1. Session 2

3. Motivation Theories 1(6) A) Three needs theory – McClelland (1961, 1975) suggests there are 3 motivating needs: need for achievement need for power need for affiliation B) Equity theory – people or departments make comparisons between the effort they make and the rewards they receive 3

4. Motivation Theories 2(6) Opportunities for recognition, development and reward may include all or any of the following: Internal training / professional development External training/professional development Change in job responsibilities Greater autonomy or responsibility Formal promotion Contests and prizes Rewards for loyalty and long service Incentives 4

5. Motivation Theories 3(6) C) Goal setting – Locke and Latham (2002) suggest that achievable goals are highly motivating The research found that: 1. most difficult goals produce the highest levels of effort and performance 2. specific goals reduce ambiguity and improve performance See figure 9.2 – Moderators and mechanisms of effective goal setting - pg.258 5

6. Motivation Theories 4(6) D) Reinforcement theory – based on the premise that people’s behaviour is based on feedback. Positive feedback = enhanced behaviour The challenge for the manager is to explain to the employee what a “good attitude” looks like 6

7. Motivation Theories 5(6) E) Role modelling – often used in training in the service industries Behaviour by senior personnel should demonstrate best practice, and employees who model this type of behaviour and uphold the service vision of an organisation should be appropriately rewarded 7

8. Motivation Theories 6(6) F) Expectancy theory – Victor Vroom(1973) One of the most comprehensive explanations of motivation. It identifies three variables: 1. expectancy ( effort linked to performance) 2. instrumentality (performance linked to reward) 3. attractiveness of rewards It stresses the importance of an individuals perception! 8

9. Team Development Tuckman and Jensen (1997) show that groups go through 5 defined stages in their development: 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning In hospitality it is rare to retain a cohesive team through all of the above stages as staffing is unstable 9

10. Forming stage 1 (2) Members concerned with what is expected of them Members concerned with goals Members want to know what is expected of them Members want to know if they will be accepted Members expect supervisor to explain functions Members want to be re-assured 10

11. Forming stage 2(2) Members follow prescribed procedures Become acquainted with one and another Become familiar with procedures Learn strengths and weaknesses of each other Depend on supervisor for direction and clarification 11

12. Storming stage Rebelling against supervisor and procedures Differentiating themselves from each other through disagreements and conflicts Challenges authority Some members become passive allowing active members to do most of the work Some members become counter-dependent working against the group 12

13. Norming stage 1(2) Members recognize interdependence and building trust Sense of mutuality develops a sink or swim approach Members take responsibility for each others performance Trust is built through disclosing one’s thoughts, ideas, conclusions and feelings Members respond with acceptance, support, reciprocation of disclosure 13

14. Norming stage 2(2) Dependence moves form supervisor to group members Becomes a members group. The word ‘ours’ is used Motivation and commitment to procedures and acceptance of responsibilities Group members become concerned with each others welfare Rely on trust and support of each other 14

15. Performing stage Group identity emerges from maturity, autonomy and productivity Members work together to achieve goals Deal with conflict in a productive manner Maintain relationships All the criteria for an ‘effective group’ are met MANY GROUPS NEVER REACH THIS STAGE 15

16. Adjourning stage Group eventually ends Members go their separate ways The stronger the group the more emotional the departure Move on to new experiences 16

17. Empowering the team A) Rules are the enemy of empowerment. Meeting special dietary requirements, providing additional audio-visual equipment at the last minute and organising transfer of lost luggage are all non standard responses to guests needs. B) Motivated and empowered employees /teams with initiative will provide this level of memorable “can do” service. 17

18. Developing commitment and cooperation Commitment & Cooperation Developing & clearly communicating plans & objectives Plans and objectives consistent with goals Encouraging & communicating expectations, roles & responsibilities Innovative approaches to work Identifying, encouraging, valuing & rewarding efforts & contributions Open & supportive communication styles Seeking & sharing wider environment information Representing common interests in broader environment 18

19. Managing Team Performance 19

20. Leadership Theories 1(3) 1. Two factor theories 2. Fielder’s contingency theory 3. Hersey and Blanchard’s job maturity model 4. Tannenbaum and Schmidt’s theory 5. Contemporary theories of leadership See pgs. 261-264 20

21. Leadership Theories 2(3) 1.Impact of cultural factors on leadership theory Leader Behaviour Description Questionnaires (LBDQ) Littrell study (2002) found that the 12 factors included in the survey were not universally effective leader behaviours. The study concludes that leadership traits outside task and person orientation appear to be highly culture specific. (See pg. 264) 21

22. Leadership Theories 3(3) 2. Impact of contextual factors on leadership The Hospitality industry is a dynamic environment with service orientation There are 4 contextual factors to consider when deciding on a response (pg. 265): Situational context Task characteristics Leader attributes Follower attributes 22

23. More on teams with focus on group dynamics with twists of perception!! Next Session 23