VSRD International Journal of Business and Management Research, Vol.

IIIIssue XI November 2013 / 481

e-ISSN : 2231-248X, p-ISSN : 2319-2194 © VSRD International Journals : www.vsrdjournals.com

RESEARCH ARTICLE

MOTIVATION TECHNIQUES USE TO

ACHIEVE STAFF PERFORMANCE : A STUDY OF
HOTEL “THE SURYAA”, NEW DELHI
1Nitin Gupta* and 2Kapil Garg
1Research Scholar, 2Research Supervisor, 1,2Department of Management Studies,
Mewar University, Chittorgarh, Rajasthan, INDIA.
*Corresponding Author : lovelynitinkansal@gmail.com

ABSTRACT
The hotel industry is a significant part of the tourism industry worldwide and its employees play a key role in delivering the service to
customers. The motivation of employees, whether professional, skilled or unskilled, is a major issue in all service organizations. For
the hotel industry, employee motivation is a major issue. It is a challenge for the hotel industry to motivate employees, to stay on the
job, and to offer the efficient, good service which customers expect. The purpose of this study was to assess the role of money as a
motivational factor for hotel employees.

The purpose of this research paper is to know the motivational techniques used by Hotel “The Suryaa”, New Delhi. In our paper we
focus on how management in this industry, motivate their employees to achieve the desired performance through motivating its people.
Initially we tell about “The Suryaa” Hotel, and then it will be followed by the research methodology used in this research. We used the
interview method for this research. Then gathered data from the interview will be analyzed and a conclusion will be made on behalf of
it.

Keywords : Motivation, techniques, Professional, Skilled.

1. INTRODUCTION the proper motivation intervention may not be provided

Employee motivation is one of the major issues faced by
every organization. It is the major task of every manager
to motivate his subordinates or to create the ‘will to work’
among the subordinates. It should also be remembered
that a worker may be immensely capable of doing some
work; nothing can be achieved if he is not willing to
work. A manager has to make appropriate use of
motivation to enthuse the employees to follow them.
Motivation is essential to nearly all behaviour at work.
However, it is easy to define. Motivation can be thought
of as the force that drives behaviour. In other words it can
be considered as both the powerhouse behind behaviour,
and also a person’s reasons for doing something (or
nothing). Motivation involves both feelings (emotions)
and thinking (cognition).
“Motivation, formally defined, is the individual forces
that account for the direction, level, and persistence of a
person’s effort expended at work”.
Despite the economic breakdown, the hotel industry
maintained a good growth rate. The Suryaa hotel, the
focus of this paper, was successful to shun losses. The
managers certainly satisfied the “motivational” needs of
their subordinates in order to achieve performance and
maintain growth.
2. STATEMENT OF PROBLEM
The success of The Suryaa Hotel is mainly due to its
people, i.e. the staff. Now a day’s major problem of hotel
industry is high staff turnover. Reason behind this is that
by the hotel organizations. Through this research,
researchers would like to know that what strategies or
techniques are used by the management of The Suryaa
hotel in New Delhi to motivate their employees.
3. RESEARCH QUESTION
 What are the techniques of management to bring out
the best of the employees?
 What employees get if they do well in their job?
4. ABOUT THE SURYAA HOTEL
The Suryaa, New Delhi with its host of facilities and
services is designed to meet your every business need and
is now a part of Summit Hotels and Resorts, a division of
the Preferred Hotel Group, a global leader in the
hospitality industry.
The hotel opened its doors in October 1982 with the
Ninth Asian Games being hosted in the capital. It has
previously been associated with several International
Hotel groups - The Accor group, The Best Western
International and Intercontinental Hotel's Group.
Lying in the heart of New Delhi, a mere 40 minutes’
drive from the International Airport & adjacent to Delhi's
business districts - Nehru Place, Pragati Maidan - the
International Trade Fair venue and Okhla & Noida
Promotion Zones.
The hotel is in close proximity to the world renowned
Apollo Hospital & the Escorts Heart Institute. Shopping
arcade and other recreation facilities are within walking
Nitin Gupta and Kapil Garg
distance from the hotel.
Technologically advanced conferencing facilities,
customized meetings services and in-room business
amenities create ideal setting for the quintessential
business traveler.
The hotel has recently received ISO 22000: 2005
certification from SGS - Societe Generale de
Surveillance, Switzerland for the Food Safety
Management System on the premises.
The 242 well-appointed guestrooms and suites are
elegantly designed and the delectable dining options,
technologically advanced conferencing features, exquisite
recreation facilities as well as warm and attentive service
are just some of the things that make The Suryaa, New
Delhi a preferred destination.
5. RESEARCH METHODOLOGY
In order to conduct this study, the researchers arranged an
interview with Mr. Yash Raghav, Training Manager of
The Suryaa Hotel, New Delhi. MR. Raghav has 11 years’
experience in hospitality industry and it has been 7
months since he joined “The Suryaa” Hotel.
Prior to joining “The Suryaa” Hotel, Mr. Raghav has
worked in Sarover Portico Hotel, Ghaziabad, Country
INN & Suites, Ahmedabad, Air Sahara, TajSats and The
Oberoi Flight catering, New Delhi.
6. MOTIVATIONAL THEORIES
Maslow’s-Hierarchy of Needs Theory: This theory was
proposed by Abraham Maslow and is based on the
assumption that people are motivated by a series of five
universal needs. These needs are ranked, according to the
order in which they influence human behavior, in
hierarchical fashion
 Physiological needs are deemed to be the lowest-
level needs. These needs include the needs such as
food & water.
o So long as physiological needs are
unsatisfied, they exist as a driving or
motivating force in a person's life. A hungry
person has a felt need. This felt need sets up
both psychological and physical tensions
that manifest themselves in overt behaviors
directed at reducing those tensions (getting
something to eat). Once the hunger is sated,
the tension is reduced, and the need for food
ceases to motivate. At this point (assuming
that other physiological requirements are
also satisfied) the next higher order need
becomes the motivating need.
 Safety needs -- the needs for shelter and security --
become the motivators of human behavior.
o Safety needs include a desire for security,
stability, dependency, protection, freedom
from fear and anxiety, and a need for
structure, order, and law. In the workplace
this needs translates into a need for at least a
minimal degree of employment security; the
VSRDIJBMR, Vol. III (XI) November 2013 / 482
knowledge that we cannot be fired on a
whim and that appropriate levels of effort
and productivity will ensure continued
employment.
 Social needs include the need for belongingness and
love.
o Generally, as gregarious creatures, human
have a need to belong. In the workplace, this
need may be satisfied by an ability to
interact with one's coworkers and perhaps to
be able to work collaboratively with these
colleagues.
o After social needs have been satisfied, ego
and esteem needs become the motivating
needs.
o Esteem needs include the desire for self-
respect, self-esteem, and the esteem of
others. When focused externally, these
needs also include the desire for reputation,
prestige, status, fame, glory, dominance,
recognition, attention, importance, and
appreciation.
o The highest need in Maslow's hierarchy is
that of self-actualization; the need for self-
realization, continuous self-development,
and the process of becoming all that a
person is capable of becoming.
Alderfer's Hierarchy of Motivational Needs: Clayton
Alderferre worked Maslow's Need Hierarchy to align it
more closely with empirical research. Alderfer's theory is
called the ERG theory -- Existence, Relatedness, and
Growth.
 Existence refers to our concern with basic material
existence requirements; what Maslow called
physiological and safety needs.
 Relatedness refers to the desire we have for
maintaining interpersonal relationships; similar to
Maslow's social/love need, and the external
component of his esteem need.
 Growth refers to an intrinsic desire for personal
development; the intrinsic component of Maslow's
esteem need, and self-actualization
Alderfer's ERG theory differs from Maslow's Need
Hierarchy in so far as ERG theory demonstrates that more
than one need may be operative at the same time. ERG
theory does not assume a rigid hierarchy where a lower
need must be substantially satisfied before one can move
on.
Alderfer also deals with frustration-regression. That is, if
a higher-order need is frustrated, an individual then seeks
to increase the satisfaction of a lower-order need.
According to Maslow an individual would stay at a
certain need level until that need was satisfied. ERG
theory counters by noting that when a higher- order need
level is frustrated the individual’s desire to increase a
lower- level need takes place. Inability to satisfy a need
for social interaction, for instance, might increase the
desire for more money or better working conditions. So
frustration can lead to a regression to a lower need.
Nitin Gupta and Kapil Garg
In summary, ERG theory argues, like Maslow, that
satisfied lower- order needs lead to the desire to satisfy
higher-order needs; but multiple needs can be operating
as motivators at the same time, and frustration in
attempting to satisfy a higher- level need can result in
regression to a lower- level need.
Theory of “X” and Theory of “Y” : Douglas McGregor
observed two diametrically opposing viewpoints of
managers about their employees, one is negative called
“Theory of X” and one is positive called “Theory of Y”
a) Theory of X: Following are the assumptions of
managers who believe in the “Theory of X” in regard to
their employees.
 Employees dislike work; if possible avoid the same
 Employees must be coerced, controlled or threatened
to do the work
 Employees avoid responsibilities and seek formal
direction
 Most employees consider security of job, most
important of all other factors in the job and have very
little ambition
b) Theory of Y: Following are the assumptions of
managers who believe in the “Theory of Y” in regard to
their employees.
 Employees love work as play or rest
 Employees are self-directed and self-controlled and
committed to the organizational objectives
 Employees accept and seek responsibilities
 Innovative spirit is not confined to managers alone,
some employees also possess it.
Theory of X assumes Maslow’s lower level needs
dominate in employees. Whereas Theory of Y, assumes
Maslow’s higher level needs dominate in employees.
Goal Setting Theory : Edwin Locke proposed that
setting specific goals will improve motivation. Salient
features of this theory are the following:
 Specific goal fixes the needs of resources and efforts
 It increases performance
 Difficult goals result higher performance than easy
job
 Better feedback of results leads to better to better
performance than lack of feedback.
 Participation of employees in goal has mixed result
 Participation of setting goal, however, increases
acceptance of goal and involvements.
 Goal setting theory has identified two factors which
influences the performance. These are given below;
o Goal commitment
o Self efficiency
 Goal Commitment : Goal setting theory
presupposes that the individual is committed to the
goal. This commitment depends on the following:
o Goals are made public
o Individual has an internal locus of control
o Goals are self-set
 Self –Efficiency : Self Efficiency is the belief or
self-confidence, that he/she is capable of performing
task. Persons with high self-efficiency put up extra-
VSRDIJBMR, Vol. III (XI) November 2013 / 483
efforts when they face challenges.
7. MOTIVATION TECHNIQUES USED IN
HOTEL INDUSTRY
As per a note on an internet website, there’s 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 money; another may appreciate personal recognition
for a job well done. There are many motivational factors
that can be used to encourage employees to work:
Wages and Salaries
Bohlander, Snell, and Sherman (2001)in his extensive
review of the literature indicates that important work-
related variables leading to job satisfaction include
challenging work, interesting job assignments, equitable
rewards, competent supervision, and rewarding careers. It
is doubtful, however, whether many employees would
continue working were it not for the money they earn.
Employees desire compensation systems that they
perceive as being fair and commensurate with their skills
and expectations. Pay, therefore, is a major consideration
in human resource management because it provides
employees with a tangible reward for their services.
Stone (1982) indicated that people are motivated by
money for many different reasons. The need to provide
the basic necessities of life motivates most people. Some
people think of money as instrumental to satisfying
noneconomic needs such as power, status and affiliations
with desired groups. Money is often viewed as a symbol
of personal success and achievement.
Many factors affect how wages and salaries are set. The
factors depend on area of living, the labor market,
minimum wages and other governmental regulations, the
cost of living, the ability of the employer to pay, the
worth of the job and the presence of a collective
bargaining agreement. Pay rates can be adjusted to help
employees cope with their living situations (Drummond,
1990).
Advancement Opportunities
Depending upon the size and scope of an operation,
advancement opportunities may play a significant role in
the motivation of employees. There are several things you
might be able to do to utilize such opportunities to your
advantage.
By promoting from within, employees of your
organization know that you are willing to provide them
with chances to succeed and better themselves as well as
that loyalty from them breeds loyalty from you, and vice
versa. It is important that when you promote from within,
however, that applicants are fully aware of the standards
to be met, and that they are given a fair opportunity for
the role. Playing favorites with employees can be a good
way to destroy motivation to succeed in the workplace.
And finally, when it comes to advancement opportunities,
it is important to follow through.
Nitin Gupta and Kapil Garg
Incentives
Incentives or an incentive program can play a huge part
of successful workplace motivation. Most any type of
incentive program will likely have to be tailored to your
specific business and employees. However, to ensure that
your incentives work to actually motivate employees, it
can be critical that an incentive program is well-
structured, includes desirable incentives, includes all
pertinent employees, and maybe most importantly, is
well-communicated and consistent.
Training
Powers and Barrows (1999) noted how training
becomes an important activity for any hospitality
organization. Training provides on-the-job experiences
and information that help employees become more
proficient or qualified at a task at their current jobs.
Training deals with the “hows” – how to be a better
manager. A well trained group of employees should result
in a reduction of costs, stress, turnover, and absenteeism
and a corresponding increase in efficiency and customer
satisfaction (Mill, 1998). Steven Hickey, senior vice
president of T.G.I Friday’s, noted “training is probably
the most important aspect of reduced turnover because it
minimizes mistakes and that minimizes a lot of reasons
for turnover” (Powers and Barrows, 1999).
Training is important because of changing technology
and markets. Managers and employees need to update
their skills through training. Training programs can be
addressed in many ways such as classroom lectures,
problem-solving case analysis and interactive role-plays
(Yu, 1999).
Powers and Barrows (1999) stated that the alternative to
training or no training might be more expensive. Training
does cost a lot of but no training means poor service and
lost customers. So the lost revenue from poor services far
exceeds the cost of training employees properly.
Conrade, Woods and Ninemeier (1994) asked
participating employees about the influence of training on
their performance. Ninety three percent indicated that
training programs that improved their skills, knowledge,
and behavior would encourage them to stay at a company.
Fringe Benefits
Fringe benefits are a complement to wages of workplace
compensation. The fringe benefits for the workers in
hospitality organizations help the operation by having a
positive, motivating work climate, increases in
productivity, sales, profitability, excellent quality and
cost control. Money is an important factor to motivate
employees but today, fringe benefits become equal to
money as an important role to motivate employees. So an
essential part of learning to lead managers is to
understand better the conditions which an employee
needs the most to perform the best job (Drummond,
1990).
Each year, organizations have a lot of expense from
VSRDIJBMR, Vol. III (XI) November 2013 / 484
employees’ benefits. However, a benefits program should
meet the objective of motivating employees. A good
benefits program will allow employees to share their idea
by doing surveys or other methods and organizations
should accept their ideas to improve benefits. Employers
should also periodically review the benefits program to be
sure that it is meeting employees’ needs. The categories
of benefits contain a list of basic employee’s benefits
provided by organizations (Drummond, 1990).
There are varieties of employee benefits:
 Health insurance: Health insurance is the most
common benefit in the U.S. in 1983, the most
expensive benefit for employers to pay was Social
Security pay for retirement. In 1988, health insurance
became the most expensive benefit, largely because
health care costs have been increasing dramatically
since 1965. One result of this has been that more
organizations are shifting part of the cost of health
insurance onto the employees. By far a majority of
employers in the United States offer health insurance
to their employees (Drummond, 1990).
 Vacations with pay: It is generally agreed that
vacations are essential to the well-being of an
employee. Eligibility for vacations varies by
organizations, locale, and size. To qualify for longer
vacations of three, four, or five weeks, one may
expect to work for seven, fifteen and twenty years,
respectively. A new benefit offered by 11 % of 1,000
employers surveyed nationwide allows employees to
“buy” an extra week of vacation. The cost to
employees is a lost week of pay, making the extra
vacation period simply time off without pay.
Vacation buying programs appeal to relatively new
employees who haven’t acquired the time for longer
vacation periods. This benefit also favors employees
who need extra time to care for aging parents or
those simply wishing to extend a vacation period
(Bohlander, Snell and Sherman, 2001).
 Pension: Pension is deferred income that employees
accumulate during their working lives and that
belongs to them after a specified number of years of
service. Since the passage of the Social Security Act,
pension plans have been used to supplement Social
Security benefits. Pensions were originally used as a
way of retaining employees and rewarding them for
staying with the organization until retirement. Thus,
employees who quit or who were terminated before
retirement were considered ineligible for the pension
“award” (Jerris, 1999).
Meals: In many hospitality operations, employees receive
one free meal per daily shift and an unlimited amount of
coffee and soft drinks. At Subway, for example,
employees can eat for free in the company’s cafeteria;
Most hotels also serve meals in the employees’ cafeteria
and do not permit employees to use food and beverage
outlets at their place of employment (Jerris, 1999).
Communication
Within a hospitality organization, communication is
important for passing along information from one
individual or group to another. Communication can be in
Nitin Gupta and Kapil Garg
several ways such as verbal, nonverbal, upward, and
downward. Lack of good communication causes low
productivity, poor service, and increased costs
(Drummond, 1990).
The success of managers is determined by the jobs their
employees do. Since motivated employees are more
productive, managers must have a clear interest in
knowing what motivates their staff. Communication is
one of many factors to motivate employees into a
cohesive working module which results in objectives
being achieved (Morgan, 1990).
Types of Communication
Wheelhouse (1989) stated that communication could
occur in many ways both formal and informal. Normally,
it falls into three categories: downward communication,
upward communication, and lateral communication.
 Downward communication: Downward
communication is occurs from higher levels in an
organization to lower levels. It is mostly of an
informative or directive nature. Communication
between managers to subordinates is the sample of
downward communication. The other channels of
downward communication used by managers are
policy manuals, employee handbooks, newsletters,
magazines, memoranda, annual reports, posters and
bulletin boards. Each item should have a specific
purpose and be written clearly.
 Upward communication: The greatest
communication is upward communication according
to Cheng (1995). Upward communication is the
communication that comes from the lower level to
the top level such as from the employees to the
managers. The sample of upward communication
includes the suggestion box, employees satisfaction
survey, open-door policy, management-employee
meetings, and exit interviews. The managers should
accept new ideas even offbeat, without anger. They
should encourage more frankness from their
employees and make themselves more accessible.
 Lateral communication: Lateral communication is
the interchange of information and ideas among all
sectors of organization or people at the same level.
Effective lateral communication is an essential
element of teamwork. Without this interchange, the
structure of the organization would be no different
from an office building and all employees working
independently. Usually, a hospitality organization is
a group of people working together for the most
satisfaction of guests.
Good Working Environment
Wheelhouse (1989) noted that the working environment
can often be a cause of low productivity. Employees need
adequate equipment, space, heating, lighting and
ventilation. Color also has a significant impact on the
work environment. Restrooms and lockers need to be
clean, secure, and well maintained. The food provided
should be the same for line employees as for the
managers. Managers, including top executives, should be
expected to eat at the cafeteria except when entertaining.
VSRDIJBMR, Vol. III (XI) November 2013 / 485
If it’s not good enough for managers, it should be
consider not good enough for line employees.
Therefore, Cheng (1995) noted that a good working
environment means employees want the same conditions
in their work lives as management. They need challenge,
support from superiors, a quality workplace, friendly co-
workers and respect. To have a good working
environment, managers have to trust them and value
them. When they fail, they must know that the manager
will have a defined process to help them get back on
track. Finally, managers need to listen to them and accept
their workplace ideas.
8. ANALYSIS & DISCUSSION
When an interview was conducted with Training
Manager of Hotel “The Suryaa”, New Delhi, following
findings came in to existence:
 The hotel uses several motivating techniques to boost
the employee’s motivation.
 Besides paying them fair wages, Hotel provides free
meals to their employees.
 Employees of Hotel “The Suryaa” get the facility of
free laundry.
 Social events such as Christmas party and quiz night,
or Staff parties are organized by the hotel
management for their employees which create a good
environment within the staff members.
 Employees are recognized for their contributions and
performance in the organization. They get to
socialize between each other and develop a sense of
belongingness to one family, which will hence create
love and affection.
 Recognition and increment in salary satisfies the
basic need of the employees. The hotel succeeds in
realizing motivation, according to Maslow, through
achieving growth needs, which are raising self-
esteem, and hence lead to self-actualization. This
occurs when the employee fulfills himself and uses
his abilities to fullest and most creative extent.
 On the other hand, Frederick Herzberg argues that
the hotel meeting the hygiene factors, although
necessary, does not guarantee the occurrence of
motivator factors. For example, Mr. Raghav
discloses that there are some employees who are not
happy with their job and cannot fit in the
organization, though they are well paid. A fair or
high salary is a hygiene factor, when it is not met the
member is dissatisfied.
 When the member gets the job that he wants, he does
well. If you put a chef in housekeeping, he will not
do the job even if you pay him the same. Also,
growth expectations allow the employee to set long-
term goals and make him consider his organization
as part of his career path and not a temporary job.
Thus, because the hotel did not only focus on the
hygiene factors but it also stresses the motivator
factors it created a sustainable level of motivation,
and hence customer satisfaction.
 The HR department extends its efforts in listening to
employees, to creating an appraisal system and
encouraging frequent chats between staff. The
Nitin Gupta and Kapil Garg VSRDIJBMR, Vol. III (XI) November 2013 / 486

appraisal system is a performance review that applies usually the main obstacle that affects their
to most employees. Both the employee and his motivation, The Suryaa Hotel can provide
manager have to prepare for it before doing it. consultancy services, where employees can talk
 There are awards such as the employee of the about their personal problems with a psychologist.
month, or manager of the year. This raises the
individual’s self-esteem, prestige and respect from
others. It also makes him conscious of his sense of 11.REFERENCES
[1] Wheelhouse, D. (1989). Managing Human Resources in
competence and mastery. the Hospitality Industry. East Lansing, MI: Educational
 In Suryaa Hotel, it is the duty of the management to Institute American Hotel & Motel Association
make employees aware about the values, the goals, [2] Bohlander, G., Snell, S. and Sherman, A. (2001).
and the culture of the hotel. When they are clear Managing Human Resources. Cincinnati, OH: South-
about the rewards, what to do to get a reward, and Western College Publishing
how to do it, they make their way to achieve it. Thus, [3] Conrade, G., Wood, R. and Ninemeier, J. (1994). Training
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The Suryaa Hotel encompasses many prominent qualities. for the Hospitality Industry. New York, NY: Van Nostrand
Reinhold
These include forming a friendly environment,
[5] Jerris, A. L. (1999). Human Resource Management for
encouraging progress and updating exposure to the global Hospitality. Upper Saddle River, NJ: Prentice-Hall, Inc.
world. Yet, the key to its success is a motivated [6] Powers, T. and Barrows, C. W. (1999). Introduction to
workforce who is culturally diverse and abides by an Management in the Hospitality Industry. New York, NY:
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bring staff the sense of belongingness and relevance. [7] Stone, T. H. (1982). Understanding Personnel
Though, there may be certain problems regarding the Management. New York, NY: CBS College Publishing
motivational intervention, as few of the employees are [8] How to Increase Hotel Staff Motivation by Dave Samuels,
not happy with their job but The Suryaa hotel’s HR Demand Media through website
http://smallbusiness.chron.com/factors-lack-motivation-
department doing well for their employees. HR
workplace-11550.html
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[11] About the Hotel, http:/www.thesuryaa.com

10.RECOMMENDATIONS
After critically analyzing the management style in Suryaa
Hotel, the group was able to identify the strengths and the
weaknesses. Thus, we would like to recommend the
following:
 Repeat business is critical for hotels, because repeat
customers require no marketing costs — they come
back based on their prior experience. HR of Suryaa
Hotel can motivate their staff to provide consistently
high levels of performance, especially during
conferences and conventions, by paying a bonus tied
to the hotel’s bookings. The more rooms that is
booked each week, the higher the bonus for hotel
staff.
 They could provide employees that have worked for
them for over 5 years with a pension scheme. Thus,
this would increase their performance level in the
long-run.
 Hotel can use its’ empty rooms to reward staff
members for excellent performance, yearly
employment anniversaries or a birthday perk. Hotel
will only have cleaning costs associated with this
reward, but if you give these room bonuses using
unsold inventory, you won’t lose revenue.
 Hotel management should create an environment
where staff members of different departments can
interact to know each other to develop a sense of
team. Management can also ask staff for feedback,
which makes them feel that you value them and
creates more loyalty.
 In addition, as the employee’s personal lives are