RESEARCH PROJECT ON FACTORS INFLUENCE EMPLOYEES PERFORMANCE IN HOTEL
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RESEARCH PROJECT ON:FACTORS INFLUENCE EMPLOYEES PERFORMANCE IN HOTEL (A CASE STUDY OF HOMELAND HOTEL) PRESENTED BY: OUKO MESELINE ATIENO INDEX NUMBER;11235104383 COURSE CODE; 2819/306 NIBS TECHNICAL COLLEGE SUBMITTED TO:THE KENYA NATIONAL EXAMINATION COUNCIL IN PARTIAL FULFILLMENT FOR THE AWARD OF CERTIFICATE IN CATERING AND ACCOMMODATION OPERATION EXAM SERIES; NOVEMBER 2017 i DECLARATION I declare that this is my original work that has never been presented by any other person for the award of certificate. NAME OUKO MESELINE ATIENO SIGN : ………………………………………….. DATE : …………………………………………... This work is submitted to the Kenya National Examination Council with my approval as the Supervisor. NAME MADAM CAROLINE SIGN : …………………………………………… DATE : …………………………………………… ii ACKNOWLEDGEMENT I am greatly indebted to express my gratitude to Almighty God, for His grace and strength the whole time I was doing this work and for having seen me through this work. In this section, i would like to take the opportunity to express my gratitude and appreciation to everyone who have contributed their efforts and times in helping me to complete this research project throughout the duration of time. I would like to express my deepest and sincerest appreciation to Madam Caroline my supervisor for this research project who supervised me tolerantly and patiently by providing valuable guidance, advice, support as well as motivation from the very beginning until the completion of this research. Without his insightful suggestions and his dedication in guiding me, this research project would not have come to completion in such a timely and professional manner. His enthusiasm and encouragement for this project had helped me to a great extent towards completing my final year project. Not forgetting all my friends for the encouragement and the supportive prayers that they gave me and for the guidance as I was carrying out this research. I would also not forget to thank my family for the support they have given me all through from the time I started this project to the time I finished it also for their supportive prayers.Other than that, i would like to thank all the respondents whom are involved in this research project for their willingness to spend their time and effort in participating in the questionnaire administered. Thank you all and may God bless you all. DEDICATION I dedicate this work to my family, my supervisor, friends and my fellow students for their continued support in many ways. Thank you all and may God bless you. TABLE OF CONTENT DECLARATION .................................................................................................................... ii ACKNOWLEDGEMENT ....................................................................................................... 3 DEDICATION ......................................................................................................................... 4 LISTOFFIGURES ..................................................................................................................... 8 LIST OFTABLES .................................................................................................................... 9 ABSTRACT........................................................................................................................... 10 CHAPTER ONE .................................................................................................................... 11 1.0 INTRODUCTION ........................................................................................................... 11 1.1 BackgroundoftheProblem ............................................................................................. 11 1.2 Statement oftheProblem ............................................................................................... 13 1.3 Purpose oftheStudy....................................................................................................... 15 1.4 Researchobjective ......................................................................................................... 15 1.4.1 broad objectives ..................................................................................................... 15 1.4.2 Specific objectives ................................................................................................. 15 1.5 research questions ........................................................................................................ 16 1.6 SignificanceoftheStudy ................................................................................................ 16 1.6.1 TheHomeland hotel ............................................................................................ 16 1.6.2 TheHotel Industry ............................................................................................... 16 1.6.3 Employees ........................................................................................................... 16 1.6.4 Scholars .............................................................................................................. 16 1.7 ScopeoftheStudy........................................................................................................... 17 CHAPTERTWO .................................................................................................................... 18 2.0 LITERATURE REVIEW................................................................................................. 18 2.1 Introduction .................................................................................................................. 18 2.2 THEORETICAL REVIEW .......................................................................................... 18 2.2.1 Herzberg’s Dual Structure or Two-Factor Theory........................................... 18 2.2.2 LinkofTrainingandDevelopmentto StrategicPath .................................................. 19 2.3 Conceptual Framework ........................................................................................... 20 2.3.2 CreativityonEmployeePerformance ...................................................................... 21 2.3.3 TrainingandDevelopment on EmployeePerformance ............................................ 23 2.4 Empirical review .......................................................................................................... 24 2.5 ChapterSummary........................................................................................................ 24 CHAPTER THREE ............................................................................................................... 25 3.0 RESEARCH METHODOLOGY..................................................................................... 25 3.1 Introduction .................................................................................................................. 25 3.2 ResearchDesign ............................................................................................................ 25 3.3 Target Population ......................................................................................................... 25 3.4 Sampling design ........................................................................................................... 25 3.5 Method and Instruments of Data Collection ................................................................ 26 3.6 Data Analysis ............................................................................................................... 26 CHAPTER FOUR .................................................................................................................. 27 4.0:RESULTSAND FINDINGS, DISCUSSIONS,CONCLUSION AND RECOMMENDATION ......................................................................................................... 27 4.1 Introduction .................................................................................................................. 27 4.2 General Information ..................................................................................................... 27 4.2.1 GenderofRespondent ............................................................................................. 27 4.2.2 AgeofRespondent .................................................................................................. 28 4.2.3 Employment Status ................................................................................................ 29 4.2.3 Nationality of the Respondents.............................................................................. 30 4.2.4 Level of Education of the Respondents ................................................................. 30 4.3 Impact ofRemunerationonEmployeePerformance ....................................................... 31 4.3.1 Benefits Received .................................................................................................. 31 4.3.2 Benefit Satisfaction................................................................................................ 31 4.3.3 ImportanceofBenefits ............................................................................................ 32 4.3.4 Impact of benefits on performance ........................................................................ 33 4.3.5 Payment on Time ................................................................................................... 33 4.3.6 Bonus Given WhenGoalsareAchieved by Employees .......................................... 34 4.3.7 Motivation by Wages and Salaries ........................................................................ 35 4.3.8 Individual Impact ofRemunerationonEmployeePerformanceFactors ................. 35 4.4 Impact ofCreativityonEmployeePerformance .............................................................. 35 4.4.1 Opportunity to beCreative ..................................................................................... 35 4.4.2 Reward forCreativity ............................................................................................. 36 4.4.3 Recognition forCreativity ...................................................................................... 37 4.4.4 Degree to Which theHotel Has anOut ofthe Box Outlook anda Go forit Attitude 38 4.4.5TheDegreetoWhichthe Hotel Encourages a DynamicFlowofIdeas ........................ 38 4.5 Impact ofTrainingandDevelopment onEmployeePerformance .................................... 39 4.5.1 Degreeto WhichHotel Provides Training .............................................................. 39 4.5.2LinkofTrainingandDevelopment Opportunitiesto StrategicPathoftheHotel ........... 40 4.5.3 EmployeeInspirationto TakeInitiative inDetermining CareerDevelopment.......... 40 4.5.4 OpportunitiesforEmployeeto LearnNewSkillsandCross train ............................... 41 4.6. Summary ..................................................................................................................... 41 4.7 Discussions ................................................................................................................... 42 4.8 Conclusions .................................................................................................................. 44 4.9 Recommendations ........................................................................................................ 45 4.10 Recommendations forFurther Research .................................................................. 45 REFERENCES ...................................................................................................................... 47 AppendixA: Questionnaire .................................................................................................... 56 Appendix B: WORK PLAN .................................................................................................. 60 LISTOFFIGURES Figure 4. 1: gender of the respondent .................................................................................... 28 Figure 4. 2:A pie chart showing the age distribution of the respondents .............................. 29 Figure 4. 3; a pie chart showing the level of education of the respondents. .......................... 30 Figure 4. 4; Benefits Received ............................................................................................... 31 Figure 4. 5; Benefit Satisfaction ............................................................................................ 32 Figure 4. 6; impact of benefits on performance ..................................................................... 33 Figure 4. 7 Impact of creativity on employee’s performance ................................................ 36 Figure 4. 8 reward for creativity ............................................................................................ 37 LIST OFTABLES Table2.1 Disatisfiers and satisfiers ........................................................................................ 19 Table 2.2RemunerationonEmployeePerformance ................................................................. 20 Table 4. 1: gender of the respondent ...................................................................................... 27 Table 4. 2: AgeofRespondent ................................................................................................ 28 Table 4. 3: the marital status of the respondents .................................................................... 29 Table 4. 4 the respondent’s level of education ...................................................................... 30 Table 4. 5;level of satisfaction ............................................................................................... 31 Table 4. 6 ImportanceofBenefits............................................................................................ 32 Table 4. 7 impact of benefits on performance ....................................................................... 33 Table 4. 8 Payment on Time .................................................................................................. 34 Table 4. 9Bonus Given WhenGoals are Achieved by Employees ........................................ 35 Table 4. 10 Motivation byWages and Salaries ...................................................................... 35 Table 4. 11 impact of creativity on employee’s performance ............................................... 36 Table 4. 12; reward for creativity .......................................................................................... 37 Table 4. 13 Recognition forCreativity ................................................................................... 38 Table 4. 14DegreetoWhichtheHotelHasanOutoftheBoxOutlookandaGoforit Attitude ......... 38 Table 4. 15 Degreeto WhichtheHotel Encouragesa DynamicFlowofIdeas ........................... 39 Table 4. 16 TrainingProvidedby theHotel ............................................................................. 40 Table 4. 17 LinkofTrainingandDevelopmentOpportunitiesto Strategic Pathofthe Hotel ...... 40 Table 4. 18 EmployeeInspirationto TakeInitiative inDetermining CareerDevelopment ....... 41 Table 4. 19 Opportunities for Employeeto LearnNewSkillsandCross Train ......................... 41 xii ABSTRACT The purpose of conducting this research project was to find outfactors that influence employee’s performance. To attain the objectives of this research project, research questions andone hypothesis was developed.The hypothesis is measured accordingly and results obtained are subsequently explained. Other than that, literature review was included in this research project as to provide better understanding towards the influential factors on employees performance as well as provide justification towards the research questions and research problems. Primary data was collected through questionnaires administered for this research purposes and fifty five(55) sets of questionnaires were distributed to the target respondents who are the customers from Homeland hotel. By using the data collected through the questionnaires administeredtheresults obtained was discussed in the form of table as well as charts and also in form of bar graphs. In addition, major findings of this research project were discussed in order to understand the relationship between creativity, trainingand developmentand the remuneration towards employees’ performance. Lastly, managerial implications have been discussed to provide insight and useful information to the restaurants on the factors influencing employees’ performance in a hotel. On the other hand, the recommendationwasdeveloped to assist future researchers in managing these limitations. xii CHAPTER ONE 1.0 INTRODUCTION This chapter gives the background of the problem of the study based on various studies of different scholars. The chapter gives also the statement of the problem throughout the world down to the local hotels, and also the purpose of the study followed by the objectives of the study, i.e. broad objectives and specific objective, then the scope of the study and finally the limitation that were experienced during the process of undertaking the study. 1.1 BackgroundoftheProblem Anorganization’slongtermsuccesswilldependonhowitsustainsthedeliveranceofhigh quality servicesandproducts(Owen,Mundy,GuildandGulid,2011).However,despitethe factthatsustaining highperformanceisacompetencethatislearnable,itisasignificant concernthatmany organizationsarestillunabletosustainthishighperformance.Thereare threemainreasonsunderlyingthisconcern.First,theorganization’svisionandstrategyare supported bytheorganizational processes and systems organizationfocusesandmeasuresissueswhicharewrong as notwell a result thereof, the orratherirrelevant.Second,not havingaclearunderstandingofthemarketplaceinwhichtheorganizationistocompeteby theseniormanagement.Shouldthis organizationbecome bethecase,thenthemission,visionandstrategiesofthe inappropriate.Finally,themisalignmentof the behaviorrequiredto effectively implementthestrategyofthebusinesswiththemarketplacerequirementsand customer. This is so truefor employeebehavior ormanagement(Kaliprasad, 2006). Asnotedby Willcoxson(2000),thetwohighperformanceapproachesincludeahumanistic frameworkanda rationalprocessframework.Intheformer,the organizationusually empowers its people, trustthemand effectivelyconnects with the communityat large through involving thestakeholderswho areexternaltotheorganization.Teamworkisalsoastrong thehumanisticframework approach.While attribute inthelatterframework,organization of usually areflexibleenoughtomaintainvalueswhicharecorewhileadjustingitsoutputto meetnewmarketconditionsorrathernewmarketdemands.Such organizationsare also capableofinterpretingthebusinessenvironmentinwhichtheyareinandalsohavethe abilitytopredictandactuponnewbusinessopportunitiesthatmightariseinthelongrun. Thisresponsivenesstothe systemsandinfrastructure,designanddeployment,employee behaviorandmanagementandmarketplacecreatestheculture of theorganization.Itisalso the set of joint principlesand experiences that fundamentallydefinean organization‟sidentity and 11 eventuallyguidingits behavior (Owen,Mundy,Guild and Gulid, 2011). AccordingtoKaliprasad(2006),ahighperformingorganizationhasaculturewhereevery partoftheorganizationsharesinelementsthatcharacterizetheorganization.Havingastrong culturemeansthatthereisnoneedtodisputecertainissuesaseverybodyknowshowtoget thecorrectthingsdone.By default,aculturethatisdevelopedwillpreservewhatistriedand verified.Whenanorganizationculturealignsitselfwithanappropriatestrategy thatiswell developed,thenetresultisastrongercultureandthereforeahigh-performing organization. Thissetupcallsforreinforcementofexistingcultureby theleadersthroughencouraging, modeling andrewardingbehaviorstotheemployees.According toSchein(1992),leadership andcultureare twosidesofthesamecoin.Leadersare responsiblefor creating andchanging cultures, whilethe managers live inside them. Moreover, organizations witha strong company culturerecognizesheroeswhoseactionsandactivitiesexemplifythecorporation's jointviewpointandapprehensions.Suchorganizationsconsiderbuildinganidentity whichis common;thisenables members of the organizationtocomprehendwhatisrequiredof them because thereis awell-unstated sense ofexpectationand informal rules (Kaliprasad, 2006). Cameron and Pierce(1996)said thatallorganizations use promotion, benefitsand paytogive assurancetothoseemployeeswhoperformbetter.Managementof anticipatesdepending ontheresponsibility expectationsareusuallydifferentfromcompany thecompaniesfrequently andthepowerofsuchworkersandthese tocompany.According toShahzad,Bashir andRamay (2008),thereisadirectlinkbetweenemployeeperformanceandcompensation practices. Further,systemstomeasuretheperformanceoforganizations(PMS)are importanttopicsdiscussedinthefieldofbusinessmanagementandthey oneofthemost areontheagendaof many organizations(Neely,1999).Theirimportanceemergedfromtheassumptionthata performancemeasurementsystemisanessentialtoolthatenablesacompany controlitspreferredgoalsandobjectives.Furthermore,suchproceduresusually tobalance short-termandlong-term permit managers performance,growthandcontrolaswellas opportunitiesandthreats(Simons,2000).For researchershavedevotedmanyyearsofstudy toachieveand these pertaining reasons,severalpractitionersand tothissubject.Pertinentfieldssuch as, marketing,operations management,accounting,organizational behaviorand business strategy havealldiscussedandcontributedtothisfieldatlength(Neely,1999;Marrand Schiuma, 2003). Onanothernote,thecurrentsituationinthehotelindustry ischaracterizedby increased competition and consequently demands effective 12 operational decision-making processes basedonsufficientinformationonperformance.Asaconsequence,thedifferentservicesthat usuallyplay avitalroleinhotelsoughttobewellanalyzedandsimilarlytheirperformance oughttobemeasuredtoo.Thisissotrueespecially forthefront-officeservicessuchasthe directcustomerrelationshipmanagementandsoistheback-officeservices,suchasthe facility management,whichtakeplacewithoutdirectinteractionwiththecustomerbutareof the sameimportance(Gomez,YasinandLisboa,2008).Inanyinstance,thereisanincreased managementtoolsandperformance needfor measurementthataidtheassessmentofthe successoforganizationalobjectivesandthedevelopmentoforganizationalstrategies(Cruz, 2007). Tomeasure the performance ofhotelorganizations,traditionalmeasuressuch asfinancial statementshavebeenvaluedasanimportantcontroltool(BranderBrownandAtkinson, 2001).inthesetraditionalmeasures,thetangibleresourcesareusuallywelldetailedsince they meetthestandardssuchastheaccuratedeterminationofhistoricalcostsandtheflowof benefitstothecompany (Zambon,2002).Considering traditionalperformancemeasurement systems,studies theconstraintsandweaknessesofthe havebeenturningtheir focustowards developingintegratedmethodsthatwouldcapture thenon-financialfacetsof performance. Such, the balanced PMS has been thought to gain a broad and multi-dimensionaloutlook of theorganization‟sperformance(GhalayiniandNoble,1996;Mills,Wilcox,NeelyandPlatts, 2000).Examplesofintegratedsystemsformeasuring performancearetheperformance system(CrossandLynch,1989),PMSintheserviceindustry Johnston,Brignall,SilvestroandVoss,1991),the performance (PMSSI) pyramid (Fitzgerald, prism(Neely,Adamsand Crowe,2001)andothers.One ofthemostpopularincorporatedsystemsis theBalanced Scorecard (BSC), whichwas developed byKaplan and Norton (1992). According toMaritz(1995);andBassandAvolio(1997)leadershipisthemostsignificant factorforexamining theperformanceofemployees.Fortheorganizationtobeoutstanding one,itneedstohaveanoutstanding leadershipthatprovidesamodelforgrowing organizations.Jones and George(2000) stated that, leaders become efficient when they influencetheirsubordinates by effectively achieving theorganizationalobjectives. According toBassandAvolio(1997),leadershipisthemostimportantaspect fordeterminingthe organizational performance. 1.2 Statement oftheProblem AccordingtoKirujaandMukuru(2013),theoverallsuccessofanorganizationinachieving strategicobjectivesrelies heavilyon theperformancelevel 13 ofemployees. its Employee performanceisafunctionofability andmotivation,whereability trainingandresourcesrequiredforperforminga iscomprisedoftheskills, taskandmotivationisdescribedasaninner force thatdrivesindividualtoacttowardssomething.Flippo(2001)addsthat,employee performanceinorganizationsresultsinamore motivatedworkforcethathasthedrivefor productivity,quality,quantity,commitmentanddrive. higher AccordingtoOuchi(2001), organizationswouldbemoreeffective,efficient,flexible,committedandprofitableasa resultofanemphasisontrust,whichgoeshandinhandwithproductivity;lesshierarchicalandbureaucr atic structure;a highlevelof workerinvolvement;allof whichwould create an employee and organizationmanagement systems. Furthermore,Manzoor(2012)affirmsthat,inordertoachieveaffluence,organizationsneed todevisedisparatestrategiessothatthey are abletocontendwithitscompetitorsandmoreso toincreasetheoverallorganizationperformance.Asmallnumber employeesandhumanpersonnelarethemainassetsofany themtosuccessorfailure oforganizationsdeemthat organizationandwhichcanlead ifnotgivenattention.Notunlessanduntil,theemployeesare contentedwithit,theyaremotivatedtofulfillthetasksandachievingtheirrespectedgoals andfinallyencouragedbytheiremployers,noorganizationcanattainvictoryordevelopin the longrun. Previous studies have done quite a performance.Astudy Barney carriedoutby bit to address factors that influence employee (1991)revealedthat,thelevelofperformanceof employees relies not onlyontheiractualskills but also on thelevel of motivation eachperson exhibits. Motivationis way,typically away aninner driveoranexternalinducementtobehave insomeparticular thatwillleadtorewards.Dessler(2003)observedthat,over-achieving, talentedemployeesarethedriving forceofallorganizationssoitisessential organizationsstrivetomotivateandholdontothebestemployees.Thequality that, ofhuman resourcemanagement is a critical influenceon theperformanceof theinstitution. Linz(1990)alsorevealedthat,severalstudieshave betweenintrinsic found motivationandjobperformance satisfaction.Thisissignificanttoinstitutionsintoday'shighly environmentinthat,intrinsically thattherearepositive relationship aswellasintrinsicmotivationandjob competitivebusiness motivatedemployeeswillperformbetterandtherefore,be moreproductiveandalsobecausesatisfiedemployeeswillremainloyaltotheirinstitution and feel no pressureor need to moveto a different institution. DeciandRyan(2000)conducted impactofmonetary andreplicatedanexperimentthatshowedthe negative rewardsonintrinsicmotivationandperformance.Agroupofcollege studentswereaskedtoworkonaninterestingpuzzle.Somewerepaidandsomewerenot 14 paidforthework.Thestudentsthatwerenotpaidworkedlongeronthepuzzleandfound moreinteresting thanthestudentsbeing it paid.Whenthestudywasbroughtintoaworkplace setting,employeesfeltthattheirbehaviorwasbeing controlledinadehumanizing and alienatingmannerbytherewards.Itwasdiscoveredthat,rewardswouldseriouslydecrease anemployee'smotivationtoeverperformthetaskbeing rewarded,or onesimilartoit, any time in the future. Robbins(2003)emphasizedtheimportance ofemployee jobsatisfactionasa influencing,amongstothers,employeeworkperformance.Hearguesthat,happy factor workersare notnecessarilyproductiveworkers.ThisargumentisinlinewithPoisat‟s(2006)deduction that,satisfiedemployeesare notnecessarilyproductiveemployees.Robbins(2003),however, suggeststhattheoppositemightbemoreaccuratethatproductivitywillprobably leadto satisfaction. SpreitzerandQuinn(2001)touchesonthefeelingemployeeshaveoflosingcontrolover theirworkwhenthey arguethat,ithasbecomeachallengefororganizationstocreatean organizationalculturewhere allemployeeswouldwanttoworktotheirfullpotentialand wherethey cantakeinitiativeandactasanownerofthefirm.Theyclaimthat,organizations thatcancreate such a culture willattractandkeepthebestandthebrightestemployeeswho perform highlyand hencegenerate an importantcompetitive advantage. However,thereisstillmuchconfusionaboutwhichfactorsreally performance.Thequestiontherefore performance?Thisstudy influenceemployee becomes,whichfactorsinfluenceemployee hasfocusedonidentifyingclearly thepertinentandmostsignificant discernable factors,established the relationshipsbetweensuchfactors,aswellasthe importanceof these factors to the employees. 1.3 Purpose oftheStudy Thepurposeofthisstudywastodeterminefactorsthatinfluenceemployeeperformanceat the Homeland hotel 1.4 Researchobjective 1.4.1broad objectives The general objectives will be to investigates factorsthatinfluenceemployee performance at Homeland hotel 1.4.2 Specific objectives i. To investigate the impact of remuneration on employees performance at Homeland hotel 15 ii. To determine the effect of creativity on employees performance at Homeland hotel iii. To examine the effect of training and development towards employees performance at Homeland hotel 1.5 research questions This studywill beguided bythe followingresearch questions: i. Towhatextentdoesremunerationimpactemployeeperformanceatthehomeland hotel ii. Towhatextentdoescreativity impactemployeeperformanceatthehomeland hotel iii. TowhatextentdoestraininganddevelopmentimpactemployeeperformanceattheHomeland hotel? 1.6 SignificanceoftheStudy Thefollowingstakeholders willbenefit from this study: 1.6.1 TheHomeland hotel Organizationsareunremittingly tryingtomodify,endure,accomplishandimpact. Nonetheless,they arenotalwayseffective.Apprehendingwhatthey termsofimprovingtheircapability assessments.Thisanalytic canorshouldchangein toachieve,suchorganizationsconductorganizational toolwillassistorganizationstoacquirevaluable dataabouttheir performance,identificationof importantfactorsthatsupportor deter their achievementof results and positioningthemselves with respect to their competitors. 1.6.2 TheHotel Industry Thehotelindustry isanumerousbilliondollarindustry disposableincomeandavailability restaurantsconsistsof resources,facility thatgenerally ofvacationtime.Ahospitality dependsonthe unitsuchasahotelor numerousgroupssuchasdirectoperations,management,human maintenanceandmarketing.Therefore,thisresearchwillhelpmanagersin suchindustriestoimprovetheiremployees‟performancesothattheyareabletokeepupwith the increasing competition in thehotel industrymarket. 1.6.3 Employees Employeesareabletotracktheirperformance by findingoutifthey havecompletedtheir errandsthat wereassigned bytheirsupervisorwithinspecificperiod oftime.Sinceindividual good performanceis a step towards theachievement oforganizational aims. 1.6.4 Scholars Scholarswillalsobenefitintermsofthecontributiontothegeneralbodyofknowledgeinthe broad area 16 of Performance. This will not only enhance theunderstanding of factors influencing performanceofemployeesinorganizationbutalsoenablethedevelopmentof furtherareas of research interest. 1.7 ScopeoftheStudy Thisstudy will designadoptedherewill beconductedattheHomeland resortinNairobi,Kenya.Theresearch bedescriptive.Thestudypopulation willconsistof55employeeswho workatvariousdepartments.The departmentsfound atthe hotelincludedthefollowing: Front Office,Housekeeping,Laundry,Kitchen,Stewarding,Catering andBanquet,Foodand Beverage Service,HealthClub,HumanResources, Security, Procurement,ExecutiveOffice, Engineering, Salesand Reservations. The respondents‟ ofthe study will consist of all employeesworking in theabovedepartments.Withrespecttotimedimension,thestudy covertheperiodbetweenFebruary2017to September2017. 17 will CHAPTERTWO 2.0 LITERATURE REVIEW 2.1Introduction Thischapterwillpresenta review of relevanttheoreticalandempiricalliterature on factors thatinfluenceemployeeperformancesuchasremuneration,creativityandtraining developmentinrelationtothe researchquestions:To employeeperformanceattheHomeland employeeperformanceatthehomeland and whatextentdoesremunerationimpact hotel?Towhatextentdoescreativity hotel?To impact whatextentdoestraining and developmentimpactemployeeperformance at theFairmont Norfolk Hotel? 2.2 THEORETICAL REVIEW Theoretical framework or review is a structure that can hold or support a theory of a study done and in this chapter theories reviewed include, Herzberg’s Dual Structure or Two-Factor Theoryand LinkofTrainingandDevelopmentto StrategicPath 2.2.1 Herzberg’s Dual Structure or Two-Factor Theory Herzberg conducted a series of research surveys where he first asked about 200 accountants and engineers to describe specific situations where they felt exceptionally bad about their jobs, and later asked the same group of accountants and engineers to describe situations where they felt exceptionally good about their jobs (Kreitner, 2004). Herzberg developed a theory of employee motivation based on satisfaction which implied that satisfied employees would be more motivated from within to work harder than employees who would be dissatisfied and hence would not be self-motivated. According to Kreitner (2004) Herzberg found that dissatisfaction generally tended to be associated with complaints about the job context or factors in the immediate work environment, while feelings of satisfaction originated from the nature of the task itself, for example the opportunity to experience achievement, receive recognition, work on an interesting job, take responsibility, and experience advancement and growth. These factors were called motivators (Beck, 2000). The factors that lead to dissatisfaction related to annoying external conditions, such as company policy and its administration, supervision, working conditions, relations with others, status, and job security and were called to be responsible for hygiene (Beck, 2000). These realizations led Herzberg to insist that satisfaction is not necessarily the opposite of dissatisfaction. He believes that an employee can be motivated by job context or factors in the 18 employee’s work environment such as pay, status, or working conditions, to a level of merely not being dissatisfied, but not to a level of true motivation. For example, money would be, in his view, a weak motivational tool since at best, it could only eliminate dissatisfaction (Kreitner, 2004). Table 2.1: Herzberg’s Two-Factor Theory of Motivation Dissatisfiers; Satisfiers: Company policy and administration Achievement Supervision Recognition Relationship with supervisor Work itself Work conditions Responsibility Salary Advancement Relationship with peers Growth Personal life Relationship with subordinates Status Security Source: owner (2017) Table2.1Dissatisfiers and satisfiers 2.2.2 LinkofTrainingandDevelopmentto StrategicPath Aposporietal.,(2008)suggestthat,oneofthebestkeptsecretsinmodernmanagementis howtoalignthetrainingprogramwithorganization‟sstrategicpathandhowtomeasurethe 19 alignment.Traditionalmethodsfailflatbecause,they focusonwhat“TheManager”(orthe teacher)wants.Itiscommonknowledgethattheorganizationaltraining program(whenthere isone) shouldbealignedwithorganizationaloverallobjective.Once thosegoalshave been stated,a weakalignmentmeansloweffectiveness,highcosts,lowmorale opportunities.Asuccessfultraining andlost programmanagerinshort,hasseenthevision, missionandknowswhatittakestoreachthe understandsthe businessgoals.The programmanagermustalsounderstandhowandwhy training peoplelearn.Byproperlyaligning training tothestrategicpathoftheorganizationwillincreaseemployeeperformance (Colombo et al., 2008). 2.3 Conceptual Framework Training and Development Remuneration Performance of employees Creativity Supervision Independent Variables Dependent Variable Table 2.2RemunerationonEmployeePerformance Good remunerationhasbeenfoundovertheyearstobe oneof thepolicies the organization can adopt to increasetheir workersperformanceand productivity.Also,withthepresentglobaleconomic realizedthefactthatfortheir employeesgoesalongway therebyincrease trend,mostemployersof organizationstocompete theorganizations labor favorably,theperformance of have their indeterminingthesuccessoftheorganization(Muogobo,2013). Bussin(2002)believesthat,mostorganizationstodayhavebeenadjustingandre-arranging themselvesinmostaspectsinordertocompeteinthe21stcentury,butthatingeneral remunerationsystemshaveunfortunately beenleftlaggingbehind.Hesuggeststhat,extra 20 effortisinvestedinordertoallowremunerationandrewardpoliciesandstrategiestocatch- up with organizations‟business strategy. Bussin(2002) continuestopropose consistentprocesshecallsthepay fivedistinct stages. anevolvementof remunerationpoliciesthrougha continuum.Hedescribesamodelofthepaycontinuumas Thesestages typicallypresent having broadguidelinesorindicators ofthe waythroughwhichorganizationsdeveloptheirremunerationpoliciesandthefurtheralong thecontinuumanorganizationhasmovedthe remunerationpolicy stronger becomes.Duringthefirststage,pay andmorecompetitivetheir iscentrallymanaged by organizationandemphasisisplacedoninternalequity.Stagetwoischaracterizedby that,thepayprocesshasbeendecentralized by the thefact theorganizationandmoreemphasishasbeen placedontheexternalmarket.Anorganizationspaysystemhasprogressedtostagethree onceperformancebecomesthefocus.Teamandorganizationalunitperformancemeasures areintroduced.Stagefourischaracterizedby apaysystemthatcommunicatesorganization’s businessgoalsandrequirements.Finally,oncepayandrewardbecomescustomer-focused andtheteambecomesthekey organizationalperformance-basedunit,theorganizationhas reached the final stageinremuneration asanemployeebenefit,the surgeon,drugsprescribed and reward design. On medical insurance medicalinsuranceusuallycoversphysiciancosts,feesfor by thedoctorandhospitalaccommodation. Moreover,aspart the of overallbenefitspackage,visualcareanddentalcouldalsobeoffered(BeamandMcFadden, 2004). 2.3.2 CreativityonEmployeePerformance Creativity remains an elusive and intangible contributor to workplace performance and changedespiteemphasesfrompsychoeconomicperspectives(CohenandLevinthal,1990;Runcoan dRubenson,1992;ZahraandGeorge,2002);agreementonthe definitionofthe constructremainsunresolved.Althoughcreativity servesasthemantrafororganizations competing intheglobaleconomy,Floridaand Goodnight(2005)pointoutthat,businesses havebeenunabletopullthesenotionsofcreativity togetherintoacoherentmanagement frameworkdespitetheirassertionthatacompany„smostimportantassetisnotrawmaterials, transportation systems, or political influence, itscreative capital an arsenal of creative thinkers whoseideascanbeturned into valuableproducts and services. Although Amabiles (1996) definition of creativity has been widely accepted as the productionofnovelandusefulideasinany whatisunderstoodby domain.CowdroyandDeGraaff(2005)defined theideaofcreativityratherthanwhatismeant providingamindfulviewofdifferentvenuesencompassedincreativity 21 by thewordcreativity, research.Theideaof creativityembracesamultiplicity ofnotions,includingimagined(conceptual)ideas, developmentofschematasuchasconstructs,analogiesanddiagramsemanatingfromthe ideasandphysicalexecutionofideas(theactivity productsresultingfrom ofmaking,andperformingandcreated theideassuchasworksof Further,creativity art,manuscripts andperformances). hasalsobeendescribedintermsofpeople,product,environmentand process.Withinthecontextofthisinvestigation,creativity isthusdefinedastheability to approachthesituationathandwithafreshperspectiveandlinktogetherpreviously unrelated oruncombinedconceptstogeneratenewandunexpectedideasthatsolveaproblemor capturean opportunity(Stegmeier, 2008). Amabile(1998)assertsthat,toencouragecreativityorganizationsneedtocreateaclimate thatsupportandenablethecreativethinking of employees.Inaddition,organizationsshould trytogetrid ofbarriers that might hindercreativityandenhancefactors that enable creativity. Further,Andriopolous(2001)identifiedfive majororganizationaldimensionsunderwhich characteristicsandbehaviorsthatenhanceorinhibitcreativity inaworkenvironment.Those dimensionsare skills,organizationalstructureand systems,organizationalculture,leadership style andresources and organizationalclimate. Furthermore,Stegmeier(2008)goesaheadandassertthat,thenecessity fororganizationsto manage and create creative capability,transformnewconceptsintovalueincompetitivemarketsandsubsequentlyintoprofitsfort hefirmintroducing theinnovation,hasbeena driving force for business leaders to better understand the dynamics of creativity andinnovation,andtodevelopandexecutestrategiestoleveragetheworkforce,intellectual capitaland the physical workplace in order to increaseinnovative outputforthe organization. BasadurandGelade (2006) maintainsthat,organizationsneedtoimprove performance to capitalize onrapidchange andestablishorregaina competitiveedge andhence creativity becomesimportanttoorganizationsbecause,creativecontributionscannotonly organizationsbecomemore organizationsadaptto efficientandmoreresponsive change,grow andcompete help toopportunities,butalsohelp intheglobalmarket.Researchershave mentionedthatsomelevelofcreativityisneededinalmostanyjob(Shalley,Gilsonand Blum, 2000; Uns,worth, 2001; Ford, 2000). Specifically, creativityinfluences implementation.Forexample,whenconsideringthetasksperformedby Developmentprofessionals,employeecreativity innovation Researchand isdesirableandnecessary.Shalleyetal., (2004)furtherindicatedthat,evenforthejobsofcashiersorassembly lineworkers,an incrementalchangeinhowworkcanbedoneefficiently isstilldependentonemploy creativity. 22 Todate,thefocusofpriorworkontheimportanceofleadershipforcreativity (Mumford, Scott,Gaddis,andStrange,2002) haspredominantly centeredontherelationshipbetween leader behaviors and employee creativity and the creativity of the leader themselves (SternbergandVroom,2002).Nonetheless,thevicinity employee’screativity strongly wheremanagerscanimpact is through their clout on the environment in which the employees work. Therefore, while much hasbeenwritten about thedirect link betweenleader behaviorsandcreativity,lesshasbeenwrittenaboutthemoreindirect,yetpotentially equally ormoreimportant,relationshipamongleadership,contextandcreativity(Shalleyetal., 2004). 2.3.3 TrainingandDevelopment on EmployeePerformance Traininganddevelopmenthasbeenacknowledgedtobeavery importantfactorof organizationalperformance.However,itisnotanendgoalrathertrainingischaracterizedas ameanstoanend, theendbeingproductive,efficientworkorganizations,populatedby informedworkerswhosee themselvesassignificantstakeholdersintheirorganizations‟ success(Barney,1991).Traininganddevelopmentisbasically ultimateimpactgoesto organization,becausetheenduser directedatemployeebutits ofitsbenefitsistheorganization itself (Raja et al., 2011). Many organizations have over the years introduced good manpower training and development strategies inorder toenhancebetter employeeperformance atwork and increase theirproductivity.However,theeffortsofsuchstrategiesinmostcaseshave jeopardizedinmostorganizations,asa resultof always been somefactorsthatimpede achievementoftheirobjectives.Someoftheimpeding againstthe factorsincluderecruitment/selection problems,training procedureandinadequatefacilities,governmentpolicy,theeconomy and labor legislation (Nguyen, 2009). Further, Heathfield(2012) assert that, development,educationandemployeetrainingattherighttime,usuallybringbig the right payoffsfor the organization inrelation toincreasein knowledge, productivity,contribution andloyalty. Inregardstotheabove,Brody(1987)quotesaMotorolacompanyspokespersonassaying havedocumentedthe savingsfromthestatisticalprocesscontrolmethodsandproblem “we solving methods wehavetrainedourpeoplein.Werunarateof return ofabout30timesthe dollars invested – which is why we have gotten pretty good support from management”.Thisisaclearindicationthat,asystematicandwellplannedtraining senior and developmentpolicythatiswellexecutedwouldsurelybringreturnstotheorganizationin costsavings(reducinginwasteandscrapforexample,increasedproductivity andsoon), employee effectiveness and efficiencyand the listcould go onand on. 23 2.4 Empirical review Herzberg’s Two-Factor theory makes important propositions on what factors are likely to influence a worker’s performance. However, these propositions are based on weak empirical evidence (just information collected from 200 accountants and engineers). It is possible that if a survey is done in a different context of workers (for instance employees), may be the results could be different. Herzberg’s theory repeatedly claims that external incentives are not motivators, with the important distinction between external rewards and intrinsic motivation. While this distinction cannot be seen as unimportant, the theory does not make it clear, hence the ideas sometimes seem very unusual. For instance, while achievement and recognition may be good motivators, this is not equivalent to saying that supervisory practices or pay incentives have no role as motivators. 2.5 ChapterSummary Thischapter haspresenteda reviewofpertinenttheoreticalandempiricalliteratureonfactors thatinfluenceemployeeperformanceaccordingtothethreeresearchquestions:Towhat extentdoesremunerationimpactemployee whatextentdoescreativity whatextentdoestraining performanceattheFairmontNorfolkHotel?To impactemployeeperformanceattheFairmontNorfolkHotel?To anddevelopmentimpactemployee performanceattheFairmont NorfolkHotel?Thenextchapterwillpresenttheresearchmethodology thatwasusedto conduct this study. 24 CHAPTER THREE 3.0 RESEARCH METHODOLOGY 3.1 Introduction Thischapterpresentstheresearchmethodologythatwasadoptedandfollowedby researcherintheprocessofconducting thestudy researchdesign,populationandsampling the andtherefore,itfocusedonthefollowing: design(population,samplingdesign,sampling frame,samplingtechnique,andsamplesize),datacollectionmethods,researchprocedures and data analysismethods. 3.2 ResearchDesign Thisstudy usedthedescriptivesurvey researchdesign.Adescriptivestudyisconcernedwith finding outwho,what,where,whenorhowmuch?Descriptivestudiesare hypothesis or investigative questions and they structuredwith serve a clearly stated of study variety objectiveswhichinclude:makingdescriptionsofphenomenaorcharacteristicsassociated withasubject;making estimatesofthe characteristicsandalsodiscovery sometimesreferredtoasa proportionsofapopulationthathavethese ofassociationsamongdifferentvariableswhichis correlationstudy,asubsetofdescriptive studies(Cooperand Schindler,2011).Hence,adescriptivesurveyresearchwasappropriateforthisstudy thisstudy because wasconcernedwithfindingoutfactorsthatinfluenceemployeeperformanceatthe Homeland hotel. 3.3 Target Population Populationreferstotheelementsaboutwhichwe wishtomake someinferences(Cooper andSchindler,2006:p.722).While“populationelementreferstotheindividualparticipant orobjectonwhichthemeasurementistaken.Itistheunitofstudy”(CooperandSchindler, 2006:p.402).Thepopulationofthisstudyconsistedof55employeeswhoworkedatthe Homeland hotel. 3.4 Sampling design The population to be studied consists of a total of 55 workers. According to Mugenda and Mugenda (2003), at times the target population may be so small that selecting a sample is meaningless and therefore taking the whole population in such cases is advisable. Consequently,due to the small size of the population of the study, a census was carried out where the whole population was targeted. 25 3.5 Method and Instruments of Data Collection Data will be collected by the use of questionnaireswhich is the research instrument used to collect data. The questionnaires are completed by the respondent on their own but given instructions where they request for assistance from the researcher and after answering the questions, the researcher collects the questionnaires from them 3.6 Data Analysis The data collected was analyzed in a more simplified way. This refers to the transformation of data in a way that describes the basic characteristics of the data collected. The information will be presented in the form of tables, charts and also in form of graphs. This kind of forms will be used since they are cheap in terms of cost used while administering the questionnaire and also in getting the information required back from the other entire respondents. 26 CHAPTER FOUR 4.0:RESULTSAND FINDINGS, DISCUSSIONS,CONCLUSION AND RECOMMENDATION 4.1 Introduction Thischapterhaspresentedtheresultsandfindingsofthisstudy. following:generalinformation;theimpactof impactofcreativity Ithasfocusedonthe remunerationonemployeeperformance;the onemployeeperformanceandtheimpactoftraininganddevelopmenton employeeperformance. 4.2 General Information Thegeneralinformationsectionfor thischaptercomprisedofthegender,agegroup,number ofyearsofservice intheorganization. Thisinformationwassoughtinordertoascertaintherespondents‟ demographic characteristics. 4.2.1 GenderofRespondent The purpose of this question was to find out the gender distribution of the various respondents in the hotel.The resultsshowedthat60%oftherespondentswere and40%ofrespondentswere female. Gender frequency Percentage Male 33 60% Female 22 40% total 55 100% Table 4.1: gender of the respondent 27 male Figure 4.1: gender of the respondent 4.2.2 AgeofRespondent The purpose ofthisquestionwastofindouttheagegroups of differentrespondentsatthe hotel.Thepurposeofthisquestionwastodetermineiftherewasinconsistency ofdataas stated bytherespondents. The findingsshowedthat27%oftherespondentswerebelow25yearsofage,47% werebetween2535years,20%werebetween36-40years,6 %wereabove41years of age. Age Frequency Percentage Below 25 years 15 27% 25-35 years 26 47% 36-40 years 11 20% 41 and above 3 6% Total 55 100% Table 4.2:AgeofRespondent 28 Figure 4.2:A pie chart showing the age distribution of the respondents 4.2.3 Employment Status Thisquestionsoughttofindouttheemployment maritalstatusofthevariousrespondents.Thefindingsshowedthat53%oftherespondentsweremarried while 47% of the employeesinthehotel were single Marital status frequency Percentage Single 26 47% Married 29 53% total 55 100% Table 4.3: the marital status of the respondents 29 4.2.3 Nationality of the Respondents According to the data collected, it showed that all the respondents had a common nationality. The respondents were all Kenyans. 4.2.4Level of Education of the Respondents Table 4.2.4 the respondent’s level of education Level of education frequency Percentage Primary level None 0% o-level 7 13 College level 26 47 University level 22 40 total 55 100 Source: researcher 2017 Table 4.4the respondent’s level of education Figure 4.3; a pie chart showing the level of education of the respondents. 30 4.3 Impact ofRemunerationonEmployeePerformance 4.3.1 Benefits Received Thisquestionsoughttofindoutifemployeesreceivedanybenefitsatthehotel.Theresultsshowedthat1 00%oftherespondentsagreedthattheyreceivedsomebenefitsat the hotel. Figure 4.4; Benefits Received 4.3.2 Benefit Satisfaction Thisquestionwasaimedatfindingoutwhetheremployeesweresatisfiedwiththekindof benefits that thehotel was providingto them. Thefindingstothisquestionshowedthat66%oftherespondentsagreedthattheywere satisfiedwiththebenefitsprovidedbythehotelwhile34%wereoftheviewthatthebenefits werenot satisfactory. Level of satisfaction Frequency Percentage Very satisfied 36 66 satisfied 19 34 Total 55 100 Table 4.5;level of satisfaction 31 provided Figure 4.5; Benefit Satisfaction 4.3.3 ImportanceofBenefits Thisquestionsoughttofindouttowhatextenttherespondentsbelievedthebenefitsthey were receiving wereimportant to them. The findings areshown in the Table 4.3.2 Thefindingsshowedthat45%oftherespondentswereofthesay thatthebenefitswere importantand41%wereofthesay thatthebenefitswerevery important. Frequency Percentage Not important 2 3 Neutral 5 10 Important 25 45 Very important 23 42 Total 55 100 Table 4.6ImportanceofBenefits 32 4.3.4 Impact of benefits on performance Thisquestionparticularly soughttodiscoverifthebenefitsreceivedbytherespondenthadan impact on their performance work.Thefindingsshowed93%oftherespondentsbelievedthatthebenefitsoffered at by thehotel hadanimpactontheir levelof performance while7% of respondentsbelievedthatbenefits did nothave anyimpacton theirperformance. Frequency Percentage Yes 51 93 No 4 7 Total 55 100 Table 4.7impact of benefits on performance Figure 4.6; impact of benefits on performance 4.3.5 Payment on Time Thisquestionsoughttofindoutthedegreetowhichtheemployeebelievedthey werealways paid on timebytheiremployer.Theresultsshowedthat58%ofemployeesagreedthatthey 33 arepaidontimewhile27% strongly agreed. Frequency Percentage Strongly disagree 4 7 Disagree 2 4 Neutral 2 4 Agree 32 58 Strongly agree 15 27 total 55 100 Table 4.8Payment on Time 4.3.6 Bonus Given WhenGoalsareAchieved by Employees Thisquestionsoughttofindoutthedegreetowhichemployeesagreedthatthey aregivena when theyachievetheirset goals.Theresultsobtainedshowedthat63%oftherespondentsagreedthatthey aregivenabonus whentheyachievetheirsetgoalsand23%oftherespondentsstronglyagreedtothesame. Frequency Percentage Strongly disagree 1 2 Disagree 3 6 Neutral 3 6 Agree 35 63 Strongly agree 13 23 total 55 100 34 bonus Table 4.9Bonus Given WhenGoals areAchieved by Employees 4.3.7 Motivation by Wages and Salaries Thisresearchquestionsoughttofindoutthedegreetowhichtherespondentswere motivated bythe wagesand salariespaid bytheiremployer.Thefindingsshowedthat56%oftherespondentsagreedthattheyaremotivatedby the wagesandsalariesand29%ofrespondentsstrongly agreed. Frequency Percentage Strongly disagree 2 4 Disagree 1 3 Neutral 4 8 Agree 32 56 Strongly agree 16 29 total 55 100 Table 4.10Motivation byWages and Salaries 4.3.8 Individual Impact ofRemunerationonEmployeePerformanceFactors InreferencetoTable4.4.1,theresultsshowedthat theaverageresponseofrespondentsonthe factorofemployeesbeingpaidontimeby theemployerwas58%(Agree).Thistherefore showedthatmostoftherespondentsagreedthatbeingpaidontime by influenceontheirperformance.Further,thebonusgivenby theemployerhadan theemployerwhengoalsare achievedhadanaverageresponseof63%meaning thattherespondentsagreedthatthisfactor indeedhadaninfluenceonemployee the performance.On degree towhichemployees are motivatedby salariesandwageshadanaverageresponserateof56%whichisthehighest amongthe threefactorsmeaningthat this factor indeed influenced employeeperformance. 4.4 Impact ofCreativityonEmployeePerformance 4.4.1 Opportunity to beCreative Thisresearchquestionwasaimedtodiscoverwhetheremployeesbelievedtheyweregiven 35 an opportunityto becreativebytheiremployer. Thefindingsshowedthat93%agreedthattheyaregivenanopportunitytobecreativeby their employer while7%of the respondents disagreedwith this statement. frequency Percentage Yes 51 93 No 4 7 Total 55 100 Table 4.11impact of creativity on employee’s performance Figure 4.7 Impact of creativity on employee’s performance 4.4.2 Reward forCreativity Thisquestionsoughttofindifemployeesbelievedthatthey werebeingrewardedifthey showed adegreeof creativity. Theresultsshowedthat56%oftherespondentsagreedthatthey arerewardedby their employer when they show some level of creativity while 44% disagreed with this statement. 36 frequency Percentage Yes 30 56 No 25 44 Total 55 100 Table 4.12; reward for creativity Figure 4.8reward for creativity 4.4.3 Recognition forCreativity Thisquestionsoughttofindoutthedegreetowhichemployeesfeeltheyarerecognizedby the hotel if theyshow creativityin their work. Thefindingsshowedthat56.8%ofrespondentsagreedthattheyarerecognizedby thehotel whenthey showsomelevelofcreativitywhile20.3%stronglyagreed. Frequency Percentage Strongly disagree 2 3 Disagree 3 7 37 Neutral 8 14 Agree 31 56 Strongly agree 11 20 total 55 100 Table 4.13Recognition forCreativity 4.4.4 Degree to Which theHotel Has anOut ofthe Box Outlook anda Go forit Attitude The purpose of thisquestionwastodetermine the degree towhichemployeesbelievedthe hotelhasanoutof theboxoutlookanda goforitattitude.The findingsshowed thatthat 60%of therespondents agreed thatthe hotel has anout of the boxoutlookandagoforitattitudeand20.3%oftherespondentsstrongly agreedtothis statement. Frequency Percentage Strongly disagree 1 2 Disagree 2 4 Neutral 8 14 Agree 33 60 Strongly agree 11 20 total 55 100 Table 4.14DegreetoWhichtheHotelHasanOutoftheBoxOutlookandaGoforitAttitude 4.4.5TheDegreetoWhichthe Hotel Encourages a DynamicFlowofIdeas Thisquestionsoughttofindouttheextenttowhichthehotelencouragedadynamicflowof Ideas.Thefindings showed that 44.6%oftherespondents agreed that thehotel encourages a dynamicflowofIdeaswhile35.1%oftherespondentsstrongly agreed 38 Frequency Percentage Strongly disagree 2 5 Neutral 8 16 Agree 25 44 Strongly agree 20 35 total 55 100 Table 4.15Degreeto WhichtheHotel Encouragesa DynamicFlowofIdeas 4.5 Impact ofTrainingandDevelopment onEmployeePerformance 4.5.1 Degreeto WhichHotel Provides Training Thisquestionsoughttofindoutthedegree towhichrespondentsagree trainingfor thatthehotelprovides its employees. Thefindingsshowedthat70.3%oftherespondentsagreedthatthehotelprovidedtraining itsemployeesand21.6%oftherespondentsstrongly agreedtothisstatement. Frequency Percentage Strongly disagree 2 3 Neutral 3 6 Agree 39 70 Strongly agree 11 21 total 55 100 39 for Table 4.16TrainingProvidedby theHotel 4.5.2LinkofTrainingandDevelopment Opportunitiesto StrategicPathoftheHotel Thisquestionsoughttofindoutthedegreetowhichemployeesbelievedthatthetraining and developmentopportunitiesarevisiblylinkedtothestrategicpathofthehotel. The findingsshowedthat56.8% of opportunitieswerevisibly respondentsagreedthatthetraininganddevelopment linkedtothestrategicpathofthehoteland32.4%ofthe respondentsstrongly agreed. Frequency Percentage Strongly disagree 1 2 Disagree 2 4 Neutral 3 6 Agree 31 56 Strongly agree 18 32 total 55 100 Table 4.17LinkofTrainingandDevelopmentOpportunitiesto Strategic PathoftheHotel 4.5.3 EmployeeInspirationto TakeInitiative inDetermining CareerDevelopment Thisquestionsoughtto discoverthedegreetowhichtheemployeesareinspiredtotake initiativeindeterminingtheirowncareerdevelopment. Thefindingsshowedthat45%oftherespondentsagreedthatthey are initiativeindetermining theircareerdevelopment and 45%stronglyagreed. Frequency Percentage 40 inspiredtotake Strongly disagree 1 2 Disagree 3 6 Neutral 1 2 Agree 25 45 Strongly agree 25 45 total 55 100 Table 4.18EmployeeInspirationto TakeInitiative inDetermining CareerDevelopment 4.5.4 OpportunitiesforEmployeeto LearnNewSkillsandCross train Thisquestionsoughttofindouttheextent towhichemployeesbelievedtherewere opportunitiesfor themtolearnnewskillsandcrosstrain. The findingsshowedthat42% agreedthatthere were opportunitiesforthemtolearn new skillsandcrosstrainand48%strongly agreed. Frequency Percentage Neutral 5 10 Agree 23 42 Strongly agree 27 48 total 55 100 Table 4.19Opportunities for Employeeto LearnNewSkillsandCross Train 4.6.Summary Thefindingsregarding theimpactofremunerationonemployee performanceshowedthat, employees generallyagreed that if theyare given good salaries and bonuses plus their remuneration being paid on time, their performance at the organization is positively impacted.Furthermore,inregardstotheimpactofcreativity researcher foundoutthat,respondentsare onemployeeperformance,the ofagreementthatthedegree 41 towhichthe organizationembracescreativity hasanimpactontheirperformance.Itshouldhoweverbe notedthat,somecreativity factorsrankedhigherthanothersintermsofpreferenceby respondents.Finally,findings regardingthe performanceshowed impactof the traininganddevelopmentonemployee that,alargenumberofemployees believethatiftheorganization embracestraininganddevelopmentthentheirperformancewillbe impactedandimprove. Nonetheless,itshouldalsobenotedthat,notalltraininganddevelopmentfactorshadthe same ranking. 4.7 Discussions The findingsindicatedthat58%ofthe respondentswereinagreementthattheemployer alwayspaysthemontimeandthatthishadanimpactontheir performance.Goodremunerationthatispaidatthe right timehadbeenfound over theyearstobe one of thepoliciestheorganizationcanadoptto increasetheirworkers performance therebyincreasethe and organizations productivity.Thefindingsshowedthat45%oftherespondentswereofthesay that,thebenefitswere important,anemployeebenefitsprogrammeisanecessary andadequateworking situation.Moreover, work- thehygienefactorwillhaveanadverseeffectonemployees‟ motivationandthus productivity. Thefindingsshowedthat100%oftherespondentsagreedthatthey receivesomebenefitsat thehotel.,benefits formpart ofthefivekey elementsthatconstituteTotalRewardPackage.Theseare compensation, performance and recognition, career opportunities and development, work-life balanceand benefits. Thefindingsshowedthat93%oftherespondentsbelievedthatthebenefitsoffered by the hotelhadanimpactontheirlevelofperformance. It also revealed thatdistributing benefittypes properlymaydirectlyinfluenceindividualoutcomes,especially jobperformance.For example,medicalbenefits,officialduty claimsandpromotionare identifiedasthemostimportantbenefittypes.Ifthesebenefitsareproperlyallocatedbased on job and performance,this can lead to an enhanced job performancein organizations. Thefindingsshowedthat63%oftherespondentsareintotalagreementthattheyaregiven abonusbytheemployerwhentheyachievetheirsetgoalsandthatthishadanimpacton theirperformance.Theimpactofgiving employeesabonusisthatemployeesremindedthemselves monthafter monththattheireffortsandhardworkwillbe rewardedattheendoftheyear.An incentivebasedbonuslinksthe amountof the paymenttothe levelof performance. Thefindingsindicatedthat56%oftherespondentswere intotalagreementthatthewages andsalariespaidtothembytheiremployermotivatedthemtoperformbetter.Money isthefundamental 42 inducement;nootherincentiveormotivationaltechniquecomesevenclosetoitwith respect toitsinfluentialvalue.Ithasthesupremacy tomaintain,motivateand magnetizeemployees towards higher performance.Thisiswhy whenever anyopportunityarises inanotherhotelin relation to good payheor she moves. Thefindingsindicatedthat56% of respondentsagreedthattheyaregivenanopportunityto becreativeby theiremployer.toencouragecreativity organizationsneedtocreateaclimatethatsupportsandenablesthe creativethinkingofemployees.Inaddition,organizationsshouldtrytogetridofbarriersthat mighthindercreativity andenhancefactorsthatenablecreativity. Thefindingsindicatedthat55%ofrespondentsagreedthattheyarerewardedby employerwhenthey showsomelevelofcreativity.creativity organizationsupportsit.Seniorpeople their istrulyenhancedwhenanentire therefore,mustputinplaceappropriate structuresand systemswhichemphasisthatcreativeeffortisatoppriority withintheorganization. Thefindingsindicatedthat60%ofrespondentsagreedthattheyarerecognizedby the organizationwhenthey showsomelevelofcreativityandthatthishadanimpactontheir performance. Thefindingsshowedthat44%oftherespondentsagreedthatthehotelhadanoutofthe boxoutlookanda goforitattitudeandthatthishadanimpactontheir performance. The findingsindicatedthat90%oftherespondentsagreedthatthehotelencourageda dynamicflowofIdeasandthishadan impactontheirperformance.Acompany thatencouragedadynamic flow of ideas also enjoyed the advantage of high employee performanceMoreover, disciplinedandwellmanagedcreativity,usuallybreedsasuccessfulideageneration. The findingsindicatedthat91%oftherespondentsagreedthatthehotelprovidedtraining foritsemployeesandthishadanimpactontheirperformance.Traininganddevelopmenthasbeenackno wledged tobeavery importantfactoroforganizationalandemployeeperformance.However,itisnot anendgoalrathertrainingischaracterizedasameanstoanend,whereby efficientworkorganizations,productive,populatedby theendbeing theinformedworkerswhosee themselvesassignificantstakeholdersintheirorganizations‟ success. Thefindingsindicatedthat89%ofrespondentsagreedthat,thetraining and development opportunitiesarevisiblylinkedtothestrategicpathofthehotelandthatthishadanimpact ontheir performance.Itiscommon knowledgethattheorganizationaltrainingprogram(whenthereisone)shouldbealigned withorganizationaloverallobjective. The alsofindingsindicatedthat91%oftherespondentsagreedthat,they 43 wereinspiredtotake initiative indeterminingtheir performance.It career was developmentandthatthishada noted that directimpactontheir Aneffective learning organizationgivesallmembersamotivetoprogress,creatinganatmospherewhere employeesarenotscaredoffailureandprovidingresourcestoenablethemlearnbetter. Thefindingsalso showedthat90%oftherespondentsagreedthat,therewere opportunitiesfor themtolearnnewskillsandcrosstrainintheorganization andthispositively performance.Thusan organizationthatprovidesopportunity foremployeestolearnnewskillsandcrosstrainwith impactedtheir others,directly increasesontheperformanceofthoseemployees.Moreover,onevery importantresponsibility ofasupervisorormanageristohelpyourstaffwiththeircareer developmentandprofessional.Thisisusually developskills,tools,the donebycreatingopportunitiesforthemto knowledge,resources,opportunitiesandabilitiestobevictoriousin their careersand job. 4.8 Conclusions Thefirstmajorresearchquestionfocusedonfinding outifremunerationhadanimpacton employee performance atthe homelandHotel.A conclusiononthisresearchquestion canbemadeby stating that,itwasdiscoveredthatremunerationhadaverystrongimpacton howwellemployeesperformedatthehotel.Respondentsgenerally agreedthat,iftheyare given good salaries and bonuses plus their remuneration being paid on time, their performanceat the organizationis positivelyimpacted. Thesecondmajorresearchquestionhaditsfocusondiscoveringtheimpactofcreativity on employee performanceattheHomelandHotel.Conclusioncanbe particularresearchquestionby madetowardsthis statingthat,itwasdiscoveredthatthedegreetowhichthe organizationembracedcreativity hadastrongimpactontheemployeeperformance. Respondentsstrongly agreedthat,iftheorganizationrecognizestheircreativity,embracesan out of the box attitude and encourages a dynamic flow of ideas, their performance is positivelyimpacted and their level ofproductivityincreases. Thethirdresearchquestionhaditsfocusoninvestigating developmentonemployee performance madetowardsthisresearchquestionby atthe theimpactoftrainingand HomelandHotel.Conclusioncanbe statingthat,respondentshighly agreedthattraining anddevelopmentatthehotelimpactedtheirperformance.Mostoftherespondentswere in agreement that the hotel providing an opportunityfor training, linking the training and developmenttothestrategicpath ofthehotelandinspiringemployeestotake initiativein determining their own career development, had a positive impact on their overall performanceat thehotel. 44 4.9 Recommendations Thisstudy hasshownthattheemployeesareofthesaythat,remunerationprovidedbytheir employershasanimpactontheirperformanceasconfirmedby theresultsoftheT-test. However,itwasnoted thatsomeremunerationfactorshave rankedhigher than others.Itis therefore recommendedthat,managersprioritize andputtheir concentrationmore onthose remunerationfactorsthatwillsatisfytheiremployeeshighlyandincreasetheirperformance aspresented inthe ontime,giving study.Thefactors whereemphasisshouldbe sufficientsalariesandawarding recommendedthat,managersofthehotelavoidputting basedarepayingemployees bonuseswhereitnecessary.Itisalso toomuchweightandresources towards thosefactors ofremuneration that respondentsdid not feel had aserious impact on theirperformance. Findingsofthestudy haveshownthat,therespondentsareofagreementthedegreetowhich theorganizationembracescreativity hasanimpactontheirperformance.Itshouldhoweverbenotedthat,some creativity factorsrankedhigherthanothersintermsofpreferencebytherespondents.Itis therefore recommendedthat,managersputmoreemphasisandconcentrationmore onthose creativity factorsthatappealtotheemployeeshighlyandthiswillinturnincreasetheir performanceaspresentedinthestudy.In recommendedfactorswhere relationtothefindingsmade fromthestudy,the managersshouldputemphasisincluderecognitionofemployees forcreativity,thehotelembracing anoutoftheboxoutlook andthehotelencouraging a dynamicflowof ideas. Thestudy hasmanifestedthat,traininganddevelopmenthasanimpactonemployee performance.Alarge number of employeesbelieve that,iftheorganizationembracestraining and development then their performance will be impacted and improve.Itwasalsoanalyzedthat,notalltrainingand developmentfactorshadthesameranking.Itistherefore recommendedthat,managers critically addressandputmoreresourcestothosetraining anddevelopmentfactorswhichthe employeesbelieve highlyinfluencetheirperformance.Thesefactorsincludethedegree providestraining,thedegreeto which traininganddevelopment to which opportunities linkedtothestrategicpathofthehotelandthedegreetowhichthehotelinspires the hotel arevisibly employees to takeinitiativein their own career development. 4.10 Recommendations forFurther Research Itcanbeconfidentlysaidthat,employeeperformanceisaverysignificanttopicinalltypes ofindustries.Thisstudy wascarriedoutattheHomelandHotelwhichisaservice industry.However, 45 itisrecommendedthat,further researchshouldbe influencingemployeeperformancebutwitha becausethefactorsthatmay done onthefactors focusontheproductionindustry. influenceperformanceintheserviceindustrymaybeuniqueto Thisis this industry in relation to those that may influence performance of employees in the productionindustry. 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Age a) Below 25 years b) 25-35 years c) 31-40 years d) 41 and above 3. Marital status a) Single b) Married c) Others(please specify)…………………………………………………………….. 4. Nationality a) Kenyan b) Any other (please specify)……………………………………………………. 5. Level of education a) Primary level b) O-level c) College level d) University level 56 SECTION B: IMPACTOFREMUNERATIONON EMPLOYEEPERFORMANCE Please tick intheappropriatebox. 1.Doyoureceiveany PaidTimeOff,Retirement benefitsat theHomeland Benefits, Leave hotel(for exampleMedical TravelAllowance,FreeUniforms Insurance, andFreeMeals)? Yes [ ] No [] 2. Areyousatisfied with thekindof benefits thehotel provides you? Yes[ ] No [ ] Ifyes kindly attest thelevel ofsatisfaction? VerySatisfied Satisfied [ ] Thebenefits provided by thehotel howimportant are theyto you? Veryimportant Important Neutral [ ] Not important Thebenefits received fromthehotel, do they haveanimpactonhowyou perform your workYes No 57 Inthefollowingsection,kindlyindicateyourviewsbytickingappropriateboxbasedon youropinion. Statement Strongly Disagree Neutral Agree Disagree Strongly Agree Myemployer always pays me in time. Employeesare given a bonus when theyachieve theirset goals. Thewagesand salaries thatI am paid bymyemployer usuallymotivateme. SECTION C: IMPACT OFCREATIVITY ONEMPLOYEE PERFORMANCE Areyougiven theopportunity to be creative by youremployer?Yes [ ]No [ ] Is therea rewardifanemployeeshows creativity at work?Yes [ ]No[ ] Inthefollowingsection,kindlyindicateyourviewsbytickingappropriateboxbasedon youropinion. Statement Strongly Disagree Disagree work Agree Strongly Agree Ifemployeesshowcreativity intheir Neutral theyare recognized bythe employer. Thehomeland hotel hasanout ofthe boxoutlook and ago foritattitude. 58 TheHomeland hotel encourages a dynamic flow ofideas. SECTION D: IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEE PERFORMANCE. Inthefollowingsection,kindlyindicateyourviewsbytickingappropriateboxbasedon youropinion. Statement Strongly Disagree Disagree Agree Strongly Agree TheHomeland hotel provides Neutral trainingmostofthe times. Training and development opportunities arevisiblylinked to thestrategic path of this hotel. As an employeeIam inspired to takethe initiative in determining myown career development. At the hotel thereare opportunities formeto learn new skills and cross-train. 59 Appendix B: WORK PLAN ACTIVITY/ JUL AUG SEP SEP OCT OCT MONTH 20 29 PROPOSAL 2 29 5 25 LITRATURE REVIEW INSTRUMENT DEVELOPMENT DATA COLLECTION DATA ANALYSIS SUBMISSION 60
