LITERATURE REVIEW-COLONIAL CONCEPT AND FORGING GUEST SATISFACTION

COLONIAL CONCEPT AND FORGING GUEST SATISFACTION 

2.1   Introduction

In this chapter, going to discuss and review the theoretical and empirical studies which relevant to the subject of the research. Here, the researcher aims to discuss the theoretical and practical scenarios that have found by prior researchers. The relevant literature has been appropriately referred under this chapter. From this chapter can get knowledge of the nature and characteristics of guest satisfaction in hotels. In addition, literature of this part considers to the significance of guest satisfaction and dimensions of guest satisfaction in hospitality industry.

2.2   Definition of Guest

Those who buy the goods or services provided by companies are customers. In other words, a customer is a stakeholder of an organization who provides payment in exchange for the offer provided to him by the organization with the aim of fulfilling a need and to maximize satisfaction. Sometimes the term customer and consumer are confusing. A customer can be a consumer but a consumer may not necessarily be a customer.

2.3   Hotel and Hotel Industry

The purpose of hotels is to provide guests shelter, refreshment, food and similar kind of services and goods, offering on a commercial basis things that are customarily furnished within households but an available to people on a journey away from home. In past when we consider about hotels, they had also taken on many other functions, serving as business exchange, centers of sociability, places of public assembly and deliberation, decorative showcases, political headquarters, vacation spots, and permanent residences. Then considering about hotels as institutions and hotels as an industry, transforming travel in America, hastened the settlement of the continent, and extended the influence of urban culture.

2.4   Guest Satisfaction

During the past few decades, customer satisfaction and service quality have become a major area of attention to practitioners and academic researchers. Both concepts have strong impact on business performance and customer behavior. Customer satisfaction is widely used term in business to measure the kind of products by a company to meet customer expectation. Customer satisfaction is believed to be the company key performance indicator. According to Hansemark & Albinso (2004). Satisfaction is an overall customer attitude toward a service provider or an emotion reaction to the difference between what customers anticipate and what they receive regarding the fulfillment of some need, goal and desire.

According to schiffam & Kanuk (2004), customer satisfaction is defined as the individual’s perception of the performance of the products or services in relation to his or her expectations. Also can be define customer satisfaction is viewed as a post- choice evaluation judgment of a specific purchase occasion (Oliver, 1993).

According to the Guest satisfaction, we can apply this concept to the hospitality industry Applying to the hospitality industry, there have been numerous studies that examine attributes that travelers may find important regarding customer satisfaction. Atkinson (1988) found out that cleanliness, security, value for money and courtesy of staff determine customer satisfaction. Knutson (1988) revealed that room cleanliness and comfort, convenience of location, prompt service, safety and security, and friendliness of employees are important

Considering about the booming firms they define their strategies in guest-oriented comportment. According to Kotler (2000) mentioned that satisfaction as a person’s good desire and disappointment resulting from comparing a product is perceived performance according to their expectations. When it comes to Oliver (1997), he took a more myopic view and stated guests’ satisfaction as for a guest’s fulfillment response. It is like a result that product or service feature, or the product or service itself that provides a good level of consumption related fulfillment. In other way, it is the overall level of contentment with a service/ product experience.   

Guest satisfaction very important factor of any organization especially service providing industry like hotel industry. When consider about the above definition about the customer satisfaction according to Schiffma and Karun customer satisfaction base on customer perception and performance of service or product. (Hamesemerk and Albinsson, 2004). (as cited Mohsan, Nawaz, Khan, Shaukat, & Aslam, 2011) presented their definition base on customer anticipation, perception and need and wants. Considering wit prior research about the customer satisfaction, customer satisfaction is gap between product or service quality and customer perception, anticipating and expectation. Service or product quality below that customer perception customers are dissatisfied and service or product quality more that customer expectation customers are satisfied or delight.

Satisfaction is an “overall customer attitude towards a service provider” (Levesque and McDougall, 1996, p. 14), or an emotional reaction to the difference between what customers anticipate and what they receive (Zineldin, 2000), regarding the fulfillment of so2.1me need, goal or desire (Oliver, 1999). Gerpott et al. (2001) who propose that satisfaction is based on a customer’s estimated experience of the extent to which a provider’s services fulfill his or her expectations provide a similar definition.

Considering about guest satisfaction in a hotel they expect a maximum service from the hotel. When it comes to hospitality industry, there are main three types of services, such as accommodation and amenities, food and beverages and hospitable service. When considering about the accommodation in a hotel it must be very clean and there has to be enough space and very much comfortable, if not guests are not going to satisfy with accommodation in the hotel that will be badly effect to the retain guests and build up the guest loyalty. Other thing is the food and beverage; it must be very delicious and very tasty. In addition, food dishes and the quality of the foods must be in a high standard. Then guest satisfaction will increase and that will be very much profitable for the hotel. Considering about the friendly service in a hotel that is a one of very important component. During the check in process guest will have the first impression about the hotel and after butler service must be very friendly and active then only guests can take the first impression until they check out, therefore all those three types of service must be in the top of level for the purpose of satisfy guests.

 When considering about the Customer service and hospitable behavior, a system of activities comprises customer support systems, complaint processing & friendliness & quick service delivery. The key to achieve sustainable advantage lies in delivering high quality service that results in satisfied customers (shemwell.et.al.1998)

2.5   Definition of Guest Loyalty     

When we consider about guests, they are displaying different types of loyalty, commitment and allegiance in various aspects of their daily interactions. Considering about guest loyalty it is a positive emotional experience and satisfaction based on physical attribute and the perceived value of an experience, which includes from the service that they had in the hotel.  The loyal guests are like;

1. Repeatedly purchase a good service over time, and

2. Hold favorable attitudes towards a good service.

Customer loyalty consists of three separate dimensions: behavioral, attitudinal, and composite. Behavioral loyalty considers measurements of consistent, repetitious purchase behavior as an indicator of loyalty. In particular, it interprets a form of customer behavior Directed towards a particular brand over time (Bowen and Shoemaker, 1998).

2.6 The Colonial Concept in a hotel

Colonialism is a concept, which has a very long history. The European colonialism has begun in the 15^th century. Colonialism is a process of European human settlement also controlling of politically the world including Australia, Parts of Africa, America and specially Asia. It explains the specificity between the colonialism and imperialism that given difficulty of consistently distinguishing of two terms which entry will use colonialism as a broad concept that is referring to the project of European government domination from the 16^th to the 20^th centuries that ended with the national liberation movements. And the first decolonization was happening end of the 18^th and early19th centuries. Most probably after the decolonization started to begin the colonial type buildings specially hotels as monuments of by-gone colonial era. Most of them were the official accommodations which used by colonial empires. When it comes to Sri Lanka, the several famous colonial hotels are Galle Face hotel, Bandarawela hotel and Galle new Oriental Hotel etc.

2.7    Expectancy Disconfirmation Theory (EDT)

According to the satisfaction, there are plenty of research studies and also concepts. But the most acceptable conceptualization of the customer satisfaction concept is the expectancy disconfirmation theory (Barsky, 1992; Oh and Parks, 1997; McQuitty, Finn and Wiley, 2000). The Expectancy Disconfirmation Theory has developed by Oliver (1980). He has considered the satisfaction level is the difference between the expected performance and the perceived performance.

             

 

                                                       

       

Under this concept, Oliver has mentioned that there are expectations, perceived performance, disconfirmation and satisfaction like that four components. When it comes to Expectation, it means the aspiration of the performance about the product or service. Also the Perceived performance means, the customer’s experience after the consuming the product. It can be a better or worst experience. Finally, the Disconfirmation means the difference between the expectation and the perceived performance. It can be positive or negative. If positive customer has a satisfaction of the product or service if it is negative, customer has a dissatisfaction of the product or service.

2.8    Service Quality

Service quality is very important things in the hotel industry. Because hotels provides intangible product for guests, therefore have to more concern about service quality as the same time concerning about the guest satisfaction. The prosperity of the business is depending on those two categories. When the service quality is less than the customer expectation, customers will dissatisfy. In addition, if the service quality is high than the customer expectation, customer will satisfy.

According to the Gronroos (1982) the total service quality is the difference between the perceived service and expected service which from customer’s perception. Asubanteng,Mccleary and Swan (1996) discussed the service quality as the difference between customers’ expectations for service performance prior to the service encounter and their perceptions of the service received. In addition, the service quality as the subjective comparison those customers make between the quality of the service that they want to receive and what they actually get according to Gefan (2002)

When providing any services to guests prefer is a starting point for giving guest satisfaction.The easy way to conclude that what services guests expected is simply to ask them. According to consideration of Gilbert and Horsnell (1998), and Su (2004), guest comment cards have the majority to use for identify the hotel guest satisfaction. Guest comments cards are always circulate among hotel rooms, at the reception desk or in somewhere in a possible place. However, many studies give out several hotel chains use guest satisfaction evaluating methods based on inadequate practices to create special and complex managerial decisions (Barsky, 1992; Barsky and Huxley, 1992; Jones and Ioannou, 199, Gilbert and Horsnell, 1998; Su, 2004). In addition, most commonly made faults should be separate into main three areas, such as; quality of the sample, data collection and analysis and design of the Guest comment card (Gilbert and Horsnell, 1998). For improve the validity of hotel guest satisfaction measurement practice, there is a new sampling procedure which named as ‘‘quality sample’’. That decreases non response bias by offering encourages for completing the questionnaires. Barsky and Huxley (1992)

According to the components of the questionnaires is mainly focus on dis-confirmation paradigm expectancy theory. In here guests can discover whether service was above or below according to their expectations. In addition, are based on dis confirmation paradigm and expectancy-value theory. In this manner, guests can indicate whether service was above or below their expectations and whether they considered a particular service important or not. Moreover, Gilbert and Horsnell (1998) had developed a list of measurements for guest comment card content analysis. The issues of question clarity, survey timing, validity and scaling question order and sample size (Schall 2003).

REFERENCE

Atkinson, A. (1988). Answering the eternal question: what does the customer want? The    Cornell Hotel and Restaurant Administration Quarterly, 29(2): 12-14.

Barsky, J., & Labagh, R. (1992). A Strategy for Customer Satisfaction. Cornell Hotel And Restaurant Administration Quarterly, 33(5), 32-40.

Bowen, J., & Shoemaker, S. (1998). Loyalty: A Strategic Commitment. Cornell Hotel And Restaurant Administration Quarterly, 39(1), 12-25.

Cardozo, R.N. An experimental study of customer effort, expectation and                                               satisfaction.  Journal of Marketing Research, 2:244-249

Gerpott, T.J., Rams, W., Schindler, A. (2001), "Customer retention, loyalty, and satisfaction in the German mobile cellular telecommunications market", Telecommunications Policy, Vol. 25 No.4, pp.249-69

Hansemark, O., & Albinsson, M. (2004). Customer satisfaction and retention: the experiences of individual employees. Managing Service Quality, 14(1), 40-57.

Knutson, B. (1988). Ten Laws of Customer Satisfaction. Cornell Hotel And Restaurant Administration Quarterly, 29(3), 14-17.

Levesque, T., & McDougall, G. H. G. (1996). Determinants of customer satisfaction in retail banking. International Journal of Bank Marketing, 14(7), 12-20

Oliver, R. (1993). A conceptual model of service quality and service satisfaction: compatible. Advances in Service Marketing and Management, 2, 65-85

Schiffman, L., & Kanuk, L. (2004). Consumer Behavior. Upper Saddle: Prentice Hall Publications.

Zineldin, M. (2000). TRM: Total Relationship Management, Lund: Studentlitteratur.

Atkinson, A. (1988). The Cornell Hotel and Restaurant Administration

Wikipedia,      2014   Customer  satisfaction.   (n.d.).   Retrieved     March      18,

http://en.wikipedia.org/wiki/Customer_satisfaction

Levesque, T., & McDougall, G. H. G. (1996). Determinants of customer satisfaction in retail banking. International Journal of Bank Marketing, 14(7), 12-20

Oliver, R. (1993). A conceptual model of service quality and service satisfaction: compatible. Advances in Service Marketing and Management, 2, 65-85

Schiffman, L., & Kanuk, L. (2004). Consumer Behavior. Upper Saddle: Prentice Hall Publications.

Zineldin, M. (2000). TRM: Total Relationship Management, Lund: Studentlitteratur.

Atkinson, A. (1988). The Cornell Hotel and Restaurant Administration

Wikipedia,      2014   Customer  satisfaction.   (n.d.).   Retrieved     March      18,

http://en.wikipedia.org/wiki/Customer_satisfaction

LITERATURE REVIEW - Factors Influencing the Job Satisfaction

This chapter consists of past research articles which are related to the job satisfaction and influences as well as theories relevant to the concepts. In this process, the researcher examined some books with few found by the researchers.

There are various literature that illustrate the relation between some factors and the satisfaction of the employees and also there are different satisfaction definitions in literature, Job satisfaction shows how much an employee likes his work as well as the level of his preoccupation with work. Generally, it can be stated that job satisfaction is a sense of comfort and positive experience that an employee have related to his job. Job satisfaction can affect work behavior, and through that, the organizational performance. For a long time job satisfaction has been viewed as a unique concept, but today it is seen as a very complex cluster of attitudes towards different aspects of the work (Rollinson et al., 1998).Therefore, the definitions of job satisfaction should include a variety of factors such as nature of work, salary, stress, working conditions, colleagues, superiors, working hours etc.

Suhalia and Azeem (2014) have investigated the Dynamics Influencing Job Satisfaction of Employees in Indian Banking Sector. For the study, the data of 425 respondents have been collected through questionnaires. The variables considered in this research include Working Condition, Salary, Promotion, Training and Co-worker relation. The results of the research shows that the employees employed in Banking Sector in Uttar Pradesh are satisfied with their jobs. The factors which are considered for the study are Interpersonal Relations and Working Conditions intrinsic to the job and motivated them which were the recognition, work itself, advance opportunities and possibility of growth. It has been recommended by the results of this study that the Offer better pay package, improve the working conditions, Avoid Verbal abuse and Foster a sense of belongingness among the employees by arranging get-together, picnic etc. If the above factors are considered by the management of banking sector, it would not only improve the quality of their institution, job satisfaction and quality of work life of the employees, but in an indirect way improve the inputs for the customers be it, computer applications or business administration which might be pursued by the employees after their training completion.

Suman and Ajay (2013) have investigated the Job Satisfaction among Bank Employees as A Comparative Study of Public Sector and Private Sector Banks. For the study, the data of 110 respondents have been collected through of different age group, education level, income and designation used in simple random sampling covers four Commercial Banks in all, taking two from Public Sector namely State Bank of India and Canara Bank and two from Private Sector, HDFC and Axis Bank. The variables considered in this research include Pay and Fringe Benefits, Co-workers, Employees Empowerment, Supervision, Performance Appraisal, Nature of Job, Employee Participation and Training and Career Development. It has been observed from the results that significant difference exists between employees of Public Sectors Banks (PSBs) and Private Sector Banks (PVSBs) regarding pay increments, Training & Development, Supervision. No significant difference has been found regarding various aspects of relation with co -workers, empowerment, performance appraisal and employee participation which indicates that employees of both PSBs and PVSBs feel same level of satisfaction in their organization. The researcher has suggested that Public Sector Banks can increase the satisfaction of their employees by increasing the pay increments, and employee empowerment, PSBs have lower level of satisfaction with training and development facilities, these Banks should take steps to improve training and opportunities for career advancement to increase the level of satisfaction employees of PSBs it is necessary to improve policy for career development.

Sonia and Priyanka (2014) performed an analysis of job satisfaction in CE Infosystems Pvt Ltd. The researcher has selected employees of CE Infosystems Pvt Ltd. The main dimensions examined influence a person’s level of job satisfaction like level of pay, perceived fairness of the promotion system within a company, work place conditions, leadership and relationships with superiors, subordinates and peers and the job itself. It has been recommended that Empirical findings of this study suggest that job characteristics such as pay, task clarity and significance, opportunities for promotion and skills utilization, as well as organizational characteristics such as commitment level and relationship with the supervisors, subordinates and co-workers, have significant effects on job satisfaction.

Rashid et al. (2013) scrutinize the level of satisfaction of the employees in various telecom companies Ufone, Zong, Telenor, Warid telecom, Pakistan Telecommunication and Mobilink in Pakistan. The researchers have considered the significance of factors such as working conditions, pay and promotion, job security, fairness, relationship with co-workers and supervisors in affecting the job satisfaction. As their sample size comprises 200 telecom sector employees. The results of the research shows that the factors affecting job satisfaction were very well explained and in order to make business better great care and attention should be given to the employees. From the promoting, pay, fairness and working conditions. The importance of money in this case should not be underestimated. Everybody needs money. All employees work so that they can earn money. The best services can only be achieved through satisfied employees and so in short, an organization’s performance, to quite a big extent, depends on fairness.

Dissanayake and Wickremasinghe empirically investigate the impact of Hygiene and Motivation Factors on job satisfaction of bank executives (junior and middle level) of Commercial banks in Western Province, Sri Lanka. The data collection for this research has been done by considering 200 respondents. The results of the study reveal that 85% of the variance in job satisfaction is significantly explained by hygiene and motivation factors. Advance, the study reveals that except for salary, benefits, working condition, relationship with peers and growth, other hygiene and motivation factors are not significant predictors of the job satisfaction. It is recommended in this study that the banks should focus on hygiene and motivation factors very seriously when crafting and executing new strategies. This will ensure that the banks remain sustainable and continue to make a positive contribution to Sri Lankan economy.

Annabel and Jill (2007) have performed a study on the factors of Job satisfaction of managers in Cyprus. The variables included in the research are Self-fulfillment, Independence, and Job environment. The sample size of the study is 300 respondents. The results of the study show that the impact of independent variables (gender, age, public sector versus private sector, number of employees supervised, and service versus manufacturing industry) are evaluated, it appears that Cypriot employers have some issues to consider. Also it revealed that managers in the private sector are more satisfied regarding self-fulfillment factor than public secto

managers, executives of public sector companies should review policies in Cypriot private companies to see if changes could be made to improve satisfaction on self-fulfillment issues for managers in public sector organizations. It has been recommended by the results of this study that the some managers have inadequate numbers of employees to get the job done. Additionally, it is possible that higher numbers of employees allows more work to be shared so that managers feel more control over their daily work and have to work fewer hours to get the job done. If they can develop some approaches to increasing job satisfaction of managers, companies will likely have less absenteeism and turnover among managers and will also develop managers’ interests in meaningful work in ways that will enhance company success.

Emmanuel et al. (2015) have examined the factors affecting job satisfaction of employees in the local building construction industry in Ghana. The sample is composed of 158 employees working in selected construction organizations in the Ashanti Region of Ghana. The results of the study show that non-wage based factors such as recognition, task itself, work environment, supervision and job security appeared to influence job satisfaction than wage paid to the employees in the construction sector. It has been recommended by the researchers that the Managers in construction supply chain should make policies and incorporate factors that allow employees to achieve their high-order individual goals in job design to secure employee’s loyalty and improve productivity.

Nurul Kabir (2011) have examined the Factors Affecting Employee Job Satisfaction of Pharmaceutical Sector. The sample is composed of 285 people who are the Beximco & Apex Pharma are selected to collect primary data and the researcher visited each pharmaceutical to talk informally with pharmaceutical officials for collecting information regarding job satisfaction to investigate on the significance of factors such as working conditions, pay and promotion, job security, fairness, relationship with co-workers and supervisors in affecting the job satisfaction. The results of the research demonstrate that work conditions, fairness, promotion, and pay, are key factors affecting pharmaceuticals companies employees’ job satisfaction. It has been suggested that for future research a proportionate stratified random sample be used to compare several public sector institutions using a larger sample and the research is needed to further investigate the potential relationships and affects these variables

and other extraneous variables, such as role ambiguity, job level, contingent rewards and co-work have on job satisfaction.

Samina Qasim et al. (2012) have conducted the research on exploring factors affecting employees’ job satisfaction at work in Pakistan. The objective of this study was to find out which factor is contributing to the highest level of job satisfaction and identify the most satisfying and least satisfying factor selected in the study. The data has been collected by using random sampling method of 40 employees out of 100 employees while data has been analyzed by applying Regression, ANOVA and Correlation tests. Researcher have used work environment, remuneration, promotion and fairness of treatment as factors affecting to employees’ job satisfaction. The researcher has found that among four factors work environment has the highest magnitude that is contributing towards the highest level of job satisfaction of a multinational company's employees of Pakistan.

Khalid I. Alshitri (2013) studied that what the factors are affecting to job satisfaction among R&D employees in Saudi Arabia. Researcher used 432 employees in public research and development (R&D) center in Saudi Arabia as his sample in order to collect data by using structured questionnaires. Further researcher has considered five factors namely pay, promotion, supervision, coworkers, and nature of work which can be influenced to job satisfaction and intention to stay in the company. In this study data has been analyzed by using SPSS based on descriptive and inferential statistics while Pearson-product moment correlations, multiple regression, and hierarchical multiple regression analysis were performed to test the research hypothesis. The major findings of this study said that pay has direct effect on overall job satisfaction and indirect effect on intentions to stay through overall job satisfaction as well as promotion has direct effect on overall job satisfaction while supervision, co-workers, and nature of work have direct effects on both overall job satisfaction and intentions to stay among R&D center employees.

Bidyut and Mukulesh (2014) have examined the factors influencing employee’s job satisfaction of auto mobile service workshops in India. Data have been collected from 100 respondents in 10 auto mobile manufacturing companies. Researcher have used the Pearson correlation and T-Test and Anova Test as the statistical tools for the study while considering

four key variables namely Compensation, work environment, supervisor support and job security as the factors that can be affected the employees’ job satisfaction of the auto mobile manufacturing industry. The conclusion of the study revealed that salary is the most important factor for influencing job satisfaction of employees. Apart from salary, it has been found that the influence of supervisor support, healthy working environment, high job satisfaction level, proper work-life balance, career opportunities and promotion, proper training and development opportunities are also very important factors for determining employee’s job satisfaction

Luthan (1998) theorized that there are three important dimensions to job satisfaction:

 Job satisfaction is an emotional response to a job situation. As such it cannot be seen, it can only be inferred.

 Job satisfaction is often determined by how well outcome meet or exceed expectations. For instance, if organization participants feel that they are working much harder than others in the department but are receiving fewer rewards they will probably have a negative attitudes towards the work, the boss and or coworkers. On the other hand, if they feel they are being treated very well and are being paid equitably, they are likely to have positive attitudes towards the job.

 Job satisfaction represents several related attitudes which are most important characteristics of a job about which people have effective response. These to Luthans are: the work itself, pay, promotion opportunities, supervision and coworkers.

Influences on Commitment and Employee Satisfaction

An IRS survey (IRS, 2004) established that the following were the top five influences on employee satisfaction and commitment and employee satisfaction:

1. Relationship with manager – 63 per cent.

2. Relationship with colleagues – 60 per cent

3. Quality of line management – 62 per cent.

4. Recognition of contribution – 56 per cent.

5. Leadership: visibility and confidence – 55 per cent.

(Source: Michael Armstrong, 2006: pp. 279-280)

Theories relevant to Job Satisfaction

Abraham Maslow’s theory of Motivation (The Hierarchy of Needs)

Maslow (1954) outlined the most influential of content theories. He suggested a hierarchy of needs up which progress. Once individuals have satisfied one need in the hierarchy, it ceases to motivate their behavior and they are motivated by the need at the next level up the hierarchy. It's like a step progress, because when feel satisfied one step every one try to move next step of the hierarchy.

1. Physiological needs such as hunger and thirst are the first level on the hierarchy.

2. Security needs such as shelter and protection.

3. Social needs such as need for satisfactory and supportive relationships.

From these needs, the individual can move up the hierarchy to higher order needs.

4. Self – esteem needs for recognition and a belief in oneself is the next level.

5. The progression leads to the need to realize one’s full potential, which is termed self – actualization. Only a small proportion of the population achieves this level.

This theory was not intended as an explanation of motivation in the workplace; however, many managerial theorists have enthusiastically adopted it. The theory suggests that employees will always tend to want more from their employers. When they have satisfied their subsistence needs, they strive to fulfill security needs. When jobs are secure they will seek ways of satisfying social needs and if successful will seek the means to the ultimate end of self – actualization.

Gary Dessler says about Maslow’s hierarchy needs in his HRM book that “Maslow, later in his career, suggested it might be more useful to think of his five needs as comprising a two-step not a five-step hierarchy. The bottom rung contains needs best satisfied by things like extrinsically supplied job security and food and shelter. The second, upper rung contains needs for achievement and self-actualization, needs best satisfied by intrinsic rewards like the sense of achievement one derives from doing a challenging job and doing it well.” (Gary Dessler, 2006: p. 440)

Herzberg’s Two-Factor Theory (Motivator-Hygiene Theory)

Figure 1 indicates several factors led persistently to employee satisfaction, while some others led persistently to dissatisfaction. The satisfiers were called ‘motivators’ and dissatisfies

‘hygiene factors’. Motivators appeared to be closely connected to the job, whilst hygiene factors were connected with the environment. Motivators appeared to produce motivated behaviour. However, hygiene factors produced either dissatisfaction or a nil response

Note: The depth of each ‘box’ denotes the relative duration of the good or bad feelings about the job;

a) That motivators have their negative aspects, eg. Lack achievement can lead to dissatisfaction , and

b) That hygiene factors have their positive aspects, eg. Salary can be a source of satisfaction.

(Source: G.A.Cole, Personnel Management – Theory and Practice, 4th edition, 1997, p.78)

GLOSSARY OF KEY TERMS

Job – The name given to a particular set of tasks allocated to a particular individual or position.

Job Satisfaction- Contentment (or lack of it) arising out of interplay of employee's positive and negative feelings toward his or her work.

Benefits – Indirect financial and non-financial payments such as pensions, sickness payments, company cars etc., which are additional to earnings; sometimes known as ‘fringe benefits’.

Career – The occupational positions a person has had over many years.

Career Development - The lifelong process of managing your or your employee's work experience within or between organizations.

Competencies – Person’s ability to perform a task to an externally agreed standard, set by the organization or third party. Demonstrable characteristics of a person that enable performance of a job.

Competitive advantage – Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share.

Culture (organization) – Collection of shared values which provide employees with explicit and implicit signposts to what has come to be regarded as preferred behaviour in the organization.

Executive – A person who responsible for the administrative of a business, having the functions of carrying out plans or orders etc. Someone who manages a government agency or a department.

Empowerment – Granting employees’ greater discretion over how their jobs are done or their responsibilities fulfilled at the appropriate level.

Human Resource Management – The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding and appraising.

Leadership – A process within groups in which one person, either by virtue of position or personality or both, obtains sufficient commitment of the other members to facilitate the achievement of group goals.

Leadership style – A term used to describe the manner in which a person exercises leadership, especially in relation to their treatment of people and tasks.

Management process – The five basic functions of planning, organizing, staffing, leading and controlling.

Coworkers – The degree to which fellow workers are technically proficient and socially supportive.

Motivation – The processes, both instinctive and rational, which occur in an individual when seeking to satisfy perceived needs and wants.

Motivators – These are factors arising from a person’s experience of a job, such as achievement and intrinsic job interests which cause that person to become motivated to put effort into the job.

Work Itself - Becoming self-aware, self-monitoring and self-correcting; Knowing what you need to do; Taking the initiative rather than waiting to be told what to do; Doing what is asked to the best of your ability, without the need for external prodding, and working until the job is completed and Learning to work at a pace that you can sustain.

Organization behaviour – The study of the way individuals and groups behave at work. Individuals and groups interaction with their environments and the conduct of change.

Personality – The unique pattern of attitudes, predispositions and behaviour possessed by an individual.

Performance management – Managing all elements of the organizational process that affect how ell employees perform. Assurance that employees are working toward organizational goals.

Policy – A statement of the manner in which work activities are to be pursued, thus contributing to the development and implementation of a set of dominant values in an organization.

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