Hotel Managers' Motivational Strategies for Enhancing Employee Performance / Vanessa Barbosa-McCoy

Barbosa-McCoy, Vanessa
Bib ID
vtls002096450
出版項
Ann Arbor, Michigan : ProQuest Information and learning, 2016.
稽核項
1 online resource (155 pages).
電子版
附註項
數位化論文典藏聯盟
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$a Hotel Managers' Motivational Strategies for Enhancing Employee Performance / $c Vanessa Barbosa-McCoy
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$a Ann Arbor, Michigan : $b ProQuest Information and learning, $c 2016.
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$c ©2016
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$a 1 online resource (155 pages).
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$a Dissertation Abstracts International ; $v 77-07A(E)
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$a Source: Dissertation Abstracts International, Volume: 77-07(E), Section: A.
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$a Advisers: Susan Fan; Peter Anthony.
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$a Thesis $b (D.B.A.)-- $c Walden University, $d 2016
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$a Includes bibliographical references
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$a Access restricted to Tamkang University users.
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$a More than 600,000 employees depart the hospitality industry for a variety of reasons such as lack of motivational strategies (MS) of hotel general managers (GMs). The purpose of this multiple case study using census sampling was to explore what MS hotel GMs used to enhance employee performance. The 3 GMs of 3 full-service branded hotels with a guest capacity of 160-699 were randomly selected in South Florida. Data were collected from face-to-face interviews with the hotel GMs, employee performance evaluations, and results of guest and employee satisfaction surveys from the hotel GMs. Data analysis involved methodological triangulation to determine how motivation was captured and measured using interpreted data, verification through the member-checking process, and coding techniques such as mind mapping to identify reoccurring codes and categories. Through thematic analysis, 4 major themes emerged: workplace motivation, job satisfaction, positive performance, and social expectation. Findings from the 4 themes revealed that recognition and guest satisfaction unveiled a positive effect on employee performances and that motivation through community engagement gave employees reasons to perform well. The effectiveness of MS on employee performance was conceptualized by the expectancy theory to determine motivational triggers and the behavior engineering model to determine which MS led to improved performance. Social implications include encouraging hotel GMs to adjust and develop motivational strategies that engage employees to improve the employee-customer relationship and to increase community involvement which may promote positive social change.
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$a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2016
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$a Mode of access: World Wide Web
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$a English
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$a 數位化論文典藏聯盟 $b PQDT $c 淡江大學(2017)
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$a Management.
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$a Business administration.
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$a Recreation.
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$a Electronic books. $2 local
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$a Fan, Susan, $e thesis advisor
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$a Anthony, Peter, $e thesis advisor
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$a ProQuest Information and Learning Co.
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$a Walden University. $b Management.
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叢書名
Dissertation Abstracts International ; 77-07A(E)
Dissertation Abstracts International ; 77-07A(E).
標題
摘要
More than 600,000 employees depart the hospitality industry for a variety of reasons such as lack of motivational strategies (MS) of hotel general managers (GMs). The purpose of this multiple case study using census sampling was to explore what MS hotel GMs used to enhance employee performance. The 3 GMs of 3 full-service branded hotels with a guest capacity of 160-699 were randomly selected in South Florida. Data were collected from face-to-face interviews with the hotel GMs, employee performance evaluations, and results of guest and employee satisfaction surveys from the hotel GMs. Data analysis involved methodological triangulation to determine how motivation was captured and measured using interpreted data, verification through the member-checking process, and coding techniques such as mind mapping to identify reoccurring codes and categories. Through thematic analysis, 4 major themes emerged: workplace motivation, job satisfaction, positive performance, and social expectation. Findings from the 4 themes revealed that recognition and guest satisfaction unveiled a positive effect on employee performances and that motivation through community engagement gave employees reasons to perform well. The effectiveness of MS on employee performance was conceptualized by the expectancy theory to determine motivational triggers and the behavior engineering model to determine which MS led to improved performance. Social implications include encouraging hotel GMs to adjust and develop motivational strategies that engage employees to improve the employee-customer relationship and to increase community involvement which may promote positive social change.
附註
Source: Dissertation Abstracts International, Volume: 77-07(E), Section: A.
Advisers: Susan Fan; Peter Anthony.
Thesis
Includes bibliographical references
English
數位化論文典藏聯盟
合著者
ISBN/ISSN
9781339494319