inspirational motivational (IM) dimension of the Full-Range Leadership Model
(FRLM).
Another linkage with work motivation studies is revealed through the positioning
of both employee attitudes (column 3) and behaviours (column 4) as outcomes of
motivational leadership. Specifically, this reflects Ambrose and Kulik’s (1999:
232) description of how work motivation can be measured using both attitudinal
(e.g. job satisfaction) and behavioural (e.g. job performance) measures.
This short comparison shows that the research does relate somewhat (in varying
degrees) to core motivation theories. However, the lack of significant linkages
with the major work motivation theories reflects the fact that the organising
framework and the relationships that are being examined/explored are driven to a
greater degree by generic and hospitality-focused leadership studies.
Section 4.3 below goes on to review the applied hospitality motivation literature
to: (i) establish the scope of the existing research in this area; (ii) identify any
additional relevant variables for inclusion in the study; (iii) identify hospitality-
related precedents for measuring the selected latent variables; and (iv) further
inform the development of the hypotheses for the survey research.
4.3 Motivation research in hospitality studies
The earliest academic article discussing motivation in a hospitality context is that
of Nebel (1978). Published in The Cornell Hotel and Restaurant Administration
Quarterly, this paper titled Motivation, Leadership, and Employee Performance: A
Review is essentially descriptive and covers (i) motivation theory (describing
Herzberg’s, Maslow’s and Vroom’s theories), (ii) organisational management
approaches to motivation and productivity, and (iii) leadership and motivation
(Fiedler’s LPC model, House’s Path-Goal and a description of various leadership
styles from the behavioural tradition of leadership studies). The article does not,
however, provide any substantive analysis linking these concepts with hospitality
contexts. Perhaps it is for this reason that the article has received little attention
in the empirical studies that have been subsequently published – in fact, none of
the identified journal articles relating to either leadership or motivation issues in
hospitality organisations have cited that paper.