Motivation to Work in Bars in Dublin City Center from Employees Perspective

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TABLE OF CONTENTS

CHAPTER 1: INTRODUCTION1

Background of the study1

Problem statement2

Hypothesis2

Aims and Objectives2

Aims2

Objectives3

Research questions3

Significance of the study3

Rationale of the study4

Definition of the terms5

Summary and Transition6

CHAPTER 2: LITERATURE REVIEW7

Employees job satisfaction7

Employee retention7

Issues in employee satisfaction9

Theoretical framework11

Maslow's hierarchy of needs theory11

Herzberg's two-factor theory11

Vroom's expectancy theory12

Adam's equity theory13

CHAPTER 3: METHODOLOGY14

Introduction14

Research method14

Qualitative method14

Quantitative method14

Sample size14

Sample characteristics15

Statistical analysis16

Managerial Implications16

Sources for searching literature16

Using keywords17

Time table17

Gantt chart17

Summary and Transition17

REFERENCES18

APPENDIX30

Table.1 Frequency ranking biggest motivators:30

CHAPTER 1: INTRODUCTION

Background of the study

Each and every restaurants and bars start with the employees, the people who bring the restaurants and bars alive and who are responsible for the output. Without the employees the hotel would be just a structure made of steel, iron, and glass. Employees are the most important asset the restaurants and bars have. Employee satisfaction levels can affect the quality of service, and therefore are believed to be related to employees' satisfaction issue in the hospitality service industry, where front line employees have constant interaction with customers and can affect the overall restaurants and bars' profitability and success.

Most of the Dublin's restaurants and bars in the 21st century are becoming aware of the critical drivers that are required to attract, retain, and motivate employees. This awareness can be attributed to the concept that the future of Dublin's restaurants and bars' success is dependent upon the efficiency and effectiveness of the organization, as well as how employees are treated by their managers. Recent studies have indicated that if organizations have high levels of involvement, this will develop into a positive attitude among employees therefore, employees will have a higher degree of engagement and productivity in the workplace.

Today, restaurants and bars typically utilize a more strategic approach, encompassing dynamic workplace models to uncover processes of individual workplace situations including personal aspirations, stabilization, differentiation, multiculturalism, perceived social worth, personal motivation, expectations, and intrinsic and extrinsic needs. Current organizational trends appear to be based on existing theories and concepts that drive organizational structures. Current organizations must utilize strategic approaches to create job satisfaction that results in employee retention.

This research will involve a survey, carried out in numerous different Dublin's restaurants and bars, which helped to figure out the motivators to work in bar industry.



Problem statement

There's a huge problem with staff turnover in restaurant and bar industry. According to the Dublin Hotel sector, it has the highest proportion of employers (24%) and its staff turnover is higher than 21%, while the average proportion of employers saying that their staff turnover is 21% or above is 12%. The significant proportion of employers in Restaurant and Hotel sector (52%) said that seasonal change was the main reason for staff leaving and 13% said that no career progression was the biggest reason (Mampower Incorporating SkillsGroup, 2011).

Hypothesis

H0: There is an inverse relationship between effective motivational strategies and employees turnover rate at Ireland bars and restaurants.

H1: There is direct relationship between effective motivational strategies and employees turnover rate at Ireland bars and ...