Motivational Factors And The Hospitality Industry - IELTS Reading Answers & Explanations
From Cambridge IELTS 14 Academic Reading Test 1 · Part 3 · Questions 27–40
Reading Passage
Motivational factors and the hospitality industry
A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?
Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces – usually in the non-service sector – that emphasized fun and enjoyment as part of work-life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.
Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).
Lucas also points out that ‘the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work’ (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).
Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): ‘[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.’ Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.
While it seems likely that employees’ reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.
Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services of hotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.
It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.
Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).
Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg’s (1966) theory discusses the need for a ‘balance’ of these two types of needs.
The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover. Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. ‘Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously high levels of performance’ (Tews et al., 2013).
Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.
Questions
Questions 27–31 Matching Features
Look at the following statements and the list of researchers below.
Match each statement with the correct researcher, A-F.
Write the correct letter, A-F, in boxes on your answer sheet.
NB You may use any letter more than once.
List of Researchers
A Pfeffer
B Lucas
C Maroudas et al.
D Ng and Sorensen
E Enz and Siguaw
F Deery
Questions 32–35 Yes / No / Not Given
Do the following statements agree with the claims of the writer in the Reading Passage?
In boxes on your answer sheet, write
YES if the statement agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this
Questions 36–40 Summary Completion
Complete the summary below.
Choose ONE WORD ONLY from the passage for each answer.
Write your answers in boxes on your answer sheet.
Fun at work
Tews, Michel and Stafford carried out research on staff in an American chain of 36. They discovered that activities designed for staff to have fun improved their 37, and that management involvement led to lower staff 38. They also found that the activities needed to fit with both the company’s 39 and the 40 Of the staff. A balance was required between a degree of freedom and maintaining work standards.
Answers & Explanations Summary
| # | Answer | Evidence | Explanation |
|---|---|---|---|
| Q27 | E | This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention. | Excerpt/Passage Explanation: The passage talks about hotel managers needing to understand what motivates their employees to stay at their jobs. This can help managers know how to keep their good staff. Answer Explanation: The answer 'E' refers to researchers Enz and Siguaw, who mentioned the importance of understanding employee motivation for different levels and stages in their careers. Reason For Correctness: The correct answer is E because Enz and Siguaw specifically discuss the importance of knowing what motivates employees to increase satisfaction and retention, which aligns with the statement about what would encourage good staff to remain in the excerpt. |
| Q28 | D | Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. | Excerpt/Passage Explanation: The passage talks about how managers can influence employees to want to stay with their current company by recognizing their efforts, encouraging teamwork, and addressing performance obstacles. Answer Explanation: The answer means that researchers Ng and Sorensen are the ones who showed that managers' actions can impact how employees feel about staying with their employer. Reason For Correctness: The correct answer is D because the statement matches the research findings of Ng and Sorensen as mentioned in the excerpt, which highlights the influence of managers on employees' decision to remain with the company. |
| Q29 | B | the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002) | Excerpt/Passage Explanation: The passage is saying that in the past, the hospitality industry did not do much to help its workers get better at their jobs. Answer Explanation: The answer indicates that researcher B (Lucas) is most likely the one who discussed how little effort was made in the hospitality industry to improve worker skills. Reason For Correctness: The correct answer is B because the excerpt specifically mentions Lucas (2002) discussing the lack of development in HR practices within the hospitality industry. Therefore, the statement aligns with researcher 'B' (Lucas). |
| Q30 | D | employees feel more obligated to stay with the company | Excerpt/Passage Explanation: The passage suggests that employees feel a stronger sense of duty to stay with their current company. Answer Explanation: The answer indicates that the researchers Ng and Sorensen are tied to the statement about staff being less likely to change jobs if cooperation is encouraged. Reason For Correctness: The correct answer is D because Ng and Sorensen have likely studied how cooperation in the workplace affects employee retention, leading to the conclusion that staff are less likely to change jobs if cooperation is promoted. This aligns with the idea that employees feel obligated to stay with a company where cooperation is encouraged. |
| Q31 | C | Among the many cited reasons are low compensation, inadequate benefits, poor working conditions | Excerpt/Passage Explanation: The passage is saying that hospitality workers have many reasons for changing jobs, not just because they are unhappy with how much money they are paid. Answer Explanation: The answer choice C indicates that the statement is related to the researchers Maroudas et al. Reason For Correctness: The correct answer is C because Maroudas et al. are likely the researchers who have studied and found evidence that dissatisfaction with pay is not the only factor leading hospitality workers to change jobs, as mentioned in the passage about low compensation, inadequate benefits, and poor working conditions being other reasons. |
| Q32 | YES | compromised employee morale and attitudes | Excerpt/Passage Explanation: The passage talks about how compromised employee morale and attitudes can be a problem in the workplace. Answer Explanation: The answer indicates that one reason for high staff turnover in the hospitality industry is poor morale. Reason For Correctness: The correct answer is YES because the passage mentions compromised employee morale, which aligns with the statement that poor morale can lead to high staff turnover in the hospitality industry. |
| Q33 | NO | While it seems likely that employees’ reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis | Excerpt/Passage Explanation: The passage suggests that there is no proof that employees naturally tend to dislike their workplace. Answer Explanation: The answer 'NO' means that the research mentioned in the question does not align with what the writer claims in the passage. Reason For Correctness: The correct answer is NO because the passage explicitly states that there is no evidence to support the idea that employees have a predisposition to view their work environment negatively. Therefore, the statement claiming that 'Research has shown that staff have a tendency to dislike their workplace' contradicts the writer's position in the passage. |
| Q34 | NO | just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction | Excerpt/Passage Explanation: The passage suggests that just meeting the basic needs of employees does not automatically lead to them feeling satisfied with their jobs; it only prevents them from being dissatisfied. Answer Explanation: The answer indicates that an improvement in working conditions and job security doesn't necessarily make staff satisfied with their jobs. Reason For Correctness: The correct answer is NO because the passage explicitly states that fulfilling basic needs only reduces dissatisfaction and does not directly result in job satisfaction. Therefore, an improvement in working conditions and job security may not necessarily lead to satisfaction among staff, as per the excerpt. |
| Q35 | NOT GIVEN | Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day | Excerpt/Passage Explanation: The passage suggests that it is important to have enough breaks during the workday in industries like hospitality. Answer Explanation: The answer suggests that it is not clear from the passage whether staff should be able to choose when they take breaks. Reason For Correctness: The correct answer is 'NOT GIVEN' because the excerpt does not explicitly state whether staff should have the freedom to choose when they take breaks. It only highlights the importance of breaks in the hospitality industry, without specifying whether staff should have control over when they take them. |
| Q36 | restaurants | Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. | Excerpt/Passage Explanation: The passage talks about a study that looked at staff who work in a chain of themed restaurants in the United States. Answer Explanation: The answer 'restaurants' refers to the type of business where the staff in the study work. Reason For Correctness: The correct answer is 'restaurants' because the study was specifically about staff in an American chain of restaurants, which is mentioned in the passage. |
| Q37 | performance | It was found that fun activities had a favorable impact on performance | Excerpt/Passage Explanation: The passage is saying that fun activities at work helped people do their jobs better. This is called 'performance'. Answer Explanation: The answer is 'performance', which means how well someone does their work. Reason For Correctness: The correct answer is 'performance' because the passage specifically mentions that fun activities had a 'favorable impact on performance'. This shows that when employees have fun, they work better. |
| Q38 | turnover | manager support for fun had a favorable impact in reducing turnover | Excerpt/Passage Explanation: The passage says that when managers support fun activities for employees, it helps to make people stay at their jobs longer and not leave. Answer Explanation: The answer 'turnover' means people leaving their jobs. Reason For Correctness: The correct answer 'turnover' is right because the excerpt says 'reducing turnover.' This means that having fun at work makes people want to stay in their jobs longer. So, the answer 'turnover' is about people leaving jobs and the excerpt says fun at work can make people stay longer. |
| Q39 | goals | the framing of that fun must be carefully aligned with both organizational goals | Excerpt/Passage Explanation: The passage says that it is important to make sure that the fun things that companies do for their employees fit with the company's objectives. Answer Explanation: The answer 'goals' means the things that the company wants to achieve. Reason For Correctness: The correct answer 'goals' is right because the excerpt says that the fun activities must fit with the company's 'goals'. This means the activities should help the company reach its objectives. |
| Q40 | characteristics | employee characteristics | Excerpt/Passage Explanation: The passage discusses how employees' qualities or traits affect their work and motivation. The term 'employee characteristics' refers to these traits. Answer Explanation: The answer 'characteristics' means the specific qualities or traits that employees have, which influence their work experience. Reason For Correctness: The correct answer is 'characteristics' because the passage talks about how fun activities at work must match the 'employee characteristics.' This means that the activities should fit with who the employees are and what they like, which is important for keeping them happy and motivated. |