Whether we look to Maslow and his Hierarchy of Needs (1954), Schutz and his FIRO-Fundamental Interpersonal Relations Orientation (1958), or Hertzberg and his Motivation-Hygiene Theory (1959) what motivates people hasn’t changed much over the years.

Not one to rely totally on theory, for the past fifteen years I have conducted my own motivation survey. I have repeatedly found the brilliance of the three mentioned above reflected in the results. These surveys have been completed by everyone from Housekeepers to General Managers. I continue to get the same overall results. The survey below comes from AH&LA’s Supervisory Skills Workbook and asks Associates to rank the following factors in order of importance:
_____ I want my boss to appreciate and recognize the work I do.
_____ I want to participate in making decisions that affect my job.
_____ I want my boss to help me with personal problems that affect my job.
_____ I want to feel that I’m an important part of the team.
_____ I want to feel that my job is secure.
_____ I want to get paid more for the work I do.
_____ I want to feel interested in my work.
_____ I want to work for a property that has promotion opportunities.
_____ I want a supervisor to whom I feel loyal.
_____ I want to work in pleasant surroundings.
_____ I want a supervisor who handles discipline tactfully.

From Housekeeping to Sales, pay on the average ranks 6th ….Surprised? Believe it or not, pay is very seldom ranked number one. It is not that pay is not important, but pay is only number one if other basic needs are not met. Therefore, when attempting to create an environment for motivating your workforce, throwing money at them is not always the answer. What was Number 1? In my workshops it usually varies between three…”I want my boss to appreciate and recognize the work I do”…”I want to work in pleasant surroundings” and more and more with the introduction of Gen X into our workforce… “I want to work for a property with promotion opportunities”.

So, how do we, as Leaders in our industry continue to motivate our workforce across all generations? We must first look to our tried and true motivators. Our associate’s status may be elevated by following a few simple techniques. So where do we begin? First, always remember that respect and pride for all associates is the foundation for increasing status. Below are just a few suggestions:

  • Personal Interest in Our Associate’s Success
  • Pride in Work
  • Providing a Pleasant Working Environment
  • Providing Effective Supervision
  • Focusing on Positive Recognition

Expressing Personal Interest in Our Associate’s Success

Above all, we must remember each member of our staff is a person, a very important part of our overall success-not just a worker bee going through the motions out of an innate drive to support the hive without thought of refueling and maintenance. Each person has a heart, brains, feelings, and goals whether personal or career. Your associates are made of the same raw materials as you. As a Leader your thoughts should be how to mold those raw materials so that both you and your associates benefit.

Motivating others is complicated. The closest we can come to a hard-and-fast rule in the realm of motivation is that specific, stretch goals lead to higher levels of productivity than no goals, vague goals, or easy goals. Of course, rewards can also promote productivity, but the rewards have to be (a) appealing and (b) contingent on performance achievements. When you put together goals and rewards ... then you've got something!

Professional growth, self-achievement tops all other considerations as an additional motivator, especially for the more ambitious associate. The fastest way to lose an ambitious associate is to limit their ability to grow within the organization. In our company, we have developed a Succession Plan to motivate and keep the services of the most intelligent and capable of our associates

Pride in Work

One definite advantage of employment in the hospitality industry is that much of it is still of a "creative" nature. Creative work produces a complete finished product that can be admired (with accompanying pride).

When the Sous Chef produces a wonderful new creation in the kitchen, she can take justifiable pride in her accomplishment. The same can be said for the Rooms Care Associate who turns out a clean and attractive room. These are tangible products of work and thus the old-fashioned pride of skilled accomplishment can still flourish in our industry.

Pride in work well done also builds morale. When associate satisfaction and needs are being met, higher morale is the certain result. Morale is an important indicator of the quality of management and should be carefully watched and measured as an integral part of the total management process. Any weaknesses which may appear should promptly receive attention and correction.

Providing a Pleasant Working Environment

What about your break room? Does it appear to be an afterthought? If so, are you telling your associates that they are an afterthought? They are the ones who take care of our guests. Why can’t we provide them with an attractive room where they can sit down and enjoy a few minutes of each other's company and a little refreshment? This is a place where important social needs will be fulfilled. Associates enjoy coming to work when they are better acquainted with their co-workers and develop friendships. This cannot be accomplished in a “postage stamp” of a room that is cramped, uncomfortable and at times a poor reflection of the quality we encourage in the guest areas of our hotel. When are hotel companies going to “wake up” and incorporate a spacious break room, designed for maximum productivity by including a design that will encourage relaxation, socialization, escape and in the process energize the associate to return to work passionate about the job and the people. It is possible. I have seen it once… only once.

Just as in the break area, the work areas should be comfortable, clean and orderly. A housekeeping department stuck in or behind the laundry room that may be dirty, unorganized, windowless and cramped is detrimental to morale. This type of working environment will also have indirect, adverse effects on work habits and sanitation standards. Tests have shown that associates who work in pleasant surroundings are more productive and motivated than when the environment is cramped, unattractive and depressing. Tour your work and break areas today and ask yourself, “What message am I sending my staff”

Providing Effective Supervision

People do not leave jobs….They leave People! One-third of all job changes can be attributed to poor supervision. Supervisors are the essential link between the General Manager and associates. The entire organization is dependent on our supervisors. Therefore it is essential that the supervisor follows the fundamentals of good management- planning, organizing, leading and controlling.

In our hotels, supervisors are responsible for the orientation and training within their department. Each person under the supervisor expects, and should receive, the opportunity for training and self-improvement. When hired, each associate is given a blank copy of their performance appraisal. Prior to our associate’s 90-Day Performance

Appraisal, our associates have the opportunity to evaluate their orientation and training. If we did a poor job of training them, how can we effectively evaluate their performance?

All of our company supervisors are required to complete AH&LA’s Supervisory Skill Builders Course and test for their certification as a hospitality supervisor and to continuously "brush up" on techniques of leadership.

Focusing on Positive Recognition

Non-monetary recognition can be tangible or intangible. Examples of tangible recognition: pins or plaques for length of service or special accomplishments; announcing a promotion with a story and picture in the local newspaper, or advertisement in the local newspaper featuring pictures of key personnel, highlighting their training, experience, and outstanding services. Be very careful and make the recognition meaningful to the associate.

In Newport Hospitality Group, Inc., we recently made the decision to contract with O.C. Tanner, an excellent employee recognition company where associates receive an NHG logo pin with a blue sapphire for every five years of service, a desk top certificate frame (which may be converted to a picture frame on one side) along with a certificate to go on-line and select one great gift of their choice. Our associates have told us how much more they appreciate this type of recognition instead of the same old plaque we gave in years past. They love our new program and feel more appreciated than ever!

Intangible means of recognition are less formal. A kind word of praise: "Joe, great job on the flower beds, the curb appeal of the hotel has improved 100%. We are so lucky to have one of the best landscapers in the business". Or a call from the company President to congratulate an associate on a special accomplishment does wonders. Take associates out to lunch at regular intervals, arrange a party for them on holidays, or send each one a card on his birthday. Better yet, hold a party once a month, complete with a birthday cake and cards for each person celebrating their birthday that month. During this meeting share very important hotel information with them and keep it positive.

If you choose to implement any of the above suggestions, invite your associates to help you and allow them to participate in the discussions and planning. Share the responsibility with your staff for maintaining excellent leadership. You just may build a better management team and strengthen your role as their Leader. Remember, you Manage things…you Lead people. When you use effective motivators, you will be rewarded with engaged associates who feel recognized and valuable. The results will be increased guest satisfaction and higher company profits.

Lizz Chambers, CHA, CHE
Vice President - Sales and Organizational Development
1.800.644.1032
Newport Hospitality Group