Housekeeping department
Motivated
Demotivated

41
Among the most important intrinsic factors, Housekeeping employees ranked
responsibility as the highest along with work itself. (Graf 13) It is very understandable
since they are responsible for cleaning process which is one of the most significant in
the run of the hotel.
12
10
8
6
4
2 Intrinsic factors
According to the findings, majority of Housekeeping associates do not see

implementation of human truths in the reality. They do not feel special and understood.
However, there were few of them stating that company is trying to work on them.
Since outsourced staff is not employed by the hotel, it is hard to be talking

about loyalty towards company. According to results, they are loyal to the
agency they work for. Associates employed by hotel are loyal to the hotel,
wishing to have it mutually considered from the companys side as well.
42
As the biggest motivators for this department is having a team and their co-workers.
(Table 4) On the contrary, the biggest demotivators for them are hard work, low salary
and physical state of the hotel.
Table 4 The biggest Motivators and Demotivators
Money Hard work

Recognition Low salary
Co-workers MAGC
Career development Physical state of the hotel
Team Morning shift
MAGC3
To these associates, top reasons why employee quit the job in the company are no
career development, non-qualified co-workers and manager/hotel management. Nobody
named responsibility and lack of new projects and trainings. (Graf 14)
3
MAGC Make a green choice program implemented by Starwood. When the guest refuse HSK service,
he is entitled to get either 500 Starpoints, voucher for bar or he can donate these points to UNICEF.
43
Manager/hotel
Lack of responsibility Why employees leave
Too many standards company
0 2 4 6 8 10
As one of the most hard-working department, all of them need to feel great motivation
every day in order to perform their job perfectly. As they are not that recognized by
managers, they would welcome to get simple thank you, appropriate salary and
bonuses.
Researcher has really enjoyed the interview with Executive Housekeeper as she had
some interesting insights about motivation and teamwork. As the whole department is
split to companys and outsourced employees, findings are various. As stated by
manager, all of them are motivated and the biggest motivator for them is money and
their team. Analyst valued her approach to the team as she would welcome the same
approach from her manager in Front Office Department.
2.2.5 Kitchen Department
Kitchen consists of 12 members and the manager as the head of the department.
Researcher found this department as the most problematic one regarding distributing the
questionnaires by manager. Analyst approched manager couple of times asking for the
interview and spreading the questionnaires to kitchen associates as she thought it would
be easiest way how to get them most filled-in. She was told that associates are not
willing to cooperate, despite of the fact that analyst approached couple of them
44
individually and they did not seem to have a problem with that. Researcher got the
feeling from the employees that they are afraid of giving the opinions since they thought
it was management purpose, not for the researcher herself. That was the way how it was
presented by their manager.
Therefore this questionnaire material is not considered to be trustworthy since

employees were not honest and open. Researcher tried to approach as many associates
as she could personally to see the real reason and tried to understand their fear. Some of
the associates filled in questionnaires once more and afterwards they were given
directly to the analyst. She has not completed interview yet with the manager since he
still has not found right time and started ingnoring her. As the last effort, interview was
sent to the manager, but there was no respond.
Although, survey is not fully reliable, analyst will try to evaluate findings according to
the structure she has used in other departments.
How is it seen by individual Kitchen associates?
Unfortunately, question about motivation from manager was left blank or answered
yes. After having individual discussion with the associates, answer was very clear:
no we are not motivated by our manager at all.
Evaluating intrinsic factors which are the most significant to associates, analyst was
given with 10 respondents who value recognition the most and 9 respondents for whom
is possibility of growth the most important one. (Graf 14) Other factors we ranked
similarly low.
45
12
10
4
Intrinsic factors
2
When the analyst asked question about loyalty, she has received all of the answers no
except for one yes.
According to 5 human truths, associates see many paradoxes in everyday life, especially
they do not feel understood neither special.
Furthermore, findings show that the biggest motivators for them are their co-workers,
vacation and free food in the canteen. Sadly, there were couple of respondents who do
not see any motivation here. As the biggest demotivators for them are distrust,
misinformation and no career development appraise from chef. (See Table 5)
46
Table 5 The biggest Motivators and Demotivators
Financial benefits Distrust

Team-buildings Misinformation/being not
Year bonus informed at all
Co-workers Tolerated incapability
Vacation No career development
Free food in the canteen No recognition and appraise
Nothing from chef
Top reasons why employees leave the company are no career development, then non-
qualified co-workers and thirdly manager/hotel management. (Graf 15) Only 1 of the
respondents marked missing vision of the company as the top reason.
Lack of responsibility Why employees leave
company
Too many standards
0 2 4 6 8 10
47
To sum up, this department is lacking the motivation from the manager, not being
appreciated at all. The fact that they were not able to freely express their opinions, gives
the impression that this department is facing a big problem which can not be solved by
themselves. Although, survey might not be accurate, researcher took all the individual
insights and provided information into the consideration and she will follow up on them
with HR manager since she sees a great need of improving the attitude and managerial
skills of the Chef. As she experienced ignorant and unfair treating herself, she will be
the one fighting for better treating from the chef to his associates.
2.2.6 Personal observations
As it was already mentioned, I have been part of this Sheraton family for almost 2
years. I have been really enjoying working in the international hotel chain which brings
many opportunities in the career development worldwide. Unfortunately, I have been
demotivated for more than 1 year already by not moving anywhere. As I am always
seeking for more responsibilities and absorbing more knowledge every day, I have been
asking my manager to assign me more work so I can learn and grow. She tried to give
me some responsibilities such as taking control over MAGC and expressing her trust
towards me. But, as much as Starwood cares or wants to care about development of its
associates, also has many standards and rules which need to be respected and followed.
Therefore I was not able to perform more of the tasks since, from my position as Guest
Service Agent, I did not have proper rights to do it. And this can not attitude lead me
to continuous dissatisfaction and demotivation which I expressed verbally many times.
Since I am a part of Front Office Department, which is one of the most guest-facing
operational department, I see a great significance on putting the big emphasis on
motivating this department. It is stereotypical work, check-ins, check-outs, the same
procedures every day and therefore there is a need to find something new, innovative
everyday in order not to feel that routine.
Working with people requires meeting them halfa-way and having a team which plays
crucial role in hospitality industry. Unfortunately, from my point of view, Front Office
department can not be considered as one team. I have been really missing the team
spirit, having the chance to rely on my co-workers and fairly distribute work among us.
48
As I am enthusiastically going extra mile to provide exceptional service to the guests, it
is very difficult to do so when I do not feel appreciated and special. I have been missing
not only motivation but the feedback as well any kind of the feedback. Even though,
you do a good job, you need to hear it from your manager so you do not get the
impression that she takes your performance for granted. Therefore, I am the one who
asks for one-to-one meetings when I would like to share something with my manager,
which is supposed to be done other way around.
The biggest demotivations for me are non-qualified co-workers who do not express any
interest in this job. It is very demotivating to have people barely speaking English next
to me, getting their job done superficially without even realizing they work in 5*hotel
which requires some certain high-level standards. And on the top of that it is tolerated
by the manager and no appropriate actions are being taken to change it.
Also financial aspects are a big problem here. Not being evaluated according to the
work performance, having the same salary as people who do not care that much is
unacceptable to me. As money is one of the extrinsic motivator, it is very important to
me to receive the right amount for job well done.
I consider myself as the person who was born to work in hospitality business and so I
need to feel special within the place I work and be able to reach my potential, which
unfortunately, is not being reached in this property. I long for more trainings, on-site or
outside of the property, to have set-up personal targets in order to improve and have
more responsibilities and control over the tasks.
As I became the observer for couple of months, I have been noticing many factors
which may cause dissapointment and demotivation in the property such us poor
recognition, no career development and low salaries (all of the factors are reflected in
the survey ). People within the property are frustrated by the amount they receive every
month which can have impact on their attitude towards the work. And it does have a big
influence how they approach their task every day as well. I do believe that any financial
recognition will boost the employees performance which is noticable by the guests and
the management as well.
49
2.2.7 Interview with HR manager
Researcher was interviewing HR manager, she has posed 8 questions which can be
found in Appendix 3.
To summarize the interview, HR manager sees motivation as having impulses for new
projects for the employees, having the creativity to come up with more motivational
activities how to encourage associates to take their job not only as the responsibility but
mostly as the experience. She is a supporter of cross trainings within the property,
transfers across the company and other activities such as organizing team-building,
donations, Flea markets etc.
According to turnover data, in 2012 there was turnover around 58%, in 2013 it
decreased to almost 31% but now, in 2014 hotel is experiencing wave of leaving which
is up to this date around 11%.
HR manager sees the problem in the small property where are not many possibilities to
grow and not having a large range of open positions, therefore people decide to leave
for something more appealing to them.
As being a part of the Starwood, it brings along many restrictions and limitations when
it comes to individual development and budget. Also, the fact that there is the owner on
the top of the hotel, brings many projects not being approved because of his
perceptions. And that is why it is sometimes very difficult to see the effort of HR
manager implementing new projects.
But as she states: I do not give up, I always come up with something new which I hope
will be approved by owner and the management.
50
3. Suggestions for improvements
After completing the survey about employee motivations in Sheraton Prague Charles
Square Hotel, main problems were defined and suggestions to eliminate these problems
were provided to hotel management.
Problem n.1 : Missing motivation from manager
Firstly, researcher woud suggest to have trainings for managers about motivating their
employees, make them aware of motivational theories used by companies since just few
of managers had any clues about them. Secondly, it would be recommended to have
managerial transfers within individual departments so that managers could see
operations of different department in process and that can help to brainstorm their ideas
and implement their own techniques in order to create better working environment for
associates. One manager might be lacking motivating managerial skills, whereas the
other could help to share her/his and together all of them can make a difference in the
lives of every associate.
Problem n.2 : Recognition
Analyst would suggest to managers to invest more time to their employees, have a
regular one-to-ones with their associates, discussing their strengths and weaknesses, set-
up targets they need to reach and provide them with advice how to reach the these
targets and improve their skills. On the top of that, it would be useful to use any kind of
recognition such as apprraises, simple thank you for the job well done after shift or
any motivating bonuses which can help to boost their interest and enthusiasm (vouchers
for massages, team-buildings, competitions..) For example, recognize the associate who
gets the most positive feedbacks from the guests or the management, associate who is
51
the best at upselling at the certain period, person whose name will be posted on
Tripadvisor or any other portal etc.
Problem n.3 : Career development
Along with the cooperation of HR manager and top management, try to create more
open positions to show the associates that they can grow within the company. Simple
positions as supervisor or shift leader can be implemented in every department, or come
up with unique positions which would make associates feel special at some point.
Moreover, transfers within and outside of the company should be promoted more to
demonstrate the great range of opportunities offered by Starwood. Also, organize more
intratrainings (how to cope with stress, cultural differences, reaching the potential, how
to lead and delegate etc.) with visible results and attractive motivations at the end of
these trainings (certificates, diplomas...)
Problem n.4 : Raising the salary
As it was detected in survey, employees feel financially underrated. They would

welcome raise of the monthly salary from 2000 CZK and higher, plus bonuses and
rewards for the job well done. Any amount of raise would be a positive gesture from
managements side in order to keep their employees loyal and prevent the company of
losing another best talent.
Problem n.5 : Non-qualified, uncooperative, co-workers without team spirit
It is suggested to evaluate each employee deeply before completing trial period and
keep the focus afterwards as well. As soon as there are these upper characteristics
expressed by associates about one of the co-workers, appropriate actions need to be
taken right away by the manager and after not showing the interest to change the
attitude, there should not be the fear of letting this employee go and find better one.
52
Giving x-chances and overlooking the problem turns of the passionate workers and you
might lose them before you fire the right one. There are always more appropriate
replacements waiting for the opportunity. Not promises, but actions are required.
53
Conclusion
In the conclusion I would like to summarize the findings of my work. In theoretical part
I tried to explain motivational theories which are most used by companies and express
the importance of their implementation in hospitality industry. I have elaborated the
significance of using incentives and rewards on employees in order to encourage them
to better performance as well as using constructive feedback and coaching.
In practical part, I introduced Starwood as international hotel chain and deeply

explained its main ideology which consists mainly from core values and 5 human truths.
These 5 human truths were the base of my research completed in Sheraton Prague
Charles Square Hotel where I have been working for almost 2 years. I wanted to analyse
and find the answer if all of these truths are being fulfilled and implemented in the
management of this hotel. According to findings, the answer is very clear. Not all of
these truths are truly implemented, especially associates do not feel special and
understood. They do feel that they belong to the Sheraton family, but unfortunately their
great potential is not being reached and it is seemed to them as not recognized by the
management as well. Secondly, I was interested in their approach towards loyalty to the
company. Results show that associates value loyalty a lot and this is supported by the
fact that almost 20 employees are with this company from the opening. However, they
do not feel that hotel management cares about their loyalty as much as they care about
the loyalty of the guests, which is the big contrast to Starwood philosophy. Especially,
this year shows the biggest turnover of the employees which is not taking seriously to
the consideration. Reasons why employees quit are very obvious but they seem to be
overlooked and ignored which does not make any sense. Not being recognized and
appreciated by the managers, no career development and possibility of growth within
the company, non-qualified colleagues and managers not possessing managerial skills
are top-ranked reasons why good employees say goodbye to this job and find another
attractive one.
Being demotivated myself and observing demotivation in other departments, I

concluded this research to show the hotel management in Sheraton Prague Charles
Square Hotel that there is a great need to improve motivations here. Since employees of
operational department are the ones who interact with guests every day, guests who
54
bring money to the property, it is unaccountable to see that they are not of the biggest
importance to the top management. Thanks to this survey, many disappointing facts
came on the surface which were hidden and not seen. My biggest concern goes to
Kitchen department where all of the associates are not only demotivated by their Head
Chef but they are afraid of expressing their opinions and dissatisfaction in order not to
get any punishments. This finding will definitely have a follow up from my side and it
will be shown and discussed with HR manager to solve this issue.
As we are already facing high season in the hotel, it is a high time for management to
wake up and make the difference. If not, the property will end up with non-qualified
employees without any enthusiasm towards their job and this fact will be easily
reflected on the service they provide to the valuable guests and these guests would
definitely not return to the hotel. This is the vicious circle which starts with the
employee either satisfied or not and ends with the guest satisfied or dissatisfied. And the
core of the whole process is motivation provided to the associates. Of course, it is very
important to have own motivation and drive but talking from my own experience, as
soon as management does not provide any additional one, own motivation drive become
vague and will disappear.
My partial aim was to find out if the management cares enough not to lose me, as one of
the most enthusiastic and hospitality-devoted person. Yes, there were some attempts to
tell me how much they want to keep me, but it is still word-framed and no actions were
taken. Being there for almost two years, these attempts are empty promises to me and if
nothing changes in the near future, I would be left with no other options but to leave.
Nevertheless, if there is any positive change, it still will be not spontaneous and
automatically deserved for the job well done as it supposed to be, but just the listening
to the threats and warnings from my side. And this is exactly how is not supposed to be
done in hospitality and any other businesses.
I hope this research will open the eyes to the top management and will realize that if
there are no actions taken immediately, people will leave and loyalty will not be a driver
for them.
55
List of reference
Branham, Leigh. The 7 hidden reasons employees leave: how to recognize the
subtle signs and act before it's too late [online]. New York: American
Management Association, 2005 [cit. 2014-04-23]. Dostupn z:
http://site.ebrary.com/lib/natl/Doc?id=10075612.
Deci, Edward L. a Vroom, Victor Harold, ed. Management and motivation:

selected readings. Repr. Harmondsworth: Penguin Books, 1979. 399 s. Penguin
Education. Penguin Modern Management Readings.
Evans, Richard Isidor. B.F. Skinner: The man and his ideas. 1st ed. New York:
E.P. Dutton, 1968. xiv, 140 s. Dialogues with Notable Contributors to
Personality Theory; vol. 4.
Ference, G., 2001.: Coaching plans help managers increase employee

commitment. H&MM[online]
Herzberg, Frederick, Mausner, Bernard a Snyderman, Barbara Bloch. The

Motivatin to Work. 2nd ed. New York: J. Wiley, 1959. xv, 157 s.
Maslow, Abraham Harold. Motivation and personality. 2nd ed. New York:
Harper and Row, 1970. 30, 369 s.
McGregor, Douglas. The human side of enterprise. New York: McGraw-Hill,

1960. 246 s.
Payne, Kirby D., 1997.: Leadership, motivation can stem from human resources.
H&MM [online]
Thorn, Bret. 2002.:Appreciating workers the way to retaining them. Nations
Restaurant News [online]
Vroom, Victor Harold. Work and Motivation. 3rd print. New York: John Wiley
& Sons, 1967. ix, 331 s.
56
Vandenberghe, C., & Peiro, J. M. (1999). Organizational and individual values:
Their main and combined effects on work attitudes and perceptions. European
Journal of Work and Organizational Psychology, 8,569581.
http://one.starwoodhotels.com/portal/page?_pageid=157,4306094,157_4306465
&_dad=portal30&_schema=PORTAL30
http://www.simplypsychology.org/operant-conditioning.html
http://en.wikipedia.org/wiki/Employee_motivation
http://www.inc.com/guides/hr/20776.html
http://www.forbes.com/sites/joefolkman/2013/11/27/seven-ways-to-increase-
employee-satisfaction-without-giving-a-raise/
http://www.forbes.com/sites/ericjackson/2011/12/14/top-ten-reasons-why-large-
companies-fail-to-keep-their-best-talent/
57
Appendix 1
Employee motivations in Sheraton Prague Charles Square Hotel
Motivation is defined as the process that initiates, guides and maintains goal-
oriented behaviors. Motivation is what causes us to act, whether
it is getting a glass of water to reduce thirst or reading a book to gain knowledge.

(Cherry, 2014)
My beloved colleagues,
I would like to kindly ask you to fill in this questionnaire which focuses on the
employee motivations in Sheraton Prague Charles Square Hotel.
As the motto implies, motivation is an important driver in our daily lives and
therefore it plays crucial role for us employees as well as for the management.
We all have different motivations to wake-up in the morning and go to work, but is
there anything what can help us to do it more enthusiastically?
This questionnaire is anonymous so please be as much honest and open as you wish.
:)
Thank you very much for your help and time.
And remember, we are Sheraton and we all can make a difference...
1. How long have you been working in Sheraton Prague Charles Square Hotel?
2. What sex are you?

Female
Male
3. In what department do you work?
4. What is your age?
18-25
58
26-35
36 +
5. According to Herzberg, there exist motivators, so-called intrinsic factors which

cause positive job attitude because they satisfy employees needs. Please choose
3 of them which are of the biggest importance to you.
Recognition
Achievement
Possibility of growth
Advancement
Responsibility
Work itself
6. Abraham H. Maslow has set up a hierarchy of five levels of basic needs which
you can see on the picture below. In the levels of these needs, the person does
not feel the second need until the demands of the first have been satisfied. To
you, are all of these needs fulfilled in this property? If not, which ones need to
be improved? (Picture 1 Hierarchy of needs )
7. What is the biggest motivation for you here?
There are 2 types of rewards: Extrinsic - include bonuses, time off, pay rises.
Intrinsic - satisfaction from the job well done, opportunity for creativity and
development. Which of those do you find more attractive in the workplace?
8. We all know that financial rewards drive us to better performance. How much
rise of money would motivate you more in this hotel?
rise of 1000 CZK on the top of your salary
59
rise of 2000 CZK on the top of your salary
rise of 3000 CZK and more...
9. What is the biggest demotivator for you in this hotel?
10. Are you motivated by your manager?
11. What benefits/incentives/ would you suggest to implement in order to improve

the motivation of employees in Sheraton Prague Charles Square Hotel?
12. Are you overall satisfied with the position you are assigned with within the
property?
13. Are 5 human truths ( to belong, to feel special, to be understood, to have control,
to reach the potential) represented by Starwood fully implemented in the
management of Sheraton Hotel? Give the opinion.
14. Does the loyalty to the company you work for mean something to you?
15. When was the last time you got any kind of feedback ( positive, negative,
constructive) from your manager?
16. What do you think are the top reasons employees leave the company? Please
choose 3 options.
Too many standards
Lack of responsibility
Unsuitable co-workers
Lack of new projects and trainings
17. Where do you see yourself in 2 years?

60
Appendix 2
Interview with manager
1. To you, what does it mean motivation?
2. Are you aware of any motivational theories used by companies?
3. In your opinion, are 5 human truths represented by Starwood implemented in the

practice of Sheraton Prague Charles Square Hotel?
4. Do you think that your team is motivated? Are you motivated yourself?
5. Do you see a parallel between employee and guest satisfaction?
6. How do you motivate your employees?
7. Is there anything you would do to improve their motivation? What would it be in

particular?
Appendix 3
Interview with HRmanager
1. To you, what does it mean motivation?
2. Are you aware of any motivational theories used by companies?
3. In your opinion, are 5 human truths represented by Starwood implemented in the

practice of Sheraton Prague Charles Square Hotel?
4. Do you think that employees of the hotel are motivated? Are you motivated
yourself?
5. Do you see a parallel between employee and guest satisfaction?
61
6. You as HR manager, how do you motivate employees?
7. What are you working on right now?
8. Are you restricted by/supported by Starwood? Management and the owner of this
hotel?
62

Employee Motivations in Starwood Hotels Resorts PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Employee Motivations in Starwood Hotels Resorts PDF

Uploaded by

Copyright:

Available Formats

Institute of Hospitality Management in Prague

Employee motivations in Starwood Hotels&Resorts

My appreciation goes foremost to the Thesis Supervisor, Ing.Stanislava Beleov, PhD.

In accordance with 47b law n.111/1998 coll. on higher education institutions, I

In Prague on 23.4.2014 Emlia Juhsov

Juhsov, Emlia. Employee motivations in Starwood Hotels&Resorts. [Bachelor

The main theme of this thesis is employee motivations in Starwood Hotels&Resorts.

Employee motivations, demotivators, drivers, employee satisfaction, loyalty, feedback.

Juhsov, Emlia. Employee motivations in Starwood Hotels&Resorts. [Bachelor

Hlavnou tmou tejto prce je motivcia zamestnancou spolonosti Starwood

Motivcia zamestnacov, demotivtory, vodie tzv.drivers, spokojnos zamestnancov,

1. Employee motivations in hospitality industry .......................................................... 5

1.1 Employee motivation ......................................................................................... 5

1.1.1 Maslows Hierarchy of Needs .................................................................... 6

1.1.2 McGregor Theory X and Theory Y ............................................................ 8

1.1.3 Herzbergs Motivating and Hygiene Factors .............................................. 9

1.1.4 Skinners Positive Reinforcement ............................................................ 11

1.1.5 Vroom and his Expectancy Theory .......................................................... 12

1.2 Incentives and Rewards.................................................................................... 13

1.3 Feedback and Coaching ................................................................................... 14

1.4 Hotel employee satisfaction ............................................................................. 17

1.5 When the loyalty is not a driver ....................................................................... 19

2. Analysis of employee motivations in Sheraton Prague Charles Square Hotel ....... 22

2.1 Benefits of the employees ................................................................................ 23

2.2 Primary research of employee motivations in Sheraton Prague Charles Square

2.2.1 Front Office Department ........................................................................... 27

2.2.2 Engineering Department ........................................................................... 32

2.2.3 F&B Department....................................................................................... 36

2.2.4 Housekeeping Department ........................................................................ 40

2.2.5 Kitchen Department .................................................................................. 44

2.2.6 Personal observations ............................................................................... 48

2.2.7 Interview with HR manager ...................................................................... 50

3. Suggestions for improvements................................................................................ 51

Aim of this research is to analyze the employee motivations in Starwood

they are / are not implemented in practise

Objective Two: To identify the significant importance of motivating employees

performance within the team and towards guests

truly respected in the practice of hotel management?

Question n.2 : To Starwood, is loyalty of employees as important and valuable as

the loyalty of the guests?

willing to work on their employee motivations to avoid losing

another worthwhile staff member?

This Bachelor dissertation covers the employee motivations in Starwood

Vandenberghe (2004) states that motivation is identified as an energizing forceit is

1.1 Employee motivation

Maslows Hierarchy of Needs

1.1.1 Maslows Hierarchy of Needs

the Psychological needs

the Safety needs

the Belongingness and Love needs

the Esteem needs

the Need for self-actualization

Picture 1 Hierarchy of needs

1.1.2 McGregor Theory X and Theory Y

In The Human Side of Enterprise, McGregor (1960, In:Travis L.Russ, 2013)

Commitment to objectives is a function of the rewards associated with their

1.1.3 Herzbergs Motivating and Hygiene Factors

Interpersonal relations supervisors

Interpersonal relations subordinates

Interpersonal relations peers

Company policy and administration

1.1.4 Skinners Positive Reinforcement

Positive reinforcement is any pleasant or desirable consequence that follows a response