Management Misperceptions: An Obstacle To Motivation

Abstract

As more attention is given to retention of quality employees within the hospitality industry, it is an imperative that employers become more responsive to the needs and wants of these employees. The problem is one of employers' misperceptions of what workers want from their work. Ongoing surveys of managers and hourly employees in both general industry and the hospitality industry reveal a significant inconsistency between what employers perceive workers want and what the workers themselves say they want from their jobs. Over 800 hourly workers and 300 supervisory managers within the hospitality industry were asked to rank ten items in order of importance. The results were compared to similar surveys of workers and managers in general industry. While the similarities between the respective rankings is interesting, the consistency in the misperceptions that managers hold on what is important to the workers is considered to be significant. Supervisory managers consistently rank good wages and job security as first and second of what workers want while the workers themselves rank interesting work, appreciation of work done, and being in on things ahead of wages and security. It should be axiomatic that people are motivated by what they want (need) not by what others perceive that they want. Until employers and supervisory managers view what workers want through the eyes of the worker, and not based solely upon self-reference, incentive programs will continue to be based on the wrong premise and employee motivation, productivity, and retention will remain an illusive commodity.