Rochester Institute of Technology Rochester Institute of Technology
RIT Digital Institutional Repository RIT Digital Institutional Repository
Theses
5-23-2016
Drivers of Hotel Employee Motivation, Satisfaction and Drivers of Hotel Employee Motivation, Satisfaction and
Engagement in Riyadh, the Kingdom of Saudi Arabia Engagement in Riyadh, the Kingdom of Saudi Arabia
Abdulaziz Alqusayer
Follow this and additional works at: https://repository.rit.edu/theses
Recommended Citation Recommended Citation
Alqusayer, Abdulaziz, "Drivers of Hotel Employee Motivation, Satisfaction and Engagement in Riyadh, the
Kingdom of Saudi Arabia" (2016). Thesis. Rochester Institute of Technology. Accessed from
This Thesis is brought to you for free and open access by the RIT Libraries. For more information, please contact
Drivers of Hotel Employee Motivation,
Satisfaction and Engagement in
Riyadh, the Kingdom of Saudi Arabia
By
Abdulaziz Alqusayer
A Thesis submitted in Partial Fulfilment of the Requirements
for the Degree of Master of Science in Hospitality and Tourism
Management
Department of Hospitality and Tourism Management
College of Applied Science and Technology
Rochester Institute of Technology
Rochester, NY
May 23, 2016
ii
Committee Approval
The M.S. Degree Thesis of Abdulaziz Alqusayer has been examined and approved
by the thesis committee as satisfactory for the thesis requirement for the Master of
Science degree.
____________________________________________________________________
Dr. Muhammet Kesgin May 23, 2016
Thesis Advisor
____________________________________________________________________
Dr. Yuchin (Jerrie) Hsieh May 23, 2016
Committee Member
____________________________________________________________________
Dr. Carol Whitlock May 23, 2016
Department Chair
iii
Abstract
A large and growing body of literature has investigated job satisfaction among hotel
employees. However, far too little attention has been paid to the level of job
satisfaction among hotel employees in the kingdom of Saudi Arabia. This research
obtained data which may help to address this research gap. The research therefore
explored and provided a review of the literature on job satisfaction, motivational
factors, and engagement among hotel employees. Specifically, the research
investigated the motivational factors, level of job satisfaction and engagement among
hotel employees in Riyadh. The research employed a quantitative approach in the
form of a survey, with data being gathered via self-administrated questionnaire. The
research used a convenience sample of 237 participants working at six different
hotels in Riyadh; including five- and four- star rating. The research found that the
most important three motivational factors were ‘good wages,’ ‘job security,’ and
‘opportunities for advancement and development.’ Overall the results demonstrated
that hotel employees had high levels of job satisfaction and engagement. The
research demonstrated that demographic characteristics such as gender, age, and
nationality had an impact on hotel employees’ motivation, satisfaction, and
engagement, requiring attention from hotel managers in Saudi Arabia in order to
cultivate a highly motivated and engaged team. Exploring the drivers of hotel
employee motivation, satisfaction and engagement, this research contributes to this
critical area of research in a different context. The research offers some important
insights for hotel managers in Riyadh.
iv
Acknowledgements
I would like to thank those who have played significant roles in terms of conducting
this research. This research would not be successful without their help and support.
First of all, I would like to express the deepest special appreciation to my advisor Dr.
Muhammet Kesgin. Special thanks goes to him for his time and efforts which he has
spent on providing valuable critiques and suggestions during writing this thesis.
Without his help and guidance, this thesis would not have been possible.
I also want to express my gratitude to professor Yuchin (Jerrie) Hsieh for her
guidance and for her valuable information that I have learned from.
I am grateful to the Saudi Commission for Tourism and Antiquities (SCTA) for their
support and facilitate the process of data collection.
It is a pleasure to thank Dr. Alaa Alsarabi; a professor at the king Saud University
(KSU). Without his valuable recommendations, this thesis would not be completed.
His great academic experiences guides me to make this thesis successful.
I also want to extend my gratitude to Ms. Jayne Downes, the program academic
advisor, for her continued support during my scientific journey. This thesis would
not be possible without her assists and encouragement.
Great thanks to my wife for her support throughout developing my thesis. She
encouraged me to do my best and also provided an appropriate environment for study
in our home.
Thanks to all my brothers and sisters for their great support and encouragement.
They wished me all the best and pushed me to make this thesis successful.
Finally, special and greatest thanks to my father and mother for their greatest support
I have ever got. They stood beside me and supported me throughout the stage of
writing this thesis. In fact, they were so far away from me physically, but they were
very close to my heart morally. This thesis just a simple gift to them.
v
Dedication
I dedicate this work to my mother, father, and my daughter. Also, I dedicate it to all
my sisters and brothers.
vi
Contents
Abstract ....................................................................................................................... iii
Acknowledgements ..................................................................................................... iv
Dedication .................................................................................................................... v
Contents ...................................................................................................................... vi
List of Illustrations .................................................................................................... viii
List of Tables............................................................................................................. viii
1. CHAPTER ONE: INTRODUCTION ................................................................ 1
1.1. Introduction ..................................................................................................... 1
1.2. Background of the topic .................................................................................. 1
1.3. Statement of the problem ................................................................................ 1
1.4. Purpose of the study ........................................................................................ 2
1.5. Research questions .......................................................................................... 3
1.6. Significance of the study................................................................................. 3
1.7. Overview of the thesis .................................................................................... 3
2. CHAPTER TWO: LITERATURE REVIEW .................................................... 5
2.1. Introduction ..................................................................................................... 5
2.2. Employee motivation ...................................................................................... 5
2.2.1. Definitions of motivation ......................................................................... 5
2.2.2. Importance of motivation ......................................................................... 6
2.2.3. Motivational factors ................................................................................. 6
2.2.4. Motivational factors for employees ......................................................... 7
2.2.5. Motivational factors and demographic variables ................................... 11
2.3. Job satisfaction .............................................................................................. 13
2.3.1. Job satisfaction definition ...................................................................... 13
2.3.2. Antecedents of job satisfaction .............................................................. 13
2.3.3. Consequences of job satisfaction ........................................................... 15
2.3.4. Empirical studies on Saudi Arabian employees ..................................... 15
2.4. Herzberg’s two factor theory ........................................................................ 16
2.5. Employee engagement .................................................................................. 17
2.5.1. Definition ............................................................................................... 17
vii
2.5.2. Benefits of employee engagement ......................................................... 18
2.5.3. Studies regarding Saudi Arabian employee engagement ....................... 18
3. CHAPTER THREE: METHODOLOGY ........................................................ 20
3.1. Introduction ................................................................................................... 20
3.2. Study setting ................................................................................................. 20
3.3. Sample .......................................................................................................... 21
3.4. Participating hotels ....................................................................................... 21
3.5. Data collection process ................................................................................. 22
3.6. Instruments.................................................................................................... 22
3.7. Participants.................................................................................................... 23
3.8. Data analysis ................................................................................................. 23
4. CHAPTER FOUR: RESULTS AND DISCUSSION ...................................... 24
4.1. The Profile of respondents ............................................................................ 24
4.2. Analysis of motivational factors ................................................................... 26
4.3. Analysis of satisfaction factors ..................................................................... 30
4.4. Analysis of engagement factors .................................................................... 35
4.5. Discussion of findings .................................................................................. 38
4.5.1. Motivational factors ............................................................................... 38
4.5.2. Satisfaction with job components .......................................................... 40
4.5.3. Engagement ............................................................................................ 41
5. CHAPTER FIVE: CONCLUSIONS ............................................................... 42
5.1. Summary of research findings ...................................................................... 42
5.2. Implications .................................................................................................. 43
5.3. Recommendations for further research ......................................................... 44
6. References ........................................................................................................ 46
7. Appendices ....................................................................................................... 54
7.1. Appendix 1: Survey (English version).......................................................... 54
7.2. Appendix 2: Survey (Arabic version). .......................................................... 58
7.3. Appendix 3: Invitation letter for hotel employee (English version). ............ 63
7.4. Appendix 4: Invitation letter for hotel employee (Arabic version). ............. 64
7.5. Appendix 5: Informed consent document ..................................................... 65
7.6. Appendix 6: The Institutional Review Board (IRB) approval ...................... 67
7.7. Appendix 7: A supporting letter form the Saudi Commission for Tourism
and Antiquities (SCTA), a translated version. ........................................................ 68
viii
7.8. Appendix 8: A supporting letter form the Saudi Commission for Tourism
and Antiquities (SCTA), Arabic version. ............................................................... 69
7.9. Appendix 9: A supporting letter from the study advisor. ............................. 70
List of Illustrations
Figure 2-1 Herzberg’s two factor theory .................................................................... 17
Figure 4-1 Importance of motivational factors by gender ......................................... 27
Figure 4-2 Importance of motivational items by generation ...................................... 28
Figure 4-3 Importance of motivational items by nationality ..................................... 29
Figure 4-4 Satisfaction with the job components by gender ...................................... 32
Figure 4-5 Satisfaction with the job components by nationality ............................... 33
Figure 4-6 Satisfaction with the job components by generation ................................ 35
Figure 4-7 Engagement factors by gender ................................................................. 36
Figure 4-8 Engagement factors by nationality ........................................................... 37
Figure 4-9 Engagement factors by generation ........................................................... 38
List of Tables
Figure 2-1 Herzberg’s two factor theory .................................................................... 17
Figure 4-1 Importance of motivational factors by gender ......................................... 27
Figure 4-2 Importance of motivational items by generation ...................................... 28
Figure 4-3 Importance of motivational items by nationality ..................................... 29
Figure 4-4 Satisfaction with the job components by gender ...................................... 32
Figure 4-5 Satisfaction with the job components by nationality ............................... 33
Figure 4-6 Satisfaction with the job components by generation ................................ 35
Figure 4-7 Engagement factors by gender ................................................................. 36
Figure 4-8 Engagement factors by nationality ........................................................... 37
Figure 4-9 Engagement factors by generation ........................................................... 38
Abdulaziz Alqusayer, 2016, Chapter 1 1
1. CHAPTER ONE: INTRODUCTION
1.1. Introduction
This chapter provides the purpose and objective of this thesis. The first part provides
a background of the topic, and the second part discusses the thesis importance. The
third section provides the thesis problem. Thesis objectives are identified in the fifth
section, and the following section provides the thesis questions. The last section
discusses the thesis content.
1.2. Background of the topic
The topics of employee motivation, satisfaction and engagement play central role in
the field of hotel management both practically and theoretically (Costen & Salazar,
2011; DiPietro, Kline & Nierop, 2014; Khalilzadeh, Giacomo, Jafari & Hamid,
2013). This is because of a simple fact that employees are a fundamental component
of service delivery (Zeithaml, Berry & Parasuraman, 1988). Although physical
environment, systems and processes are also among the critical components of the
service delivery, their utility depends on the energies and capabilities of human
resources. Hotel industry is a labor intensive industry, in that most services cannot be
provided without the presence of the human resources (Hazra, Sengupta & Ghosh,
2014). It is the human element that deliver services. In the delivery of these services,
a motivated, satisfied and engaged human resources is a primary concern in the hotel
industry. Therefore, measuring employees' job satisfaction and identifying their
engagement are very important, as customer dissatisfaction or satisfaction, with the
services provided, may be influenced by employees' dissatisfaction or satisfaction
(Defranco & Schmidgall, 2000). It, therefore, is important to emphasize that as a
labor intensive industry, human resources clearly plays an important role in the
delivery and maintenance of excellent service.
1.3. Statement of the problem
Hotel industry is a subset of travel and tourism industry. Travel and tourism in the
Kingdom of Saudi Arabia was responsible for 603,000 jobs and contributed 2.4% of
Abdulaziz Alqusayer, 2016, Chapter 1 2
the gross domestic product “GDP” in 2014. In 2015, travel and tourism was
responsible for 942,000 jobs and contributed 6.2% of GDP. (WTTC, 2015). The
government’s loosening regulation of tourist visas, and investment in key
infrastructure have attracted investors and international hotel companies. Riyadh, the
capital of Saudi Arabia, is the largest city and a prime destination for business
tourism. It features 4- and 5-star hotels that cater to global business travelers who
have high expectations of service quality.
Foreign workers dominate the labor market in the Saudi tourism industry. Even with
new labor policies of Saudization, the percentage of Saudi nationals working in
tourism is still low. The culturally diverse labor force in the Saudi Arabia’s hotels
makes it even more difficult to motivate and satisfy employees. With rising interest
from international hotel chains entering Saudi Arabia’s hotel market, this paper will
provide insight to the factors that motivate, satisfy and engage hotel employees in
Saudi Arabia.
1.4. Purpose of the study
No previous research has investigated the job satisfaction of hotels' employees in
Riyadh, the Kingdom of Saudi Arabia. This study may help hotel managers to be
conscious of their employees' job satisfaction and engagement level and what
motivates them in their jobs. This research contributes to the past research by
extending it to a new context. The purposes of this study were:
1. To explore and provide a review of the literature on job satisfaction,
engagement and motivational factors among hotel employees.
2. To investigate the drivers of motivation, satisfaction and engagement
among hotel employees in Riyadh.
3. To provide suggestions and recommendations to hotel managers in
Riyadh in improving their employees' satisfaction level.
Abdulaziz Alqusayer, 2016, Chapter 1 3
1.5. Research questions
Based on these considerations this research investigates job satisfaction levels among
hotel employees in Riyadh. The following questions guides the research:
1. What are the motivational factors that are most important to hotel
employees in Riyadh?
2. What are the differences between demographic groups related to
motivational factors in the Riyadh hotel industry?
3. What is the satisfaction level of lodging employees in Riyadh related to
various job components?
4. What are the differences between demographic groups related to
satisfaction levels with various job components in the Riyadh hotel
industry?
5. What is the engagement level of lodging employees in Riyadh related to
various personal and organizational components?
6. What are the differences between demographic groups related to
engagement levels of lodging employees in Riyadh with various personal
and organizational components?
1.6. Significance of the study
The findings of this study will increase the understanding of the diverse labor force
in the Kingdom of Saudi Arabia, and provide resources for top management to better
manage their human capital. This research will also provide practical implications to
hotel managers to develop better policies and practices and increase employee
satisfaction, morale, resulting in excellent customer service and strong customer
loyalty. Furthermore, this research generates benefits to the academic field, since the
hospitality industry is new in the Kingdom of Saudi Arabia and there is a lack of
such research.
1.7. Overview of the thesis
This thesis involves five chapters. The first chapter introduces a brief background on
the topic, the importance of research, the research problem, the research objectives,
and the research questions. Chapter two is a review of the previous research about
Abdulaziz Alqusayer, 2016, Chapter 1 4
employee motivation, satisfaction and engagement. The third chapter addresses
research design, study setting, data collection process, instruments, participants, and
data analysis. Results and discussion are described in the fourth chapter. The fifth
chapter is the conclusion, limitations of the research, and future research
recommendations.
Abdulaziz Alqusayer, 2016, Chapter 2 5
2. CHAPTER TWO: LITERATURE REVIEW
2.1. Introduction
This chapter reviews the existing literature concerning job motivational factors for
hotel employees, satisfaction, Herzberg’s two factors theory, and employee
engagement. The first part discusses motivation definition, importance of motivation,
motivational factors (intrinsic and extrinsic factors), and motivational factors for
employees in the hospitality and tourism industry. The second part reviews job
satisfaction definition, antecedents of job satisfaction, consequences of job
satisfaction, and job satisfaction studies focusing on Saudi Arabian hotel employees
and employees. Herzberg’s two factors theory is explored in the third part. The last
part reviews employee engagement definition, benefits of employee engagement, and
studies regarding Saudi Arabian employee engagement.
2.2. Employee motivation
2.2.1. Definitions of motivation
The concept of motivation was defined by diverse authors in different ways. For
instance, Robbins and Judge (2007, p.186) have defined it as “the processes that
account for an individual’s intensity, direction, and persistence of effort towards
attaining a goal”. Furthermore, according to Cole (2002), motivation is very
important driver to enhance the efforts for the employees. Also, Stoke (1999)
mentioned that motivation is a human psychological distinctive that contributes to
increase the person’s level of promise. Consequently, as can be understood from
these definitions is that motivation is a procedure of satisfying individuals’ different
expectations and needs; accordingly, managers should analyze and be aware of those
unique, employee needs.
Abdulaziz Alqusayer, 2016, Chapter 2 6
2.2.2. Importance of motivation
According to Simons and Enz (1995), motivation is a significant factor that
influences job satisfaction among workers. It is of utmost importance for
corporations to apply employee motivation within their organizations in order to
improve the performance of the employees and reduce turnover rates (Carter, 1997;
Honore, 2009). Data from several sources have identified the motivation importance
in terms of both the organization and the individual (Ganta, 2014; Latham & Pinder,
2005). For instance, in terms of organization, motivation leads to challenging attitude
and optimistic at work, motivated employees lead to make the team empowered and
the more is the individual employee and team work contribution, more successful
and profitable is the organization. On the other hand, in terms of individuals,
motivation helps to reach personal objectives, it leads to job satisfaction and it
assistances the individuals in self-development. If the employer offers job conditions
and a work environment that fulfills employee members’ needs, both improving
motivation and cultivating employee morale can be fulfilled more effectively and
easily (Siu, Tsang, & Wong, 1997).
2.2.3. Motivational factors
Based on expectancy theory, there are two types of motivational factors: intrinsic and
extrinsic rewards. Intrinsic motivators are obtained through task performance, while
extrinsic motivators are external factors such as a cash bonus incentive (Herzberg,
Mausner & Snyderman, 1959). Some of the motivational or human needs that
influence people are social, biological, physiological, ego, spiritual, cognitive, safety,
and self-actualization (Honore, 2009; Maslow, 1943).
Examples of the intrinsic and extrinsic motivational factors are listed as below
(Richard & Deci, 2000):
Intrinsic factors include
• full appreciation of work done;
• feeling of being involved;
• sympathetic help with personal problems;
• interesting work;
Abdulaziz Alqusayer, 2016, Chapter 2 7
• opportunities for advancement and development;
• loyalty to employees.
Extrinsic factors include
• good working conditions;
• tactful disciplining;
• job security;
• good wages.
2.2.4. Motivational factors for employees
Kovach (1987) studied and analyzed employee needs and motives at work. In 1946,
the researcher surveyed managers and employees in relation to what motivated them
at work. The methodology of the survey was for employees to rank 10 factors that
motivated them at work. The managers had to choose the 10 factors that they
believed motivated the group of employees that participated in the survey. Kovach
(1987) found that managers did not know what motivated the employees they
managed. The top-three motivational factors rated by employees were interesting
work, appreciation of a job well done, and a feeling of being in on things. Another
finding of the study was the fact that wages ranked as the fifth most important
motivator. Later studies were developed based on Kovach’s 10 motivational factors
(Breiter, Tesone, Van Leeuwen, & Rue, 2002; Charles & Marshall, 1992; Simons &
Enz, 1995; Carter, 1997; Dipietro, Kline, & Nierop, 2014; Wiley, 1997; Kukanja,
2013).
A study conducted by Wiley (1997) aimed to explore employees’ motivational
factors in their work. This study included 460 employees in different industries such
as services, health care, insurance, retailing, government agencies, utilities, and
manufacturing. Wiley (1997) used a survey of the 10 motivational factors in order to
determine what motivates employees in their jobs. The study’s findings showed that
the top-five motivational factors ranked by the employees were good wages, full
appreciation for work well done, job security, promotion and growth in the
organization, and interesting work. Therefore, it is understandable that the most
Abdulaziz Alqusayer, 2016, Chapter 2 8
important factor for employees was good wages. However, sympathetic help with
personal problems was ranked as a less important motivational factor (Wiley, 1997).
Wiley (1997) compared his study’s findings with previous research findings, which
were conducted in 1946, 1980, and 1986 and which were designed to examine the
same 10 motivational factors. In 1946, the most important factor ranked by
manufacturing employees was appreciation for well-done work (Kovach, 1987),
while, in the 1980 and 1986 researches, manufacturing employees ranked the
interesting work as the top concern (Dawson & Dawson, 1991; Kovach, 1987).
In Jamaica, a larger study was performed by Carter (1997), which determined that
employees in Jamaica were motivated by the same things as employees from other
parts of the developed world. These motivational factors included being recognized,
being in on things, and personal growth. This study was modified in relation to
Kovach’s motivational factors. However, s managers ranked wages, job security, and
work conditions as the most important motivators to their employees. These
motivators differ from what employees ranked as most important, indicating that
Jamaica’s managers did not know what motivated their workers. Not knowing what
motivates their employees makes it difficult for Jamaica’s managers to effectively
motivate the workers, as noted by Delgleish (2008). Knowing information about
employee motivators can help managers influence human resource policies that can
enhance the work experience and keep the employees more motivated during work
hours.
Siu et al. (1997) examined Hong Kong’s hotel employees’ motivational work factors
by using Kovach’s survey because, as they noted, it is not only one of the most
known extensively surveys, but also it was used by many researchers in order to
explore the fundamental motivation of employees working in a diversity of
industries. Participants of 1245 employees representing 64 hotels were asked to rank
those 10 job motivational factors. The study’s sample included employees from nine
different departments: public relations, food and beverage, engineering, house-
keeping, front office, security, marketing and sales, human resources, and financial
control.
Abdulaziz Alqusayer, 2016, Chapter 2 9
They reported that the top-three job motivational factors ranked by Hong Kong hotel
employees are opportunities for advancement, loyalty to employees, and good wages.
The findings recommended the hotel employees have a powerful anxiety for
occupation development. Even though there were little differences, hotel employee’s
fundamental motivations across departments are comparatively similar according to
the survey’ findings. Therefore, managers may want to take the differences into
consideration when creating motivational plans. They recommended that managers
should make the endeavour in order to explore what their employees wish from their
functions. Finally, they stated that hotels leaders should understand that their
employees wants not only for wages, but also for respect (Siu et al., 1997).
Charles and Marshall (1992) analyzed the motivational factors of employees in the
Caribbean in order to determine differences between them in different locations.
They focused on differences between motivational factors and demographic factors.
Participants of the study were mostly female and high school graduates. The study
demonstrated that participants were motivated by higher wages, good working
conditions, and appreciation for a well-done job. For workers of higher age, job
security became more important to them. People with higher education did not seem
to care as much about the factor of “help with personal problems”. The study also
determined that supervisors might have a positive or negative influence on
employees; job satisfaction. A recommendation of the study was to provide
development of human resource skills for managers in order to improve their ability
to motivate staff.
In the United States, Breiter et al. (2002) used Kovach’s motivational factors model
to survey 239 hotel employees located in a southeastern city in order to analyze
motivational factors. The response rate of the survey was 69%, which represented
165 respondents. One of the study results was that the participants ranked the top-
three motivational factors as good wages, job security, and good working conditions.
The study revealed that men rated the job security factor higher than women, while
women ranked wages higher than men. Appreciation for accomplishment factors was
considered more important for older workers than younger ones. Extrinsic
motivational factors were considered, in general more important motivational factors
than intrinsic.
Abdulaziz Alqusayer, 2016, Chapter 2 10
A study performed by Simons and Enz (1995) in the hospitality industry had the
objective of determining differences and similarities between industrial workers and
hotel employees. The study also sought to learn what employees wanted most from
work. Employees from 12 different hotels from Canada and the United States ranked
motivational factors that had been utilized previously on a group of employees from
the industrial sector (Kovach, 1987). Good wages was ranked highest by hotel
employees, while job security and opportunity for advancement closely followed.
The findings observed in this study mirror those of the previous studies that have
examined the 10 motivational factors in employees’ jobs (Simons & Enz, 1995;
Charles & Marshall, 1992; Siu et al., 1997). All those studies proved that the good
wages factor was one from the most important motivational factors in employee jobs.
Kukanja (2013) also examined the motivational factors that are most important to
food service employees who worked in the municipality of Piran, Slovenia. The
sample of this study was 191 employees who worked as waiters in catering facilities:
for example, coffee shops, bars and restaurants. The study reported that the most
significant motivational factors ranked by employees were good wages, followed by
flexible working hours and social security. Nevertheless, the training factor was low
ranked by employees (Kukanja, 2013).
Dipietro et al. (2014) research aimed to examine satisfaction of hotel employees in
Aruba with a diversity of job components to assist hotel management to develop
practices and policies in a more effective approach that could assist to satisfy
employees with their work. The population of the study was 175 employees
representing four lodging properties in Aruba. Those employees were from different
departments, including maintenance, front desk, restaurant, housekeeping, office
staff, and supervision or management. The researchers also adopted Kovach’s (1987)
model of the 10 motivational work factors. Results of their study reported that the
top-three motivational factors of Aruba’s lodging employees are “appreciation of a
job well done” “good wages” and “good working conditions” (Dipietro et al., 2014).
Hence, it is understandable that previous literature reported that job security was a
significant factor to employees (Simons & Enz, 1995; Charles & Marshall, 1992) but
not a case in the Aruba study due to the protective employment policy established by
the government (Dipieetro et al., 2014).
Abdulaziz Alqusayer, 2016, Chapter 2 11
A study aimed to investigate the motivation of hotel employees in the Kingdom of
Saudi Arabia and Canada. The results reported that Saudi and Canadian employees
agreed on the importance of motivation because it leads to a rise in productivity and
performance. The findings showed that the most importance incentive for female and
male Saudi employees was job promotion, while the female and male Canadian
employees reported money as being the most important incentive (Das & Alharbi,
2014).
2.2.5. Motivational factors and demographic variables
Previous literature has investigated employee motivational factors related to
demographic groups (e.g., Dipieetro et al., 2014; Kukanja, 2013; Simons & Enz,
1995; Wiley, 1997; Wong et al., 1999) For instance, Dipietro et al. (2014) reported
that, in general, the younger employees ranked as having the feeling of being in on
things as less significant. Also, the study found that younger employees were
inclined to be less satisfied with career advancement and development they obtained
and the job security they experienced. On the other hand, Wiley (1997) stated that
there were no important differences between age groups in his study. Wong et al.
(1999) mentioned that employees aged between 16 to 35 ranked opportunities for
advancement and development to be most important, while employees aged between
16 and 25 ranked interesting work as the most important motivational factor.
Kukanja (2013) showed that old employees ranked social security factors as the most
important, while younger employees were more motivated by flexible working
hours. He concluded that the motivation of older employees requires a different
approach than the motivation of younger employees.
In another study by Simons and Enz (1995), younger and older employees rated
wages as the most significant factor. However, older workers placed greater priority
on job security and favourable working conditions. For the younger generation of
workers, after-wages development opportunities and interesting work were their top
motivational factors. It can be inferred from this study that managers would benefit
by providing different motivational incentives for workers of different ages (Simons
& Enz, 1995).
Abdulaziz Alqusayer, 2016, Chapter 2 12
Dipieetro et al. (2014) mentioned that men were less motivated than women by both
“interesting work” and “appreciation for a job well done.” Wiley (1997) stated that
men placed more value on interesting work, while women placed more emphasis on
appreciation for work done. Wong et al. (1999) reported that, unlike male employees,
female employees ranked job motivational factors as most important for them,
including feelings of being involved, interesting work, appreciation, and praise for
work done and good working conditions. Additionally, Kukanja (2013) found that
unlike men, women employees ranked money as the most significant motivational
factor.
However, in terms of marital status, Wong et al.’s (1999) study found that non-
married employees reported high preference on interesting work, feeling of being
involved, opportunities for advancement and development, and appreciation and
praise for work done. On the other hand, married employees were more likely to
achieve a balance between family life and work. Consequently, the motivational
factors were comparatively less significant to them. The findings showed that job
security, the feeling of being involved and opportunities for advancement and
development were the most important for high positions employees. Sales and
marketing department employees, showed a greater ranking for interesting work, the
feeling of being involved, help with personal problems and opportunity for
advancement and development. It also showed that food and beverage employees
presented a higher rating for interesting work, the feeling of being involved, and
sympathetic help for personal problems (Wong et al., 1999).
In terms of education, according to Wong et al. (1999), respondents with higher
education levels perceived various job-related factors to be more important than did
their counterparts with comparatively lower education levels. While there were no
significant differences between their perceptions in relation to two extrinsic factors,
namely good wages and job security; respondents with university education or above
perceived all the other eight factors to be more important. Kukanja (2013) stated that
experienced and educated employees valued training and career development more
than less experienced and educated employees. The following is a comparison of
employees rating of Kovach’s model (Ten Motivational Factors):
Abdulaziz Alqusayer, 2016, Chapter 2 13
2.3. Job satisfaction
2.3.1. Job satisfaction definition
Locke (1969) has defined employee satisfaction as “the pleasurable emotional state
resulting from the appraisal of one’s job as achieving or facilitating the achievement
of one’s job values” (Locke, 1969, p. 316). Additionally, according to Spector
(1997), “job satisfaction is simply how people feel about their jobs and different
aspects of their jobs. It is the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs. As it is generally assessed, job satisfaction is an
attitudinal variable” (p. 2). Some researchers connected job satisfaction with attitude.
For instance, Robbins (1996) has defined job satisfaction as “a general attitude
toward one’s job.”
2.3.2. Antecedents of job satisfaction
Management and co-workers support is relevant and important to achieve job
satisfaction (Edmondson & Boyer, 2013). This is due to two primary reasons. The
first reason being that hotel employees have stressful jobs because their job entails
dealing with customers who have different behaviors and emotions (Karatepe, 2011;
Kim, Murrmann, & Lee, 2009). Co-workers and managerial emotional support is
imperative in reducing work-related stress (Beehr, King, & King, 1990). This helps
provide employees with greater energy, devotion, and engagement in the workplace.
The second reason is that hotel employees carry heavy workloads and perform
multiple roles (Hayes & Ninemeier, 2007; Karatepe, Yavas, & Babakus, 2007; Kim
Motivational Factor
Charles &
Marshall, 1992
Simons and
Enz, 1995
Breiter et
al., 2002
Dipietro et
al., 2014
Appreciation for a job well done
3
6
6
1
Good wages
1
1
1
2
Good working conditions
2
4
3
3
Job security
7
2
2
4
Opportunity for advancement
5
3
4
5
Interesting work
4
5
5
6
Feeling of being in on things
6
8
9
7
Loyalty to employees
8
7
7
8
Tactful discipline
10
9
8
9
Sympathetic personal help
9
10
10
10
Abdulaziz Alqusayer, 2016, Chapter 2 14
et al., 2009). Also informative support and guidance from managers is important to
help workers cope with tough job demands (Elias & Mittal, 2011). Facilitating full
investment in work roles is a characteristic of work satisfaction and engagement.
Within the hotel industry, the work roles of employees demand constant interaction
with customers who have distinct demands and expectations (Karatepe et al., 2007;
Kim et al., 2009).
Based on Menguc, Auh, Fisher, and Haddad (2013), employees have to comply with
requirements from the customer and employer. For instance, it is common for hotel
guests to request an extension in their checkout times, despite the fact they are
notified ahead of time of checkout requirements to comply with housekeeping duties
(Raubal & Rinne, 2004). In order to comply with customer desires, these employees
often have to make fast decisions that involve risk. Based on this work environment,
management support in relation to autonomy, understanding in case of failure, and
encouragement are motivational factors that allow workers to become proactive and
motivated to perform which are traits of job satisfaction.
Silvestro and Cross (2000) mentioned that employees’ satisfaction has a significant
correlation with working hours. Consequently, the employees with less working
hours have better performance than those with extra working hours. This is because
employees with extra working hours are under the pressure, which has a negative
effect on the work performance. Furthermore, Siu et al. (1997) suggested that
providing sponsored education, training, and internal transfers enhances employees’
job satisfaction in terms of occupation development in their existing positions.
Yang (2010) and Baker (2011) mentioned that there are some factors enhance
employees’ job satisfaction within the workplace. For example, autonomy,
advisership, task characteristics and training programs. By providing these important
factors, organizations could achieve their employees’ satisfaction. In terms of
advisership, employees would be more comfortable and confident working within the
workplace because they would have a guidance, in case they need it, on work
difficulties that they may face. In terms of task characteristics, each job needs an
appropriate employee who can perform the job as it should be. For example, female
employee who has children in home prefer to not work in the late night shifts. In
terms of training programs, this factor play an important role in satisfying
Abdulaziz Alqusayer, 2016, Chapter 2 15
employees. Training programs help to develop the personal skills which lead
employees to have more experiences.
2.3.3. Consequences of job satisfaction
The literature revealed a positive relationship among employee satisfaction, service
quality, and customer satisfaction (Bernhardt, Donthu & Kennett, 2000; Chi &
Gursoy, 2009; Harter, Schmidt, & Hayes, 2002; Koys, 2003; Tornow & Wiley, 1991;
Wangenheim, Evanschitzky, & Wunderlich, 2007). It suggests that management
satisfies employee to improve customer satisfaction and service quality (Yee, Yeung,
& Cheng, 2008). As a labor-intensive industry, hospitality requires human resources
to deliver services. Previous studies have shown that employees who feel satisfied
with their jobs provide a high quality of service, thus resulting in higher levels of
customer satisfaction (Chi & Gursoy, 2009; Pantouvakis, 2011; Yee et al., 2008).
Therefore, it is understandable that there is a relationship between delivering high-
quality services and job satisfaction among employees. On the other hand, Ozturk,
Hancer, and Im (2014) noted that employees’ dissatisfaction could reflect negatively
on both the performance and customer service within the organization in the
hospitality industry. This is because, as the researchers pointed out, “employees
become part of the product in delivering services to customers” (Ozturk et al., 2014).
Silvestro and Cross (2000) stated that ownership has a main role in terms of
employee satisfaction. In other words, employees’ participation in terms of decision-
making enhances their importance and value in working environment, which leads to
positive reflecting on their productivity, quality, and business performance.
According to Yang (2010) and Baker (2011), job satisfaction leads to reduce both the
absenteeism and turnover rates. In addition, it leads to continuance commitment and
greater affective.
2.3.4. Empirical studies on Saudi Arabian employees
A study conducted in the Kingdom of Saudi Arabia aimed to observe the relationship
between job performance and job satisfaction among hotels employees. The
researchers used the Minnesota Satisfaction Questionnaire (MSQ), in their study, as a
Abdulaziz Alqusayer, 2016, Chapter 2 16
measurement tool. The study sample were 91 participants who work for three
different five-star hotels in Riyadh, the capital city of the Kingdom of Saudi Arabia.
The study findings reported that there is an important positive association between
job performance and job satisfaction. The study suggested that more attention should
be paid from hotel management into employees’ job satisfaction to improve job
performance (Almutairi, Moradi, Idrus, Emami, & Alanazi, 2013).
Another study aimed to examine the relationship between job satisfaction level and
organizational commitment among employees who work in public sector
organizations in Yanbu City, the Kingdom of Saudi Arabia. The study’s sample
contained 210 employees from different government offices. The findings showed
that Saudi employees who work in public sector organizations were moderately
satisfied with their co-workers, the nature of the work they did, and the supervision
they received. The findings reported, on the other hand, that the employees were less
satisfied with the promotional opportunities to grow and their salary. Job satisfaction
facets and organizational commitment are positively related (Azeem & Akhtar,
2014).
2.4. Herzberg’s two factor theory
Frederick Herzberg investigated the factors that would satisfy and dissatisfy
employees. He mentioned that there are two kinds of factors. For instance, hygiene
factors and motivators’ factors. The hygiene factors dissatisfied employee. In other
words, when they’re passable, employees would not be dissatisfied, neither would
they be satisfied. On the other hand, motivators’ factors satisfied employees. In other
words, Herzberg recommended highlighting factors connected with the work itself or
to results directly derived from it. Herzberg determined these factors, for example,
job security, working conditions, compensation, fringe benefits and company
policies are related to the hygiene factors. However, recognition, meaningfulness of
work, sense of achievement and opportunity for growth are related to motivators
factors (Herzberg et al., 1959).
Abdulaziz Alqusayer, 2016, Chapter 2 17
Figure 2-1 Herzberg’s two factor theory
2.5. Employee engagement
2.5.1. Definition
Thomas (2009) defines the concept of engagement as “the degree to which people
actively self-manage in their work.” In addition, engagement has been used to refer
to a psychological state (e.g., involvement, commitment, attachment, and mood),
performance construct (e.g., either effort or observable behavior, including
prosaically and organizational citizenship behavior [OCB]), disposition (e.g.,
positive affect [PA]), or some combination of the above.” (Macey & Schneider,
2008, p. 5). Saks (2006) described this concept as a “distinct and unique construct
consisting of cognitive, emotional and behavioral components that are associated
with the individuals’ role performance” (Saks, 2006, p. 602). Nevertheless, Ugwu,
Onyishi, and Sanchez (2014) have suggested engagement as “a positive fulfilling
work related state of mind which is characterized by vaguer, dedication and
absorption and has been primarily articulated as a function of a job and also personal
resources.”
Abdulaziz Alqusayer, 2016, Chapter 2 18
2.5.2. Benefits of employee engagement
Engagement considers the degree to which people make complete use of their
emotional, cognitive, and physical resources in relation to their work (Kahn, 1990;
May, Gilson, & Harter, 2004). The topic of employee engagement is aligned with
other recent psychological approaches associated with positive psychology
(Seligman & Csikszentmihalyi, 2000), which focus on making better use of
individual strengths (Hatcher & Rogers, 2009; Luthans, 2002).
Employees who are engaged in their work have higher levels of energy, enjoy their
time at work more, and are able to establish a greater connection with their
workplace environment (Kahn, 1990; Macey & Schneider, 2008). Engagement is not
limited to humanistic factors because it can also provide commercial benefits. Some
of the benefits of higher levels of employee engagement are higher earnings per
employee, return on assets, sales growth, performance, and reduced absenteeism
(Banks, 2006; Harter, Schmidt & Hayes, 2002; JRA, 2007; Salanova, Agut & Peieo,
2005). Other additional benefits of employee engagement are reduced employee
turnover, decreased cost, lower cost of goods sold, and improved quality control
(Banks, 2006; Harter et al., 2002; JRA, 2007; Schaufeli & Bakker, 2004). Generally,
engagement leads to inspire employees to be more effective, satisfied, and committed
(Moura, Orgambídez-Ramos, & Gonçalves, 2014).
2.5.3. Studies regarding Saudi Arabian employee engagement
Moussa (2013) investigated the high turnover of Saudi employees versus non-Saudi
employees in the information technology and health care industries. The sample of
the study was 104 employees, and the researcher used a surveys tool. He reported
that rewards and job characteristics were the two antecedents that had a positive
association with employee engagement (Moussa, 2013). The results showed that
recognition and reward induced organizational engagement while job characteristics
induced employee engagement (Moussa, 2013). Compared with non-Saudi
employees, Saudi employees had lower organizational and job engagement. They
perceived the supervisors and organizational offering less support than non-Saudi
employees. In addition, Saudi employees had lower recognition and reward,
organizational commitment, and job satisfaction. Also, the results showed that Saudi
Abdulaziz Alqusayer, 2016, Chapter 2 19
employees were more likely to leave their work. The researcher recommended that
management should invest more resources in coaching and training supervisors in
order to better value their employees (Moussa, 2013).
Another study conducted by Mercer’s KSA consulting team (n.d.) in the Kingdom of
Saudi Arabia aimed to capture employee and employer views on issues of retention,
attraction, and development
(http://www.mercer.com/content/dam/mercer/attachments/global/View/Workforce%
20Engagement%20in%20Saudi%20Arabia_2014.pdf). Responses were collected
from more than 400 employees, women and men, along with 116 business owners,
HR managers, and senior executives. The study’ participants were from diverse
sectors, including the finance and engineering industries. The findings reported that
one in three Saudi women employees planned to stay no more than one to three years
with their current employer, while one in four in terms of Saudi men employees.
Also, the results showed that two-thirds of HR managers and employers ranked long-
and short-term variable pay as having either a weak or moderate impact as a reward
element alongside off-cycle adjustments or annual to basic pay. On the other hand,
Saudi employees ranked it as either somewhat significant or significant.
In addition, the results showed that 41% of HR managers ranked retirement benefits
as having a weak influence in the reward mix. Also, most HR managers (70%) rated
a time-off program as having either a weak or moderate impact. However, most
Saudi employees rated time-off programs (58%) and retirement benefits (78%) as
significant elements to consider in the pay mix. In terms of career drivers, the
findings reported that the most significant factors that attract Saudi male employees
to stay in a job are competitive salary, training, and competitive benefits and
development, while Saudi women employees rated development and training first,
competitive benefits and career opportunities. In terms of work environment, the
findings showed that few Saudi employees viewed the environment of their
workplace in a satisfactory way. For instance, 5% of Saudi employees aged 21 to
more than 50 stated that the organizations in which they work respected them and
their views counted. Only, Saudi employees aged 41 to 45 felt somewhat more
confident (9%) that their opinions counted (Mercer, n.d.).
Abdulaziz Alqusayer, 2016, Chapter 3 20
3. CHAPTER THREE: METHODOLOGY
3.1. Introduction
The methodology chapter contains six parts. The first part describes the research
design. The background of the study’s location is discussed in the second part. The
third part details the procedures used in the data collection. A description of the
chosen sample is provided in the fourth part. After that is a description of the
instruments used in the research. The sixth part presents more detail regarding the
data analysis.
3.2. Study setting
This study was conducted in Riyadh City, which is the capital of the Kingdom of
Saudi Arabia. Not only is Riyadh considered one of the major cities in the Gulf
countries region, but it is also considered one of the main cities in the whole of the
Middle East. Accordingly, it is the largest city in the Kingdom of Saudi Arabia.
Because of the large number of company general headquarters located there, it is also
known as the premier business city of the country. Therefore, large numbers of
employees work there.
According to the Tourism Information and Research Center (2012), 92 hotels have
been opened in Riyadh over the past 10 years. Thus, the level of competition among
hotels has grown considerably. The significance of business in Riyadh is reflected by
this growth in competition. For example, Nicholas (2013) investigated the hospitality
and tourism future in the Kingdom of Saudi Arabia; the study estimated that the
number of hotel rooms would increase to 15,026 in 2015, in contrast to 8,400 rooms
in 2012. Thus, competition among Riyadh hotels is high, which necessitates a large
number of qualified employees to operate the properties successfully. According to
the Tourism Information and Research Center (2012), 50,952,669 hotel rooms were
sold out in the Kingdom of Saudi Arabia in 2012; in Riyadh specifically, the number
was 3,275,681, with an occupancy rate of 60.8%.
Abdulaziz Alqusayer, 2016, Chapter 3 21
3.3. Sample
The target populations are 4- or 5-star hotel employees in Riyadh City. Due to the
budget and time constraints, this study adopted convenience sampling. The
researcher was only able to approach 12 hotels to seek their participation. These 12
hotels were chosen due to the diversity of star ratings and the locations of the hotels,
which facilitated the exploration and analysis of employee job satisfaction level,
motivational factors, and employee engagement in different hotels’ star rating and
diversity of location.
A supporting letter from the Saudi Commission for Tourism and Antiquities (SCTA)
was included to gauge the hotels’ interest in participating (Appendix 9). Only 6
hotels agreed to participate in this study. Six declined to participate in this study, for
several reasons. One was privacy. These hotels were owned by local families who do
not wish to participate in such studies. Another main reason was that some hotels
have a limited number of employees, and in the meantime high operation costs,
which means that hotel employees did not have time available to respond to the
questionnaires. Also, the internal policies of some hotels prohibit participation in
questionnaires from external researchers. The researcher also noted that in some
hotels the human resources department is run by only one employee, which indicates
that these hotels are devoid of professionalism in the management of their facilities.
3.4. Participating hotels
This study was conducted at six of the largest and most prestigious hotels in Riyadh.
Five of them have a five-star rating and belong to famous international chains and
one has a four-star rating and is popular among visitors. The participating hotels are
located in different areas in Riyadh. One is near King Khaled International Airport.
One is west of Riyadh near the Diplomatic Quarter. In addition, one hotel is in the
southern part of Riyadh and two are in the downtown area; the last hotel is located in
the north part of the city. In general, the sample hotels offer more than 100 rooms but
fewer than 400. The number of employees who work for each of these hotels is
between 100 and 900.
Abdulaziz Alqusayer, 2016, Chapter 3 22
3.5. Data collection process
This study employed a quantitative method to explore the job satisfaction level,
motivational factors among hotel employees, and their engagement in Riyadh City,
Kingdom of Saudi Arabia. The data were collected through surveys from June
through August 2015 among hotel employees from the 6 participating hotels.
Questionnaires along with consent forms were distributed to hotel employees by the
Human Resources Departments of the 6 hotels. Before the distribution of
questionnaires, the research explained the study’s objectives and purpose to them so
that they could pass the information to participating employees. The researcher also
provided special envelopes so that participants could place their questionnaires inside
them after they completed the survey to ensure their confidentiality.
3.6. Instruments
A structured questionnaire was developed comprising three sections (Appendix 1):
(1) importance of motivational factors, (2) satisfaction and engagement factors, and
(3) demographics and background. Guided by Kovach’s (1987) approach, the
questions in the first and second parts came from Dipietro et al. (2014) study. The
factors of engagement in the second section came from JRA’s (2007) study. The
study utilized 5 points Likert scale to measure the importance of motivational factors.
7 points Likert scale were used to measure the components of job satisfaction and
engagement factors. The development of demographic and background questions
was guided by the literature (e.g., Dipietro et al., 2014; Ozturk et al., 2011).
The study’s questionnaire was first reviewed with the study’s advisor and then pilot-
tested with five graduate tourism and hospitality students at the Rochester Institute of
Technology (RIT) to determine comprehension and readability. The questionnaire
was provided in English as well as Arabic. The researcher translated the
questionnaire to Arabic for non-English speakers so as to reach the largest group of
hotel employees who work in Riyadh. Back-translation was performed to ensure the
accuracy of the translation. Additionally, the researcher obtained Institutional
Review Board (IRB) approval, which addresses the responsible use of human
subjects, for the study.
Abdulaziz Alqusayer, 2016, Chapter 3 23
3.7. Participants
Five hundred questionnaires were distributed to hotel employees. Of the 500
questionnaires, 261 were returned, yielding a 52% response rate; 24 questionnaires
were eliminated from the initial sample size of 261 due to missing data or
inconsistencies. The final data set included 237 cases. Most of the participants were
from the kitchen department. Moreover, most were men and non-Saudis. This is
because people from the Saudi culture are hesitant to work in the private sector in
general, and in the hospitality sector in particular, for several reasons. For instance,
the hospitality sector in the Kingdom of Saudi Arabia commonly offers low wages
and long working hours. Also, the hotel work environment does not fit with Saudi
women because Saudi women prefer not to work alongside men (AlGassim, 2012).
3.8. Data analysis
Data management and analysis of quantitative data were performed using SPSS 22.
The study employed descriptive statistics. The research reports demographic and
industry background using frequencies and percentages. The research uses t-test in
comparing means between males and females. Multi group mean score comparisons
were analyzed by using one-way ANOVA. ANOVA analysis was completed using
post hoc procedures. The study reports Tukey in the case equal variances assumed
and Games-Howell in the cases equal variances were not assumed.
Abdulaziz Alqusayer, 2016, Chapter 4 24
4. CHAPTER FOUR: RESULTS AND DISCUSSION
This chapter presents the results and discussion of the study’s findings. The four
parts of the chapter provides analysis of respondents’ profile, motivational factors,
satisfaction with the job components and engagement factors. The chapter concludes
with the discussion of the results.
4.1. The Profile of respondents
This part presents the profile of respondents in terms of demographic and industry
characteristics. Table 4-1 presents the demographics characteristics of the
respondents regarding their gender, age, marital status, education and nationality.
Table 4-1 Demographic characteristics
Demographic factors
Frequency
Percent
Gender
Male
212
89.5
Female
25
10.5
Age (M=33.92)
Baby Boomers 44-62
38
16
Generation X 28-43
123
51.9
Millennial 8-27
76
32.1
Marital Status
Married
149
62.9
Not married
74
31.2
Divorced
10
4.2
Widowed
4
1.7
Education
Below High School
7
3.0
High School
77
32.5
College
127
53.6
Graduate
15
6.3
Other
11
4.6
Nationality
Saudi
73
30.8
Arab League
50
21.1
Asian
114
48.1
The vast majority of respondents were male (89.5 percent). They were aged between
19 and 61 with an average age of 34 years. Majority of them were aged under 44
years (84%). Two thirds of respondents were married (62.9%). Almost two thirds
had bachelor and master level degrees. Of those respondents, only 30 percent were
from Saudi Arabia. Whilst almost half of the respondents were from Asian countries
(48.1%), one fifth of them were from the Arab League countries (21.1%). It is
Abdulaziz Alqusayer, 2016, Chapter 4 25
important to note that Indians (14.8%) and Egyptians (11.8%) were highly
represented nationality in the sample. They were followed by Philippines (9.7%) and
Bangladeshis (6.3%) nationals.
Table 4-2 shows employment characteristics of respondents. Almost all respondents
were full-time employees (98.3%t). Almost half of the respondents were employed in
the main operational departments of the hotels: front office (13.1%) kitchen (11.8%);
food and beverage (10.1%) and housekeeping (9.3%). Most of the respondents have
been employed in their current positions for over five years (30.8%), followed with
those for three years (23.2%), followed with those for two years (19.4%), followed
with those for one year (15.6%), and followed with those for 4 years (11%). Almost
two thirds of the respondents were employed as staff, whereas one third of the
respondent were in supervisory positions. Half of the respondents were employed in
the current hotels for over five years (53.2%). More than two thirds of the
respondents (70.9%) were in hospitality for five or more years.
Table 4-2 Employment characteristics
Frequency
Percent
Employment Status
Full-time
233
98.3
Department
Front office
31
13.1
Kitchen
28
11.8
Food and Beverages
24
10.1
House Keeping
22
9.3
Type of the position
Staff
146
61.6
Supervisory
91
38.4
Years in current position
1 year
37
15.6
2 years
46
19.4
3 years
55
23.2
4 years
26
11.0
Over 5 years
73
30.8
Years in current hotel
1 year
18
7.6
2 years
26
11.0
3 years
38
16.0
4 years
29
12.2
Over 5 years
126
53.2
Years in hospitality
1 year
8
3.4
2 years
15
6.3
3 years
21
8.9
4 years
25
10.5
Over 5 years
168
70.9
Abdulaziz Alqusayer, 2016, Chapter 4 26
4.2. Analysis of motivational factors
Table 4-3 shows the cumulative frequencies and percentages of importance ranking
in the first, second and third places. The most important three motivational factors
were ‘good wages’, ‘job security’ and ‘opportunities for advancement and
development’.
Table 4-3 Importance of motivational factors by ranking
Factors of Importance
Frequency
Percent
Good wages
205
86.5
1 = most important
Job security
102
43.0
Opportunities for advancement and development
96
40.5
Appreciation for accomplishments
91
38.3
Good working conditions
61
25.7
Interesting work
56
23.6
Tactful discipline
41
17.3
Feeling of being “in” on things
25
10.5
Personal loyalty to employees
22
9.3
Sympathetic help with personal problems
12
5.1
10 = least important
Table 4-4 shows the importance of motivational factors by means scores and
standard deviation. Good wages (M=4.39), job security (M=4.31) and opportunities
for advancement and development (M=4.22) had the highest ratings. Of 10
motivational items, only three items had ratings lower than 4.0: “feeling of being
“in” on things”, “personal loyalty to employees” and “sympathetic help with
personal problems”.
Table 4-4 Importance of motivational factors by mean scores
Mean
Std. Deviation
Good wages
4.39 1.071
Job security
4.31 .879
Opportunities for advancement and development
4.22
.997
Appreciation for accomplishments
4.19
.938
Good working conditions
4.17
.994
Interesting work
4.08
1.030
Tactful discipline
4.04
.973
Feeling of being “in” on things
3.93
.982
Personal loyalty to employees
3.86
1.069
Sympathetic help with personal problems
3.76 1.072
For comparative purposes, the variations in mean scores were analyzed between
employees based on their demographic characteristics. The results suggest that the
most important motivational factors for both male and female employees were “good
Abdulaziz Alqusayer, 2016, Chapter 4 27
wages”, “job security” and “opportunities for advancement and development”, as
shown in Figure 4-1.
Figure 4-1 Importance of motivational factors by gender
Table 4-5 presents importance of motivational factors by gender. Independent sample
t-tests showed no significant differences between the genders except females
(M=4.76) placed higher importance on good wages than males (M=4.35) did. This
difference was significant t (38) =-2.52, p <.016.
Table 4-5 Importance of motivational factors by gender
Male
Female
t-value
p-value
Good wages
4.35
4.76
t (38)=-2.52
.016**
Tactful discipline
4.04
4.08
t (235)=-.205
.839
Job security
4.28
4.56
t (235)=-.152
.130
Interesting work
4.09
4.04
t (235)=-.227
.820
Feeling of being “in” on things
3.90
4.16
t (235)=-1.248
.363
Sympathetic help with personal problems
3.79
3.48
t (235)=1.38
.169
Opportunities for advancement and development
4.18
4.52
t (235)=-1.60
.111
Good working conditions
4.15
4.36
t (235)=-1.01
.310
Personal loyalty to employees
3.86
3.88
t (235)=-.074
.941
Appreciation for accomplishments
4.16
4.44
t (235)=-1.44
.152
Abdulaziz Alqusayer, 2016, Chapter 4 28
Figure 4-2 exhibits importance of motivational items by generational subgroups.
Figure 4-2 Importance of motivational items by generation
Table 4-6 shows the means scores, f-values and p-values of the importance of
motivational items by generational subgroups. The results suggested that the most
important motivational factors for baby boomers were “appreciation for
accomplishments”, “interesting work” and “good wages”, whereas generation x and
millennial placed more importance on “good wages”, “job security” and
“opportunities for advancement and development”. There was a significant
difference in the mean scores of personal loyalty to employees, F (2, 234) = 3.28, p<
.039 indicating that millennial rating (M=3.75) was significantly lower than baby
boomers (M=4.26).
Table 4-6 Importance of motivational factors by generation
Baby
Boomers
Gen.
X
Millen
nial
F-Value
p-value
Good wages
4.34
4.33
4.53
F(2,234)=.878
.417
Tactful discipline
3.84
4.11
4.03
F(2,234)=1.15
.319
Job security
4.26
4.30
4.34
F(2,234)=.110
.896
Interesting work
4.37
4.10
3.92
F(2,234)=2.44
.089
Feeling of being “in” on things
4.03
3.94
3.86
F(2,234)=.411
.663
Sympathetic help with personal problems
3.82
3.72
3.79
F(2,234)=.150
.861
Opportunities for advancement & development
4.03
4.21
4.33
F(2,234)=1.17
.310
Good working conditions
4.32
4.18
4.08
F(2,234)=.730
.483
Personal loyalty to employees
4.26
3.81
3.75
F(2,234)=3.28
.039
Appreciation for accomplishments
4.39
4.16
4.12
F(2,234)=1.17
.310
Abdulaziz Alqusayer, 2016, Chapter 4 29
Figure 4-1 exhibits importance of motivational factors by nationality. The results
suggested that the most important motivational factors for Saudi employees were
“good wages”, “job security” and “opportunities for advancement and development”.
However, for Arab employees the results showed that “good wages / opportunities
for advancement and development”, “job security” and “good working conditions” as
the most important motivational factors. In terms of Asian employees, the results
suggested that the most important motivational factors were “appreciation for
accomplishments”, “job security” and “good wages”.
Figure 4-3 Importance of motivational items by nationality
Table 4-7 shows the means scores, f-values and p-values of the importance of
motivational items by nationality subgroups.
Table 4-7 Importance of motivational factors by nationality
Saudi
Arab
Asian
F-Value
p-value
Good wages
4.68
4.26
4.26
F(2, 128)=5.50
.005*
Tactful discipline
4.18
3.78
4.07
F(2, 234)=2.60
.076
Job security
4.52
4.04
4.29
F(2, 234)=4.61
.011**
Interesting work
4.04
3.90
4.19
F(2, 234)=1.50
.224
Feeling of being “in” on things
4.04
3.62
3.99
F(2, 234)=3.23
.041**
Sympathetic help with personal problems
3.97
3.60
3.69
F(2, 234)=2.23
.109
Opportunities for advancement & development
4.30
4.26
4.15
F(2, 234)=.569
.567
Good working conditions
4.23
3.94
4.23
F(2, 234)=1.68
.187
Personal loyalty to employees
3.85
3.68
3.96
F(2, 126)=1.38
.253
Appreciation for accomplishments
4.12
3.92
4.34
F(2, 114)=4.06
.020**
There was a significant difference in the mean scores of good wages, F (2,128) =
5.50, p< .005 indicating that Saudi employees (M=4.68) had significantly higher
Abdulaziz Alqusayer, 2016, Chapter 4 30
ratings on this item than Asian employees (M=4.26). Saudi employees (M=4.52) had
also placed significantly higher importance on job security, F (2, 234) = 4.61, p<
.011 than employees (M= 4.04) from other Arab countries. Post hoc tests did not
confirm the F statistics of feeling of being “in” on things, F (2, 234) = 3.23, p< .041.
There was also another significant difference in the mean scores of appreciation for
accomplishments. Employees from Arab league countries (M=3.92) placed
significantly lower importance on this item than Asian employees (M=4.34) did.
4.3. Analysis of satisfaction factors
This part addresses the research questions three on the satisfaction level of hotel
employees in Riyadh related to various job components. Table 4-8 shows means
scores and standard deviation of items on satisfaction with job components. The
items of “location of the hotel” (M=5.91), “the department where they work” (M=
5.78), “the work accomplishment that they got done” (M= 5.72) had the highest
ratings. Of 16 satisfaction items, only four items had ratings lower than 5.0: “training
for daily tasks”; “career advancement and development that I receive”, “workload
compared with my pay” and “my pay”.
Table 4-8 Satisfaction with the job components
Satisfaction with
Mean
Std. Deviation
location of the hotel.
5.91
1.271
the department where I work.
5.78
1.323
the work accomplishment that I got done.
5.72
1.589
my supervisor's technical skills.
5.56
1.508
my supervisor's personal skills.
5.56
1.522
the shifts that I work.
5.45
1.757
my job security here.
5.27
1.675
my importance at the hotel.
5.27
1.471
the communication in English at the hotel.
5.16
1.703
the level of different work duties that I get on my job.
5.15
1.558
the working conditions at the hotel.
5.04
1.711
level of opportunity that I get to supervise others.
5.00
1.924
the training for daily tasks.
4.91
1.633
the career advancement and development that I receive.
4.84
1.705
the workload compared with my pay.
3.94
2.038
my pay.
3.85
2.090
The fourth question was about the differences between demographic groups related
to satisfaction levels with various job components in the Riyadh hotel industry.
These groups including gender, nationality and generation.
Abdulaziz Alqusayer, 2016, Chapter 4 31
Table 4-9 presents satisfaction with the job components by gender. Independent
sample t-tests showed significant differences between the genders. Males (M=5.35)
placed higher rating on “my importance at the hotel” than females (M=4.56) did.
This difference was significant t (235) =5.548, p <, 010. Also, males (M=5.04)
placed higher rating on “training” than females (M=3.84) did. This difference was
significant t (235) =2.049, p <, 019. In addition, males (M=5.26) placed higher rating
on “the level of different work duties that I get on my job” than females (M=4.24)
did. This difference was significant t (235) =8.487, p <, 019. Moreover, males
(M=4.97) placed higher rating on “career advancement and development” than
females (M=3.76) did. This difference was significant t (235) =, 037, p <.001.
Table 4-9 Satisfaction with the job components by gender
Satisfaction with
Male
Female
t-value
p-value
work accomplishment that I got done
5.71
5.80
t (235)=.010
.784
location of the hotel
5.90
6.00
t (235)=.4.245
.713
the shifts that I work
5.51
4.88
t (235)=2.957
.088
the department where I work
5.81
5.48
t (235)=4.958
.374
my supervisor's technical skills
5.61
5.08
t (235)=7.492
.215
my supervisor's personal skills
5.56
5.52
t (235)=1.160
.898
my job security here
5.29
5.08
t (235)=4.081
.559
my importance at the hotel
5.35
4.56
t (235)=5.548
.010*
the communication in English at the hotel
5.26
4.32
t (235)=.994
.008
the training for daily tasks
5.04
3.84
t (235)=2.049
.000*
the level of different work duties that I get on my job
5.26
4.24
t (235)=8.487
.019*
the career advancement and development that I receive
4.97
3.76
t (235)=.037
.001*
the working conditions at the hotel
5.19
3.72
t (235)=31.298
.009*
level of opportunity that I get to supervise others
5.18
3.48
t (235)=4.298
.001*
the workload compared with my pay
4.07
2.84
t (235)=1.374
.004*
my pay
3.94
3.04
t (235)=1.180
.041**
Furthermore, males (M=5.19) placed higher rating on “working conditions” than
females (M=3.72) did. This difference was significant t (235) =31.298, p >.009.
Also, males (M=5.18) placed higher rating on “opportunity that I get to supervise
others” than females (M=3.48) did. This difference was significant t (235) =4.298, p
<.001. In addition, males (M=4.07) placed higher rating on “workload compared
with my pay” than females (M=2.84) did. This difference was significant t (235)
=1.374, p <.004. Finally, males (M=3.94) placed higher rating on “my pay” than
females (M=3.04) did. This difference was significant t (235) =1.180, p <.041.
Figure 4-4 illustrates mean scores differences by gender. The results suggested that
male were more satisfied employees. Female employees have lower ratings on
Abdulaziz Alqusayer, 2016, Chapter 4 32
satisfaction items except “I am satisfied with the work accomplishment that I got
done” and “I am satisfied with location of the hotel.” items.
Figure 4-4 Satisfaction with the job components by gender
Table 4-10 presents satisfaction with the job components by nationality. There was a
significant difference in the mean scores of communication in English, F (2, 234)
=7.330, p< .001 indicating that Saudi employees (M=4.55) had significantly lower
ratings on this item than Asian employees (M=5.46). Saudi employees (M=4.10) had
also placed significantly lower rating on training, F (2, 234) =7.330, p< .001 than
Asian employees (M=5.51). There was also another significant difference in the
mean scores of “the level of different work duties that I get on my job” item, F (2,
134) =18.032, p<.000 indicating that Saudi employees (M=4.53) placed significantly
lower rating on this item than Asian employees (M=5.67) did. In addition, Saudi
employees (M=4.32) had also placed significantly lower rating on working
conditions, F (2,120) =11.863, p<.000 than Asian employees (M=5.56). Also, Saudi
employees (M=4.01) had also placed significantly lower rating on opportunity that I
get to supervise others, F (2, 125) =14.211, p<.000 than Asian employees (M=5.63).
Moreover, Saudi employees (M=3.12) had also placed significantly lower rating on
Abdulaziz Alqusayer, 2016, Chapter 4 33
workload compared with pay, F (2, 234) =8.987, p<.000 than Asian employees
(M=4.32).
Table 4-10 Satisfaction with the job components by nationality
I am satisfied with
Saudi
Arab
Asian
F-Value
p-value
the work accomplishment that I got done
5.55
5.88
5.75
F (2, 234)=.706
.495
location of the hotel
5.70
5.86
6.07
F (2, 234)=1.970
.142
the shifts that I work
5.00
5.58
5.68
F (2, 234)=3.544
.030
the department where I work
5.49
5.66
6.01
F (2, 234)=3.708
.026
my supervisor's technical skills
5.05
5.46
5.92
F (2, 234)=7.914
.000
my supervisor's personal skills
5.12
5.60
5.82
F (2, 121)=4.092
.019
my job security here
4.93
4.98
5.61
F (2, 234)=4.662
.010
my importance at the hotel
4.90
5.04
5.61
F (2, 234)=6.081
.003
the communication in English at the hotel
4.55
5.38
5.46
F (2, 234)=7.330
.001
the training for daily tasks
4.10
4.74
5.51
F (2, 234)=7.330
.001
the level of different work duties that I get on my job
4.53
4.88
5.67
F (2, 134)=18.032
.000
the career advancement and development that I receive
4.16
4.78
5.30
F (2, 234)=10.693
.000
the working conditions at the hotel
4.32
4.90
5.56
F (2, 120)=11.863
.000
level of opportunity that I get to supervise others
4.01
5.00
5.63
F (2, 125)=14.211
.000
the workload compared with my pay
3.12
4.26
4.32
F (2, 234)=8.987
.000
my pay
3.22
4.10
4.14
F (2, 234)=4.944
.008
From the data in Figure 4-3, it is apparent that the Asian employees are the most
satisfied, while the Saudi employees are the most dissatisfied.
Figure 4-5 Satisfaction with the job components by nationality
Abdulaziz Alqusayer, 2016, Chapter 4 34
Table 4-11 shows the means scores, f-values and p-values of satisfaction with the job
components by generational subgroups.
Table 4-11 Satisfaction with the job components by generation
I am satisfied with
Baby
Boomer
s
Gen. X
Millen
nial
F-Value
p-
value
the work accomplishment that I got done
6.00
5.67
5.64
F (2, 234)=.723
.487
location of the hotel*
6.58
5.87
5.64
F (2, 123)=14.01
.000
the shifts that I work
6.05
5.47
5.11
F (2, 234)=3.795
.024
the department where I work
6.24
5.67
5.71
F (2, 234)=2.800
.063
my supervisor's technical skills
5.76
5.62
5.36
F (2, 234)=1.137
.322
my supervisor's personal skills
5.66
5.56
5.50
F (2, 234)=.136
.873
my job security here
5.84
5.16
5.14
F (2, 234)=2.720
.068
my importance at the hotel
5.71
5.20
5.17
F (2, 234)=2.053
.131
the communication in English at the hotel
5.66
5.15
4.95
F (2, 234)=2.242
.108
the training for daily tasks
5.50
4.75
4.88
F (2, 234)=3.155
.044
the level of different work duties that I get on my job
5.58
5.13
4.97
F (2, 234)=1.954
.144
the career advancement and development that I receive
5.21
4.73
4.83
F (2, 234)=1.149
.319
the working conditions at the hotel
5.92
4.91
4.80
F (2, 111)=9.458
.000
level of opportunity that I get to supervise others
5.79
4.84
4.87
F (2, 234)=3.908
.021
the workload compared with my pay
4.37
3.96
3.68
F (2, 234)=1.449
.237
my pay
4.29
4.03
3.33
F (2, 234)=3.758
.025
There were significant differences in the mean scores. For instance, the item of the
location of the hotel, F (2, 123) =14.016, p< .000 indicating that millennial rating
(M=5.64) was significantly lower than baby boomers (M=6.58). In addition, the item
of shifts that they work, F (2, 234) =3.795, p< .024 indicating that millennial rating
(M=5.11) was significantly lower than baby boomers (M=6.05). Moreover, the item
of training, F (2, 234) =3.155, p< .044 indicating that generation x rating (M=4.75)
was significantly lower than baby boomers (M=5.50). Also, the item of working
conditions, F (2, 111) =9.458, p<.000 indicating that millennial rating (M=4.80) was
significantly lower than baby boomers (M=5.92). Lastly, the item of opportunity that
they get to supervise others, F (2, 234) =3.908, p< .021indicating that generation x
rating (M=4.84) was significantly lower than baby boomers (M=5.79). The results
suggested that baby boomers group was most satisfied employees, while millennial
group was the most dissatisfied employees, as shown in Figure 4-6.
Abdulaziz Alqusayer, 2016, Chapter 4 35
Figure 4-6 Satisfaction with the job components by generation
4.4. Analysis of engagement factors
This part addresses the research question five on the engagement level of hotel
employees in Riyadh related to various personal and organizational components.
Table 4-12 presents the summary statistics for the engagement level.
Table 4-12 Engagement factors
Mean Standard Deviation
I look for ways to do my job more effectively
6.01
1.238
I take an active interest in what happens in this organization
5.55
1.400
I feel inspired to go the extra mile to help this organization succeed
5.55
1.519
I feel a sense of commitment to this organization
5.50
1.577
Overall, I’m satisfied with my job
5.46
1.463
Overall, I would recommend this organization as a great place to
work
5.40 1.684
As can be seen in this table, respondents reported the point of “I look for ways to do
my job more effectively” as a highest ranking. The second highest ranking goes with
two points which were “I take an active interest in what happens in this organization”
and “I feel inspired to go the extra mile to help this organization succeed”. From this
Abdulaziz Alqusayer, 2016, Chapter 4 36
data, we can see that the lowest point that has been ranked by respondents was
“Overall, I would recommend this organization as a great place to work”.
The sixth question was about the differences between demographic groups related to
engagement levels by demographic characteristics. It is apparent from Figure 4-7 that
males were more engaged than females.
Figure 4-7 Engagement factors by gender
Table 4-13 shows the means scores, f-values and p-values of engagement factors by
gender. There were no significant differences in the mean scores.
Table 4-13 Engagement factors by gender
Male Female t-value
p-
value
I look for ways to do my job more effectively
6.03
5.84
t (235)=1.044
.473
Overall, I’m satisfied with my job
5.53
4.92
t (235)=1.004
.049
I take an active interest in what happens in this organization
5.60
5.12
t (235)=.166
.106
I feel inspired to go the extra mile to help this organization
succeed
5.60 5.08 t (235)=13.955 .239
I feel a sense of commitment to this organization
5.56
5.00
t (235)=3.823
.095
Overall, I would recommend this organization as a great place to
work
5.47 4.84 t (235)=10.206 .177
Table 4-14 shows the means scores, f-values and p-values of engagement factors by
nationality. There was a significant difference in the mean scores. For example, the
item of “overall, I would recommend this organization as a great place to work” F
Abdulaziz Alqusayer, 2016, Chapter 4 37
(2,124) =10.315, p< .000 indicating that Saudi employees rating (M=4.84) was
significantly lower than Asian employees (M=5.89). Figure 4-8 shows that Asian
group are the most engaged, while Saudi group are the less engaged.
Figure 4-8 Engagement factors by nationality
Table 4-14 Engagement factors by nationality
Saudi Arab Asian F-Value
p-
value
I look for ways to do my job more effectively 5.89 5.86 6.15 F(2,234)=1.431 .241
Overall, I’m satisfied with my job
5.25
5.38
5.64
F(2,234)=1.728
.180
I take an active interest in what happens in this organization 5.19 5.34 5.87 F(2,234)=6.157 .002
I feel inspired to go the extra mile to help this organization
succeed
5.11 5.58 5.82 F(2,122)=4.364 .015
I feel a sense of commitment to this organization 5.18 5.48 5.71 F(2,125)=2.155 .120
Overall, I would recommend this organization as a great
place to work
4.84 5.10 5.89* F(2,124)=10.32 .000
Figure 4-9 shows the means scores, f-values and p-values of engagement items by
generational subgroups. The lowest and highest mean scores were highlighted. The
results suggest that baby boomers are the most engaged employees. However,
millennial have lowest rating in their engagement items except “Overall, I would
recommend this organization as a great place to work” item. Table 4-15 shows the
means scores, f-values and p-values of engagement factors by generation. There were
no significant differences in the mean scores.
Abdulaziz Alqusayer, 2016, Chapter 4 38
Figure 4-9 Engagement factors by generation
Table 4-15 Engagement factors by generation
Baby
Boomers
Gen.
X
Mill
enni
al
F-Value
p-
value
I look for ways to do my job more effectively
6.34
6.00
5.86
F(2,234)=1.980
.140
Overall, I’m satisfied with my job
5.68
5.52
5.26
F(2,234)=11.242
.291
I take an active interest in what happens in this
organization
5.87 5.56 5.37 F(2,234)=1.634 .197
I feel inspired to go the extra mile to help this
organization succeed
5.66 5.59 5.42 F(2,234)=.418 .659
I feel a sense of commitment to this organization
5.76
5.49
5.38
F(2,234)=.745
.476
Overall, I would recommend this organization as a great
place to work
5.82 5.24 5.45 F(2,234)=1.728 .180
4.5. Discussion of findings
This part provides a discussion of findings.
4.5.1. Motivational factors
This part provides a discussion of findings against past research. For instance, this
study found that the three most important motivational factors were ‘good wages’,
‘job security’ and ‘opportunities for advancement and development’. The findings of
the current study were consistent with those of Simons and Enz (1995). Darder’s
(1994) study also reported that that job security and good wages were the most
important motivational factors for Las Vegas casino employees. Wiley (1997)
reported that the sympathetic help with personal problem was ranked as a less
important motivational factor, which the current study reports that as well.
Abdulaziz Alqusayer, 2016, Chapter 4 39
Although the findings of this study corroborates with past research on hospitality
industry, it is important to note that other studies did not report good wages as the
most important motivational factor. For example, a study conducted in Nigeria by
Aworemi, Abdul-Azeez and Durowoju (2011) showed that the most significant
motivational factors were interesting work, good working condition, and followed by
good pay. Additionally, according to Siu et al.’s (1997) study of Hong Kong hotel
employees, the most significant motivational factors are opportunities for
advancement, loyalty to employees and good wages.
Also, the current study results were slightly different from the findings of Charles
and Marshall (1992). They reported that working conditions and good wages were
the most significant factors. Dipietro et al.,’s (2014) findings which showed that the
top three motivational factors of Aruba's lodging employees were appreciation of a
job well done, good wages, and good working conditions. Unlike Wiley’s (1997)
study, the current study found appreciation from accomplishments as one of the top
five motivators instead of interesting work. Also, the findings of the current study do
not corroborate with the findings of Kukanja (2013), who reported flexible working
hours and social security as one of the top 3 motivators, in addition to good wages.
The current study found that there were no statistically significant differences
between male and female in terms of all motivation factors, expect for “good wages”
which was consistent with Kukanja’s (2013) study. Also, the findings of the current
study showed that both male and female employees placed more value on “good
wages” than other motivational factors. However, Dipietro et al., (2014) mentioned
that men were less motivated than women by both “interesting work” and
“appreciation for a job well done.” In contrast, Wiley (1997) stated that men placed
more value on “interesting work”, while women placed more emphasis on
“appreciation for work done”. The current study reported that the most important
motivational factor for millennial employees group was “good wages”. On the other
hand, Wong et al., (1999) mentioned that the most important motivational factor for
the same group was “interesting work.”
Abdulaziz Alqusayer, 2016, Chapter 4 40
It is apparent that current study indicates that younger employees (Generation X &
Millennial) ranked “good wages” as the most significant factor, while older
employees (Baby Boomers) rated “appreciation for accomplishments” as the most
significant factor. Older workers also placed greater priority on “interesting work”.
For the younger generation of workers, “good salary”, “job security”, and
“opportunities for advancement and development” were their top motivational
factors. This is consistent with the attributes of baby boomers who live to work and
loyal to careers and employees, while younger generations such as Generation X and
Millennials tend to be ambitious and want to know what’s next (Smola & Sutton,
2002).
4.5.2. Satisfaction with job components
The findings related to the satisfaction of employees related to a variety of job
components reported some interesting things. The highest-rated items related to
satisfaction on the job were “I am satisfied with location of the hotel”. This finding is
a reasonable because five- and four- star hotels are more likely to have excellent
locations which are easy to reach due the international standards that they follow.
The job component with the second highest satisfaction was “I am satisfied with the
department where I work”, indicating that participants were happy with the
department they work. The next two satisfied job components were “I am satisfied
with the work accomplishment that I got done” and “I am satisfied with my
supervisor's technical/personal skills.” These factors might contribute to participants’
relatively high level of engagement. On the other hand, the participants reported
lower level of satisfaction with regard to “workload compared with my pay”, and
“my pay”, which deserve management attention. The findings observed in this study
mirror those of the Dipietro et al., (2014)’ study, expect the items of “I am satisfied
with the training for daily tasks.
With regard to satisfaction with the job component, there were statistically
significant different among 3 generations in terms of location of the hotel and the
working conditions at the hotel. The baby boomers reported higher satisfaction with
location of the hotel and working conditions, followed by the generation X. The
Abdulaziz Alqusayer, 2016, Chapter 4 41
youngest generation might have higher expectations in terms of location of the hotel
and the working conditions at the hotel.
In terms of gender, female participants felt less satisfied with “my importance at
hotel”, “the training for daily tasks,” “career advancement and development that I
receive”, “opportunity that I get to supervisor others” and “the workload compared
with my pay”, reflecting females’ lower gender identify in Saudi Arabia. In Saudi
Arabia, women’s nature are considered to be different from that of men. Women are
excluded from public life. At the workplace are not allowed to work in the front of
the house, where they might have direct contact with strangers. The gender
inequality in Saudi Arabia might have limited the opportunities for female employees
to participate in training programs and advance in their careers.
4.5.3. Engagement
In terms of engagement level of hotel employees in Riyadh, the current study
reported that the Saudi employees were less engaged than Asian and Arab
employees. It was possible that these non-Saudi employees were more engaged in
their work to avoid being laid off. However, in accordance with the present results,
previous research has demonstrated that Saudi employees have lower organizational
and job engagement than non-Saudi employees (Moussa, 2013).
Abdulaziz Alqusayer, 2016, Chapter 5 42
5. CHAPTER FIVE: CONCLUSIONS
This final chapter of the thesis is divided into three parts. The first part presents
results relating to the research questions. The second discusses the practical and
theoretical implications of the study. The third part concludes with the discussion of
the significance and limitations of the current study and recommendations for further
research work.
5.1. Summary of research findings
This study has argued the drivers of hotel employee motivation, satisfaction and
engagement in Riyadh, the kingdom of Saudi Arabia. In response to research
question one, this study has shown that ‘good wages’, ‘job security’, ‘opportunities
for advancement and development’, ‘appreciation for accomplishments’ and ‘good
working conditions’ were the most important five motivational factors.
A further analysis of motivational factors based on demographic characteristics
found significant differences in “good wages” between female and male employees.
Significant differences were also found in “good wages”, “job security”,
“appreciation for accomplishments” and “feeling of being in on things” among
nationalities; and significant differences in “personal loyalty to employees” among
generations. These findings suggest that employees from different cultural
background were motivated by different factors. Therefore, hotel managers need to
know the needs and wants of the culturally diverse employees and utilize the right
factors to motivate their employees.
Moreover “good wages” motivated females more than males. “Good wages”, “Job
security”, and “feeling of being “in” on things” motivated Saudi employees the most
than non-Saudi employees. Motivator such as “appreciation for accomplishes”
worked the best on Asian employees. The sense of loyalty motivated older
employees more than younger employees.
In general, participants reported being satisfied with job components regarding the
location of the hotel, their department, and work accomplishment. Significant
Abdulaziz Alqusayer, 2016, Chapter 5 43
differences in job component satisfaction were found among genders, nationalities,
and generations.
The third main finding was about the engagement level of lodging employees in
Riyadh related to various personal and organizational components. In general,
according to the mean scores, the respondents were more likely to be engaged. The
respondents reported the item of “I look for ways to do my job more effectively” as a
highest ranking, and “Overall, I would recommend this organization as a great place
to work” as the lowest ranking, indicating that participants might have concerns
regarding their hotels. In terms of demographic groups, statistically significant
differences were only found in nationalities, not in genders and generations. The
results suggested that males were more engaged than females. Moreover, the results
showed that Asian group was the most engaged, while Saudi group was the less
engaged. Finally, the results suggested that baby boomers were the most engaged
employees, which match the characteristics of baby boomers. However, millennial
had lowest rating in their engagement items except “Overall, I would recommend
this organization as a great place to work” item.
5.2. Implications
The findings of this study have several important implications for future practice.
The evidence from this study suggests that in addition to extrinsic factors (i.e. good
wages, good working conditions), intrinsic factors such as job security, opportunities
for advancement and development, and appreciation for accomplishment are also
important motivational factors. Therefore, it is suggested that hotel employers who
tend to build a motivated team need to address both extrinsic and intrinsic factors.
This could be accomplished through providing competitive salary, quality working
environment, promoting from within, and recognizing good performance of the
employees. It is worth noting that the participants had comparatively lower level of
satisfaction with the training for daily tasks. The hotel may develop and offer on-the-
job training to increase employees’ work skills and knowledge to perform their tasks.
The hotel company may consider providing financial support to sponsor employees
to pursue advanced degrees in hospitality and tourism and climb up their career
Abdulaziz Alqusayer, 2016, Chapter 5 44
ladders. Hotel managers may also need to pay more attention to manpower
management and work assignments to make sure employees are not overloaded.
The results of this study indicated that employees from different nationalities may
have different needs in motivation, engagement, and satisfaction. Riyadh hotel
market is characterized with diverse workforce which makes it difficult to motivate
and satisfy employees. A reasonable approach to tackle this issue is to offer diversity
training programs to increase managers’ cross-cultural competence and utilize the
right techniques to motivate and engage their employees.
Another interesting finding gleaned from this study is that Asian employees seemed
to be more engaged in their jobs than their counterparts and they tend to spread good
words of month for the organization. Therefore, it is suggested that hotel managers
may consider recruiting Asian employees to join the workforce.
5.3. Recommendations for further research
The current study explored and provided a review of the literature on job satisfaction,
motivational factors and engagement among hotel employees, to investigate the level
of job satisfaction, employees’ motivation and engagement. Correspondingly, to
explore their drivers among hotel employees in Riyadh. Furthermore, to provide
suggestions and recommendations to hotel managers in Riyadh in terms of improving
their employees' satisfaction, motivation and engagement level. The results from this
study contribute to the job satisfaction and motivation literature, specifically in the
context of Saudi Arabia hotel industry. This research has thrown up many questions
in need of further investigation. For example, more research is needed to better
understand female employees’ experiences at the workplace and identify the root
causes of why they felt less dissatisfied. It would also be interesting to compare
experiences of managerial and non-managerial employees. Further research might
explore the role and relevance of generational factors. More research is required to
determine effect of hotel related factors on employee motivation, satisfaction and
engagement. Research focusing on the impact of factors such as hotel size, location,
star ranking and hotel’s management type may reveal interesting findings. What is
now needed is to target a larger group random sample of hotel employees in the
Abdulaziz Alqusayer, 2016, Chapter 5 45
Kingdom of Saudi Arabia. It is important to extend the geographic representation of
hotels into other cities.
Abdulaziz Alqusayer, 2016, References 46
6. References
AlGassim, A., Barry, S., & McPhail, R. (2012). Exploring management and
employees' perspective of HRM practices in Saudi Arabia MNC hotels.
Journal of Law and Social Sciences, 2(1), 148-154.
Almutairi, D. O., Moradi, E., Idrus, D., Emami, R., & Alanazi, T. R. (2013). Job
satisfaction and job performance: A case study of five-star hotels in Riyadh,
Saudi Arabia. World Journal of Social Sciences, 3(1), 27-37.
Aworemi, J. R., Abdul-Azeez, I., & Durowoju, S. T. (2011). An empirical study of
the motivational factors of employees in Nigeria. International Journal of
Economics and Finance, 3(5), 227-233.
Azeem, S. M., & Akhtar, N. (2014). Job satisfaction and organizational commitment
among public sector employees in Saudi Arabia. International Journal of
Business and Social Science, 5(7), 127-133.
Baker, W. K. (2011). Antecedents and consequences of job satisfaction: Testing a
comprehensive model using integrated methodology. Journal of Applied
Business Research, 20(3), 31-44.
Banks, M. (2006). How one federal agency harnessed employee engagement as a
tool for transformation? Journal of Organizational Excellence, 25(4), 21-30.
Beehr, T. A., King, L. A., & King, D. W. (1990). Social support and occupational
stress: Talking to supervisors. Journal of Vocational Behavior, 36(1), 61-81.
Bernhardt, K. L., Donthu, N., & Kennett, P. A. (2000). A longitudinal analysis of
satisfaction and profitability. Journal of Business Research, 47(2), 161-171.
Breiter, D., Tesone, D., Van Leeuwen, D., & Rue, V. (2002). An analysis of hotel
employees’ motivation using Kovach’s ten factor model. Journal of Human
Resources in Hospitality & Tourism, 1(4), 63–77.
Carter, K. L. (1997). Why workers won’t work: The worker in a developing economy.
The case study of Jamaica. London, UK: Macmillan Caribbean.
Abdulaziz Alqusayer, 2016, References 47
Charles, K. R., & Marshall, L. H. (1992). Motivational preferences of Caribbean
hotel workers: An exploratory study. International Journal of Contemporary
Hospitality Management, 4(3), 25-29.
Chi, C. G., & Gursoy, D. (2009). Employee satisfaction, customer satisfaction, and
financial performance: An empirical examination. International Journal of
Hospitality Management, 28(2), 245-253.
Cole, G. A. (2002). Personnel and human resources management. London:
Continuum International Publishing Group.
Costen, W. M., & Salazar, J. (2011). The impact of training and development on
employee job satisfaction, loyalty, and intent to stay in the lodging industry.
Journal of Human Resources in Hospitality & Tourism, 10(3), 273-284.
Dalgleish, J. M. (2008). Management in the Caribbean: Is it time for a change? The
Commonwealth Journal of International Affairs, 97(396), 475–480.
Darder, R. (1994). Six steps to creating a positive motivational working environment.
International Gaming and Wagering Business, 15(3), 17-18.
Das, A., & Alharbi, S. (2014). Impact of motivation strategies on employee
performance: A comparative study of two hotels in Canada and Saudi Arabia.
11th Asian Business Research Conference.
Dawson, K. M., & Dawson, S. N. (1991). The cure for employee malaise motivation.
Clinical Laboratory Management Review: Official Publication of the Clinical
Laboratory Management Association / CLMA, 5(4), 296-8.
Defranco, A. L., & Schmidgall, R. S. (2000). Satisfaction: Is money everything?
Hospitality Review, 19(2), 1-12.
DiPietro, R. B., Kline, S. F., & Nierop, T. (2014). Motivation and satisfaction of
lodging employees: An exploratory study of Aruba. Journal of Human
Resources in Hospitality & Tourism, 13(3), 253-276.
Abdulaziz Alqusayer, 2016, References 48
Edmondson, D. R., & Boyer, S. L. (2013). The moderating effect of the boundary
spanning role on perceived supervisory support: A meta-analytic review.
Journal of Business Research, 66(11), 2186-2192.
Elias, S. M., & Mittal, R. (2011). The importance of supervisor support for a change
initiative: An analysis of job satisfaction and involvement. International
Journal of Organizational Analysis, 19(4), 305-316.
Ganta, V. C. (2014). Motivation in the workplace to improve the employee
performance. International Journal of Engineering Technology, 2 (6), 221-
230.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship
between employee satisfaction, employee engagement, and business
outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
Hatcher, R. L., & Rogers, D. T. (2009). Development and validation of a measure of
interpersonal strengths: The inventory of interpersonal strengths.
Psychological Assessment, 21(4), 554-569.
Hayes, D. K., & Ninemeier, J. D. (2007). Hotel operations management. New Jersey:
Prentice Hall.
Hazra, K., Sengupta, P. P., & Ghosh, P. (2014). Role of motivation on employee's
performance in different segments of catering sectors under hospitality
industry: An empirical study. Paper presented at the meeting of the 2014 2nd
International Conference on Business and Information Management,
Durgapur.
Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New
York, NY: Wiley.
Honore, J. (2009). Employee motivation. Consortium Journal of Hospitality &
Tourism, 14(1), 63–75.
JRA (2007). Employee Engagement: Driving Employee Performance, JRA,
Auckland.
Abdulaziz Alqusayer, 2016, References 49
Kahn, W. A. (1990). Psychological conditions of personal engagement and
disengagement at work. Academy of Management Journal, 33(4), 692-724.
Karatepe, O. M. (2011). Customer aggression, emotional exhaustion, and hotel
employee outcomes: A study in the United Arab Emirates. Journal of Travel
and Tourism Marketing, 28(3), 279-295.
Karatepe, O. M., Yavas, U., & Babakus, E. (2007). The effects of customer
orientation and job resources on frontline employees’ job outcomes. Services
Marketing Quarterly, 29(1), 61-79.
Khalilzadeh, J., Giacomo, D. C., Jafari, J., & Hamid, Z. B. (2013). Methodological
approaches to job satisfaction measurement in hospitality firms. International
Journal of Contemporary Hospitality Management, 25(6), 865-882.
Kim, B. P., Murrmann, S. K., & Lee, G. (2009). Moderating effects of gender and
organizational level between role stress and job satisfaction among hotel
employees. International Journal of Hospitality Management, 28(4), 612-
619.
Kovach, K. A. (1987). What motivates employees? Workers and supervisors give
different answers. Business Horizons, 30(5), 58-65.
Koys, D. J. (2003). How the achievement of human-resources goals drives restaurant
performance. Cornell Hotel and Restaurant Administration Quarterly, 44(1),
17-24.
Kukanja, M. (2013). Influence of demographic characteristics on employee
motivation in catering companies. Tourism and Hospitality Management,
19(1), 97-107.
Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the
dawn of the twenty-first century. Annual Review of Psychology, 56(1), 485-
516.
Locke, E. A. (1969). What is job satisfaction? Organizational Behavior and Human
Performance, 4(2), 309-336.
Abdulaziz Alqusayer, 2016, References 50
Luthans, F. (2002). Positive organizational behavior: Developing and managing
psychological strengths. Academy of Management Executive, 16(1), 57-72.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement.
Industrial and Organizational Psychology, 1(1), 3-30.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4),
370–396.
May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of
meaningfulness, safety and availability and the engagement of the human
spirit at work. Journal of Occupational and Organizational Psychology,
77(1) 11-37.
Menguc, B., Auh, S., Fisher, M., & Haddad, A. (2013). To be engaged or not to be
engaged: The antecedents and consequences of service employee
engagement. Journal of Business Research, 66(11), 2163-2170.
Moura, D., Orgambídez-Ramos, A., & Gonçalves, G. (2014). Role stress and work
engagement as antecedents of job satisfaction: Results from Portugal.
Europe's Journal of Psychology, 10(2), 291-300.
Moussa, M. N. (2013). Investigating the high turnover of Saudi nationals versus non-
nationals in private sector companies using selected antecedents and
consequences of employee engagement. International Journal of Business
and Management, 8(18), 41-52.
Nicholas, R. (2013). The rise of the Kingdom. Retrieved from meetmiddleeast
website: http://www.meetmiddleeast.com/articles/show/the-rise-of-the-
kingdom
Ozturk, A. B., Hancer, M., & Im, J. Y. (2014) Job characteristics, job satisfaction,
and organizational commitment for hotel workers in Turkey, Journal of
Hospitality Marketing & Management, 23(3), 294-313.
Abdulaziz Alqusayer, 2016, References 51
Pantouvakis, A. (2011). Internal service quality and job satisfaction synergies for
performance improvement: Some evidence from a B2B environment. Journal
of Targeting, Measurement and Analysis for Marketing, 19(1), 11-22.
Poulston, J. M. (2009). Working conditions in hospitality: Employees’ views of the
dissatisfactory hygiene factors. Journal of Quality Assurance in Hospitality &
Tourism, 10(1), 23-43.
Rathavoot, R., & Ogunlana, S. (2003). Testing Herzberg’s two-factor theory in the
Thai construction industry. Engineering, Construction and Architectural
Management, 10(5), 333-341.
Raubal, M., & Rinne, C. (2004). Multi-criteria decision analysis for location based
services. Paper presented at the 12th International Conference on
Geoinformatics – Geospatial Information Research: Bridging the Pacific and
Atlantic, University of Gävle, Gavle.
Robbins, S. P. (1996). Organizational behavior: Concept, controversies and
applications. Englewood Cliffs, NJ: Prentice Hall.
Robbins, S. P., & Judge, T. A. (2007). Organizational Behaviour. New Jersey:
Pearson Prentice Hall.
Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic
definitions and new directions. Contemporary Educational Psychology,
25(1), 54-67.
Saks, A. M. (2006). Antecedents and consequences of employee engagement.
Journal of Managerial Psychology, 21(7), 600-619.
Salanova, M., Agut, S., & Peiro, J. M. (2005). Linking organizational resources and
work engagement to employee performance and customer loyalty: The
mediation of service climate. Journal of Applied Psychology, 90(6), 1217-
1227.
Abdulaziz Alqusayer, 2016, References 52
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their
relationship with burnout and engagement: A multi-sample study. Journal of
Organizational Behavior, 25(3), 293-315.
Seligman, M. P., & Csikszentmihalyi, M. (2000). Positive psychology: An
introduction. American Psychologist, 55(1), 5-14.
Silvestro, R., & Cross, S. (2000). Applying the service profit chain in a retail
environment challenging the "satisfaction mirror". International Journal of
Service Industry Management, 11(3), 244-268.
Simons, N. (2010). Leveraging generational work styles to meet business objectives.
Information Management Journal, 44(1), 28-33.
Simons, T., & Enz, C. (1995). Motivating hotel employees. Cornell Hotel and
Restaurant Administration Quarterly, 36(1), 20–27.
Siu, V., Tsang, N., & Wong, S. (1997). What motivates Hong Kong's hotel
employees? Cornell Hotel and Restaurant Administration Quarterly, 38(5),
44-49.
Smola, K. W., & Sutton, C. D. (2002). Generational differences: Revisiting
generational work values for the new Millennium. Journal of Organizational
Behavior, 23 (4), 363-382.
Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and
consequences. Thousand Oaks, California: Sage Publications.
Stoke, M. (1999). Motivation and psychological traits and commitment. New York:
Nostrand Publishing Company.
Thomas, K. W. (2009). Intrinsic motivation at work: What really drives employee
engagement.
Retrieved from:
http://site.ebrary.com/lib/rit/reader.action?docID=10315388
Tornow, W. W., & Wiley, J. W. (1991). Service quality and management practices:
A look at employee attitudes, customer satisfaction, and bottom-line
consequences. HR. Human Resource Planning, 14(2), 105-115.
Abdulaziz Alqusayer, 2016, References 53
Tourism Statistics in Saudi Arabia. (2012). Tourism Information and Research
Center, (MAC). Retrieved from:
http://www.mas.gov.sa/en/pages/default.aspx
Travel and Tourism, Economic Impact. (2015). Retrieved from:
https://www.wttc.org/-/media/files/reports
/economic impact
research/countries 2015/saudiarabia2015.pdf
Twenge, J. M., & Campbell, S. M. (2008). Generational differences in psychological
traits and their impact on the workplace. Journal of Managerial Psychology,
23(8), 862-877.
Ugwu, F. O., Onyishi, I. E., & Rodríguez-Sánchez, A. M. (2014). Linking
organizational trust with employee engagement: The role of psychological
empowerment. Personnel Review, 43(3), 377-400.
Wangenheim, F. V., Evanschitzky, H., & Wunderlich, M. (2007). Does the
employee–customer satisfaction link hold for all employee groups. Journal of
Business Research, 60(7), 690-697.
Wiley, C. (1997). What motivates employees according to over 40 years of
motivation surveys. International Journal of Manpower, 18(3), 263-280.
Yang, J. T. (2010). Antecedents and consequences of job satisfaction in the hotel
industry. International Journal of Hospitality Management, 29(4), 609-619.
Yee, R. W. Y., Yeung, A. C. L., & Cheng, T. C. E. (2008). The impact of employee
satisfaction on quality and profitability in high-contact service industries.
Journal of Operations Management, 26(5), 651-668.
Zeithaml, V. A., Berry, L. L., & Parasuraman, A. (1988). Communication and
control processes in the delivery of service quality. The Journal of Marketing,
52(2), 35-48.
Abdulaziz Alqusayer, 2016, Appendices 54
7. Appendices
7.1. Appendix 1: Survey (English version).
A Survey of hotel employees' satisfaction
Directions: There are three sections to this survey. Please complete all three sections.
We need honest and candid feedback, so all your answers will be kept confidential.
This survey will not require your identity.
Section 1: Importance of motivational factors
Q1- What is important to you about your employment here at this hotel?
• Assign a number 1 through 10 to each factor with “1” being the most important
and “10” being least important. Use each number only once.
• Assign a number from 1-to-10 for each factor (1 = most important, 10 = least
important):
Factors of Importance
Your
Importance
Rating
Good wages
1 = most important
Tactful discipline
Job security
Interesting work
Feeling of being “in” on things
Sympathetic help with personal problems
Opportunities for advancement and development
Good working conditions
Personal loyalty to employees
Appreciation for accomplishments
10 = least important
Abdulaziz Alqusayer, 2016, Appendices 55
Q2- Please indicate the degree to which you believe each factor is important in
your employment by circling one of the numbers following each statement.
1 2 3 4 5
least undecided most
important important
Section 2 ‒ Satisfaction and Engagement Factors
Q3-Please indicate the degree to which you agree with each of the following
statements one of the numbers following each statement.
1 2 3 4 5 6 7
not at all somewhat very
true true true
Factors of satisfaction
I am satisfied with the work accomplishment that I got done.
1
2
3
4
5
6
7
I am satisfied with location of the hotel.
1
2
3
4
5
6
7
I am satisfied with the shifts that I work.
1
2
3
4
5
6
7
I am satisfied with the department where I work.
1
2
3
4
5
6
7
I am satisfied with my supervisor's technical skills.
1
2
3
4
5
6
7
I am satisfied with my supervisor's personal skills.
1
2
3
4
5
6
7
I am satisfied with my job security here.
1
2
3
4
5
6
7
I am satisfied with my importance at the hotel.
1
2
3
4
5
6
7
I am satisfied with the communication in English at the hotel.
1
2
3
4
5
6
7
I am satisfied with the training for daily tasks.
1
2
3
4
5
6
7
I am satisfied with the level of different work duties that I get on
my job.
1
2
3
4
5
6
7
I am satisfied with the career advancement and development that I
receive.
1
2
3
4
5
6
7
I am satisfied with the working conditions at the hotel.
1
2
3
4
5
6
7
I am satisfied with level of opportunity that I get to supervise
others.
1
2
3
4
5
6
7
I am satisfied with the workload compared with my pay.
1
2
3
4
5
6
7
I am satisfied with my pay.
1
2
3
4
5
6
7
Factors of Importance
Good wages
1
2
3
4
5
Tactful discipline
1
2
3
4
5
Job security
1
2
3
4
5
Interesting work
1
2
3
4
5
Feeling of being “in” on things
1
2
3
4
5
Sympathetic help with personal problems
1
2
3
4
5
Opportunities for advancement and development
1
2
3
4
5
Good working conditions
1
2
3
4
5
Personal loyalty to employees
1
2
3
4
5
Appreciation for accomplishments
1
2
3
4
5
Abdulaziz Alqusayer, 2016, Appendices 56
Q4- Please indicate the degree to which you agree with each of the following
statements one of the numbers following each statement.
1 2 3 4 5 6 7
not at all somewhat very
true true true
Section 3‒ Demographics and Background
Q4-Demographic
Your gender: ( ) Male ( ) Female.
The year of your birth: ( )
Your nationality: ( )
Your marital status:
( ) Married.
( ) Not Married.
( ) Divorced
( ) Widowed
Factors of engagement
I look for ways to do my job more effectively
1
2
3
4
5
6
7
Overall, I’m satisfied with my job
1
2
3
4
5
6
7
I take an active interest in what happens in this organization
1
2
3
4
5
6
7
I feel inspired to go the extra mile to help this organization
succeed
1
2
3
4
5
6
7
I feel a sense of commitment to this organization
1
2
3
4
5
6
7
Overall, I would recommend this organization as a great place to
work
1
2
3
4
5
6
7
Abdulaziz Alqusayer, 2016, Appendices 57
Your educational level:
( ) High School
( ) College
( ) Graduate
( ) Other: Please identify ………………….
Q5-Background in the industry
Your work status:
( ) Full-time.
( ) Part-time.
How long have you been employed in the hospitality industry?
How long have you been employed in your current hotel?
What department are you working in?
What is the title of your position?
How long have you been employed in your current position?
Abdulaziz Alqusayer, 2016, Appendices 58
7.2. Appendix 2: Survey (Arabic version).
ةﺰﻔﺤﻤﻟا ﻞﻣاﻮﻌﻟا ﺔﯿﻤھأ :لوﻷا ﻢﺴﻘﻟا
؟ﻚﯾﺪﻟ ﺔﻤﮭﻤﻟا ﺔﯿﻔﯿظﻮﻟا تاﺰﯿﻤﻤﻟا ﻲھ ﺎﻣ :لوﻷا لاﺆﺴﻟا
• ﻦﻣ دﺪﻌﻟا ﺪﯾﺪﺤﺘﺑ ﻢﻗ1 ﻰﻟا10 ﻢﻗر ﺚﯿﺣ ,ﻞﻣﺎﻋ ﻞﻜﻟ1 ﺮﺜﻛﻻا ﻞﺜﻤﯾ ﻢﻗﺮﻟا و ﺔﯿﻤھأ10 .ﺔﯿﻤھأ ﻞﻗﻷا ﻞﺜﻤﯾ
ﻂﻘﻓ ةﺪﺣاو ةﺮﻣ ﻢﻗر ﻞﻛ مﺪﺨﺘﺳأ .
• ﻦﻣ ﻢﻗر ﺪﯾﺪﺤﺘﺑ ﻢﻗ1 ﻰﻟا10 ) ﻞﻣﺎﻋ ﻞﻜﻟ1 , ﺔﯿﻤھأ ﺮﺜﻛﻻا =10:( ﺔﯿﻤھأ ﻞﻗﻷا =
ﺔﯿﻤھﻷا تاذ ﻞﻣاﻮﻌﻟا
ﺔﯿﻤھﻸﻟ ﻚﻤﯿﯿﻘﺗ
ﺪﯿﺠﻟا ﺐﺗاﺮﻟا
= ﺔﯿﻤھأ ﺮﺜﻛﻷا1
ﻞﻤﻌﻟا لﺎﺠﻣ ﻲﻓ ﻞﻣﺎﻌﺘﻟا ﺔﻗﺎﺒﻟ
ﻲﻔﯿظﻮﻟا نﺎﻣﻷا
ﻊﺘﻤﻤﻟا ﻞﻤﻌﻟا
ﻞﻤﻌﻟا تاراﺮﻗ ﻲﻓ ﺔﻛرﺎﺸﻤﻟﺎﺑ رﻮﻌﺸﻟا
ةﺎﯿﺤﻟا ﻲﻓ ةﺪﻋﺎﺴﻤﻟاﺔﯿﺼﺨﺸﻟا
ﺮﯾﻮﻄﺘﻟا و مﺪﻘﺘﻟا صﺮﻓ
ةﺪﯿﺠﻟا ﻞﻤﻌﻟا فوﺮظ
ﻦﯿﻔظﻮﻤﻟا ﻦﯿﺑ ﻲﺼﺨﺸﻟا نوﺎﻌﺘﻟا و ءﻻﻮﻟا
تازﺎﺠﻧﻺﻟ ﺮﯾﺪﻘﺘﻟا
= ﺔﯿﻤھأ ﻞﻗﻷا10
Abdulaziz Alqusayer, 2016, Appendices 59
ﻣﺎﻋ ﻞﻜﻟ ﺔﯿﻤھﻷا ﺔﺟرد دﺪﺣ :ﻲﻧﺎﺜﻟا لاﺆﺴﻟاةﺪﺣاو ةﺮﺋاد ﻊﺿو ﻖﯾﺮط ﻦﻋ كدﺎﻘﺘﻋا ﺐﺴﺤﺑ ﻚﺘﻔﯿظو ﻲﻓ ﺰﻔﺤﻣ ﻞ
ةرﺎﺒﻋ ﻞﻜﻟ ﺔﯿﻟﺎﺘﻟا مﺎﻗرﻻا ﺪﺣأ ﻰﻠﻋ :
1 2 3 4 5
ﺔﯿﻤھأ ﻞﻗﻷا ﺪﯾﺎﺤﻣ ﺔﯿﻤھأ ﺮﺜﻛﻷا
ﺔﯿﻤھﻷا تاذ ﻞﻣاﻮﻌﻟا
ﻟا ﺐﺗاﺮﻟاﺪﯿﺠ
1
2
3
4
5
ﻞﻤﻌﻟا لﺎﺠﻣ ﻲﻓ ﻞﻣﺎﻌﺘﻟا ﺔﻗﺎﺒﻟ
1
2
3
4
5
ﻲﻔﯿظﻮﻟا نﺎﻣﻷا
1
2
3
4
5
ﻊﺘﻤﻤﻟا ﻞﻤﻌﻟا
1
2
3
4
5
ﻞﻤﻌﻟا تاراﺮﻗ ﻲﻓ ﺔﻛرﺎﺸﻤﻟﺎﺑ رﻮﻌﺸﻟا
1
2
3
4
5
ﺔﯿﺼﺨﺸﻟا ةﺎﯿﺤﻟا ﻲﻓ ةﺪﻋﺎﺴﻤﻟا
1
2
3
4
5
ﺮﯾﻮﻄﺘﻟا و مﺪﻘﺘﻟا صﺮﻓ
1
2
3
4
5
ةﺪﯿﺠﻟا ﻞﻤﻌﻟا فوﺮظ
1
2
3
4
5
و ءﻻﻮﻟاﻦﯿﻔظﻮﻤﻟا ﻦﯿﺑ ﻲﺼﺨﺸﻟا نوﺎﻌﺘﻟا
1
2
3
4
5
تازﺎﺠﻧﻺﻟ ﺮﯾﺪﻘﺘﻟا
1
2
3
4
5
Abdulaziz Alqusayer, 2016, Appendices 60
جﺎﻣﺪﻧﻹا و ﺎﺿﺮﻟا ﻞﻣاﻮﻋ :ﻲﻧﺎﺜﻟا ﻢﺴﻘﻟا
ﻲﺘﻟا مﺎﻗرﻷا ﺪﺣا رﺎﯿﺘﺧا لﻼﺧ ﻦﻣ ﺔﯿﻟﺎﺘﻟا تارﺎﺒﻌﻟا ﻦﻣ ﻞﻛ ﻊﻣ ﻚﺘﻘﻓاﻮﻣ ﺔﺟرد ﻰﻟإ ةرﺎﺷﻹا ﻰﺟﺮﯾ :ﺚﻟﺎﺜﻟا لاﺆﺴﻟا
.ةرﺎﺒﻋ ﻞﻛ مﺎﻣأ
1 2 3 4 5 6 7
ﺲﯿﻟﺢﯿﺤﺻ ﺎﻣ ﺎﻋﻮﻧ ﺢﯿﺤﺻ ﺢﯿﺤﺻ
قﻼطﻹا ﻰﻠﻋ اﺪﺟ
ﺎﺿﺮﻟا ﻞﻣاﻮﻋ
ﺎﮭﺑ ﺖﻤﻗ ﻲﺘﻟا ﻞﻤﻌﻟا تازﺎﺠﻧإ ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
قﺪﻨﻔﻟا نﺎﻜﻣ / ﻊﻗﻮﻣ ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﺎﮭﺑ ﻞﻤﻋأ ﻲﺘﻟا تﺎﺘﻔﺸﻟا / ﻞﻤﻌﻟا تﺎﻗوأ ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﮫﺑ ﻞﻤﻋأ يﺬﻟا ﻢﺴﻘﻟا ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﻲﻓﺮﺸﻤﻟ ﺔﯿﻨﻘﺘﻟا تارﺎﮭﻤﻟا ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﻲﻓﺮﺸﻤﻟ ﺔﯿﺼﺨﺸﻟا لﺎﺼﺗﻻا تارﺎﮭﻣ ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﺎﻨھ ﻲﻔﯿظﻮﻟا نﺎﻣﻷا ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
قﺪﻨﻔﻟا ﻲﻓ ﻲﺘﯿﻤھأ ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
قﺪﻨﻔﻟا ﻲﻓ ﺔﯾﺰﯿﻠﺠﻧﻹا ﺔﻐﻠﻟﺎﺑ ﻞﺻاﻮﺘﻟا ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﺔﯿﻣﻮﯿﻟا مﺎﮭﻤﻠﻟ ﺐﯾرﺪﺘﻟا ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﺎﮭﺑ مﻮﻗأ ﻲﺘﻟا ﺔﻔﻠﺘﺨﻤﻟا ﻞﻤﻌﻟا مﺎﮭﻣ ىﻮﺘﺴﻣ ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﮫﯿﻠﻋ ﻞﺼﺣأ يﺬﻟا ﺮﯾﻮﻄﺘﻟا و ﻲﻔﯿظﻮﻟا مﺪﻘﺘﻟا ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ٍ
ضار ﺎﻧأقﺪﻨﻔﻟا ﻲﻓ ﻞﻤﻌﻟا ﺔﺌﯿﺑ و فوﺮظ ﻦﻋ
1
2
3
4
5
6
7
ﻰﻠﻋ فاﺮﺷﻺﻟ ﺎﮭﯿﻠﻋ ﻞﺼﺣأ ﻲﺘﻟا ﺔﺻﺮﻔﻟا ىﻮﺘﺴﻣ ﻦﻋ
ٍ
ضار ﺎﻧأ
ﻦﯾﺮﺧﻵا
1
2
3
4
5
6
7
ﻲﺒﺗار ﻊﻣ ﺔﻧرﺎﻘﻣ ﻞﻤﻌﻟا ءﺐﻋ ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
ﻲﺒﺗار ﻦﻋ
ٍ
ضار ﺎﻧأ
1
2
3
4
5
6
7
Abdulaziz Alqusayer, 2016, Appendices 61
مﺎﻗرﻷا ﺪﺣا رﺎﯿﺘﺧا لﻼﺧ ﻦﻣ ﺔﯿﻟﺎﺘﻟا تارﺎﺒﻌﻟا ﻦﻣ ﻞﻛ ﻊﻣ ﻚﺘﻘﻓاﻮﻣ ﺔﺟرد ﻰﻟإ ةرﺎﺷﻹا ﻰﺟﺮﯾ :ﻊﺑاﺮﻟا لاﺆﺴﻟا ﻲﺘﻟا
ﻞﻛ مﺎﻣاةرﺎﺒﻋ:
1 2 3 4 5 6 7
قﻼطﻹا ﻰﻠﻋ ﺢﯿﺤﺻ ﺲﯿﻟ ﺎﻣ ﺎﻋﻮﻧ ﺢﯿﺤﺻ اﺪﺟ ﺢﯿﺤﺻ
ﺔﯿﺼﺨﺸﻟا تﺎﻣﻮﻠﻌﻤﻟا :ﺚﻟﺎﺜﻟا ﻢﺴﻘﻟاﺔﯿﻠﻤﻌﻟا و
ﺔﯿﺼﺨﺸﻟا تﺎﻣﻮﻠﻌﻤﻟا :ﺲﻣﺎﺨﻟا لاﺆﺴﻟا
• ( ) ﻰﺜﻧا ( ) ﺮﻛذ :ﺲﻨﺠﻟا
• ( ) :ﺮﻤﻌﻟا
• ( ) :ﺔﯿﺴﻨﺠﻟا
• :ﺔﯿﻋﺎﻤﺘﺟﻹا ﺔﻟﺎﺤﻟا
( ) ة /جوﺰﺘﻣ
( ) ة /جوﺰﺘﻣ ﺮﯿﻏ
ة /ﻖﻠﻄﻣ ( )
( ) ة /ﻞﻣرأ
جﺎﻣﺪﻧﻻا ﻞﻣاﻮﻋ
ﺔﯿﻟﺎﻌﻓ ﺮﺜﻛأ ﻞﻜﺸﺑ ﻲﻠﻤﻌﺑ مﻮﻗﻷ قﺮط ﻦﻋ ﺚﺤﺑا ﺎﻧأ
1
2
3
4
5
6
7
ﻲﺘﻔﯿظو ﻦﻋ
ٍ
ضار ﺎﻧأ , مﺎﻋ ﻞﻜﺸﺑ
1
2
3
4
5
6
7
ﻲﻓ لﺎﻌﻓ ﻞﻜﺸﺑ ﻢﺘھأ ﺎﻧأ قﺪﻨﻔﻟا اﺬھ ﻲﻓ ثﺪﺤﯾ ﺎﻣ
1
2
3
4
5
6
7
قﺪﻨﻔﻟا حﺎﺠﻧﻹ ﺪﮭﺠﻟا ﻦﻣ ﺪﯾﺰﻤﻟﺎﺑ مﺎﯿﻘﻠﻟ ﻊﻓاﺪﻟﺎﺑ ﺮﻌﺷأ ﺎﻧأ
1
2
3
4
5
6
7
قﺪﻨﻔﻟا ﻊﻣ ﻞﻤﻌﻟا ﻲﻓ ماﺰﺘﻟﻻﺎﺑ ﺮﻌﺷأ ﺎﻧأ
1
2
3
4
5
6
7
ﻞﻤﻌﻠﻟ ﺐﺳﺎﻨﻣ نﺎﻜﻤﻛ قﺪﻨﻔﻟﺎﺑ ﺢﺼﻧأ فﻮﺳ , مﺎﻋ ﻞﻜﺸﺑ
1
2
3
4
5
6
7
Abdulaziz Alqusayer, 2016, Appendices 62
• :ﻲﻤﯿﻠﻌﺘﻟا ىﻮﺘﺴﻤﻟا
( ) يﻮﻧﺎﺛ
( ) ﻲﻌﻣﺎﺟ
( ) ﺎﯿﻠﻋ تﺎﺳارد
( ) ﺪﯾﺪﺤﺘﻟا ﻰﺟﺮﯾ :ﺎھﺮﯿﻏ
ﻟا :سدﺎﺴﻟا لاﺆﺴﻟاﺔﯿﻠﻤﻌﻟا تﺎﻣﻮﻠﻌﻤ
• :ﻞﻤﻌﻟا ﺔﻟﺎﺣ
( ) ﻞﻣﺎﻛ ﻞﻤﻋ
( ) ﻲﺋﺰﺟ ﻞﻤﻋ
• ( ) ؟ﻲﻗﺪﻨﻔﻟا لﺎﺠﻤﻟا ﻲﻓ ﻞﻤﻌﺗ ﺖﻧا و ﻰﺘﻣ ﺬﻨﻣ
• ) ؟قﺪﻨﻔﻟا اﺬھ ﻲﻓ ﻞﻤﻌﺗ ﺖﻧا و ﻰﺘﻣ ﺬﻨﻣ (
• ( ) ؟ﮫﺑ ﻞﻤﻌﺗ يﺬﻟا ﻢﺴﻘﻟا ﻮھ ﺎﻣ
• ) ؟ﺔﯿﻟﺎﺤﻟا ﻚﺘﻔﯿظو ﻰﻤﺴﻣ ﻮھ ﺎﻣ (
• ( ) ؟ﺔﯿﻟﺎﺤﻟا ﻚﺘﻔﯿظو ﻲﻓ ﻞﻤﻌﺗ ﺖﻧا و ﻰﺘﻣ ﺬﻨﻣ
Abdulaziz Alqusayer, 2016, Appendices 63
7.3. Appendix 3: Invitation letter for hotel employee (English
version).
Dear hotel employee,
I am a student in the Hospitality and Tourism Management program at Rochester
Institute of Technology. I am inviting you to participate in my research concerning the
extent of employees’ job satisfaction level. The aim of this research is to investigate
the job satisfaction level among the employees. I kindly ask you to take a part in a
questionnaire that would last approximately 10 minutes. The research will maintain
privacy of the findings. No mention of respondents by name will be used. Thank you
for your consideration and time. Should you have further questions or concerns, please
do not hesitate to contact me at ________________or _________________ by phone.
Sincerely,
Abdulaziz Alqusayer
( ) Yes, I agree to participate in this questionnaire.
( ) No, I don’t agree to participate in this questionnaire.
Abdulaziz Alqusayer, 2016, Appendices 64
7.4. Appendix 4: Invitation letter for hotel employee (Arabic
version).
ةﻮﻋد بﺎﻄﺧ
,قﺪﻨﻔﻟا ﻒظﻮﻣ يﺰﯾﺰﻋ
كﻮﻋدأ نأ ﻲﻨﻓﺮﺸﯾ .ﺎﻜﯾﺮﻣﺄﺑ ﺎﯿﺟﻮﻟﻮﻨﻜﺘﻠﻟ ﺮﺘﺴﯿﺷور ﺪﮭﻌﻣ ﻲﻓ ﺔﺣﺎﯿﺴﻟا و قدﺎﻨﻔﻟا ةرادإ ﻲﻓ ﺮﯿﺘﺴﺟﺎﻣ ﺐﻟﺎط ﺎﻧأ
.ضﺎﯾﺮﻟا قدﺎﻨﻓ ﻦﯿﻔظﻮﻣ ﻦﯿﺑ ﻞﻤﻌﻠﻟ ةﺰﻔﺤﻤﻟا ﻞﻣاﻮﻌﻟا و ﻲﻔﯿظﻮﻟا ﺎﺿﺮﻟا ىﻮﺘﺴﻣ ىﺪﻣ ﻦﻋ ﻲﺜﺤﺑ ﻲﻓ ﺔﻛرﺎﺸﻤﻠﻟ
ﺮﻌﻣ ﻮھ ﺚﺤﺒﻟا اﺬھ ﻦﻣ فﺪﮭﻟا ﺰﯿﻔﺤﺗ ﺔﯿﻤھﺄﺑ قدﺎﻨﻔﻟا تارادإ ﺔﯿﻋﻮﺗ و ﻦﯿﻔظﻮﻤﻟا ىﺪﻟ ﻲﻔﯿظﻮﻟا ﺎﺿﺮﻟا ىﻮﺘﺴﻣ ﺔﻓ
يﺬﻟا و نﺎﯿﺒﺘﺳﻻا ﻲﻓ ﺔﻛرﺎﺸﻤﻟﺎﺑ مﺮﻜﺘﻟا ﻚﻨﻣ ﻮﺟرأ .ﻢﮭﻔﺋﺎظو ﻦﻋ ﻦﯿﺿار ﻢﮭﻠﻌﺠﺗ ﺔﺒﺳﺎﻨﻣ ﺔﺌﯿﺑ ﺮﯿﻓﻮﺗ و ﺎﮭﯿﻔظﻮﻣ
ﻦﻣ ﻞﻗأ قﺮﻐﺘﺴﯾ10 نﻮﻜﺗ فﻮﺳ تﺎﺑﺎﺟﻹا .ﻦﯿﻤﺜﻟا ﻚﺘﻗو ﻦﻣ ﻖﺋﺎﻗدﺔﯾﺮﺳ ﻂﻘﻓ مﺪﺨﺘﺴﺗ و ﺔﯾﺎﻐﻠﻟﻐﻠﻟ و ﻲﺜﺤﺒﻟا ضﺮ
.ﺔﯾﺮﺴﻟا و ﺔﯿﺻﻮﺼﺨﻟا نﺎﻤﻀﻟ بﻮﻠﻄﻣ ﺮﯿﻏ ﻢﺳﻻا ﺔﺑﺎﺘﻛ دﻮﺟو ﺔﻟﺎﺣ ﻲﻓ .ﻚﻣﺎﻤﺘھإ و ﻚﺘﻛرﺎﺸﻣ ﻰﻠﻋ كﺮﻜﺷأ
ﻰﻠﻋ لﺎﺼﺗﻹا ﻖﯾﺮط ﻦﻋ ﻲﻌﻣ ﻞﺻاﻮﺘﻟا ﻮﺟرأ تارﺎﺴﻔﺘﺳإ_______________ ﺪﯾﺮﺒﻟا ﻖﯾﺮط ﻦﻋ وأ
ﻲﻧوﺮﺘﻜﻟﻹا______________________ .
,تﺎﯿﻨﻣﻷا ﺐﯿطأ ﻊﻣ
ﺮﯿﺼﻘﻟا ﺰﯾﺰﻌﻟاﺪﺒﻋ :ﺐﻟﺎﻄﻟا
Abdulaziz Alqusayer, 2016, Appendices 65
7.5. Appendix 5: Informed consent document
Title of Study:
An Analysis of Job Satisfaction Level among Hotels Employees in Riyadh, The
kingdom of Saudi Arabia.
Introduction:
You are being asked to be in a research study to look at the extent of employees’ job
satisfaction level, of those who are currently working in Riyadh. This research is being
conducted as part of thesis project to obtain a Master of Science Degree in Hospitality
and Tourism Management at Rochester Institute of Technology (RIT). It aims to
investigate the job satisfaction level among the employees.
What Is Involved In The Study?
If you agree to take part in this research study, you will be asked to complete a
questionnaire related to this study about the extent of employees' job satisfaction level.
10 minutes are needed to complete the questionnaire. The questionnaire contains three
main sections which are the importance of motivational factors, satisfaction and
engagement factors and demographics and background in the industry.
Discomfort and Risks:
There are no risks in participating in this research. You can stop participating at any
time. If you stop you will not lose any benefits.
Benefits to Take Part in the Study:
Your participation in this research will help to provide a feedback to hotel
management in their efforts to continually improve the employees' job satisfaction
level. Particularly you will help provide a unique understanding of hotel employees'
needs and experiences. The employers will only be informed about the overall
outcomes of the research. Please also note that your individual data will be not be
shared with your employer and you do not need to include your names in the
questionnaires. This may help to give a picture of the extent of employees' job
satisfaction level to the hotels management, which give the hotels management a
chance to improve it.
Abdulaziz Alqusayer, 2016, Appendices 66
Confidentiality:
Your responses will be kept confidential. In the case of presentation or publication
resulting from the research, no personally identifiable information will be shared.
Your Rights as a Research Participation:
This research is entirely voluntary, so you may withdraw at any time. You do not have
to answer any questions that you do not want to answer. Refusal to take part in or
withdraw from this study will involve no loss or penalty of benefits you would receive
otherwise.
Contacts for Questions or Problems:
Please contact Abdulaziz Alqusayer at ________________, email at
_______________ or Dr. Muhammet kesgin at _________________, email at
_______________ with questions or concerns about this research. You can also call
this number if you have any problems, unexpected physical or psychological
discomforts, or think that something unusual or unexpected is happening. Contact
Heather Foti, Associate Director of the HSRO at _____________
or __________________ if you have any questions or concerns about your rights as a
research participant.
Abdulaziz Alqusayer, 2016, Appendices 67
7.6. Appendix 6: The Institutional Review Board (IRB) approval
Abdulaziz Alqusayer, 2016, Appendices 68
7.7. Appendix 7: A supporting letter form the Saudi Commission
for Tourism and Antiquities (SCTA), a translated version.
To all hotel managers,
Mr. Abdulaziz Alqusayer is doing a study about analyzing of job satisfaction level and
motivational factors among hotels employees in Riyadh, the Kingdom of Saudi
Arabia, where he is now collecting the required data for his master’s project in the
program of hospitality and tourism management at Rochester Institute of Technology
in the United States.
We hope you will facilitate his mission in collecting the required data to complete his
study.
Best regards,
Abdulaziz Alqusayer, 2016, Appendices 69
7.8. Appendix 8: A supporting letter form the Saudi Commission
for Tourism and Antiquities (SCTA), Arabic version.
Abdulaziz Alqusayer, 2016, Appendices 70
7.9. Appendix 9: A supporting letter from the study advisor.
