Does Age influence Individual in motivation to work in the hospitality industry

Age Influence in Motivation to Work in Hospitality

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Age Influence in Motivation to Work in Hospitality

Methodology

The research methodology used in carrying out findings for this paper is the quantitative method. Quantitative research is a methodology that relies on statistical information and numbers in order to obtain required findings (Singh, 2007). The information usually in numerical form is compared against a representation of a group of people, to be able to come up with correlations between the numerical data and the target group (Sheperis, 2010). In this paper, the target population is the different age groups that are contrasted against different factors motivating them to work in the hospitality industry. The age groups and the motivating work factors are the two variables used in this quantitative research to help come up with the desired findings.

Quantitative research has its unique tools used for data collection, which help obtain numerical and statistical data that are required to complete research findings, which include surveys and questionnaires (Baddley, 2009). Surveys and questionnaires both have a wide range of questions on the research area and are supposed to be filled in with the required information. The bigger the number of people research is obtained from, the more reliable and relevant the information (Johnson, 2008).

Advantages of quantitative research include the fact that the researcher can measure and analyze the data (N.a., 2010). Quantitative data is measurable due to the variables that are put in contrast to come up with the relevant information (Neuman, 2007). In addition, this type of research methodology can also be useful in experiments to test hypotheses due to the ability to measure data using statistical evidence. This type of research also gives researchers a vast method selection platform to choose from due to the constantly evolving statistics fields (Jha, 2008). On the other hand, one of the shortcomings of this type of research is that it does not study things in a natural setting or seek to expound individual perspective of the subject matter (Hartas, 2010). Qualitative research may also prove to be burdensome, as one has to gather information from a large sample of people to obtain accurate results (Mustafa 2010).

Discussion

The first step used in the survey to help shed light on how age influences working motivation in the hospitality industry is the identification of the age groups of people taking part in the survey. Findings show that a majority of those working in the hospitality industry fall under the age brackets of 21 and 50 years. The number of people below and above this age bracket is negligible. Within the age brackets of people working within the hotel industry, a big margin falls between the ages of 21 and 30 (Barron, 2008). One can easily conclude from these findings that this industry is dominated by youth and young people who are in their prime productivity years.

Further questions into this survey indicate that a majority of employees into the hospitality industry work for a maximum of five years before leaving for new opportunities. The number of individuals working in the hotel sector reduces with the increase of years spent working in the industry. The percentage of people staying as employees in the hotel industry for over ten years is extremely small, and this may be one of the main reasons contributing to high turnover in the hospitality industry.

One key motivating factor in determining the length of ones service in the hospitality industry is the passion to serve. Majority of the people in this industry are in it by virtue of having a passion for hospitality or enjoy the working environment of the hotel industry. A small percentage is driven into this industry by the financial benefits and the flexible work hours. As discussed earlier, a good number of workers in this industry are in it for the passion. Contrary to the large percentage who works in this industry for passion, a very small percentage has attained high academic and professional qualifications. Majority of employees in the hotel industry are either at certificate or diploma level while an average population, mainly of executive and administrative personnel have degree level of education or higher.

On the other hand, one of the main demoralizing factors in the hotel industry is the low remunerations. About 70% of employees in this industry flee hospitality because of the low salaries and wages. For a service industry like this that requires satisfactory effort and energy, many employees feel inadequately rewarded. At the same time, even those who are content with their job descriptions and remuneration, still seek promotion opportunities, which are not as many in this industry. The above reasons further increase rates of turnover in this industry due to lack of staff valuation (Barron, 2008).

Employees in the hospitality industry propose certain changes in their job industry to create a more conducive working atmosphere. The highest-ranking desirable change sought by employees in hospitality is a salary increase. About 40% of the employees in this industry ranked salary increment as the most important change that is required in the hotel industry. The second ranked desired change in the hotel industry is increased employee benefits. Thirdly, a high percentage of workers in this industry feel the need for a steady flow in the creation of employment opportunities. Another change sought for by employees in the hospitality sector, which ranked fourth in importance, is flexible working hours such that one is not stretched beyond the requires working hours. A high percentage of employees in this sector enjoy their working environment and a small percentage proposed improved working environment as a necessary change in the hotel industry.

Because of the above factors, the percentage of employees in the hospitality sector who seek to remain in this industry only see themselves 2-5 years longer before they venture out into other industries and ventures. A remarkably small percentage sees themselves in the hospitality industry for the rest of their career lives. Employees in this industry hope to see changes in this industry in order for them to prolong their service period in the hospitality. Desired changes include salary increase, more flexible working hours, increase employee benefits and promotion opportunities and creation of a more friendly and conducive working environment.

Reference

Baddeley, M., & Barrowclough, D. (2009). Running regressions: A practical guide to quantitative research in economics, finance and development studies. Cambridge, UK: Cambridge University Press.

Barron, P. (2008). Education and talent management: implications for the hospitality industry. International Journal of Contemporary Hospitality Management, 20(7), 730-742.doi:10.1108/D9596110810897583

Hartas, D. (2010). Educational research and inquiry: Qualitative and quantitative approaches. London: Continuum.

Jha, N. K. (2008). Research methodology. Chandigarh: Abhishek Publications.

Johnson, B., & Christensen, L. B. (2008). Educational research: Quantitative, qualitative, and mixed approaches. Los Angeles: Sage Publications.

Mustafa, A. (2010). Research methodology. Krishan Nagar, Delhi: A.I.T.B.S.

Neuman, W. L. (2007). Basics of social research: Qualitative and quantitative approaches. Boston: Pearson/Allyn and Bacon.

(N.a.). Quantitative research. (2010). S.l.: General Books.

Sheperis, C., Young, J. S., & Daniels, M. H. (2010). Counseling research: Quantitative, qualitative, and mixed methods. Boston: Pearson.

Singh, K. (2007). Quantitative social research methods. Los Angeles: Sage Publications.