The service quality of the staff is a very competitive weapon for hotel companies, which takes a huge proportion in the tourist industry, due to the nature of the service industry. Therefore motivating the staff who works on site has been an important research subject for a long time in the human re...
The service quality of the staff is a very competitive weapon for hotel companies, which takes a huge proportion in the tourist industry, due to the nature of the service industry. Therefore motivating the staff who works on site has been an important research subject for a long time in the human resource management field. The primary objective of this research was to emphasize the importance of motivation, based on previous studies, by analyzing how motivational stimulation affects psychological change such as self-esteem and job satisfaction and how such psychological change can affect behavioral change such as organizational commitment. In addition, it was assumed that, because motivation is a management activity for people, the perception of motivation will defer depending on the cultural, anthropological, political, and societal environment. In order to confirm such question specifically, the same research model was applied to Korean and Chinese hotel staff for comparative research. The results turned out meaningful as follows: First, both hygiene factors and motivators of Herzberg have an effect on the self-esteem of Korean and Chinese hotel staff, but overall, motivators had a bigger impact on their self-esteem than hygiene factors. However, due to cultural difference between Korea and china, self-esteem of Korean hotel staff is more affected by motivators like promotion and personal growth whereas for Chinese staff, hygiene factors such as work environment and wage have a bigger effect. Second, Herzberg, based on theoretical proofs, argued that because hygiene factors are dissatisfiers they cannot achieve satisfaction although fulfilling them can resolve dissatisfaction, and that the state of satisfaction can be achieved by motivators. This study had results that are rather different from Herzberg’s argument, because it turned out that hygiene factors had a bigger impact than motivators on job satisfaction. Although there can be many reasons for the results, they could be because the general staff with less than 5 years of experience take a big proportion in the sample and they think of working hours, extra work, wage, and workload more importantly in dealing with subordinate work, which seems to be because hygiene factors have bigger effect than motivators. This was the same in the comparison between Korea and China. Third, there was a meaningful result in the analysis of causal relationship between self-esteem and job satisfaction, which represent psychological change. When the staff had higher self-esteem, job satisfaction was high as well. This result indicates that satisfaction with work itself and work process can be high when the staff judges themselves positively or have high self-esteem, and it was the same in Korea and China. Fourth, analysis of the effect of self-esteem and job satisfaction on organizational commitment, higher self-esteem and job satisfaction led to higher organizational commitment. However, analysis of data from Korea and China showed different results. In case of Korea, self-esteem had an overwhelmingly bigger effect on organizational commitment, but, in China, job satisfaction had bigger impact on organizational commitment. This is perhaps because Korean hotel staff is more sensitive to self-regard than Chinese hotel staff. The results of the research suggest that, in order to raise service quality of hotel companies, there should be a specific plan and execution regarding the motivators like promotion, possibility for development, and relationship with colleagues as well as hygiene factors such as wage, welfare, and work environment so that the hotel staff can give a positive assessment of themselves and have high job satisfaction and also that the positive changes of themselves and their work can lead to organizational commitment and loyalty. To be specific, each individual of the hotel staff must be respected and their job satisfaction state should be checked frequently to find out the cause of dissatisfaction and minimize the possibility of a problem. In other words, by creating smooth communication with the staff and environment where they can maximize their potential, the staff must be able to feel proud of what they do as the manager provide stimulating motivators to lead the staff to a positive direction. Also, the staff should feel that they are indispensable for the organization to feel high self-esteem regarding the organization they belong to. To do so, the business manager should be able to trust the staff and leave the work to them. Lastly, in order to make them believe that the development of the organization is their own development and feel infinite loyalty and affection, the manager will need to motivate them to have interest in the future of the organization, that is the hotel, and continuously commit to it.
The service quality of the staff is a very competitive weapon for hotel companies, which takes a huge proportion in the tourist industry, due to the nature of the service industry. Therefore motivating the staff who works on site has been an important research subject for a long time in the human resource management field. The primary objective of this research was to emphasize the importance of motivation, based on previous studies, by analyzing how motivational stimulation affects psychological change such as self-esteem and job satisfaction and how such psychological change can affect behavioral change such as organizational commitment. In addition, it was assumed that, because motivation is a management activity for people, the perception of motivation will defer depending on the cultural, anthropological, political, and societal environment. In order to confirm such question specifically, the same research model was applied to Korean and Chinese hotel staff for comparative research. The results turned out meaningful as follows: First, both hygiene factors and motivators of Herzberg have an effect on the self-esteem of Korean and Chinese hotel staff, but overall, motivators had a bigger impact on their self-esteem than hygiene factors. However, due to cultural difference between Korea and china, self-esteem of Korean hotel staff is more affected by motivators like promotion and personal growth whereas for Chinese staff, hygiene factors such as work environment and wage have a bigger effect. Second, Herzberg, based on theoretical proofs, argued that because hygiene factors are dissatisfiers they cannot achieve satisfaction although fulfilling them can resolve dissatisfaction, and that the state of satisfaction can be achieved by motivators. This study had results that are rather different from Herzberg’s argument, because it turned out that hygiene factors had a bigger impact than motivators on job satisfaction. Although there can be many reasons for the results, they could be because the general staff with less than 5 years of experience take a big proportion in the sample and they think of working hours, extra work, wage, and workload more importantly in dealing with subordinate work, which seems to be because hygiene factors have bigger effect than motivators. This was the same in the comparison between Korea and China. Third, there was a meaningful result in the analysis of causal relationship between self-esteem and job satisfaction, which represent psychological change. When the staff had higher self-esteem, job satisfaction was high as well. This result indicates that satisfaction with work itself and work process can be high when the staff judges themselves positively or have high self-esteem, and it was the same in Korea and China. Fourth, analysis of the effect of self-esteem and job satisfaction on organizational commitment, higher self-esteem and job satisfaction led to higher organizational commitment. However, analysis of data from Korea and China showed different results. In case of Korea, self-esteem had an overwhelmingly bigger effect on organizational commitment, but, in China, job satisfaction had bigger impact on organizational commitment. This is perhaps because Korean hotel staff is more sensitive to self-regard than Chinese hotel staff. The results of the research suggest that, in order to raise service quality of hotel companies, there should be a specific plan and execution regarding the motivators like promotion, possibility for development, and relationship with colleagues as well as hygiene factors such as wage, welfare, and work environment so that the hotel staff can give a positive assessment of themselves and have high job satisfaction and also that the positive changes of themselves and their work can lead to organizational commitment and loyalty. To be specific, each individual of the hotel staff must be respected and their job satisfaction state should be checked frequently to find out the cause of dissatisfaction and minimize the possibility of a problem. In other words, by creating smooth communication with the staff and environment where they can maximize their potential, the staff must be able to feel proud of what they do as the manager provide stimulating motivators to lead the staff to a positive direction. Also, the staff should feel that they are indispensable for the organization to feel high self-esteem regarding the organization they belong to. To do so, the business manager should be able to trust the staff and leave the work to them. Lastly, in order to make them believe that the development of the organization is their own development and feel infinite loyalty and affection, the manager will need to motivate them to have interest in the future of the organization, that is the hotel, and continuously commit to it.
주제어
#Herzberg’s Motivational Theory 동기부여이론 호텔종사원 자긍심 직무만족 조직몰입 self-esteem job satisfaction organizational commitment hotel staff
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