reflect the ‘abandonment’ of motivation as a core concept in favour of more
specific measures of employee behaviour (Ambrose and Kulik 1999: 278).
4.3.1 Core articles from Simons’ review
Charles and Marshall (1993), Simons and Enz (1995), Siu et al. (1997) and Wong
et al. (1999) all employ a method of assessing the discrepancy between what
employees consider as important job characteristics and what those employees’
supervisors consider to important for those employees. This method is based
around a forced heirarchical ranking of ten job characteristics (Appreciation and
praise for work done; Higher wages; Feeling of being involved or in on things;
Interesting work; Good working conditions; Job security; Promotion in the
company; Supervisor's loyalty towards the worker; Tactful or considerate
disciplining; and Help or understanding with personal problems) which were
originally reported in Foreman Facts (Labor Relations Insitute 1946) and then
again by Lindahl (1949). Kovach reported results from the use of the same
method (1980; and 1987) and it is these studies that the hospitality articles have
drawn upon. The enduring theme of the original and follow-up studies has been
that monetary remuneration is not the most important job characteristic for many
segements of employees. Kovach (1987) found that ‘good wages’ is important for
younger emplyees, and those who are on lower wages. As remuneration levels
improve, employees typically report ‘interesting work’ and ‘full appreciation for
work done’ as being of high importance.
This technique - refered to as Kovach’s ten job-related factors by Siu et al. (1997:
45) – is essentially a needs-based approach, however the rationale for the
selection of the ten items is not discussed in either of Kovach’s articles (nor in any
of the hospitality articles). The authors of the hospitality articles using this
approach each draw conclusion based on a number of analyses where their
respective hierarchical rankings are examined to reveal differences based on a
number of demograhic and organisational-based independent variables.
Meudell and Rodham (1998) draw ‘loosely’ (p. 130) on both Kovach’s (1980; and
1987) work and on Herzberg’s two-factor theory in their study of factors that
motivate managers and employees of a licenced house operator in the UK. More
recently Lundberg et al. (2009) have also utilized Herzberg’s two-factor theory in
a hospitality motivation study.