Motivational Factors in the Hospitality Industry – Cambridge 14 Test 1 Reading Passage 3

Human Resource Management (HRM) in the service sector, particularly within the hospitality industry, is a recurring topic in IELTS Reading. The passage “Motivational factors and the hospitality industry” – Cambridge 14, Test 1, Reading Passage 3, delves into the challenges and solutions for retaining talented staff—a vital factor determining the success of this industry.

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Passage Content: Motivational factors and the hospitality industry

A. A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?

B. Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces – usually in the non-service sector – that emphasized fun and enjoyment as part of work-life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.

C. Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).

D. Lucas also points out that the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work’ (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).

E. Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): ‘[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.’ Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.

F. While it seems likely that employees’ reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.

G. Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services of hotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.

H. It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.

I. Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).

J. Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg’s (1966) theory discusses the need for a ‘balance’ of these two types of needs.

K. The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover. Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. ‘Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously high levels of performance’ (Tews et al., 2013).

L. Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.

Questions 27 – 31

Look at the following statements (Questions 27 – 31) and the list of researchers below.

Match each statement with the correct researcher, A – F.

Write the correct letter, A – F, in boxes 27 – 31 on your answer sheet.

NB  You may use any letter more than once.

27. Hotel managers need to know what would encourage good staff to remain.

28. The actions of managers may make staff feel they shouldn’t move to a different employer.

29. Little is done in the hospitality industry to help workers improve their skills.

30. Staff are less likely to change jobs if cooperation is encouraged.

31. Dissatisfaction with pay is not the only reason why hospitality workers change jobs.

List of Researchers

A. Pfeffer

B. Lucas

C. Maroudas et al.

D. Ng and Sorensen

E. Enz and Siguaw

F. Deery

Questions 32 – 35

Do the following statements agree with the claims of the writer in the Reading Passage?

Write:

YES if the statement agrees with the claims of the writer

NO if the statement contradicts the claims of the writer

NOT GIVEN if it is impossible to say what the writer thinks about this

32. One reason for high staff turnover in the hospitality industry is poor morale.

33. Research has shown that staff have a tendency to dislike their workplace.

34. An improvement in working conditions and job security makes staff satisfied with their jobs.

35. Staff should be allowed to choose when they take breaks during the working day.

Questions 36 – 40

Complete the summary below.

Choose ONE WORD ONLY from the passage for each answer.

Fun at work

Tews, Michel and Stafford carried out research on staff in an American chain of 36……………………… . They discovered that activities designed for staff to have fun improved their 37……………………… , and that management involvement led to lower staff 38………………………….. . They also found that the activities needed to fit with both the company’s 39………………………….. and the 40…………………………. of the staff. A balance was required between a degree of freedom and maintaining work standards.

Summary of the passage

The passage provides an in-depth analysis of motivational factors for employees in the hospitality industry, a sector notorious for high staff turnover.

• The Problem: Despite recognizing the importance of talented employees, the hospitality industry has a history of poor Human Resource Management (HRM). This leads to inherent issues such as low pay, inadequate benefits, poor working conditions, and low staff morale.
• The Role of Management: Support and recognition from management can make employees feel more engaged and obligated to stay with the company.
• Herzberg’s Two-Factor Theory: The article introduces a motivational theory that categorizes human needs into two types: extrinsic factors (e.g., salary, working conditions), which only help reduce dissatisfaction, and intrinsic factors (e.g., recognition, achievement), which truly create job satisfaction.
• Proposed Solutions: The article suggests specific solutions, such as incorporating “fun at work” in a structured way, and practical actions like allowing adequate breaks, organizing family-inclusive staff events, and providing health and well-being opportunities.

Key Vocabulary from the passage: Motivational factors and the hospitality industry

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Answer Key and Detailed Explanations

Questions 27 – 31: Matching Researchers

• 27. → E (Enz and Siguaw)

Evidence (Paragraph H): “This requires an understanding of what motivates employees… to inspire and retain competent employees.”

Explanation: The question “managers need to know what would encourage good staff to remain” directly corresponds to “understanding what motivates employees… to retain competent employees.”

• 28. → D (Ng and Sorensen)

Evidence (Paragraph E): “…when managers provide recognition to employees, motivate employees… employees feel more obligated to stay with the company.”

Explanation: “Actions of managers” (recognition, motivation) make staff “feel more obligated to stay” (shouldn’t move).

• 29. → B (Lucas)

Evidence (Paragraph D): “Lucas also points out that the substance of HRM practices does not appear to be designed to… enabl[e] developing and drawing out the full potential of people…”

Explanation: “Not designed to develop potential” is synonymous with “little is done to help workers improve their skills.”

• 30. → D (Ng and Sorensen)

Evidence (Paragraph E): “…motivate employees to work together… employees feel more obligated to stay with the company.”

Explanation: “Encouraging cooperation” (work together) makes staff “less likely to change jobs” (feel obligated to stay).

• 31. → C (Maroudas et al.)

Evidence (Paragraph D): “Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).”

Explanation: This shows that besides “low pay,” there are many other reasons for changing jobs.

Questions 32-35: YES / NO / NOT GIVEN

• 32. → YES

Evidence (Paragraph D): “Among the many cited reasons are… compromised employee morale…”

Explanation: The article explicitly lists “compromised morale” as a reason for high turnover.

• 33. → NO

Evidence (Paragraph F): “…no evidence exists to support this hypothesis (Spector et al., 2000).”

Explanation: The article states there is no evidence for the hypothesis that staff have a tendency to dislike their workplace, contradicting the question.

• 34. → NO

Evidence (Paragraph I): “…just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction.”

Explanation: Improving working conditions (extrinsic factors) only reduces dissatisfaction, it does not create satisfaction.

• 35. → NOT GIVEN

Evidence (Paragraph L): “…allowing adequate breaks during the working day…”

Explanation: The article mentions “allowing adequate breaks” but does not specify who has the right to “choose” the timing.

• 36. → restaurants

Evidence (Paragraph K): “…a study focusing on staff from a chain of themed restaurants…”

• 37. → performance

Evidence (Paragraph K): “…fun activities had a favorable impact on performance…”

• 38. → turnover

Evidence (Paragraph K): “…manager support for fun had a favorable impact in reducing turnover.”

• 39. → goals

Evidence (Paragraph K): “…must be carefully aligned with both organizational goals…”

• 40. → characteristics

Evidence (Paragraph K): “…and employee characteristics.”

Conclusion

The passage “Motivational factors and the hospitality industry” is a classic example of academic topics related to business and management in IELTS. By mastering key concepts like intrinsic/extrinsic motivation and industry-specific challenges, you will not only solve this passage effectively but also build a solid foundation for similar topics.

Good luck with your studies and achieving your dream IELTS band score!