Motivational Factors and The Hospitality Industry Reading Answers

Jan 5, 2023

Motivational Factors and The Hospitality Industry Reading Answers contains a write up about the motivational factors and hospitality industry. Motivational Factors and The Hospitality Industry Reading Answers contains a total of12 paragraphs. Related to the paragraphs are 13 questions. Candidates in this IELTS Section will be shown various question types with clear instructions. Motivational Factors and The Hospitality Industry Reading Answers comprises three types of questions: Complete the sentence Choose the correct option and yes/no and not given.

The passage includes various research and studies of the researchers on the motivational factors. Also, the factors affecting and influencing turnover of the staff in the hospitality industry.

To answer the questions provided in the IELTS Reading passage,Applicants must attentively read each passage. Candidates to complete the sentence must grasp the concept and skim the passage for key terms. The sentence should be complete or should not exceed more than two words. To choose the correct information, the paragraphs must be read thoroughly with an understanding of each. To gain proficiency, candidates can practice from IELTS reading practice test.

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Section 1

Read the Passage to Answer the Following Questions

Motivational Factors and The Hospitality Industry Reading Answers

A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?
Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces – usually in the non-service sector – that emphasized fun and enjoyment as part of work-life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.
Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).
Lucas also points out that ‘the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work’ (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).
Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): ‘[P]providing support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.’ Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.
While it seems likely that employees’ reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.
Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services of hotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.
It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.
Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).
Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg’s (1966) theory discusses the need for a ‘balance’ of these two types of needs.
The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover. Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. ‘Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously high levels of performance’ (Tews et al., 2013).
Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.

Section 2

Solution and Explanation

Questions 27-31

Look at the following statements

(Questions 27-31) and the list of researchers below. Match each statement with the correct researcher, A-F.

Write the correct letter, A-F, in boxes 27-31 on your answer sheet.

NB You may use any letter more than once.

List of Researchers

A Pfeffer

B Lucas

C Maroudas et al.

D Ng and Sorensen

E Enz and Siguaw

F Deery

Hotel managers need to know what would encourage good staff to remain.

Answer: E
Supporting Statement: This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000).
Keywords: motivates, employees
Keyword Location: Paragraph 8
Explanation: As per paragraph 8, It has been clearly mentioned that Enz and Siguaw in 2000 stated the factors that will influence employees as motivation to retain good staff and loyalty. So, the correct answer is E.

The actions of managers may make staff feel they shouldn’t move to a different employer.

Answer: D
Supporting Statement: Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company.
Keywords: demonstrated, motivate employees
Keyword Location: Paragraph 5
Explanation: As per paragraph 5, Ng and Sorensen in 2008 stated that managers should provide recognition to the employees. This will motivate the employees to work together and remove their thought of moving to a different employer. So, the correct answer is D.

Little is done in the hospitality industry to help workers improve their skills.

Answer: B
Supporting Statement: Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).
Keywords: recognition, hospitality industry
Keyword Location: Paragraph 3
Explanation: As per paragraph 3, it has been clearly stated that Lucas in 2002 stated the Hospitality industry is dominated. It has been dominated by the underdeveloped HR practices despite the recognition of the importance of employee development. So,the correct answer is B.

Staff are less likely to change jobs if cooperation is encouraged.

Dissatisfaction with pay is not the only reason why hospitality workers change jobs.

Answer: C
Supporting Statement: Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).
Keywords: fulfilling needs, dissatisfaction
Keyword Location: Paragraph 5
Explanation: As per paragraph 5, it has been stated that Maroudas et al. In 2008 said that dissatisfaction with pay might not be the only reason that hospitality workers change jobs. Fulfilling their needs also plays an important role in their decision of leaving jobs. So, the correct answer is C.

Questions 32-35

In boxes 32-35 on your answer sheet,

YES if the statement agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this

One reason for high staff turnover in the hospitality industry is poor morale.

Answer: Yes
Supporting Statement: Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).
Keywords: Low Compensation, morale and attitudes
Keyword Location: Paragraph 5
Explanation: As per paragraph 5, Maroudas in 2008 stated that there might be many reasons for the staff turnover. These reasons include low compensation, inadequate benefits, poor working conditions. Among these is also poor morale and attitude towards the employees. So, the statement is True.

Research has shown that staff have a tendency to dislike their workplace.

Answer: No
Supporting Statement: However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.
Keywords: opportunity, workplace
Keyword Location: Paragraph 6
Explanation: As per paragraph 6, there is no mention of disliking the workplace. However, there might be many different perspectives of different employees related to the workplace. There is a link between the workplace and other factors like benefits and vacations. Sio, the statement given is False. Hence, the answer is No.

An improvement in working conditions and job security makes staff satisfied with their jobs.

Answer: No
Supporting Statement: providing support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.’ Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.
Keywords: working condition, working environment
Keyword Location: Paragraph 5
Explanation: As per paragraph 5, improvement in working conditions and job security might not only be factors that will make employees satisfied with the job. The factors like motivation, recognition and support also contribute to their staying with the same work. So, the statement is False. The answer is No.

Staff should be allowed to choose when they take breaks during the working day.

Answer: Not Given
Explanation: There has been no relevant information given in the paragraphs associated with the question statement. Thusm, the answer is Not Given.

Questions 36-40

Complete the summary below. Choose ONE WORD ONLY from the passage for each answer. Write your answers in boxes 36-40 on your answer sheet.

Fun at work Tews, Michel and Stafford carried out research on staff in an American chain of 36……………………… . They discovered that activities designed for staff to have fun improved their 37……………………… , and that management involvement led to lower staff 38 ………………………….. . They also found that the activities needed to fit with both the company’s 39 ………………………….. and the 40 …………………………. Of the staff. A balance was required between a degree of freedom and maintaining work standards.

Question 36)

Answer: Restaurant
Supporting Statement: The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States.
Keywords: motivating factor, themed restaurants
Keyword Location: Paragraph 11
Explanation: As per paragraph 11, Michel and Stafford conducted research on the themed restaurants of the USA. This study focused on the motivating factor of the staff. So, the correct answer is Restaurants.

Question 37)

Answer: Performance
Supporting Statement: It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover.
Keywords: Fun activities, turnover, performance
Keyword Location: Paragraph 11
Explanation: As per paragraph 11, it has been clearly mentioned that inclusion of fun activities for the staff member improves their performance at work. And a manager for support providing recognition to them will reduce the chances of turnover of the staff, So, the correct answer is performance.

Question 38)

Answer: Turnover
Supporting Statement: It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover.
Keywords: Fun activities, turnover, performance
Keyword Location: Paragraph 11
Explanation: As per paragraph 11, it has been clearly mentioned that inclusion of fun activities for the staff member improves their performance at work. And a manager for support providing recognition to them will reduce the chances of turnover of the staff, So, the correct answer is turnover.

Question 39)

Answer: Goals
Supporting Statement: Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics.
Keywords: Employee characteristics, goals.
Keyword Location: Paragraph 11
Explanation: As per the paragraph 11, it has been clearly mentioned that the inclusion of fun activities and support will increase their performance and reduce the turnover. But the alignment of these fun must be done carefully. Keeping in mind its alignment with both organizational goals and characteristics. So, the correct answer is Goals.

Question 40)

Answer: Characteristics
Supporting Statement: Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics.
Keywords: Employee characteristics, goals.
Keyword Location: Paragraph 11
Explanation: As per the paragraph 11, it has been clearly mentioned that the inclusion of fun activities and support will increase their performance and reduce the turnover. But the alignment of these fun must be done carefully. Keeping in mind its alignment with both organizational goals and characteristics. So, the correct answer is characteristics.

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