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Chapter 2: Literature Review 2.1 Introduction to the Literature Review This part serves as an introduction to the literature review chapter, laying the groundwork for later talks on workplace motivation and employee performance in the context of Indian five- star hotels. We'll go over the following sections: overview of the chapter's content, context for the literature review, and goals of the literature review. Background of the Literature Review: The literature review's context stresses the relevance of looking at how workplace motivation correlates with performance in the high-end hotel business in India (Kloutsiniotis et al., 2019). Considering variables including intense rivalry, elevated consumer expectations, and the imperative to provide unforgettable guest experiences, this article provides a broad overview of the difficulties luxury hotels confront in keeping their employees motivated and performing at peak levels (Bhuvanaiah et al., 2015). This literature study intends to shed light on the unique motivational elements that influence employee performance in Indian luxury hotels by analysing the existing body of research in this area. Purpose of the Literature Review: The goal of this literature review is to do just that: critically analyse and synthesise the plethora of studies, theories, and research that have been conducted on the topic of employee motivation and performance in the workplace (Chien et al., 2020). Our comprehension of this topic can be improved if we can isolate the essential ideas, theoretical frameworks, and empirical discoveries that underpin it (Kaushal et al., 2020). This study of the literature is an attempt to fill in the blanks, point out the contradictions, and call attention to the places where more research is needed (Bharti et al., 2022). The ultimate goal of this study is to lay a sound theoretical groundwork for future research and to offer actionable recommendations for increasing employee engagement and performance in Indian five-star hotels (Bhatnagar., 2014).
Overview of the Chapter: Comprehensive literature evaluation of research on employee motivation and its effect on productivity in India's five-star hotel business. Each chapter delves deeper on a specific aspect of the study issue (Srivastava et al., 2013). High-end hotel employee performance, global comparison of Indian five-star establishments, and motivational variables unique to India's hospitality business are all covered in depth (Kuswati et al., 2020). The chapter concludes with a summary of the literature study that centers on the gaps in knowledge that have been found. This research will add to the current body of knowledge by conducting a comprehensive literature review on the topic of the connection between motivation and performance in the workplace among employees of Indian 5-star hotels (Budhiraja et al., 2022). The following chapters will focus on collecting and interpreting actual data to confirm or expand upon the conclusions of the literature review, and this section lays the groundwork for doing so (Pol., 2021). 2.2 Theoretical Frameworks on Workplace Motivation Here, we examine the theoretical foundations of employee motivation in the workplace. First, the importance of employee motivation to a company's bottom line is examined in detail. Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and Expectancy Theory are some of the theories of human motivation that are discussed in this article. The practical implications of these theories of motivation for the hospitality industry are also discussed, with an emphasis on five-star establishments. It concludes with a thorough analysis of the constraints imposed by these ideas (Chien et al., 2020) . Definition and Importance of Workplace Motivation The word "workplace motivation" refers to an employee's intrinsic drive and commitment to their job. It comprises the mental processes that initiate, guide, and maintain effort in the direction of a goal (Bharti et al., 2022). Motivating workers can increase their involvement, happiness at work, and output (Pol., 2021). People who enjoy their work tend to be more productive, innovative, and loyal than their colleagues. They are more inclined to take the initiative to do things on their own and go the extra mile (Bhuvanaiah et al., 2015). Since the hospitality industry is so competitive, understanding and effectively managing employee motivation is essential for success (Kloutsiniotis et al., 2019).
2.2 Theoretical Frameworks on Workplace Motivation 2.2.1 Maslow's Hierarchy of Needs One of the most well-known motivational theories, Maslow's Hierarchy of wants outlines the various wants that people have and the order in which they rank in importance. Maslow proposes a hierarchy of wants that drive people, from the most fundamental physiological requirements to more complex psychological ones (Hemakumara et al., 2020). Survival necessities like food, water, and a safe place to sleep are at the bottom of the pyramid. When these requirements are met, people go on to the next level of demands, which includes things like job security, a secure workplace, and safety from bodily injury (Bhatnagar., 2014). Social connections, friendships, and a feeling of belonging at work all fall under the category of belongingness and love needs, the next step up (Jnaneswar et al., 2022). Next up is the need for esteem, which includes things like social approval and personal pride. Last but not least, the ultimate level of motivation is self-actualization, which involves developing one's maximum potential (Manoharan et al., 2019). In the context of high-end hotels, meeting employees' physiological demands can extend beyond the provision of food and shelter (Badrianto et al., 2019). By providing wellness programmes, on-site gyms, and encouragement for a healthy work-life balance, a company can contribute to its employees' overall health and happiness at work. In addition to addressing guests' worries about the hotel's security, meeting their safety needs may involve providing staff with the education and tools they need to do their jobs without endangering themselves or others (Pol., 2021). Through team-building exercises, social events, and an inclusive work culture, high-end hotels can help its staff meet their need for social connection and romantic love (Tiwari., 2014). Implementing employee recognition programmes, offering chances for skill development and progress, and building a supportive and empowering work atmosphere are all great ways to meet employees' esteem needs (Maroudas et al., 2018). Last but not least, satisfying the demand for self-actualization can be accomplished by providing employees with stimulating work, fostering an environment that rewards original thought, and encouraging people to pursue their own personal and professional development goals (Bhuvanaiah et al., 2015).
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2.2.2 Herzberg's Two-Factor Theory In the workplace, Herzberg's Two-Factor Theory separates hygienic issues from motivators. Inadequate or nonexistent hygiene elements can lead to job unhappiness, therefore providing them is crucial (Hemakumara et al., 2020). However, they do not necessarily foster sustained inspiration. In this context, "factors" refers to things like pay, working conditions, job security, business policies, and relationships with superiors and coworkers. Dissatisfaction with one's employment and a loss of motivation might result from an employee's perception of inadequacy in these areas. However, motivators are what actually get people excited about going to work each day. They include things like credit, room for advancement, interesting and rewarding work, freedom of choice, and a feeling of accomplishment (Kuswati et al., 2020). Herzberg claims that these things have a direct bearing on an individual's motivation and dedication to their job. The hygiene component of wage can be addressed by providing competitive remuneration and benefits in the context of high-end hotels, and a safe and pleasant working environment, complete with ergonomic workstations and comfortable facilities, can help to employee retention and job satisfaction (Bhuvanaiah et al., 2015). Establishing equitable and open policies on employment stability and career advancement possibilities can increase job security. Positive interactions and a stimulating atmosphere at work can be the result of strong leadership and encouraging management policies (Pancasila et al., 2020). Establishing employee recognition programmes that recognise outstanding performance, offering opportunities for skill development and career advancement, providing challenging and meaningful projects, and granting employees some degree of autonomy in their roles are all effective ways to motivate workers. By prioritising both hygiene elements and motivators, high-end hotels may create a workplace that reduces employee turnover and boosts morale (Bharti et al., 2022).
2.2.3 Expectancy Theory People are more likely to take action when they anticipate a positive outcome as a result of such efforts, as proposed by Expectancy Theory (Tiwari., 2014). Expectancy, instrumentality, and valence are the three cornerstone concepts of this worldview. To have high expectations is to anticipate a beneficial outcome as a result of one's efforts. An example of an instrumental outlook is the expectation that increasing one's effort will improve one's situation (Pancasila et al., 2020). An individual's level of excitement about a potential reward's "valence" can be measured in this way. The luxury hospitality industry can use Expectancy Theory to foster an atmosphere where workers are confident in their eventual compensation for their efforts (Chien et al., 2020). This can be done by providing workers with the tools, guidance, and encouragement they need to meet performance expectations (Pancasila et al., 2020). Employee development is considerably supported by management's consistent provision of constructive criticism, guidance, and mentorship (Pol., 2021). Workers are more motivated to put in extra effort and produce quality results when they are assured of financial, professional, or social benefits for doing so. In addition, valence is crucial in inspiring workers to do their best. Everyone has their own opinion on how much weight to give to effort versus reward. As a result, high-end hotels need to think about how to offer incentives and perks that will pique the interest of a diverse spectrum of workers (Bharti et al., 2022). When hiring new employees, companies can appeal to people with different values by providing them with different kinds of incentives and rewards (Maroudas et al., 2018). Options can include anything from public and private displays of appreciation to formal training and even special privileges. Upscale hotels can use the principles of Expectancy Theory to foster a performance-driven culture in which employees are motivated to achieve their goals and make a positive impact on the hotel's bottom line (Hemakumara et al., 2020). Application of Motivational Theories in the Hospitality Industry Here, we'll take a look at how several well-known theories of motivation can be put to use at five-star resorts. With the help of these ideas, organizations may create motivating workplaces that increase morale, output, and effectiveness (Pancasila et al., 2020). Using Maslow's Hierarchy of Needs at luxury hotels, for example, would mean supplying staff with
comfortable living quarters, healthy meals, and a safe working environment (Pancasila et al., 2020). It is possible to cater to employees' desire for respect through the implementation of employee recognition programs, the cultivation of an environment where they feel valued, and the provision of avenues for professional growth and advancement (Shukla et al., 2022). Similarly, Herzberg's Two-Factor Theory may be put into practice by paying attention to and improving "hygiene" factors like income and job security, and by giving "motivators" like challenging work, praise, and opportunities for promotion (Chien et al., 2020). Effectively setting performance goals, providing feedback and coaching to improve performance, and aligning rewards with desired results are all ways in which Expectancy Theory has the potential to motivate people to achieve high levels of performance (Pol., 2021). Analysis of the Strengths and Weaknesses of Motivational Theories Workplace motivation has been better understood thanks to motivational theories, however these ideas are not without their critics and limits. One criticism is that they can't be used in everyday life (Bhatnagar., 2014). Applying theories developed and tested mostly in Western cultures may simplify the complexities of motivation. Since the atmosphere of India's five- star hotels is unlike any other in the world, motivational strategies employed there must take this into account (Jnaneswar et al., 2022). Given the complexities of human motivation, accurately capturing and predicting employee behavior can be challenging. One's level of motivation responds to individual, occupational, and environmental influences (Bharti et al., 2022). Despite their potential usefulness as frameworks, motivational theories may fail to account for the special dynamics at play in the Indian luxury hotel industry when it comes to staff engagement (Pancasila et al., 2020). Furthermore, many models of motivation overlook the importance of emotions, social dynamics, and other irrational factors in decision making (Maroudas et al., 2018). The emotional and social components of motivation in the workplace may not be adequately accounted for in the theories, despite the importance of doing so to employee engagement and productivity (Shukla et al., 2022). Researchers and practitioners can learn more about the theories' usefulness in the real world if they critically examine their limits. As a result, researchers will be able to create models of workplace motivation that take into account individuals' cultural backgrounds, emotions, and social contexts (Jnaneswar et al., 2022).
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Understanding the concepts, theories, and models that contribute to employee motivation requires an in-depth investigation of the theoretical frameworks on workplace motivation (Shukla et al., 2022). Strategies for increasing engagement, work happiness, and productivity in the hospitality business, especially among staff at high-end hotels, can be informed by these notions. However, due to the complexities of workplace motivation, it is important to be familiar with the criticisms and limitations of these theories (Kuswati et al., 2020). 2.3 Employee Performance in Luxury Hotels 2.3.1 Definition and Dimensions of Employee Performance An employee's performance is evaluated based on the results they've produced and the value they've added to the firm as a whole (Pol., 2021). It includes the employee's activities, behaviors, and results that show how proficiently and effectively they carry out their job duties (Iis et al., 2022). There are many different metrics that can be used to assess an employee's performance in the setting of high-end hotels (Tiwari., 2014). Task performance is one aspect of employee performance and refers to how well workers complete the fundamental tasks of their jobs (Kuswati et al., 2020). This includes things like providing excellent customer service, working quickly and effectively to finish projects, reaching set goals, and displaying technical expertise on the job (Budhiraja et al., 2022). Contextual performance, or organizational citizenship behavior (OCB), is another factor to consider (Hemakumara et al., 2020). Contextual performance is the voluntary actions taken by an employee that go above and beyond their stated responsibilities but benefit the organization as a whole. Assisting coworkers, going above and beyond for visitors, displaying teamwork and cooperation, and actively participating in organizational initiatives and events are all examples of contextual performance in high-end hotels (Bhuvanaiah et al., 2015). Employees can also be evaluated based on how well they deal with customers. Providing outstanding service to guests is of utmost importance in the hospitality sector. Relationship building, expectation management, complaint resolution, and the production of unforgettable moments for guests are all part of excellent service (Iis et al., 2022).
2.3.2 Factors Influencing Employee Performance in the Hospitality Industry Employee performance in the hospitality sector, and especially at five-star hotels, is affected by a number of factors. The atmosphere and culture of the company are important considerations (Iis et al., 2022). An atmosphere favorable to high performance can be created by fostering a positive and supportive organizational culture that places an emphasis on teamwork, respect, and the growth of its employees. On the other side, a toxic work environment can have a detrimental impact on morale and productivity (Chien et al., 2020). The quality of management also matters greatly in terms of impact on productivity. Leaders who are successful at what they do provide their teams direction, encouragement, and motivation. They create goals for employees to strive toward, give constructive criticism and guidance, and open doors for professional progress (Kuswati et al., 2020). Moreover, leadership techniques that encourage employee autonomy, input, and participation can boost productivity. In order to raise productivity in five-star hotels, training and development programs are crucial (Bhuvanaiah et al., 2015). Giving workers the training, information, and resources they need to do their jobs well boosts their self-esteem and competence. In order to maintain progress and boost productivity, it is important to provide employees with ongoing training in areas such as customer service, technical skills, leadership, and interpersonal skills (Bharti et al., 2022). Employee output may also be affected by the nature and quality of the tools at their disposal. In order to get their jobs done, staff at high-end hotels need access to up-to-date tools and technology (Pol., 2021). Modern communication technologies, ergonomic desks, and efficient reservation systems all fall within this category. 2.3.3 Measurement of Employee Performance Using the right tools and methods for measuring performance is essential in high-end hotels. Performance assessments are a typical technique that entails objectively assessing an employee's actions in relation to established criteria (Maroudas et al., 2018). Self-evaluation, peer evaluation, and supervisor evaluation are all valid methods for conducting performance reviews. The evaluation process should be open and honest, with weight given to objective factors (Iis et al., 2022).
Key performance indicators (KPIs) that are in sync with company objectives are another method. Key performance indicators (KPIs) offer objective metrics against which workers can be evaluated. Guest pleasure, income, occupancy, employee retention, and productivity are all possible examples (Chien et al., 2020). Employee performance can be evaluated using surveys and other forms of feedback from customers, peers, and superiors (Tom et al., 2019). Employee performance can be improved with the use of information gleaned from guest reviews and satisfaction surveys (Kuswati et al., 2020). Colleague and supervisor comments on an employee's work can paint a full picture of their accomplishments and places for growth. 2.3.4 The Relationship between Motivation and Employee Performance In high-end hospitality, worker engagement directly impacts productivity (Ramkissoon et al., 2020). Motivated workers are more likely to show enthusiasm, dedication, and extra effort at the office. Motivated workers are more likely to take the initiative to complete tasks, come up with novel solutions to problems, and generally do a better job (Kuswati et al., 2020). Employees' actions are more likely to be focused on reaching the intended performance results when they are motivated to do so (Sachdeva et al., 2023). Motivated workers are those that enjoy what they do on a fundamental level and strive to do their best at all times (Bharti et al., 2022). They are more inclined to challenge themselves, to keep going when things get tough, and to take pride in their work (Bhuvanaiah et al., 2015). Positive attitudes and actions toward customers, coworkers, and the company as a whole are also common among highly motivated workers. In turn, this increases the likelihood that they will give superior service to guests, collaborate well with others, and contribute meaningfully to the success of the hotel (Hajiali et al., 2022). Boosting employee motivation and, by extension, performance, is possible through the implementation of several tactics, such as the provision of recognition and awards, the provision of chances for growth and advancement, the promotion of work-life balance, and the cultivation of a good work environment (Chien et al., 2020).
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2.4 Motivational Factors in the Indian Luxury Hotel Industry 2.4.1 Overview of the Indian Luxury Hotel Industry The standard of luxury hotels in India has risen dramatically in recent years. India has been a popular destination for affluent vacationers thanks to the country's varied landscapes, fascinating history, and growing number of international visitors (Hajiali et al., 2022). There is a vast variety of high-end hotels and resorts in this sector that serve the needs of sophisticated travelers. India's five-star hotels are known for their exceptional service, warm hospitality, and lavish facilities (Garg., 2017). They give visitors the best of both worlds by combining modern amenities with authentic Indian hospitality (Pol., 2021). The sector has grown and become more competitive thanks to the participation of both domestic and foreign hotel chains. 2.4.2 Unique Characteristics and Challenges of the Indian Luxury Hotel Sector There are unique aspects to the luxury hotel industry in India, as well as unique problems, both of which have an impact on staff motivation (Budhiraja et al., 2022). India's cultural variety stands out as a distinguishing feature (Chand., 2010). Employee perspectives, attitudes, and expectations are profoundly influenced by the country's rich cultural diversity (Tom et al., 2019). In order to properly motivate staff in India's high-end hospitality sector, managers must recognize and respect this variety (Jnaneswar et al., 2022). The high standards of your guests present still another obstacle (Sachdeva et al., 2023). The standards of luxury tourists are higher than ever when it comes to service, personalization, and precision (Rishi et al., 2015). Motivated and talented workers who are committed to providing consistently outstanding service are essential to meeting and exceeding these expectations (Maroudas et al., 2018). In addition, the Indian luxury hotel industry is a cutthroat business. Competition is heating up due to the existence of both large and small hotel chains as well as the advent of boutique luxury hotels (Hajiali et al., 2022). Keeping a competitive edge and acquiring wealthy customers requires motivating personnel to stand out in a crowded market (Bhuvanaiah et al., 2015).
2.4.3 Motivational Factors for Employees in Indian Luxury Hotels Workers in India's five-star hotels are influenced by a number of different elements. Employees are far more motivated to give their all when they know they will be recognized and rewarded for it (Chand., 2010). Motivating and rewarding employees for their hard work through programs like employee of the month and awards ceremonies can have a major impact on morale and productivity (Chien et al., 2020). In the Indian luxury hotel sector, opportunities for professional development and progress are a major driver of employee engagement. Workers look for ways to improve their skills and advance in their careers (Rishi et al., 2015). Satisfying employees' objectives and increasing motivation can be achieved through the provision of clear career routes, mentoring programs, and training efforts (Bharti et al., 2022) . Giving employees a good work-life balance is another way to keep them motivated. Working in the hotel industry typically involves long hours, erratic schedules, and a great deal of stress (Bhuvanaiah et al., 2015). When employees' needs are satisfied, such as through the provision of flexible working arrangements, wellness initiatives, and support systems, they are more likely to be motivated (Satyawadi et al., 2012). Keeping employees inspired in India's five-star hotels necessitates two things: open lines of communication and everyone doing their part (Chand., 2010). Participation in problem- solving and continuous improvement activities, as well as having one's voice heard in the decision-making process, may increase feelings of ownership, empowerment, and motivation among employees. 2.4.4 Cultural and Contextual Influences on Workplace Motivation In India's high-end hotel industry, employee morale is heavily influenced by cultural norms and external factors (Garg., 2017). The collective Indian culture places a premium on close bonds between people, respect for authority, and clear lines of responsibility. These cultural norms should inform the design of motivational tactics that foster teamwork, collaboration, and peace in the workplace (Budhiraja et al., 2022). Additionally, India's diverse cultural traditions can be incorporated into the workplace to help employees feel more connected to the company and more proud of their background (Shahzadi et al., 2014). Bringing in parts of culture, such as holidays and festivities, into the
workplace has been shown to increase employee enthusiasm and productivity (Jnaneswar et al., 2022). Workplace motivation is also affected by the socioeconomic environment in India (da Cruz et al., 2020). Disparities in pay, differences in social standing, and the significance of having a secure financial future can all have an effect on workers' motives and objectives (Sachdeva et al., 2023). These environmental considerations need to be taken into account, and employees should be offered competitive pay, benefits, and advancement possibilities as part of any effective motivational strategy (Sourvinou et al., 2018). 2.4.5 Comparative Analysis of Motivational Factors in Indian and International Luxury Hotels Both parallels and contrasts in motivating factors across Indian and international 5-star hotels are revealed by this comparison (Maroudas et al., 2018). Even though things like advancement opportunities and work-life balance are valued by nearly everyone, they are prioritized and implemented in different ways depending on factors like culture and industry (Budhiraja et al., 2022). For instance, while worldwide luxury hotels may prioritize global career prospects, cross-cultural training, and diversity programs, Indian luxury hotels may prioritize cultural integration, employee involvement in decision-making, and incorporation of local traditions (Chand., 2010). To create effective motivational tactics that are in line with the specific requirements and goals of employees in India's five-star hotels, it is critical to first gain a thorough understanding of the ways in which these industries are similar and different (Tom et al., 2019). 2.5 Summary and Gaps in the Literature 2.5.1 Recap of the Literature Reviewed We conducted a thorough literature analysis that summarized the theoretical frameworks, empirical studies, and research findings pertaining to workplace motivation and employee performance in the setting of luxury hotels (Chand., 2010). The importance of workplace
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motivation in influencing employee performance was stressed, along with the numerous motivational theories that shed light on this connection (Jnaneswar et al., 2022). Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and Expectancy Theory are some of the fundamental theories covered (Bharti et al., 2022). These theories explain the interplay between fundamental needs satisfaction, the availability of motivational variables, and the belief in the link between effort and performance outcomes, all of which affect employee motivation (Chien et al., 2020). Employee performance aspects, performance drivers in the hospitality sector, and performance metrics all received extensive coverage in the reviewed literature. It shed light on the varied nature of employee performance and the various aspects that influence its consequences (Bhuvanaiah et al., 2015). 2.5.2 Identification of Gaps and Limitations in Existing Research There are a number of holes and limits in our knowledge of what motivates and drives employees in the luxury hotel industry, despite the fact that previous studies have made important contributions (Chand., 2010). These voids suggest avenues for future research and underline the importance of the present investigation. There is a lack of study devoted only to the Indian five-star hotel market, for example. There is a dearth of empirical research that investigate the specific cultural, environmental, and organizational aspects that impact workplace motivation and employee performance in Indian five-star hotels due to the previous literature's focus on Western environments (Sachdeva et al., 2023). Given the unique qualities and difficulties of the Indian hospitality industry, this difference is considerable (Chien et al., 2020). Moreover, although motivational theories provide useful frameworks, additional research is needed to determine whether or not they are appropriate for use in the high-end hotel industry, particularly in the Indian setting (Budhiraja et al., 2022). Theories may not be able to represent the complexities of motivation in many cultural and organizational contexts because they are largely centered on Western viewpoints (Satyawadi et al., 2012).
The importance of leadership in inspiring hard work among the staff of high-end hotels is often overlooked (Rishi et al., 2015). An inspiring workplace is mostly the product of leadership's practices, styles, and actions (Hajiali et al., 2022). Leadership elements' impact on workplace motivation and performance in the Indian luxury hotel business must be investigated in depth if a full picture is to be painted (Shahzadi et al., 2014). 2.5.3 Rationale for the Current Study The significance of this study is highlighted by the found voids and restrictions in the prior literature. The purpose of this study is to fill these knowledge gaps by performing an in-depth analysis of the connection between workplace motivation and employee performance in the Indian luxury hotel industry (Jnaneswar et al., 2022). The research aims to shed light on how motivational variables, cultural influences, and leadership techniques in the Indian environment contribute to or detract from employee success (Bharti et al., 2022). This study's findings will enrich the current literature by shedding light on the dynamics of motivation in the Indian high-end hotel business (Satyawadi et al., 2012). Results from this research will educate hotel managers, HR professionals, and other industry stakeholders on how to increase employee enthusiasm and productivity in the workplace (Bhuvanaiah et al., 2015). References Bharti, T., Ojha, S.C. and Tiwari, A.K., 2022. Interplay of Workplace Sustainability, Sustainable Work Performance, Optimism, and Resilience: The Moderating Role of Green Creativity in Luxury Hotels. Sustainability , 14 (22), p.15097. Budhiraja, S., Varkkey, B. and McKenna, S., 2022. Work–life balance indicators and talent management approach: a qualitative investigation of Indian luxury hotels. Employee Relations: The International Journal , 44 (6), pp.1241-1258.
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