THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE

IN THE HOTEL INDUSTRY.CASE STUDY

DECLARATION
I, MANGER RASHELL CHO, hereby declare that this work titled “THE
IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE IN THE
HOTEL INDUSTRY” is originally written by me, after a three months internship
at DJEUGA PALACE; In partial fulfillment of the requirements for the award of a
HIGHER NATIONAL DIPOMA in the field of HOTEL MANAGEMENT.

Signature _________________

Date _________________

Written and presented by MANGER RASHELL CHO

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY.CASE STUDY

CERTIFICATION
This is to certify that I, MANGER RASHELL CHO has originally written this report titled “THE
IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE IN THE HOTEL
INDUSTRY” the case study of DJEUGA PALACE for the award of a HIGHER NATIONAL
DIPOMA in the field of HOTEL MANAGEMENT.

Academic supervisor______________________ Signature _______ Date ____

Professional supervisor______________________ Signature _______ Date _

Written and presented by MANGER RASHELL CHO

II
THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY.CASE STUDY

DEDICATION

To MY GRANDMOTHER

Written and presented by MANGER RASHELL CHO

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY.CASE STUDY

ACKNOWLEDGEMENTS

➢ The immense gratitude goes to almighty God for the grace and opportunity he accorded to
me to carry out this research work from start till completion. Special thanks goes to my
supervisor; Kue Clare. Words fall short to express my heart-felt gratitude because of the
enormous efforts you contributed to the accomplishment of this research work. Also
thankful for the encouragement, constructive criticisms, correction, advice, moral support,
sisterly care and time despite your tight schedule, were indispensable for the realization of
this work. Thank you Madam.
➢ My profound gratitude goes to the director of JIMIT Yaounde without forgetting
the woman of the match my supervisor Mrs Kue Clare our project director
thanks for her commitment and deligent. I am grateful to all the teaching staff
of JIMIT.
➢ My heart felt gratitude goes to my mother Nadia Emilien, my father Cho Philip,
my grandfather Ndikum Martin, my Cousin Bih Nadine, my grandmother Lum
Agnes. In a moral and financial manner for their precious time and
encouragement they have been giving me up till this period stoned to it end.
Special thanks to my classmates for their support and assistance

Written and presented by MANGER RASHELL CHO

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY.CASE STUDY

ABSTRACT
Motivation is a crucial driver of employee performance, particularly in the demanding and dynamic
hotel industry. This report explores the intricate relationship between these two elements,
highlighting the positive influence of motivation on various performance metrics and the
detrimental effects of its absence. Studies have consistently demonstrated a significant correlation
between motivated employees and enhanced performance outcomes. Motivated staff exhibit
increased productivity, efficiency, and guest satisfaction. They are more likely to go above and
beyond, fostering a positive and welcoming environment for guests. This translates to improved
customer retention, brand loyalty, and ultimately, hotel revenue. Several motivational factors play
a key role in the hotel context. These include:

Intrinsic motivators: Opportunities for personal growth, skill development, and meaningful work.

Extrinsic motivators: Competitive compensation and benefits, recognition programs, and career
advancement pathways.

Job satisfaction: Fostering a positive work environment, open communication, and supportive
leadership.

Conversely, a lack of motivation can have detrimental consequences. Demoralized employees

exhibit decreased productivity, higher absenteeism, and lower service quality. This can lead to
negative guest experiences, tarnished brand image, and ultimately, financial losses for the hotel.
Therefore, prioritizing employee motivation is not just an HR best practice, but a strategic
imperative for hotels. By understanding the motivational needs of their workforce and
implementing targeted initiatives, hotels can cultivate a motivated and high-performing team,
leading to a competitive edge in the hospitality industry.

This report will provides a concise overview of the critical impact of motivation on
employee performance in the hotel industry. It underscores the need for hotel management to
actively foster a motivating work environment, reaping the rewards of a dedicated and successful
workforce.

Key words: motivation, employee’s performance, hotel industry

Written and presented by MANGER RASHELL CHO

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY.CASE STUDY

LISTS OF FIGURES
Figure 1: Outer View Of Djeuga Palace ........................................................................................
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LISTS OF TABLES
Aucune entrée de table d'illustration n'a été trouvée.

Written and presented by MANGER RASHELL CHO

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY.CASE STUDY

LIST OF ABBREVIATION
HM : Hotel Management

CEO : Chief Executive Office

PBX VoIP: Private Branch Exchange Voice Over Internet Protocol

WIFI: Wireless Fidelity

CCTV: Closed-circuit Television

HR: Human Resource

UNWTO: United Nation World Tourism Organistion

SMART: Specific, Measurable, Achievable, Relevant, and Time-bound

TABLE OF CONTENTS

DECLARATION ............................................................................................................................. I
CERTIFICATION .......................................................................................................................... II
DEDICATION ...............................................................................................................................III
ACKNOWLEDGEMENTS .......................................................................................................... IV
ABSTRACT .................................................................................................................................... V
LISTS OF FIGURES .................................................................................................................... VI
LISTS OF TABLES ...................................................................................................................... VI
LIST OF ABBREVIATION ........................................................................................................ VII
CHAPTER 1: GENERAL INTRODUCTION AND PRESENTATION OF ENTERPRISE .........1
CHAPTER 2: LITERATURE REVIEW .........................................................................................8
CHAPTER 3 : METHODOLOGY AND INTERNSHIP ACTIVITIES .......................................17
3.1.Research Design .......................................................................................................................17
3.3.Target Population .....................................................................................................................17

Written and presented by MANGER RASHELL CHO

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY.CASE STUDY

3.4 Sampling Size and Sampling Technique .................................................................................17

3.8.Method of data analysis ...........................................................................................................18
CHAPTER FOUR: PRESENTATION OF DATA PRESENTATION .........................................39
TA AND RESULT OF DATA ANALYSIS..................................................................................39
4.1 Response Rate ..........................................................................................................................39
4.2 Gender ......................................................................................................................................39
4.3 AGE .........................................................................................................................................40
Table 4.3: Age ................................................................................................................................40
4.4 Designation ..............................................................................................................................40
Table 4.4: Designation ...................................................................................................................40
4.5 Working Experience ................................................................................................................40
Table 4.5: Working experience ......................................................................................................41
Table 4.6: .......................................................................................................................................41
CHAPTER FIVE: RECOMMENDATIONS AND SUGGESTION ...........................................45
TA AND RESULT OF DATA ANALYSIS..................................................................................45
5.1 Summary ..................................................................................................................................46
5.3 Recommendations ...............................................................................................................47
5.4 Recommendations for Further Research ..................................................................................47
REFERENCES................................................................................................................................. i
Appendix 1: Questionnaire for Djeuga palace Employees ............................................................. ii

Written and presented by MANGER RASHELL CHO

VIII
THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

CHAPTER 1: GENERAL INTRODUCTION

AND PRESENTATION OF ENTERPRISE

1.1.BACKGROUND OF STUDY
According to Baumeister (2016), motivation has various dimensions based on their own wants
and desires. However, this motivation ends up being a want that need to be met. The want might
be transformation in feelings, relationships, behavior, thoughts and self-concept. The essence of
motivation is energized and persistent goal-directed behavior. When we are motivated, we move
and take action.

Psychological needs for autonomy, mastery, and belonging direct our behavior in much the same
way. As do the needs for achievement, power, closure, meaning, and self-esteem. Some of these
needs will become motives as will all the intrinsic activities we engage in. Our environment and
social context will play a significant role in terms of extrinsic motivation. We will also be
motivated by goals, values, and desires to experience specific emotions associated with certain
end-states (Reeve, 2018).

Employee motivation, i.e. methods for, is an intrinsic and internal drive to put forth the necessary
effort and action towards work-related activities. It has been broadly defined as the determine that
directs a person's behavior in an organization, a person's level of and a person's level of Also,
"Motivation can be thought of as the willingness to expend energy to achieve a goal or a reward.
Motivation at work has been defined as 'the sum of the processes that influence the arousal,
direction, and maintenance of behaviors relevant to work settings'." Motivated employees are
essential to the success of an organization as motivated employees are generally more productive
at the work place.

According to Robbins et al. (2008, 180), motivation can be defined as “The processes that account
for an individual’s intensity, direction and persistence of effort towards attaining a goal.” Intensity
is concerned with how hard a person tries, and is generally the focus of motivation. However, high
intensity is unlikely to bring favorable job-performance outcomes unless the effort is channeled in
the right direction. Finally, the persistence dimension of motivation is a measure of how long a

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person can maintain effort. Motivated individuals stay with a task long enough to achieve their
goal.

Employee performance is defined as how an employee fulfils their job duties and executes their
required tasks. It refers to the effectiveness, quality, and efficiency of their output. Performance
also contributes to our assessment of how valuable an employee is to the organization.

1.2. PROBLEM STATEMENT

According to Chiang and Jang (2018), employees’ turnover has been noted with a rise based on
long working hours, poor working environment, minimal incentives. Having a well satisfied
employee has not been easy in the hospitality industry and there is an on-going discussion on ways
to motivate employees to improve their performance and minimize employees’ turnover. The
importance of motivation by stating that “Motivation is the prime determinant of behavior at work
and that high ability and high levels of job training will not result in high performance if the
individual is completely de-motivated or under-motivated at work.” The significant connection
between motivation in the workplace and practical organizational-based outcomes such as
productivity, commitment, job satisfaction, intent to stay and burnout (Lee-Ross, 2015).

The biggest challenge of employee motivation is that employees often motivate themselves, based
on their perception of what they want to achieve and how they can achieve it. However, if managers
are aware of what their employees want from work, they can design a work environment that
accommodates employees’ needs and desires. At the same time, well-informed managers may be
able to avoid common pitfalls that tend to reduce employee motivation (Simons &Enz2017).
Therefore, this study sought to assess the impacts of employee motivation on employee
performance and various methods used by djeuga palace to motivate their workers.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

1.3. RESEARCH OBJECTIVES

➢ MAIN OBJECTIVES
• To investigate the impacts of motivation on employee performance and various methods
used by Djeuga Palace to motivate their workers .
➢ SPECIFIC OBJECTIVES
• To investigate the influence of intrinsic motivation on employee performance in Djeuga
palace
• To find out the influence of extrinsic motivation on employee performance in Djeuga
palace.
• To examine the influence of participative management on employee performance in
Djeuga palace.

1.4. RESEARCH QUESTIONS

This research addresses a number of questions which include (but are not
limited to):

• What is the influence of intrinsic motivation on employee performance?

• What influence does extrinsic motivation have on employee performance?
• How do participative management influence employee performance?

1.5. SIGNIFICANE OF STUDY

This findings help the hospitality industry realize the importance of motivating employees since it
increases the performance of the hotels and hence growth of the hotel sector.

This findings also benefit the management of the hotels under study to evaluate their level of
employee motivation to enable them have productive employees and be able to attract more. To
other hotels, this study provides a good ground as to why it is important to motivate employees to
improve business performance.

It equally provides a basis for further research to potential researchers who are interested in
employee motivation in the hospitality industry.

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1.6. Scope of study
This study researched on the impacts of motivation on employee performance and various methods
used by four-star hotels to motivate their workers. On motivations, we will focused on intrinsic
motivation, extrinsic motivation and participative management. It was conducted in Djeuga palace
Yaounde . The respondents were employees and management of Djeuga palace.

1.7. LIMITATION OF THE STUDY

While this study strives for comprehensiveness, it acknowledges certain limitations such as,
Findings may not be directly generalizable to all hotels due to variations in size, location, brand,
and target clientele.

Reliance on self-reported data and existing hotel records might introduce bias or limit access to
in-depth employee perspectives. The study primarily focuses on internal motivational factors;
external influences like economic conditions or political events may not be fully captured.

Despite these limitations, the research aims to provide valuable insights and actionable strategies
within its defined scope, contributing to a deeper understanding of motivation and performance
dynamics in the hotel industry.

1.8. PRESENTATION OF ENTERPRISE

The Djeuga Palace, a majestic 4-star hotel in Yaoundé, Cameroon, is not just a luxurious lodging
option but a testament to the vision and perseverance of its owner, Jean Claude Feutheu.

Born in 1949, Feutheu's journey is an inspiring story of entrepreneurial success. Starting with a
small import-export business in the 1970s, he gradually built a diversified conglomerate, the
Feutheu Group, encompassing various sectors like construction, agriculture, and hospitality.

In 2004, Feutheu took on an ambitious project – the construction of the Djeuga Palace.
Recognizing the need for high-quality accommodation in Cameroon's capital, he envisioned a
hotel that would not only cater to the needs of business travelers but also become a landmark for
Yaound

The project wasn't without its hurdles. Financing, construction delays, and fierce competition
from established hotels were just a few obstacles Feutheu had to overcome. Yet, his unwavering
determination and belief in his vision kept him going.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

In December 2004, the Djeuga Palace opened its doors to the public. The 5-story building,
boasting elegant architecture and modern amenities, instantly became a symbol of luxury and
sophistication in Yaoundé.

The Djeuga Palace isn't just a hotel; it's a reflection of Feutheu's ambition and commitment to
his country. It has created jobs for hundreds of Cameroonians and contributed significantly to
the development of Yaoundé's tourism industry.

Today, Jean Claude Feutheu is a celebrated figure in Cameroon's business community. His
success story serves as an inspiration to aspiring entrepreneurs, and the Djeuga Palace stands as
a testament to his vision and unwavering dedication to building a better future for his country.

While the exact number of employees at the Djeuga Palace is not publicly available, it's estimated
to be several hundred. The hotel's diverse operations, including a restaurant, bar, nightclub,
casino, gym, and outdoor pool, require a significant workforce.

The Djeuga Palace is more than just a luxurious hotel. It's a symbol of Jean Claude Feutheu's
vision and entrepreneurial spirit. His story serves as an inspiration to aspiring entrepreneurs, and
the Djeuga Palace continues to stand as a landmark in Yaoundé, contributing to the city's
economy and tourism industry.

Figure 1: Outer View Of Djeuga Palace

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1.9. GENERAL HISTORY AND GEOGRAPHICAL LOCATION

1.9.1. Historical Background And Geographical Location

Djeuga palace is a 4-star hotel approved by the Ministry Of Tourism and Leisure. Located
in Yaoundé, Cameroon, It was inaugurated in December 2004 and is considered to be one of the
most prestigious hotels in the city. The hotel is situated 600 meters from the center of Yaoundé,
making it a convenient location for both business and leisure travelers.

The products and services offered;

✓ Accommondation
✓ Bar restaurant
✓ Event hall
✓ Laundry
✓ Free wifi
✓ Parking
✓ Snack bar.
✓ Night club

✓ A discothèque
✓ A casino
✓ gym
✓ An outdoor swimming pool
✓ Room service
✓ Laundry service
✓ Concierge service
✓ Babysitting services.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

1.9.2. Organizational Structure Of Djeuga palace

Like in all other hotels , the Director is the head of the enterprise, a CEO under which
there is a hierarchical structure as seem in the organigram in the appendix.The organizational
structure of Djeuga palace Hotel is likely to be complex, as it is a large and multifaceted
establishment with a variety of departments and functions.
However, based on the information I have gathered, here's a possible breakdown:

➢ Executive Management:
General Manager: Oversees the entire hotel operation, including all departments and staff.
Deputy General Manager: Assists the General Manager and takes on specific
responsibilities as delegated.
Department Heads: Report directly to the General Manager and lead their respective
departments (e.g., Finance, Human Resources, Food & Beverage, Sales & Marketing).

➢ Function Of The Different Department

Front Office: Responsible for guest check-in/out, reservations, concierge services, and
overall guest experience.
Food & Beverage: Manages all restaurants, bars, and catering services, including the
discothèque and casino.
Housekeeping: Maintains the cleanliness and upkeep of all guest rooms, public areas, and
hotel facilities.
Engineering & Maintenance: Ensures the smooth functioning of all technical systems,
equipment, and infrastructure.

Human Resources: Handles recruitment, training, payroll, and employee relations.

Finance & Accounting: Oversees financial transactions, budgeting, and reporting.
Sales & Marketing: Attracts and books guests through various channels and promotions.
Security: Maintains safety and security throughout the hotel, including guest safety and
loss prevention
Information Technology: Supports the hotel's technological needs, including Wi-Fi,
reservation systems, and communication infrastructure.

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CHAPTER 2: LITERATURE REVIEW

INTRODUCTION:

The hotel industry is a service-oriented sector where employee performance significantly impacts
customer satisfaction and business success. Motivated employees are more likely to go above and
beyond their job requirements, resulting in improved guest experiences, increased productivity,
and higher profitability. This literature review explores the existing research on the relationship
between employee motivation and performance in the hotel industry.

2.1.THEORETICAL REVIEW

2.1.1. Definition of motivation

The performance of individuals in a business with data tools and organization systems is based
on two categories of factors. The first category contains knowledge and skills necessary for the
performance of the task assigned to individuals (Turner, 2017). The second, and perhaps the
most important category, contains those factors that determine an employee's willingness to
perform (Pranita, 2017). Therefore, it is important because it refers not only to the ability of the
individual, but also to the desire to act (Jayaweera, 2015). So, one of the key roles of
management, is to be able to make employees feel and want to perform at their job. The need to
motivate workers to perform more, is also imposed by the current model of a culture of
production and consumption, in which the work of individuals is heterogeneous, often
indifferent, and the value of creation that comes from work, does not often fall neither directly
nor wholly to the employee. Particularly, it is often observed in the lower hierarchical ranks,
that work is not immediately desirable and creative activity for the individual.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

2.2.2 Motivation theories

The period after the Second World War marks the development of motivational theories in
management science. Abraham Maslow was the first to publish his article on motivation
theories in the year 1943, followed by important researches dealing with employee motivation.
Based on their content they are mainly developed in two axes: a) which are concerned with the
emergence of the content (needs and motivation) of motivation of individuals to work and are
called content models. The exponents of this category of research are Maslow with his
theoretical model of the hierarchy of human needs, Herzberg with his theory of the two groups
of hygiene and motivation factors and Alderfer with his ERG theory, which is a development
of Maslow's and Herzberg's theories and in the second axis move the theoretical models that
identify the process of motivation and examine the variables that influence the process and the
interactions that they create (Taormina & Gao, 2016).

➢ Abraham Maslow
Maslow explored human needs and their motivating force and came up with the definition of the
motivation of human behavior. He proceeded to classify human needs into five categories relating
to human physiological needs, safety needs, social needs, self-esteem or recognition needs and
fulfillment needs (Alvarez-García et al., 2016). Maslow's theory focuses on interpersonal and
psychological needs and, therefore, is relevant and applicable in the field of hospitality (Hee,
Kamaludin & Ping, 2016). Maslow argued that the first three needs correspond to the deficiency
needs that people must conquer before they can develop into a healthy personality, while the last
two correspond to the development needs related to individual achievement and human
development (Taormina & Gao, 2016).

Physiological needs concern the needs of man that are related to his very existence and their
coverage is necessary for his survival. Basic necessities such as water, food, clothing, shelter,
shelter, shelter, health, are at the bottom of the pyramid and are the first things that the individual
takes care of. According to Maslow, if the individual does not ensure the satisfaction of these
needs, he cannot be concerned about satisfying others contained in higher rungs of the pyramid
(Horng et al., 2016). The next category concerns human needs related to safety or security. Once
man has secured the satisfaction of his physiological needs, he seeks to secure them for the
future. Needs such as permanent employment, acquiring a home, securing a pension right begin

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to concern him and the corresponding incentives motivate him (Kurniawan & Heryanto, 2019).
After the provision of physiological and security needs, man has the desire to belong to one or
more groups, to develop relationships with other people and to feel accepted by his work and
social environment (Buyao & Danyang, 2020)

The next level of needs in Maslow's hierarchy of needs are recognition needs or ego needs are
related to prestige, reputation, esteem, respect from others, recognition of success, skills and
knowledge, self-respect and self-esteem. Their motivational power is strong if the needs of the
previous categories are fully satisfied, but it should be noted that they are particularly difficult
to satisfy in relation to the abovementioned categories of needs. (Grobelna & Marciszewska,
2016). The highest level of needs in Maslow's hierarchy of needs is self-realization. Once, all
four of the above needs are met, people should be free to do what they want to do in life or
become what they want to be (Yang, Wan & Fu, 2012). Maslow describes the need for self-
esteem, as a person's desire to increase his or her ability, to achieve what he or she considers
important, and to fulfill his or her dreams (Chen et al., 2010).

Herzberg's two-factor theory

According to Herzberg's two-factor theory, there are two categories of factors that influence
employee performance. The first group refers to motivational factors (incentives) which are
intrinsic and result in job satisfaction. According to Herzberg, there are five job characteristics
that bring about job satisfaction, namely achievements, recognition of effort, the job itself (the
subject matter of the job), responsibility and the opportunity for personal growth. At the other
end of the spectrum, the 'hygiene' or maintenance factors (disincentives) which are exogenous
- they exist in the work environment and explain job dissatisfaction in their absence (Herzberg,
1966). Herzberg identified institutional policies, management approach, supervision, pay,
working relationships and working conditions as factors that may discourage workers. The first
factors are related to subjective approaches, personal values, perceptions and feelings. The
second factors come from the external environment and are offered or imposed on the employee
by the organization's management. In the case of dissatisfaction, the employee has little
opportunity to intervene (Sledge, Miles & Coppage, 2008). The value of Herzberg's theory is
indisputable because he attempted to distinguish the factors that motivate from those that
merely maintain them (Lundberg, Gudmundson & Andersson, 2009).

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

Comparing the two theories above (Maslow & Herzberg), can be noticed that the first three
categories of Maslow's pyramid needs (physiological-security-social needs), have a direct
correlation with Herzberg's hygiene factors. Herzberg's motivations seem to correspond to
Maslow's two higher categories of needs (selfesteem-self-actualization). The differentiation
between the two theories exists in the fact that all needs according to Maslow can motivate,
whereas Herzberg argued that the satisfaction of disincentives cannot motivate, only their
absence can cause dissatisfaction. If we take Maslow's first three categories of needs today as a
given, then a convergence of views of the two theories emerges, in terms of the areas where
employee motivation efforts should be focused.

Theory of X and Y factors

Theory X and Theory Y describe two very different attitudes towards workforce motivation.
Theory X: workers detest work, avoid working if possible, and have few ambitions. According
to this theory, employees must be closely supervised to become effective. Managers under Theory
X tend to hold a negative, pessimistic view of their subordinates in their minds and display more
coercive, authoritarian leadership styles using external means of control such as threats and
punishment (McGregor, 1957). While Theory X orientation can be effective in situations where
the worker is struggling to survive, it is usually counterproductive, as most people have outgrown
their lower needs and seek to meet social and esteem needs (Weeden, Lester & Thyne, 2011).
On the other hand, according to Theory Y, the opposite is true, employees are willing and want
to work and achieve their maximum performance, therefore, they do not need to be closely
supervised (Chen et al., 2010). Managers under Theory Y have a positive, optimistic view of their
subordinates and manifest more participative forms of leadership using internal
incentives and rewards. Overall, the Y theory framework looks at the human being
working for the organization and values the individual (Weeden, Lester & Thyne,
2011).

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Additional Theories:

Equity Theory: Employees compare their inputs and outputs (e.g., effort, rewards) with others
and adjust their motivation accordingly.

Job Characteristics Model: This model proposes that jobs with certain characteristics (e.g.,
skill variety, autonomy) are inherently more motivating than others.

Social Learning Theory: Individuals learn and modify their behavior based on observations
and interactions with others. Hotel managers can create a positive and supportive work
environment that encourages collaboration and learning.

2.2CONCEPTUAL REVIEW:

2.2.1. Employees’ motivation in hospitality industry

In the literature, the concept of motivation has been studied to a great extent in tourismrelated
businesses, including the hotel sector (Ranga & Kamboj, 2018). Several studies have shown that
in the hotel sector, motivation as a human resource management tool is associated with increased
job satisfaction, organizational commitment and employee productivity (Wasike & Ndivo,
2015). For example, in the study by Hee, Kamaludin and Ping (2016), it was found that hotels
that keep their employees motivated, have a more satisfied workforce, provide better service
and ultimately have more satisfied customers. This, according to Hee, Kamaludin and Ping
(2016) results in greater customer loyalty to particular hotels and also leads to an increased
likelihood of customers recommending hotels to people they know (a process known as word of
mouth). Similarly, the study by Putra, Cho and Liu (2016) reported that the successful operation
of a hotel and the provision of quality services is directly related to how satisfied employees are
with the incentives provided to them in the workplace.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

2.2.2. Employees performance

Job performance refers to the individual and group activities of employees that contribute either
positively or negatively to the achievement of an organization's goals. It is the behavior that
employees must have in order organizational resources to be transformed into goods and services
(Fragouli & Ilia, 2019). There is a difference between performance and productivity, although
the two terms are often confused. Job performance includes the action or process of performing
a task or function and has to do with how well one performs the task assigned to one, as well as
the results that are obtained in relation to the effort that has been made to complete the work
(Viswesvaran & Ones, 2000). Productivity is a narrower concept and is defined as the ratio
between inputs, i.e., resources or means used to produce a product or service, to the results of an
activity (outputs). Factors that potentially affect productivity are divided into microeconomic and
macro-economic (Huang et al., 2020). According to many researchers, job performance is
reported as the result of two aspects, which consist of the abilities and skills (physical or acquired)
of employees that are basic conditions for a job (Zide et al, 2017). Individual performance is
defined as the positive, or negative contribution of an employee to the achievements of the
organization and is the product of the ability to motivate (Zide et al, 2017).

2.2.3. Dimensions of employees’ performance

According to Borman & Motowidlo (1993), two types of behavior are necessary to achieve
organizational effectiveness. The first is related to job performance, which refers to the
performance of the basic tasks of a person that can be officially mentioned in his job description
and is inextricably linked to the production of goods and services, and the second type is related
performance, which refers to spontaneous behaviors through which the employee supports and
strengthens the social and psychological structure of the organization, such as a positive attitude
towards colleagues, or voluntary activity which, whether rewarded or not, benefits the
organization (Borman & Motowidlo, 1993; Fragouli & Ilia, 2019).

Borman & Motowidlo (1993) identified five categories of performance:

• Volunteering, which refers to actions that are not foreseen by work.

• The enthusiasm for completing an important task.
• The willingness to help colleagues.

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• Adherence to the rules even when not required.
• Defending work goals.

2.3. EMPIRICAL REVIEW

2.3.1. Factors that affect employees’ performance

Employee performance is affected by variables such as the individual characteristics of each
person, the nature of the work and the working environment.

• Characteristics of each person: Each person forms his personal interests and attitudes,
which in turn create his personal needs and in combination with the motivation provided
by a company, and the percentage (high or not) that each employee feels that his needs
are met, it is possible to affect its performance. However, the impact is not the same for
all employees, which explains why both job satisfaction and employee performance in
the same company are different. Caligiuri and Day (2000) report that employees'
behavior and consequently their job performance can be influenced by characteristics
such as gender, age, nationality, communication skills, work experience, cultural
background etc (Armstrong & Taylor, 2020).

• Nature of work: When the employee finds his job interesting and important, he is more
willing to show his best self and achieve better performance. The judgment of the
employee, about how interesting his work is, is completely subjective and depends on
his personality, interests, inclinations, etc. When his personal perception of the
importance of his work has a positive sign, then his self-confidence and self-esteem are
strengthened and a favorable climate and opportunities for self-realization are created.
This expectation of the individual leads to an increase in his job satisfaction and to the
improvement of his work performance (Ejeh Abba, 2019).
• Work environment: The work environment positively or negatively affects the
performance of employees. If it allows them to develop their skills and talents and
predisposes them to work with appetite, then they will have better performance. All

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

people prefer to work in a pleasant environment, especially in our days where we

dedicate a large part of our day to our workplace, then the quality of this space acquires
special importance (Pawirosumarto, Sarjana & Gunawan, 2017). Problems and
shortcomings that may occur, affect employment relationships, which in turn affect the
quality of services provided. A demanding and unpleasant work environment increases
stress levels and reduces job satisfaction, resulting in reduced performance. On the
contrary, a pleasant work environment with good working conditions, predisposes
employees to treat their work with a positive attitude and dedication and to feel proud
of the company they work in, resulting in high levels of work efficiency (Jayaweera,
2015).

2.3.2. The impact of motivation on employee performance

In the context of Human Resource Management, motivation is critical to organizational
performance as claimed by Horng et al. (2016), with the organization being able to motivate its
employees to work harder and participate in achieving organizational goals. Employee
motivation involves the use of different important factors, to urge them to perform their duties
with the greatest possible effort, to increase their productivity levels or to perform their duties at
a high level (Hee, Kamaludin & Ping, 2016). Before adopting effective motivating tactics for its
employees, the organization should first help them identify the common ground between their
own interests and those of the organization (Peric, Gasic & Ivanovic, 2015). This means that as
the organization helps its staff to identify the factors that push them to be part of them, the
organization uses these factors to make its employees feel motivated to work harder and take on
their tasks with greater flexibility and strong effort (Chen et al., 2010).

Several scholars in various fields have developed many incentive models. With them, they aimed
at identifying practices that can be used to motivate people in the hospitality industry (Yang,
Wan & Fu, 2012). There are numerous reasons why organizations are constantly focusing on
motivating employees. The first reason is that employees tend to work as hard as they can and
do more than what is required of them. This can lead to an increased productivity (Grobelna &
Marciszewska, 2016). The second reason is essentially the fact that providing motivation can
drive to the timely completion of work, with high quality and within budget. This can help the

15
organization minimize its operating costs and labor costs and in turn increase its profitability
(Hee, Kamaludin & Ping, 2016). The third reason is that by keeping motivating employees, the
organization can decrease the level of employee turnover which is of crucial importance for the
company.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

CHAPTER 3 : METHODOLOGY AND

INTERNSHIP ACTIVITIES
SSSSSSSSSSSSSSSSS

INTRODUCTION.

This chapter presents the research methodology and covers research design, population, sampling
strategy, data collection tools and data analysis techniques that will be used to realize the research
objectives.

3.1.Research Design
The researcher made use of descriptive survey design. This design was used in describing the
impact of motivation on employees’ performance. This was done by collecting of data from the
respondents by use of the questionnaire.

3.2.Site of the study

The study was carried out in Djeuga palace located in Yaoundé Cameroon. It is found in of the
city of Yaoundé, precisely at wada. .

3.3.Target Population
The target population of this study was employees in Djeuga palace. The employees were drawn
mainly from the management, housekeeping department , reception and kitchen. A target
population of 100 employees was used.

3.4 Sampling Size and Sampling Technique

According to Mugenda (2003), a target population that is less than 1000, a sample size of 10-50%
can be used hence this study will use 50% of the target population. The sample size was 50
respondents. A simple random sampling technique was used to select respondents were
respondents had an equal chance of participating.

17
3.5. Sources of data collection
Our study took place in several stages of the various parts or department of the hotel. It consists of
both primary and secondary data collection.

3.5.1. Primary source

The primary data of this work was collected on the field through participation, observation and in-
depth interview in the various departments in the hotel.

3.5.2. Secondary source

This was collected from the work of previous researchers. This relevant too as second-hand
information. In this research work, data was obtained from internet, text books and documentary
that we considered usefully to our work..

3.6. Method of data collection

To attain the objectives of this research , we use a number of data collection techniques;
observations on sites, interview, questionnaires and online research .

3.7. Method of data presesntation

There are five major method of data presenting data namely;

• Textual data presentation

• Statistical data presentation
• Measures of dispersion
• Tabular
• Graphical data presentation.
For the purpose of this research we will use the tabular form of data presentation.

3.8.Method of data analysis

We use both qualitative and quantitative method of collection; quantitative data
is that which is gotten from interviews, documents, dictionaries. While qualitative
data is information gotten from observation in the area of participation.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

3.9.Presentation of internship activities

3.9.1.Integration into the Company
Upon arrival, we were received by the director of djeuga palace . He gave us some instructions and
the internal roles and regulations of the hotel, he told us to strictly respect the instructions of the
hierarchy of the hotel. He further said if we encounter any problem within the hotel premises , we
should report to him with no hesitation. He then introduced us to all the departmental heads and
members of the department. And lastly, he draws a working timetable for us.

3.9.2.Work Carried out During internship

Our internships activities took place in the following departments manly; Housekeeping
department, food production and beverage service, Reception.

3.9.2.1The food production unit

Our first day in the food production unit the executive chef gave us instructions on the how the
activities in the kitchen are been Carried out . These activities were as follows;

We have to make sure the working surface and floor is kept clean before and after our working
shift. Ingredients like onion, tomatoes, green pepper, garlic and leak should be wash and chopped
to facilitate the transformation of food went there is an order. Secondly he throught us how to fill
the kitchen daily journal . A kitchen journal Is a booklet which shows the initial stocks in kitchen
, the kitchen journal is also been used to record dishes that are prepared on daily bases, that is what
was sold and what is remaining. This booklet helps the accountant to know the amount plates been
produced in the food production unit daily.

Kitchen equipment
• The kitchen has equipment such as;
• Micro wave
• Electric Gas cooker
• Deep fryer
• Blender
• deep freezer

19
• refrigerators
• fridges
• coffee machine.
• Washing machine.

just to name a few.

Figure 1:the food production unit of djeuga palace

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

While in the food production unit the head chef thought us how to prepared Both African and
western dishes which can be seem below.

Carrot salad

Table 1: carrot salad

Ingredients Cooking Method Cooking tools

• Carrots • General hygiene and sanitation • Chef knife

• Tomatoes • Wash, peel , grate carrot and • Peeling knife
• Lettuce beatroot • Chopping board
• Beatroot • Immersed lettuce in vinegar • Serving plate
• Onion water • A bowl
• Vinegar • Wash tomatoes and onions then
mince them

21
• Remove lettuce from vinegar
water and chopped it as you
desire
• Decorate and save in a salad
plate.
• With vinegrette sauce

Vinegrette sauce

Table 2:vinegrette sauce

Ingredient Cooking procedure Cooking tools

• Vinegar • General hygiene and • Whisk

• Olive oil sanitation • A bowl
• Garlic • Whisk olive oil and • Measuring spoon
vinegar together ( beat
• White pepper
for about 3-5 minutes)
• A pinch of salt • Add mustard, garlic ,
• Mustard and white pepper with
hornet beat it for
another( 2-3 minutes)
• Save apart with carrot
salad

Italian salad

Table 3:Italian salad

Ingredients: Cooking procedure Cooking tools

• Red onion • Chopping board

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

• tomatoes • General hygiene and • Chief knife

• croutons sanitation • Side plate
• Parmesan cheese • Wash peel and chop • A bowl
• pepperoncini peppers red onion thinly • A grater
• Black and green olives • Wash tomatoes and
• Pasta minced it.
• Combine all chopped
ingredients in a large
salad bowl, drizzle
evenly with the
vinaigrette, and toss
until evenly combined.
• Sprinkled grated
parmesan cheese and
place canned
pepperoncinion
pepper with croutons
on it.

Figure 2:italian salad

23
Avocado salad

Table 4:avocado salad

Ingredients Cooking Procedure Cooking tools

• Pear • General hygiene and • Chopping board

• Carrot sanitation • Chef knife
• onion
• Wash pear and • Plate
• tomatoes
chopped it into cube
• lettuce • A bowl
• Wash tomatoes and
onion then mince them
• Wash , peel and grate
carrot
• Immersed lettuce in
vinegar water and
chopped it.

Mayonnaise dressing

Table 5:mayonnaise dressing

Ingredients Cooking method Cooking tools

• Vegetable oil • General hygiene and • Hand whisk

• Egg yolk sanitation • A bowl
• White pepper • Whisk egg yolk and oil • Measuring spoon
• Mustard together for 5minutes
• a pinch of salt • Add in mustard and
• Vinegar vinegar whisk

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

• Add white pepper and

salt whisk still desired
consistency.
• Save apart with
Avocado salad

We also prepared main dishes like;

CAPTAIN FILLET WITH SHRIMPS IN COCONUT CREAM

Table 6:captain fillet with shrimps in coconut cream

Ingredients Cooking Method Cooking tools

• Captain fillet • General hygiene and • Sauce pan

• shrimps sanitation • Chopping board
• Vegetable oil • Season fillet with salt • Chef knife
• Coconut cream and chopped garlic • Fillet knife
• White pepper • Place it in sauce pan • Serving plate
• Green pepper with 20ml oil and • A bowl
• Onion pan fry for about 7 to • Fry pan
• Garlic 10 minutes changing • Woodern spoon
• 1/2teaspoon salt the size each minutes • Measuring spoon
• In a different sauce
pan pour in 30ml of
oil and add chopped
onion with green
pepper in tire for
about a minute .

25
Accompany with rice .

Figure 3:captain fillet

GRILLED PORK WITH MUSTARD SAUCE.

Table 7:grilled pork with mustard sauce

Ingredients Cooking Method Cooking tools

• Pork • General hygiene and • Sauce pan

• White pepper sanitation • Chopping board
• Mustard • Season pork with a pinch salt • Chef knife
• Gloves
and white pepper • Serving plate
• Onion

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

• Green pepper • Pan fried the pork for about 7 • A bowl

• Vegetable oil to 10minutes turning the sides • Fry pan
• Salt
each time to avoid burns. • Woodern spoon
• Pesel
• In a sauce pan pour in oil , the • Measuring spoon
add chopped onion and green
pepper tire for minute
• Add in mustard and pour in
abite of water then add a pinch
of salt white pepper and garlic
• Allow to cook for about
5minutes

Save apart with grilled pork wih potatoes chips

NDOLE WITH SHRIMPS

27
Table 8: Ndole with shrimps

Ingredients Cooking Procedure Cooking tools

• spinach
• General hygiene and sanitation • Sauce pan
• groundnut
• Step 1 - Create Your Ndolé Paste • Chopping
• fresh shrimp
• Start your ndolé by creating your fragrant board
• peanuts
base of roasted peanuts, chopped onions, • Chef knife
• shrimp
garlic, ginger, and water in a blender. Once • Serving
• meat
you've gotten a nice paste, turn off your plate
• onion
blender and set it aside. • 2 bowl
• garlic
• Step 2 - Cook Your Shrimp • Woodern
• ginger
• Take a deep pot over medium-high heat and spoon
• olive oil
add in your olive oil. As the bottom of the pan • Colendar
• water
starts to get hot, add in two tablespoons of • Deep pot
• Salt
olive oil and your sliced onions.
• Pepper
• As your onions start to soften 1-2 minutes
later, add in your shrimps. Cook the shrimps
for 2-3 minutes as they start to develop a nice
pink color, but be careful not to overcook
them or else they'll become stringy and dry.
• Set aside your cooked shrimp and onions for
the time being as we move onto the meat.
• Step 3 - Move onto the Meat and Spinach
• In the same pan, next add the beef .
• Once the meat has browned, add your pureed
peanut mixture into the pan, mixing it well
into the meat.
• Add in all your spinach leaves and bring your
ndolé to a boil.
• Once the ndolé has started to boil, lower your
stovetop heat to a simmer and let it cook for

28
THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

30-40 minutes. Keep an eye on the moisture

levels, and add a bit more water if you feel
that the ndolé is starting to dry out.
• Step 4 - Finishing Touches Once your ndolé
is cooked, season it with salt and pepper to
your , then take it off the heat and transfer it
to you’re a serving dish.
• Finally, add your cooked shrimp and onions
on top, and enjoy!
• You can serve it a side with fried plantains,
rice.

29
Figure 4:Ndole with shrimps

We equally did dessert dishes likely;

PINEAPPLE MOUSSE

Table 9:pineapple mousse

Ingredients Cooking procedure Cooking tools

• Pineapple • General hygiene and • A bowl

• milk sanitation • A whisk
• egg white • wash ,peel and cut pineapple • Blender
• gelatin sheet into pieces place in blender • Long drink glass
• condensed milk blend it until its creamy • Woodern spoon
• sugar • whisk egg white and sugar • Sauce pan
until fluffy • Spatula
• In a bowl place the blend • Sieve
pineapple and condensed
milk then mix together until
it becomes uniform

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

• Add in the whisk egg white

and fold it gently with a
spatula
• Pour the mousse in
individual bowl and
refrigerate for 2hour

VANILLA CAKE

Table 10:vanilla cake

Ingredients Cooking Method and procedure Cooking tools

• flour • General hygiene and sanitation • Bowl

• butter • whisk butter and sugar still it fluffy • Spatula
• eggs • add in eggs and beat for a minute, • Whisk
fold in flour gently still its uniform
• vanilla extract • Woodern spoon
• add in dissolved whole milk with
• baking powder vanilla extra • Sieve
• sugar • grease the baking thin and bake in • Measuring scale
a pre heated oven
• whole milk

FRENCH PANCAKE

Table 11:french pancakes

Ingredients Cooking Method Cooking tools

• flour • General hygiene and • Bowl

• sugar sanitation • Measuring spoon
• eggs

31
• milk • In a bowl ,mix flour, sugar, • Whisk
• oil and a pinch of salt • Woodern spoon
• a pinch of salt
• make a center in the middle • Sieve
and pour in milk, eggs, oil • Measuring scale
then mix still its smooth
• heat a lightly oiled frying pan
over medium heat ,pour the
batter onto the frying pan
using approximately 1 for
each

3.9.2.2.Bar Restaurant

Djeuga palace has a restaurant which offers breakfast, lunch and dinner to its clients, the
restaurant is been run by a matre d’hotel ,2bar men , 5waitresses and 3waiters of restaurant. the
restaurant is open from 6 am to 10 pm, the different types of menu offered in djeuga palace is a la
carte menu table d’hote menu . moreover at djeuga palace 3 types of services are been practiced
there namely plate service room service and buffet service . with plate service The dish is filled
according to the clients order and decorated by the chef in the kitchen then the waitress collect
from the kitchen and place infront of the client standing on the right hand side of the client using
his right hand to served him and he eat with already set cutleries cockery. Additionally in djeuga
palace we practise room service, a room service is one which the food is served to clients in their
hotel room, the guest pass his order to waiter or waitress then the waitress takes down the order
and transmits it to the kitchen the food is later prepared and decorated by the chef in the kitchen
and its been served by the waitress on a tray or a trolley.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

Figure 5:the restaurant of djeuga palace

3.9.2.3.The reception

There at the reception we were been told on how to receive clients , the reception is the heart of the
hotel and the mirror of the hotel since the first part or thing the guest see upon arrival is the
reception , to be a receptionist one most have the following quanlities,

• Have a good knowledge of computer software

• Very punctual that is always coming early to work.
• Practice good hygiene

The following are documents used in the reception;

• Police ledger
• Reservation book
• Registration book
• Occupancy list

33
The equipment used at the reception is as follows;

• A computer
• A printer
• A photocopier
• CCTV system
• A price chart
• A tv
• Fixed phone

The most basic functions of the reception is as follows;

• Creating guest database

• Reservations
• Handling guest account
• Coordinating guest service
• Ensuring guest satisfaction
• Handling inhouse communication

Room status

O-occupied, OOO-out of order, R-reserved , S-stay over , SO- sleep out, RR-ready room, DU-day
u, Do not disturb.

3.9.2.4. House keeping department

The accommondation service is a department in the hotel that is responsible for overall cleaning of
the hotel and its premises. This department consist of the executive housekeeper, deputy
housekeeper, the floor supervisor, the laundry supervisor and chamber maids. The hotel aim at
offering the best comfort , that is why general cleaning is their top priority. Cleaning starts at 8 :
AM. The process of cleaning a hotel room and bed making can be seem below ;

Once in the room firstly;

➢ Open the window to let in fresh air

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

➢ Draw curtains on one side for lighting

➢ Empty garbage cans from both bath and bedroom
➢ Remove the linens from the bed and bathroom
➢ Collect clean linen from laundry department and make the bed
➢ Dust all furnitures of the bedroom
➢ Proceed to the bathroom
➢ Pour in wc gel into the toilet pot ,use the toilet pot brush to scrub and flush it
➢ Pour schuurmiddy cream on a sponge then scrub sink bathtub and walls
➢ Measure three cap of pax citron and pour in a bucket of water then measure four cap of
eaux de javel and pour in the same bucket of water then clean the toilet floor
➢ Use a clean dry cloth with maxim to clean the mirror
➢ Harmoniously position the bathroom linen and hospitality product like bathing soap and
toilet roll.
➢ Next we move to the bedroom;
➢ In a bucket of water pour in three cap of eaux de javel with three cap of pax
➢ Use a floor rag and clean the entire room
➢ Close the windows and pull the curtains over
➢ Spray insecticide and close the door ensure not to leave and thing behind
➢ Incase a client forget something take it to the reception, the receptionist will later contact
him or her for the lose but found goods.

During our internship in djeuga palace the chamber maids show us the different types of rooms
in the hotel which can be seem below

35
Figure 6:standard room size

36

Figure 7:suite room size

THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

Figure 8:twinbed room

3.9.2.5. LAUNDRY SERVICE

this is a sub department under the housekeeping department which is in charge of cleaning all the
linen in the hotel. During our internship in the laundry department we were being throught on how
to carryout the laundry cycle . Each morning we will go and collect dirty linen from the chamber
maid , before starting

the laundry process we make sure to count all the linen to make sure what went out the previous
day came back . There after we sort the linen and process them. For linen with hard stains we treat
them by ;

− Pour a portion of javel on that spot where the stain is

− Add a small portion of detergent on the same spot
− And allow for five to ten minutes before washing the whole linen
− After processing the linens , take to the drying machine and dry for 2 to 3 hours
− Then after we will start ironing the linen before ironing we will inspect the linen if there is
any demage linen we will repair it

37
− Lastly we distribute clean linen to various used areas.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

CHAPTER FOUR: PRESENTATION OF

DATA PRESENTATION
Introduction
In this chapter we will present the result of our findings, after presenting the methodological
approach in the previous chapter, we will now present results and also discuss these result. As
mention in the pervious chapter, we will be using the tabular form or method of presenting data.

Section A: Respondent’s Demographic

4.1 Response Rate
The study revealed that 70 respondents gave back filled questionnaires while five respondents
never returned it. The findings noted that the study was 95% effective.
Table 4.1: Response rate
Response Frequency Percentage

Active 70 90%

Passive 5 10%

Total 75 100%

4.2 Gender
The results showed that sixty percent of the respondents were female while forty percent of the
respondents were male.
Table 4.2: Gender
Gender Frequency Percentage

Female 45 60%

Male 25 40%

Total 70 100%

39
4.3 AGE
Majority of the respondents 25were in the age of 25-30 years while 20 respondents were below 25
years. It was also noted that 10 respondents were in the age of 30-35 years. The results further
shown that 15 respondents had 35 years and above.

Table 4.3: Age

Age Frequency Percentage

Below 25 years 20 28%

25-30 years 25 35%

30-35 years 10 14%
35 years and above 15 23%
Total 70 100%

4.4 Designation
The findings showed that 25% of the respondents were waiters while 18% of the respondents were
chefs. It was also revealed that 27% of the respondents were housekeepers and 21% of the
respondents were security personnel. And finally 9% of the workers were managers.
Table 4.4: Designation
Designation Frequency Percentage
Waiter 18 25%
Chef 13 18%
House keeper 19 27%
Security 15 21%
Managers 5 9%
Total 70 100%

4.5 Working Experience

Majority of the respondents is 40% had worked in DJEUGA PALACE for 5 years below. It was
also noted the 35% of the respondents had working experience of 5-10years. The results further

40
THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

shown that 25% of the respondents had worked for below 10 years and above in DJEUGA
PALACE.

Table 4.5: Working experience

Working experience Frequency Percentage

5 years and below 30 40%

5-10 years 25 35%

10 years and above 15 25%
Total 70 100%

Section B: Intrinsic Motivation

4.6 Impacts of Intrinsic Motivation

Table 4.6:
Statements Agree Strongly Neutral Disagree Strongly
agree disagree
Challenge to work is what motivate
me to perform
I am self-motivated to work and
perform irrespective of my
challenges
I always desire to learn to perform
and be unique
I am responsible in all my
undertakings and perform based on
duties allocated
My satisfaction is drawn from my
performance

41
Section C: Extrinsic Motivation
Statements Agree Strongly Neutral Disagree Strongly
agree disagree
Financial rewards are what
motivates to perform
Job promotion motivates me to
perform
Employees recognition and
appreciation in place have
motivated employees to always
perform
Djeuga palace has initiated
employees training which have
improved employees skills to
perform
Punishment instituted in djeuga
palace has demotivated employees to
perform

Section D: Participative Management

Statements Agree Strongly Neutral Disagree Strongly
agree disagree
Employees are engaged in decision
making and implementations of
policies becomes easier

Supervisors are always supportive

and there is minimal supervision
which motivates employees to work

Team work in the organization has

led to collaboration and assistance
making work easier

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

Delegation of duties with

independency at work have
motivated employee to work and
perform
The management have been
constantly looking at employees’
welfare to motivate them work

Section E: Employee Performance

Statements Agree Strongly Neutral Disagree Strongly
agree disagree
There is job satisfaction which have
enhanced performance
The hotel has recorded low
absenteeism and turnover which
have made employees perform
their duties
efficiently
Employees are loyal to djeuga
paclace which hence their
performance is unquestionable

Employees ensures there is

minimal wastage in the hotel to
ensure the hotel economizes its
resources for prudent use
Employees performance has been
noted in hotel revenue and profit
realization

43
Statements Agree Strongly Neutral Disagree Strongly
agree disagree
Challenge to work is what motivate
me to perform
I am self-motivated to work and
perform irrespective of challenges
I always desire to learn to perform
and be unique
I am responsible in all my
undertakings and perform based on
duties allocated
My satisfaction is drawn from my
performance

Section C: Extrinsic Motivation

Statements Agree Strongly Neutral Disagree Strongly
agree disagree
Financial rewards are what
motivates to perform
Job promotion motivates me to
perform
Employees recognition and
appreciation in place have
motivated employees to always
perform
Djeuga palace has initiated
employees training which have
improved employees skills to
perform
Punishment instituted in djeuga
palace has demotivated employees to
perform

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

CHAPTER FIVE:
RECOMMENDATIONS AND
SUGGESTION

45
5.1 Summary
The study purposed to examine the effects of employee motivation on employee performance and
various methods used by djeuga palace to motivate their workers. The antecedents of employees’
motivation considered were intrinsic motivation, extrinsic motivation and participative
management. Majority of the respondents were female and most of the employees were in the age
bracket of 25-30 years. Most of the respondents were employees in housekeeping department and
kitchen. The experience of the most of respondents was 5 years below.

The first objective of the study was to investigate the influence of intrinsic motivation on employee
performance in djeuga palace. The study revealed that respondents stated that challenging work
was what motivated them to work to prove their worth and learn new techniques of performing
duties. This had led to employees earning recognition and even promotion for their belief in
challenging work. The study also noted that employees’ internal satisfaction was performance.

The findings also indicated that self-motivation to work and perform irrespective of the challenges
encountered was key to some respondents. Respondents agreed that they were responsible in their
undertakings and performed based on the duties allocated. The least respondents agreed that they
were always on learning process now and then to learn new techniques and improve their skills to
continuously perform in their duties. The effect of intrinsic motivation of employees had been
positively noted in their performance.

The second objective of the study was to find out the influence of extrinsic motivation on employee
performance djeuga palace. It was noted that financial rewards were what motivated employees to
perform. The study revealed that respondents agreed that employees’ recognition and appreciation
in place have motivated employees to always perform. The findings showed that djeuga palace had
initiated employees training which had improved employees’ skills and knowledge and efficient
and improved performance. The results showed that there were employees who had been promoted
in the workplace which had ignited their performance. The study noted that punishment instituted
in djeuga palace had demotivated employees to perform.

The third objective of the study was to examine the influence of participative management on
employee performance in djeuga palace. The study revealed that employees were engaged in
decision making and implementations of policies became easier. The findings noted that team work

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

in the organization had led to collaboration and assistance making work easier and performance
had improved. Respondents agreed that supervisors were always supportive and there was minimal
supervision which had motivated employees to work.

The study noted that delegation of duties with independency at work had motivated employee to
work and perform. The findings further showed that the management had been constantly looking
at employees’ welfare such as leaves, insurance among others which motivated them to work and
perform.

5.3Recommendations
➢ The study noted that employees had long working hours which had made some exhausted
and delivery of services was hampered by exhaustion. There is need for the management to
come up with a flexible shift to ensure employees work within a fixed hour.
➢ This research revealed that job satisfaction was affected by restriction on leaves given to
employees, poor rationale of promotion and insurance among others. There is need for the
management to relook at the employees’ welfare and more engagement and consultations
to be conducted to resolve issues on job satisfaction.
➢ Motivating employees through inspiration is also viewed as a positively motivating
element. However inspiration comes from leadership. Thus djeuga palace needs to
encourage leadership amongst the management.
➢ Providing training opportunities can also be considered as a motivational factor. Since one
of the factors identified as a contributor to the lack of motivation is no training opportunities.
In order to be able to provide the employees with equal growth opportunities it is necessary
to provide them with the chance to develop new skills and techniques.

5.4 Recommendations for Further Research

This report employees for further studies on the effect of job satisfactions on employees’
performance and other related factors that might affect employees’ motivation in the hospitality
industry.

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

REFERENCES

Banjoko S. A. Managing Corporate Reward System, Pugmark Limited, Nigeria.

Buchanan H. (2004). Organizational Behavior; An introductory text, New York:
McGraw Hill.
Burney, L. & Widener, SK. (2007). Strategic Performance Measurement Systems,
Job relevant information, and Managerial behavior responses.
Cascio W.F. (2006) Managing Human Resources: Productivity, Quality of Life,
Profits. McGraw-Hill; Irwin.
Chris Organizational Behavior-Concepts and Application: Malt house Press ltd,
Lagos Nigeria; 2003.
Hackman and Oldham (1976). Organizational Behavior and Human Performance.
Vol. 16, Issue 2”.
Hallett T. (1998). Symbolic Power and Organizational Culture. Soc The.2000;21 (2):
128-149. Homewood, Juinois, Business Publications Inc.;
Hellriegel D. & Jackson S.E., &Slocum J.W. (2006). Management. Cincinnati:
South-Western
Mitchell T. Motivation studies-New directions for theory and research; Academy of
Ouchi Management in Action, fundamentals of Management, 6th Edition

i
APPENDICES

Appendix 1: Questionnaire for Djeuga palace Employees

Section A: Respondent’s Demographic

Characteristics Please tick where appropriate in the
text boxes provided a) Gender
Male Female

b) Your age (years)

Below 25 25-30 years 30-35years Above
35years

c) Designation

Waiter Chef Security

Managers
Housekeeper

d) How long have you been in this position?

5 years and below 5-10 years Over 10 years

Section B: Intrinsic Motivation

Statements Agree Strongly Neutral Disagree Strongly

agree disagree

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THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

Challenge to work is what motivate

me to perform
I am self-motivated to work and
perform irrespective of challenges
I always desire to learn to perform
and be unique
I am responsible in all my
undertakings and perform based on
duties allocated
My satisfaction is drawn from my
performance
Section C: Extrinsic Motivation
Statements Agree Strongly Neutral Disagree Strongly
agree disagree
Financial rewards are what
motivates to perform
Job promotion motivates me to
perform
Employees recognition and
appreciation in place have
motivated employees to always
perform
Djeuga palace has initiated
employees training which have
improved employees skills to
perform
Punishment instituted in djeuga
palace has demotivated employees to
perform
Section D: Participative Management
Statements Agree Strongly Neutral Disagree Strongly
agree disagree

iii
Employees are engaged in decision
making and implementations of
policies becomes easier

Supervisors are always supportive

and there is minimal supervision
which motivates employees to work

Team work in the organization has

led to collaboration and assistance
making work easier

Delegation of duties with

independency at work have
motivated employee to work and
perform
The management have been
constantly looking at employees’
welfare to motivate them work

Section E: Employee Performance

Statements Agree Strongly Neutral Disagree Strongly
agree disagree
There is job satisfaction which have
enhanced performance
The hotel has recorded low
absenteeism and turnover which
have made employees perform
their duties
efficiently
Employees are loyal to djeuga
paclace which hence their
performance is unquestionable

iv
THE IMPACT OF MOTIVATION ON EMPLOYEES PERFORMANCE
IN THE HOTEL INDUSTRY: CASE STUDY DJEUJA PALACE

Employees ensures there is

minimal wastage in the hotel to
ensure the hotel economizes its
resources for prudent use
Employees performance has been
noted in hotel revenue and profit
realization

Thank you for your participation