CHAPTER ONE

INTRODUCTION

1.1 Background of the study

Historically, the concept of performance management was limited only to determine the wages
and salaries of their employees. Organizations traditionally used performance management to
shape the behaviors of employees so that specific outcome can be achieved. However, such a
rewards-driven approach to performance management is not sustainable for most of the
organizations (Baron, 2004).The focus of performance management has gradually shifted
towards promoting the learning and development of the work environment. Such perceptive
change in performance management was more evident in organizations worldwide from the
1980s. At this point of time the organizational performance became a major challenge for
achieving productivity and it became necessary to think in the direction of optimum utilization of
human resources (Sole, 2009).

In recent decades, however, the process of managing people has become more formalized and
specialized. Many of the old performance appraisal methods such as paired comparison, grading,
forced distribution method, checklist method and essay method have been absorbed into the
concept of Performance Management, more so, performance Management developments in
recent years are talent management, management by objectives and continuous monitoring and
review(Simons 2000).

Hospitality industry is not just a mere word as it is a comprehensive term which includes several
set of fields such as accommodation, service of food and drink in context with service industry
event planning, theme parks, transportation, cruise line, travelling , airline in context with the
tourism industry. Hospitality industry as a business entity focuses on two important aspects
known as extra time of guests and dispensable income of guests & travelers. These features make
Hospitality industry a one of its own kind (Jeremi, 2015). Skills development plays a very crucial

1
role in improved employee behaviors as it leads to better staff performance and guest
satisfaction. Performance management is a topic that researchers and practitioners have been
concerned with for decades (Iles, Chuai, and Preece, 2010). As performance management plays a
very important role in elevating required staff behavior, it has become the prime responsibility of
the employers to effectively design and implement effective performance management system
for enhancing employee behavior. A performance management system which is linked with
effective reward system also plays a major role in work retention as it becomes a motivating
factor for employees for performing as per the required standard and need of the guest. A better
working atmosphere also acts as a reward for an employee (Lawler, 2003). According to the
World Travel and Tourism Council (WTTC, 2017), the hospitality industry is one of the most
important labor and employment markets worldwide providing around 100 million jobs with a
projected steady annual growth of 4% over the next decade. Employee behavior is largely based
on change in circumstances or atmosphere or working conditions. Hence it is very important to
understand the relationship between change and employee behavior. While understanding the
relationship, it is observed that there are two important key components namely adaptability to
change and countering employee resistance to change. These two components if not handled
properly may take a form of obstacle becoming a hurdle. Guest perception is defined as the
understanding and awareness of the guest about the hotel features, facilities, services and
employee behaviors (Hensley, 2007).

Performance management process involves a process in which a company, organization or

institution creates a work environment that empowers employees to work to the best of their
abilities. The process that an employer uses to accomplish this often varies from one business to
the next. Despite these variations, the performance management process generally involves some
form of goal setting, performance appraisal/review and reward. In addition, training is often
offered throughout the process (Madison, 2016). In Nigeria, employee behavior is of great
concern as institution faces the obstacles of recruiting the right staff, redundancies, retaining
talent, staff development, and performance management process issues. Performance appraisal,
training and development and reward system are very veritable tools to act as remedies to the
problems (Onyije, 2014 and Kyakulumbye, 2013). Moreover, studies conducted in supermarkets,
banks, ministry of energy and industries in Nigeria indicated that employee behavior is
influenced by performance management process (Gichuhi, Abaja and Ochieng, 2012; Fletcher,

2
2002 and Omusebe, Kimani and Musiega, 2013). More so, in Pakistan, employee’s behavior
towards work is a great concern to the institution and that the management of the organization
should adopt the good and positive performance management process including motivational
techniques to increase the morale of the workers towards productivity (Karimi, Malik and
Hussain, 2011;Khan and Gautam 2014). Moreover, Employee productivity in hotels is
characterized by improved quality of the service in the hotels, reduced complaints, and increased
number of clients and level of patronage (Oluoch, 2007).However, there still exist a dilemma
when it comes to performance management (Prowse and Prowse, 2009), therefore creating a gap
in the literature. Performance Management is one of the most positive and essential
developments in the domain of management as it yields higher levels of engagement, retention,
employee productivity and positive behavior towards work (Fletcher, 2002).

Performance management is regarded as the “Achilles Heel” of human capital management, and
it should thus be managers’ top priority (Pulakos, 2009; Lawler, 2008). Despite the fact that one
third of employees believe that the performance management of their company helps them
improve their performance and attitude towards work, there is not enough focus on performance
management and on studies relating to employee behavior in companies (Pulakos, 2009).
However, in recent years and based on modern issues confronting hospitality sector, hotel
managers have started refocusing their attention towards performance management system
(PMS) (Buchner, 2007; Gruman and Saks, 2011) to improve their employee performance. Most
companies now combine their PMS with strategic management system such as Balance
Scorecard (BSC) to clarify their strategy and translate it into achievement (Kaplan and Norton,
2001).

1.2 Statement of the problem

One of the most challenging parts of the hospitality industry is to attract and retain the best
employees, as these employees can directly contribute to the competitive advantage of the
organization (Law & Tam, 2008). In the labor-intensive hospitality industry, employees play an
important role in providing quality services to guests, and employees’ knowledge of keeping a
high level of guest satisfaction would thus be a key issue to help generate on-going business
(Cheung & Law, 1999). If the employees behavior is negatively affected by any of their

3
organization’s internal business process, she/he will develop a negative behavior concerning
their work and express this behaviors through overgeneralization and labeling, personalization
and blame, jumping to conclusions and focusing on the negative side of every aspects of their
work environment which in turn directly affects the performances of employees. In hospitality
industry where the sector compete to excel in the quality of tourist attraction and quality services
delivery , employees at front line of service delivery who have direct interaction with the tourist,
have the potential to bring a visible and positive change to superior performance and vice versa.
Since the clients they serve, co-workers they work with and the managers who supervise them
can easily recognize employees with negative attitudes (Keung, 2000). It is based on these that
this research is aim at examining Performance Management and Employee Work Behavior in
Hospitality Industry in Selected Hotels in Enugu Metropolis.

1.3 AIM OF THE STUDY

The purpose of this descriptive study is to examine Performance Management and Employee
Work Behavior in Hospitality Industry in Selected Hotels in Enugu Metropolis.

1.4 OBJECTIVE OF THE STUDY

1. To assess the motivational factors that positively influences employees’ performance.

2. To evaluate the employees’ commitment towards rendering quality services.

3. To investigate the perception of employees on organization’s performance management

assessment.

4. To investigate the effect of employees’ job satisfaction on their performance.

1.5 RESEARCH QUESTIONS

1. What are the motivational factors that positively influence employees’ performance?

2. What is the level of employees’ commitment towards rendering quality services?

3. What are the perceptions of employees on organization’s performance management

assessment?

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4. What are the effects of employees’ job satisfaction on their performance?

1.6 RESEARCH HYPOTHESES

Ho: There is no relationship between performance management and employee work behavior in
hospitality industry

H1: There is relationship between performance management and employee work behavior in
hospitality industry.

1.7 JUSTIFICATION OF THE STUDY

Findings will be useful to hotel administrators/management in forecasting organization

development by ensuring the total use of performance management systems for the improvement
of the employees work behavior. Through this study, it will help the management to know better
how to use performance management systems to improve the performance of their employees.
The findings of this study may serve as provoking resource that can inspire other researchers’
curiosity to conduct research deeply in the area related to performance management on employee
work behavior.

1.8 SCOPE OF THE STUDY

The scope of this study is limited to the study of performance management and employee work
behavior in hospitality industry in selected Hotels in Enugu Metropolis. This study is limited to
hotel managers, supervisors and other employees of Frontier hotels & Suit and Elim Suits Enugu,
Enugu State, Nigeria. This study concentrated on the following key areas; Developing and
planning performance, Managing and reviewing performance and Rewarding performance.

1.9 OPERATIONAL DEFINITION OF TERMS

The following were operationally defined in the study:

1. Performance: This can be perceived as the act of people doing things required of them in
a way that contributes to the goals of a business and the insurance of
desired behaviors and the valuable outcomes (Baskin, 2008).

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2. Management: Management can be defined as the process of administering and
controlling the affairs of the organization, irrespective of its nature, type, structure and
size. It is an act of creating and maintaining such a business environment wherein the
members of the organization can work together, and achieve business objectives
efficiently and effectively (Surbhi, 2018)
3. Employer: An employer is an individual or organization that has employees. It can direct
the work of its employees, including dictating where, when, and how work is completed
(https://www.thebalancecareers.com/).

4. Employee: An employee is an individual who was hired by an employer to do a specific

job. The employee is hired by the employer after an application andinterview
process results in his or her selection as an employee. This selection occurs after the
applicant is found by the employer to be the most qualified of their applicants to do the
job for which they are hiring (https://www.thebalancecareers.com/).
5. Work: This can be defined as the carrying out of tasks, which involves the expenditure
of mental and physical effort, and its objective is the production of goods and services
that cater to human needs (Fisher, 2009).
6. Behavior: Behavior, the potential and expressed capacity for physical, mental, and social
activity throughout human life (https://study.com/).
7. Hospitality: Hospitality is the relationship between a guest and a host, wherein the host
receives the guest with goodwill, including the reception and entertainment of guests,
visitors, or strangers (https://hoteltechreport.com/).
8. Industry: An industry is a group of companies that are related based on their primary
business activities (http://www.businessdictionary.com).

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 CHAPTER TWO

REVIEW OF THE LITERATURE

2.1 INTRODUCTION

Conceptual Review

Performance is understood as achievement of the organization in relation with its set

goals. It includes outcomes achieved, or accomplished through contribution of individuals or
teams to the organization‘s strategic goals. The term performance encompasses economic as well
as behavioral outcomes. Performance has a linkage with the individual potential and how best it
is realized by the individual. With regard to manage, an employee’s potential becomes the input
to the productive process and performance is the output (Goddard, 2002).

According to Harrison (1997), performance is the outcome of the interaction between an

individual’s needs, perception of the result required and the amount of effort, energy and
expertise that individuals have or wish to apply to the task in hand. This definition imply how the
perception, needs and attitudes of employees affect the performance of the organization and
ensures the strategic aim of the firm to be fully supported by the employees performance.

According to Richman (2000), performance management is the ongoing process of

minimizing the number and impact of problems and providing an environment where in the
project can succeed. In addition, according to Barrows & Neely (2012), performance
management is a way of aligning the goals of the organization with the annual objectives of
individual employees so that everyone knows what is expected of them. The definition given by
Armstrong 2006 states, Performance management is a process of improving the performance of
an organization by helping individuals and team to develop their capacity to reach the intended

7
destination (Yilma, 2014). The term performance management can also be defined as a
continuous process of identifying, measuring and developing performance in organizations by
linking each individual’s performance and objectives to the organization’s overall mission and
goals (Aguinis, 2005).

Armstrong and Baron (2004) emphasized that Performance Management is a tool to

ensure that the managers are managing effectively. This means;

(1) That they ensure the people or teams they manage know and understand what is expected of
them.

(2) Have the skills and ability to deliver on these expectations.

(3) Are supported by the organization to develop the capacity to meet these expectations are
given feedback on their performance.

(4) Have the opportunity to discuss and contribute to individual and team aims and objectives.

According to Watkins (2007),most organization do not give adequate attention to

performance management review as a tool for improving performance even when recent studies
suggest that performance management is essential for improving organizational performance in
both public & private sectors.

Helm (2007), opine that Performance Management is vital to an organization’s

performance for various reasons such as: it facilitates the organization to achieve its vision and
business objective. It is a prerequisite to develop a performance oriented culture within the
organization. It aligns the employees’ performance goals with the organization’s strategic goals.
It ensures that the individual has clarity regarding performance expectations. It improves the
employee performance and identifies talented individuals for promotion and it also reinforces
linkage between pay and performance.

According to Du Plessis (2007), the implementation of performance management

systems encounters resistance at various points throughout the organization. But in order to
overcome the resistance, one has to focus on the implementation of its sub projects which
includes the cultural and environmental issues in concern so that Performance Management can
be carefully implemented.

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 Sole (2009) explained that there are two factors which can influence performance
management systems in a public organization. Those are internal factors and external factors.
Internal factors include internal management commitment, internal resources, performance-
oriented culture, leadership employee engagement and maturity of Performance Management.
External factors include elected officials, citizens, legal requirements and labour unions. In
particular, employees view that performance-monitoring systems is such a system which is
intended to force them to work harder, and managers see such systems as efforts to put increased
pressure on them to produce added results. All these elements sustain the role of a performance-
oriented culture as a factor influencing the implementation of performance measurement and
management systems in public organizations. In terms of time limitation and cost, the important
variables for implementation of Performance Management are the internal factors.

Bhattacharjee and Sengupta (2011) emphasized in their study that employees are the most
crucial and valuable assets for an organization. If an organization wants to gain speedy growth, it
is very important to manage the Human resource of the organization well. It is a challenging task
to identify the gap between the actual competence of human resource working in the
organization and the desired competence expected out of them and then bridge the gap. Since the
time an employee enters the organization till the time they leave the organization, it becomes
essential to identify the entire cycle of what competency is expected and what do they actually
possess so that their performance can be managed and strategic advantage can be achieved.

2.1.1 Basic Principles of Effective Performance Management

Quality and effectiveness of performance management is a reality in organizations only when

certain basic and fundamental tenets/ principles or practices of management are followed. These
include:

1. Transparency: Decisions relating to performance improvement and measurement such as

planning, work allocation, guidance and counseling and monitoring, performance review etc.,
should be effectively communicated to the manages and other members in the organization.

2. Employee development and empowerment:

9
Effective participation of employees in the decision making process and treating them as partners
in the enterprise encourages positive behavior towards work. More so, when employee’s merit,
talent, capabilities are recognized and rewarded with stimulus it facilitates positive behavior and
makes employees to put in their best.

3. Values: A fair treatment and ensuring due satisfaction to the stakeholders of the organization,
empathy and trust and treating people as human beings rather than as mere employees form the
basic foundation, apart from others.

4. Congenial work environment: The management needs to create a conducive and congenial
work culture and climate that would help people to share their experience knowledge and
information to fulfill the manager’s aspirations and achieve organizational goals. The managers/
employees should be well informed about the organizational mission, objectives, values and the
framework for managing and developing individuals and teams for better performance.

5. External environment: Effective and contextual management of external environment to

overcome the obstacles and impediments in the way of effective managerial performance
(Popoola, 2007).

2.1.2 Concept of Performance Management

According to Guest (2011), performance management can be viewed from a diverse range of
perspectives including strategy, organizational behavior, operations management, economics and
accounting, and hospitality management. Performance management is designed to provide the
competitive edge to the hospitality industry. Performance management helps the individual
employee to identify the areas which needs improvement. The performance management system
helps the organization to gain a competitive edge in the following manner:

2.1.3 Improving Performance

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An effective performance management can help employees improve their performance by
focusing on the objectives of the organization. It can also direct the performance to ensure
whether it achieves the organization objectives.

2.1.4 Decision making

Performance management helps the organization in taking decisions on increments,

salary revisions, promotion, transfer, discharge and regularization of probationary employees and
trainees. Performance is related with measurement of transactional efficiency and effectiveness
towards organizational goals. Performance Management can also be referred to as the sets of
indicator used to measure the level of efficiency and effectiveness of the action made by the
employees in the firm (Neely, 1999).

According to Harrison (1997), performance is the outcome of the interaction between an

individual’s needs, perception of the result required and the amount of effort, energy and
expertise that individuals have or wish to apply to the task at hand (cited in Teshome, 2007).
This definition imply how the perception, needs and behavior of employees affect the
performance of the organization and ensures the strategic aim of the hotel to be fully supported
by the employees performance.

As described by Richman (2000), performance management is the ongoing process of

minimizing the number and impact of problems and providing an environment where in the
project can succeed. In addition, according to Barrows & Neely (2012), performance
management is a way of aligning the goals of the organization with the annual objectives of
individual employees so that everyone knows what is expected of them. Armstrong (2006) stated
in his definition that Performance management is a process of improving the performance of an
organization by helping individuals and team to develop their capacity to reach the intended
destination (Cited in Melat Yilma, 2014). The term performance management can also be
defined as a continuous process of identifying, measuring and developing performance in
organizations by linking each individual’s performance and objectives to the organization’s
overall mission and goals (Aguinis, 2005). Based on these definitions it will not be out of place
to conclusively regard performance management as both strategic and integrated approach to
delivering successful results in organizations by improving the performance and developing the
capabilities of teams and individuals.

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2.1.4 Employee Performance

Effective performance management is designed to enhance performance, identify

performance requirements, provide feedback relevant to those requirements and assist with
career development (Ainsworth, Smith and Millership, 2008). The idea is that performance
management is best served by developing a system that is interactive and capable of resolving
performance related issues. Organizations make investments in their human capital to improve
performance and target higher niches in the market through delivery of high quality services
(Appelbaum, Bailey and Berg, 2000).Employee performance affects the overall performance of
an organization and its bottom-line (Purcell and Hutchison, 2007).

Employee behavior is influenced by motivation. Armstrong (2009) points out that

motivation is concerned with the strength and direction of behavior and the factors that influence
people to behave in certain ways. Buchner (2007) perceived control theory as a basis for
critically assessing performance feedback provided through performance management. Stearns
and Aldag (1987) define feedback as information that is received about activities in the
organization. The information about activities is feedback to key decision makers who then use it
to correct situations in the organization. The annual appraisal remains the dominant mechanism
whereby objectives are set and feedback is provided (Armstrong, 2009). In situations where
performance is less than expected a reappraisal will allow employees to see how their
performance is reviewed and what is required to engender improved performance (Williams,
2002).

2.1.5 Hospitality industry

Hospitality is the relationship process, presentation, formality and procedure experienced

between a visitor/ customer/ guest and a host. It specifically includes the reception and
entertainment of those who require or invited to experience an organization's service. Taking all
this into account is in order so as to provide excellent customer service.

According to the North American Industry Classification System (NAICS 2012), the
hospitality industry is classified as part of the larger service-providing industry and is divided
into two sectors: food and accommodation services and arts and entertainment. The hotel and
restaurant industries are included within the food and accommodation sector. People who work

12
at an amusement park are included within the arts and entertainment sector. Within the food and
accommodation sector, there are two sub-sectors: accommodation and food services and drinking
places. Establishments such as hotels, which provide customers with lodging, and places that
prepare meals, snacks or beverages for immediate consumption are considered hospitality
establishments. Job descriptions within the food and beverage hospitality industry include hotel,
motel and resort desk clerks, fast food cooks, restaurant cooks, waiters, waitresses and combined
food preparation and serving workers (NAICS, 2012).

2.1.6 EMPLOYEE PERFORMANCE MANAGEMENT

In the present competitive scenario, organizations have to ensure optimum performance

of their employees continuously in order to compete effectively. Traditionally, this was
attempted to achieve through performance appraisal of employees which was more concerned
with telling employees where they lacked in their performance. It served the purpose to some
extent, but not enough to raise the employee performance at the most desirable level. This led to
the introduction of Performance Management (Abdu, 2010).

Noel (2004), states that performance management is the process through which managers
ensure that the employees’ activities and outputs contribute to the organization’s goals.
Performance management is introduced in order to: provide information on and improve
organizational and/or employees’ effectiveness, provide information on and improve
organizational and/or employees’ efficiency, improve employees’ levels of motivation, link
employees’ pay with perceptions of their performance, raise levels of employee accountability
and align employees’ objectives with those of the organization as a whole (Brown, 2005).

Armstrong and Baron (1998), set out criteria for performance measurement. According to their
submission performance measures should provide a sound basis for feedback and actions, be
comprehensive and precise, be verifiable, focused on measurable outputs, be relevant to
objectives and be related to strategic goals and measures that are organizationally, significant and
drive business performance. These criteria can be operationalized through tools such as
performance and development reviews, learning and development through coaching of
employees and setting of performance standards that are related to the strategic goals of the
organization (Essays, 2013).

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Employee performance measurement has greatly been developed in the performance
management literature (Van Dyk and Herholdt, 2004; Robbins, 2003; Mello 2006; Koestenbaum,
2002). Mello (2006) identifies three fields of performance that need to be evaluated during
performance management, namely traits-based measures, behavior-based measures as well as
outcomes and results-based measures. He explains that traits-based measures focus on general
abilities and characteristics of the employee and behavior-based performance measures as those
measuring what an employee does by observing and analyzing specific behavior of the
employee. Koestenbaum (2002) points out that such cultural fit implies loyalty and commitment
to the organization. The third measure is that of outcomes or results produced by the employee,
and these, are the measures that focus on specific accomplishments or direct outcomes of an
employee’s work. Examples include measures of number of units sold, divisional profitability,
cost reduction, efficiency, and quality.

2.2 Empirical Review

In different literature there are various models of performance management. Each model has its
importance as a system for managing organizational performance of employees. Performance
management involve different multiple levels of analysis and is clearly linked to the topics
studied in hospitality management as well as performance appraisal (Heinrich, 2002)

A performance management, is increasingly seen as a means of integrating hospitality activities

with the business objectives of the organization, where management and HR activities are
working together to influence individual and collective to support the organization`s strategy.
Rudman (2003), Performance management system is a kind of completed and integrated cycle
for performance management. Fletcher (1996) suggested that the main building blocks of a
performance management system approach include: development of the organization`s mission
and objectives; enhancing communication within the organization so that employees are not only
aware of the objectives and the business plan, but can contribute to their formulation; clarifying
individual responsibilities and accountabilities; defining and measuring individual behavior;
implementing appropriate reward strategies and developing staff to improve performance, and
their career progression further in the future.

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 CHAPTER THREE

METHODOLOGY OF RESEARCH

3.0 Introduction

This chapter proffers the methodology for the study. The chapter considers in detail the methods
used to collect primary data required for the study. It explains the portraits of the research design,
population of study, sample size and sampling techniques, research instrument, the validity of the

15
instrument, reliability of the instrument, administration of the research instrument and method of
data analysis.

3.1. Research Design

This study adopted a descriptive and survey design. A survey design permits a researcher to
gather information from a large sample of people relatively quickly and inexpensively (Borg,
Gall & Gall, 2003). Quantitative research technique was used in data gathering for this study.
Cress well (2003) describes the importance of quantitative method on focusing on survey as
follows. "A survey design provides a quantitative or numeric description of trends, attitudes, or
opinions of a population by studying a sample of that population. From sample results, the
researcher generalizes or makes claims about the population. Therefore, deductive research
approach was employed for this study completion to generate rich data. Therefore, the study
followed descriptive type of research and survey research strategy was used. Primary data from
survey questions has quantitative characteristics
Another essential phase of this study is the instruments used in collection of data as well as
method of data collection and statistical analysis. Attempt was made to describe the research
design, area of the study as well as the population and the sample of the study. In a wider
overview methodology is a system of methods used in a particular area of study or activity. This
chapter conveys the step by step procedures associated in executing this research and also the
exercise involved in coming to a rational conclusion of the study.

3.2. Method of Data Collection

The source of data in this study is the primary data which is gotten through administered
questionnaire to all respondents. Primary data is most frequently collected by means of surveys
based on questionnaires or interviews. The questionnaires were distributed to the managers,
supervisors and other employees of Frontier hotels & Suit and Elim Suits in Enugu, Enugu State,
Nigeria. Then the questionnaires are the analyzed with the aim of giving responses to questions
raised. A questionnaire is a data collection instrument that includes of a series of questions and
other inductions for the purpose of collecting information from respondents. According to
Johnson and Christensen (2004), questionnaires are a set of carefully constructed questions
designed to provide systematic information in a particular area or concern in a given subject.

16
3.3. Population

In choosing a population, the researcher put into consideration, the commonalities of

characteristics that the population possesses as declared by Best and Kahn (2006) that population
is any group of individuals that has one or more characteristics in common and that are of
interest to the researcher. The importance of population was also apprehended by Gay et al.
(2006), as they referred to population as a larger group of interest believed to have the capacity
to supply the necessary data for a study and it is from this group that the sample was selected.
Population is the entire pool from which a statistical sample is drawn. The information obtained
from the sample allows statisticians to develop hypotheses about the larger population. The
population is made up of all the hotel managers, supervisors and other employees of Frontier
hotels & Suit and Elim Suits. Enugu was chosen as the area of study because the researcher
resides in Enugu and therefore makes the area of case study easily accessible.

3.3.1 Target Population

The target population for this study is limited to hotel managers, supervisors and other
employees of Frontier hotels & Suit and Elim Suits Enugu, Enugu State, Nigeria. This
population was targeted since it would enable an in-depth exploration of the central phenomenon
of this study. The population of this study was staff Frontier hotels & Suit and Elim Suits Enugu.
A total of 56, staff members participated in the research.

3.4. Sample and Sampling Techniques

A sample size of fifty six (56) respondents was drawn from the population of the hotels. With
this, sixty one (61) questionnaires was distributed to employees and the members of the
management team in the hotels. Purposive sampling was used to select respondents based on the
fact that they have expertise in the area being researched. Convenient Sampling was also used to
select respondents among employees based on their ability and willingness to respond to the
questionnaire.

3.5 Research Instrument

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Questionnaire was the main instrument used to collect data for the study. This will be to enhance
the truthfulness of the data regarding the study. The questionnaire will be designed to contain
simple question based on the set objectives of the study. It will be simple and easy to understand
so as to ensure that respondents will provide relevant data to meet the objectives of the study.
The questionnaire that will be distributed to respondents will contain relevant close ended
questions for the purpose of attaining the research objectives of the study. The questionnaires for
the study would be in three parts:

Section A: This section contains the personal information which includes the gender, age,
educational qualification, marital status and length of service.

Section B: This section will be designed for respondents to provide the necessary data about the
factors associated with teamwork.

Section C: This section sought to collect data on the positive or negative effects of teamwork on
productivity.

The respondents will answer by ticking the correct option according to their opinion. Below are
the options to be picked:

Strongly Agree (SA)

Agree (A)

Undecided (UN)

Disagree (D)

Strongly Disagree (SD)

3.6. Validity of the Instrument

To ensure the research instrument is valid, the researcher ensured that the instrument
appropriately measured the abstraction it was designed to measure. Questions in the
questionnaire were properly outlined and organized. The need to ensure validity in research
affects all aspects of the research design. The researcher would ensure that there will be proper
understanding of the questions in the questionnaire to be given to the respondents.

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3.7. Reliability of the Instrument

Borg, Gall and Gall (2003) define reliability as the extent to which the instrument measures
something consistently. The commonly used technique for deciding the reliability of an
instrument is test-rested method. Mertens (1998) points out that an instrument is administered on
individuals and the same individuals receive a second administration of the same instrument. The
second administrations are compared to determine the consistency of responses. In this study, a
test-retest method was used to test the reliability of both closed questionnaire and structured
interview questionnaire.

3.8. Administration of the Research

Data were collected from a number of employees and management of the hotels. Questionnaires
was handed out to individuals or personnel who work at the various departments of the hotels
and the researcher will pay personal visits to deliver and collect the questionnaires; this were
made possible as a special meeting will be scheduled with the respondents for this activity at
their free or less busy times.

3.9. METHOD OF DATA ANALYSIS

The data were analyzed using frequency count, percentages, mean and standard deviation
Correlation and Regression Analysis. Data gathered through the questionnaires were presented in
tables to ensure easy understanding.

CHAPTER FOUR

DATA ANALYSIS, INTERPRETATIONS AND DISCURSION

This chapter presents the result of the research carried out on the performance management and
employee work behavior in hospitality industry in selected hotels in Enugu metropolis. Two
research questions and four hypotheses were formulated and tested for this study. The data were

19
analyzed using frequency count, percentages, mean and standard deviation Correlation and
Regression Analysis. The summary of data analyses were as follow:

4.1 Presentation of Data on Analysis of Socio-demographic information of the respondents

Sex of the Respondents

Variable Frequency Percent
Sex Male 40 71.4
Female 16 28.6
Total 56 100.0
Table 4.1.1 Sex of the Respondents

Source: Fieldwork; 2020

71.4% of the respondents are Male, while 28.6% of them are Female, showing the likely hood
that they carry on organizational productivity in Frontier hotels & Suit and Elim Suits Enugu.
Age of the Respondents
Responses Frequency Percent
Age Below 21years 7 12.5
21 to 30years 9 16.1
31 to 40years 18 32.1
41 to 50years 10 17.9
51 years and above 12 21.4
Total 56 100.0

Table 4.1.2: Age of the Respondents

Source: Fieldwork; 2020

The table shows the highest age range of the respondents. From the information gathered
32.1% of the respondents were 31 to 4 years of age, while 21.4% are 51 years and above
and 17.9% are 41 to 50 years and 16.1% are 21 to 30 years while 12.5% are below 21
years.
Marital status of the respondents
Responses Frequency Percent
Marital Status Single 12 21.4

20
 Married 44 78.6

Total 56 100.0

Table 4.1.3 marital status of the respondents

Source: Fieldwork; 2020

The Marital status of the respondents divulges that majority of the respondent 78.6% were
married while 21.4% respondents are Single.
Working Experience of the respondents

Responses Frequency Percent

Working 1 to 5 year 5 8.9

Experience
6 – 10 years 7 12.6
11 to 15 years 9 16.0
16 to 20 years 10 17.9
21 years and above 25 44.6
Total 56 100.0

Table 4.1.4 Length of service of the respondents

Source: Fieldwork; 2020

The Length of service of the respondents divulges that majority of the respondent 44.6% are
between 21 years and above while 17.9% of the respondents are between 16 to 20 years, 16.0%
are between 11 to 15 years and 12.6% of them are between 6 to 10 years while 8.9% are between
1 to 5 years of working experience.
Educational qualification of the respondents
Responses Frequency Percent
Educational SSCE/WASSCE 6 10.7
Qualification OND/NCE 4 7.2
HND/B.Sc. 12 21.4
MBA/MSC 32 57.1

21
 Other(Professional Certificate) 2 3.6
Total 56 100.0

Table 4.1.5 Educational Qualification of the respondents

Source: Fieldwork; 2020

The Educational Qualification of the respondents divulges that majority of the respondent 57.1%
were MBA/MSc. while 21.4% respondents are HND/BSc., and 10.7% are SSCE/WASSCE and
7.2% of them are OND/NCE, while Other (Professional Certificate) were 3.6% of the total
respondents.

4.2 Analysis of Research Questions

RQ1: What are the factors that influence employee performance in hotel sector in hospitality
Industry?
Table 4.2.1 what are the factors that influence employee performance in the hospitality and
tourism Industry?
Std.
Items SA (%) A (%) UN (%) D (%) SD (%) χ̄ Dev. Rank
I know my organization’s vision, mission and 16 14 3 8 15 3.14 1.623 10
values. 28.6% 25.0% 5.4% 14.3% 26.8%

The Performance Management is aligned with 14 19 3 10 10 3.30 1.476 8

the Hotel’s organizational culture and values 25.0% 33.9% 5.4% 17.9% 17.9%

Both behavioral and result expectations are 16 19 7 6 8 3.52 1.388 6

set and given to employees 28.6% 33.9% 12.5% 10.7% 14.3%

Performance management provides 14 19 2 10 11 3.27 1.507 9

behavioral standards that describe what is 25.0% 33.9% 3.9% 17.9% 19.6%

expected of employees
During the performance planning process, 19 16 0 8 13 3.36 1.623 7
managers review and discuss this behavioral 33.9% 28.6% 0.0% 14.3% 23.2%

standards with employees

Every one of us is evaluated based on the 13 27 6 8 2 3.73 1.087 4
same values and principles 23.2% 48.2% 10.7% 14.3% 3.6%

22
Employees are encouraged to make 15 27 5 6 3 3.80 1.119 2
suggestions to improve the way things are 26.8% 48.2% 8.9% 10.7% 5.4%

done in the organization.

Performance management creates clear duties 15 25 8 5 3 3.79 1.107 3
and responsibilities 26.8% 44.6% 14.3% 8.9% 5.4%

Front line employees know the best way of 26 15 4 1 10 3.82 1.491 1

handling customers 46.4% 26.8% 7.1% 1.8% 17.9%

My remuneration does not reflect the level of 26 10 4 5 11 3.63 1.602 5

performance I put in 46.4% 17.9% 7.1% 8.9% 19.6%

N=56, Weighed Average mean =3.52, Grand mean=3.39 3.53 1.402

Source: Fieldwork; 2020

The scale bellow was used to access the level of the impact of teamwork on organization
performanceis analysed:
Mean 0-09 Strongly Disagree,
Mean 1-19 Disagree
Mean 2-29 undecided
Mean 3-39 Agree (Grand mean=3.39)
Mean 4-49 Strongly Agree

Using the scale above, mean χ̄ = 3.82,SD=1.491 signified that respondents agreed that Front

line employees know the best way of handling customers by mean χ̄ = 3.80,SD=1.119 signified
that respondents agreed that eemployees are encouraged to make suggestions to improve the way

things are done in the organization, also mean χ̄ = 3.79,SD=1.107 signified that respondents agreed

that Performance management creates clear duties and responsibilities , also, mean χ̄ =
3.73,SD=1.087 signified that respondents agreed that Every one of us is evaluated based on the same

values and principlesand mean χ̄ =3.63,SD=1.602 signified that respondents agreed that My
remuneration does not reflect the level of performance I put in.

In addition, mean χ̄ = 3.52, SD=1.388 signified that respondents agreed that The Performance

Management is aligned with the Hotel’s organizational culture and values . Also mean χ̄ =
3.36,SD=1.623 signified that respondents agreed that Performance management provides behavioral

standards that describe what is expected of employees and mean χ̄ = 3.30,SD=1.476 signified that
respondents agreed that The Performance Management is aligned with the Hotel’s organizational

23
 culture and values, also mean χ̄ = 3.27,SD=1.507 signified that respondents agreed that
Performance management provides behavioral standards that describe what is expected of employees and

mean χ̄ = 3.14,SD=1.623 signified that respondents agreed that I know my organization’s vision,
mission and values.
The results of findings show that majority of the respondents indicated that there are factors that
influence employee performance in hotel sector in hospitality Industry. The mean and standard
deviation used corroborate this claim. This was shown with the weighted average mean and
standard deviation score of Weighed Average mean =3.52, Grand mean=3.39). Out of the ten
mean score and standard deviation, only four are lower than Grand mean score, while six are
higher than the Grand mean score (3.82, 3.80, 3.79,3.73, 3.63, 3.52, ,> 3.39 < 3.36, 3.30, 3.27,
3.14,) respectively. The implication of this is that there are factors that influence employee
performance in hotel Frontier hotels & Suit and Elim Suits in Enugu.

RQ2: How does organizational training ensures employee performance in hotel Industry?

Table 4.2.2 perception of employees on organization’s performance management assessment.

Std.
Items SA A UN D SD χ̄ Dev Rank
Performance evaluation in my 10 27 5 5 9 3.43 1.333 7
organization is not mostly fair 17.9% 48.2 8.9% 8.9% 16.1%

24
Your excellence in performance and 21 14 6 5 10 3.55 1.513 6
achievement of results are rewarded in 37.5% 25.0% 10.7% 8.9% 17.9%
time
Your performance has significant impact 16 18 5 8 9 3.43 1.450 8
on your salary 28.6% 32.1% 8.9% 14.3% 16.1%
Performance evaluation motivates me to 15 19 5 7 10 3.39 1.461 9
put in my best in the discharge of my 26.8% 33.9% 8.9% 12.5% 17.9%
duties

Your companies policies and procedures 21 20 4 7 4 3.84 1.262 2

are periodically reviewed to meet with 37.5% 35.7% 7.1% 12.5% 7.1%
the business needs and creates create a
positive work environment
Senior management encourages your 17 23 7 6 3 3.80 1.151 3
ideas and innovation at the workplace 30.4% 41.1% 12.5% 10.7% 5.4%
You feel free to express to your 10 25 5 7 9 3.36 1.354 10
appraiser, your disagreement regarding 17.9% 44.6% 8,9% 12.5% 16.1%
the appraisal decisions
Your you feel your job responsibilities 26 19 1 4 6 3.98 1.328 1
are clearly defined 46.4% 33.9% 1.8% 7.1% 10.7%
You are free to air your opinion on how 20 21 2 6 7 3.73 1.382 4
the workplace can function better 35.7% 37.5% 3.6% 10.7% 12.5%
You are sometimes tense in the discharge 16 25 4 5 6 3.71 1.275 5
of your duties 28.6% 44.6% 7.1% 8.9% 10.7%
N=56, Weighed Average mean =3.62, Grand mean=3.39 3.62 1.350
Source: Fieldwork; 2020
The scale bellow was used to access the organization productivity associated with teamwork is
analysed:
Mean 0-09 Strongly Disagree,
Mean 1-19 Disagree
Mean 2-29 undecided
Mean 3-39 Agree (Grand mean)

25
Mean 4-49 Strongly Agree

Using the scale above, mean χ̄ = 3.98,SD=1.328 signified that respondents agreed that Your you

feel your job responsibilities are clearly defined , follows by mean χ̄ =3.84,SD=1.262 signified that
respondents agreed that Your companies policies and procedures are periodically reviewed to meet with

the business needs and creates create a positive work environment , also, mean χ̄ = 3.80,SD=1.151
signified that respondents agreed that Senior management encourages your ideas and innovation at the

workplaceand mean χ̄ = 3.73,SD=1.382 signified that respondents agreed that You are free to air
your opinion on how the workplace can function better.

In addition, mean χ̄ = 3.71,SD=1.275 signified that respondents agreed that You are sometimes

tense in the discharge of your duties, also, mean χ̄ = 3.55,SD=1.513 signified that respondents
agreed that Your excellence in performance and achievement of results are rewarded in time , and mean
χ̄ = 3.43,SD=1.333 signified that respondents agreed that Performance evaluation in my

organization is not mostly fairalso, mean χ̄ = 3.43,SD=1.450 signified that respondents agreed that

Your performance has significant impact on your salary also mean χ̄ = 3.39,SD=1.461 signified that
respondents agreed that Performance evaluation motivates me to put in my best in the discharge of my

duties and mean χ̄ = 3.36,SD=1.354 signified that respondents agreed that You feel free to
express to your appraiser, your disagreement regarding the appraisal decisions.

The results of findings show that majority of the respondents indicated that there organizational
training ensures employee performance in Frontier hotels & Suit and Elim Suits in Enugu.

. The mean and standard deviation used corroborate this claim. This was shown with the
weighted average mean and standard deviation score of ( Weighed Average mean =3.62, Grand
mean=3.39). Out of the ten mean score and standard deviation, only one is lower than Grand
mean score, while nine are higher than the Grand mean score (3.98, 3.84, 3.80, 3.73, 3.71, 3.55,
3.43,.3.43,.3.39 ,> 3.39 < 3.36) respectively. The implication of this is that there organizational
training ensures employee performance in Frontier hotels & Suit and Elim Suits in Enugu.

4.3 Test of Hypotheses.

26
 Research Hypothesis One

Ho: There is no relationship between performance management and employee work behavior in
hospitality industry.

H1: There is relationship between performance management and employee work behavior in
hospitality industry was tested with one-way analysis of variance as seen in table 4.3.1.

Table 4.3.1: Summary table of analysis of variance showing the relationship between
performance management and employee work behavior

Source SS Df MS2 F ratio Sig. P

Between Groups 2393.940 22 108.815

Within Groups 1260.917 33 38.210 2.848 .003 <.05

Total 3654.857 55

Results from table 4.3.1 reveal that there is significant relationship between performance
management and employee work behavior (F (22/33) = 2.848, p< .05). The statistical analysis
carried out confirm reject the hypothesis one, it means that, there was significant relationship
between performance management and employee work behavior in Frontier hotels & Suit and
Elim Suits in Enugu.

27
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

This chapter deals with the discussion, recommendations, implication for the study, and
conclusion.

5.1 Summary

Chapter One: This chapter is talking about the concept of performance management limited
only to determine the wages and salaries of their employees. Organizations performance

28
management to shape the behaviors of employees so that specific outcome can be achieved. The
focus of performance management towards promoting the learning and development of the work
environment.

Chapter Two: This chapter is talking about the Performance understanding of the organization
in relation with its set goals. It includes outcomes achieved, or accomplished through
contribution of individuals or teams to the organization‘s strategic goals. The term performance
encompasses economic as well as behavioral outcomes.

Chapter Three: This chapter proffers the methodology for the study. The chapter considers in
detail the methods used to collect primary data required for the study. It explains the portraits of
the research design, population of study, sample size and sampling techniques, research
instrument, the validity of the instrument, reliability of the instrument, administration of the
research instrument and method of data analysis.

Chapter Four: This chapter presents the result of the research carried out on the performance
management and employee work behavior in hospitality industry in selected hotels in Enugu
metropolis.

Chapter Five: This chapter deals with the discussion, recommendations, implication for the
study, and conclusion.

This research work investigated on the performance management and employee work behavior
in hospitality industry in selected hotels in Enugu metropolis. The study consists of five chapters
with the first chapter discussing extensively the background to the study, statement of the problem,
purpose of the study, and significance of the study, scope of the study and the operational
definition of terms. Chapter two focused on the review of related literature to the study. This
consists of theoretical Framework, review of related concept, review of relevant Studies and
research hypotheses. Chapter three of the study centers on the methodology used in carrying out
the research work. Chapter four discussed in details analysis results and discussion of the

29
findings. While chapter five closes with the summary, conclusion, recommendations and
suggestions for further studies.
The Summary of Findings was as follows
RQ1: that majority of the respondents indicated that there are factors that influence employee
performance in hotel sector in hospitality Industry.
RQ2: that majority of the respondents indicated that organizational training ensures employee
performance in hotel Industry Frontier hotels & Suit and Elim Suits in Enugu.

.Ho1: There is relationship between performance management and employee work behavior in
hospitality industry.

5.2 Conclusion

From the findings, the researcher concludes that, performance management has a significant
relationship with employee work behavior; A survey of Frontier hotels & Suit and Elim Suits in
Enugu. This is because employee performance and employee work behavior which are the
components of performance management process was realized to have a significant relationship
with the employee behavior in the hotels. On the first objective which was to assess the
motivational factors that positively influence of employees’ performance, the study concludes
that, motivational factors has a significant association with employees’ performance. The
conclusions reached are in line with Equity theory which affects employee productivity in that,
when one employee compares their ratio of ‟input and output‟ to the ratios of ‟ input and
output‟ of other employees, they are in fact supporting the Equity Theory. The comparison of
these two proportions is a point of reference for employee’s motivation. Besides, on the
Performance management and employee work behavior, the study concludes that, Performance
management has a significant association with employee work behavior. That is, Performance
management through policies, ensures efficiency, improved knowledge and skills and employee
become acquainted with the job which helps to improve the volume of sales, customer retention
and quality output, hence improved productivity. Performance management as shown to be very
effective in terms of impact on employee behavior and was seen to help in the reduction of
errors, ensuring customer satisfaction in the services provided and helping employees perform
their job as described.

30
5.3 Recommendations

The following recommendations are given based on the outcomes of this study:

From the findings, conclusions and the direction from the literature review, it was clear that
performance management process has a significant relationship with employee work behavior; A
survey of Frontier hotels & Suit and Elim Suits in Enugu. The study therefore suggests the
following recommendation to enhance employee work behavior; the policy makers in the hotels
should come up with quarterly performance management system in other to improve employees’
productivity. Besides, there should be rewards for positive results as well as training for negative
results in order to empower the employees

5.4 Limitations to the Study

All research projects have limitations and the present one is of no exception, therefore some
of the limitations are; the study was only carried out on workers at Frontier hotels & Suit and
Elim Suits in Enugu State, Nigeria, the respondents were randomly selected and as such the result
cannot be generalized on the entire workers in Frontier hotels & Suit and Elim Suits and other
local government area in the states and the nation at large in Nigeria.

The study consisted of just fifty six (56) respondents, which seems to be far from the number of
staff in Frontier hotels & Suit and Elim Suits in Enugu State, Nigeria. Also, the study
emphasized only on the Performance management and employee work behavior in Frontier
hotels & Suit and Elim Suits in Enugu.

The researcher experienced some constraints especially during the administration of the
questionnaires on the workers in Frontier hotels & Suit and Elim Suits in Enugu, others
constraints are on time allocation in the completion of the project work and financial
difficulties during the period of this study. Another problem was the difficulty in getting the
necessary information because of the sensitive nature of the problem under investigation. Lastly,
some staff was reluctant to respond to questionnaire due to its social inclination.

5.5 Suggestions for Further Research

31
This study investigated the Performance management and employee work behavior in Frontier
hotels & Suit and Elim Suits in Enugu. In view of this, further researches may be carried out in
other states to determine the gain an ample understanding on this subject, future research should
be narrowed down to other variables such as (performance appraisal, training and development
and reward system) on employee productivity in hotels

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QUESTIONNAIRE

TOPIC: Performance Management and Employee Work Behavior in Hospitality Industry

in Selected Hotels in Enugu Metropolis

34
 Dear Respondent,
This research is being conducted by an undergraduate student. You are to provide answers to
questions on The Performance Management and Employee Work Behavior in Hospitality Industry in
Selected Hotels in Enugu Metropolis. Any information you provide will be treated with uttermost
confidentiality. All the information provided will be used for academic exercise only, therefore your
sincere response is needed. Thanks for your cooperation.

Instruction: Please, tick (√) appropriately where necessary.

SECTION A: DEMOGRAPHIC DATA

1 Gender : Male ( ) Female ( )

2 Age: 20 – 25yrs( ) 26 – 30yrs( ) 31 -35 yrs ( ) 35 – 40yrs( ) 41 – 45yrs ( ) 46yrs and

above ( )

3 Educational qualification: SSCE ( ), NCE/OND ( ) First Degree//HND ( )

Master Degree ( ), M/PhD/Ph.D. ( )

4 Marital Status : Single ( ) Married ( ) Separated l ( )

5 Cadre: Junior Staff ( ), Senior Staff ( ), Management Staff ( )

6 Job Experience (a) 1-5 years ( ), 6-10 years ( ), 10 -15yrs ( ) 16 years & above ( )

7 Department/Section ………………………………………………………

SECTION B: DEMOGRAPHIC DATA

Key:. SA - Strongly Agree A - Agree UN - Undecided D - Disagree SD - Strongly Disagree.
SN SA A UN D SD

35
1 I know my organization’s vision, mission and values.

2 The Performance Management is aligned with the Hotel’s organizational

culture and values

3 Both behavioural and result expectations are set and given to employees

4 Performance management provides behavioural standards that describe what is

expected of employees

5 During the performance planning process, managers review and discuss this
behavioural standards with employees

6 Every one of us is evaluated based on the same values and principles

7 Employees are encouraged to make suggestions to improve the way things are
done in the organization.

8 Performance management creates clear duties and responsibilities

9 Front line employees know the best way of handling customers

10 My remuneration does not reflect the level of performance I put in

11 Performance evaluation in my organization is not mostly fair

12 Your excellence in performance and achievement of results are rewarded in

time

13 Your performance has significant impact on your salary

14 Performance evaluation motivates me to put in my best in the discharge of my

duties

15 Your companies policies and procedures are periodically reviewed to meet with
the business needs and creates create a positive work environment

16 Senior management encourages your ideas and innovation at the workplace

17 You feel free to express to your appraiser, your disagreement regarding the
appraisal decisions

18 Your you feel your job responsibilities are clearly defined

36
19 You are free to air your opinion on how the workplace can function better

20 You are sometimes tense in the discharge of your duties

SECTION C

21. How satisfied are you with the management style of direct manager?_________________
________________________________________________________________________
22. Do you believe your direct manager has the expertise and competence to help you and your team
succeed? Yes [ ] No [ ]
23. What are the techniques that are used in your organization for assessing performance?
Observation [ ] Assessment [ ] Checklist [ ]
Others (please specify)__________________________

24. Do you regularly receive constructive performance feedback from your manager?

Yes [ ]No [ ]

25. Do you think your manager cares about you as a person?

Yes [ ]No [ ]

26. Does management clearly communicate expectations?

Yes [ ]No [ ]

27. Does management explain the reasons behind decisions made?

Yes [ ]No [ ]

28. Does your manager create a trusting and open environment?

Yes [ ]No [ ]

29. Is your manager responsive to your ideas, requests, and suggestions?

Yes [ ]No [ ]

30. Does your manager recognize the importance of your personal and family life?

37
Yes [ ]No [ ]

38