Working Conditions in Hospitality: Employees' Views of the Dissatisfactory Hygiene Factors

This study explores the nature of hospitality workplaces by presenting comments from employees about unfair, unethical, and illegal practices in their workplaces. A qualitative methodology is used to capture and present a range of problems, rather than the frequency with which each occurs, and the focus is primarily on the difficult nature of hospitality work. The conclusions are largely informed by Herzberg's (1959 Herzberg, F. 1959. The motivation to work, New York: Wiley and Sons. [Google Scholar]) two‐factor theory, which states that unless an employee's ‘hygiene’ factors are satisfied, motivating factors such as opportunities for advancement will have no effect, leaving the employee unmotivated and dissatisfied. DiPietro and Condly (2007 DiPietro, R. B. and Condly, S. J. 2007. Employee turnover in the hospitality industry: an analysis based on the CANE model of motivation.. Journal of Human Resources in Hospitality and Tourism, 6(1): 1–22. [Taylor & Francis Online] , [Google Scholar]) found a significant link between poorly motivated employees and their desire to quit their employment, providing an important but logical connection between Herzberg's hygiene factors and staff turnover. Working conditions experienced by participants in this study indicate that their motivation would have been severely impeded because of dissatisfaction with their pay, their supervisors, and their working conditions generally. The most likely outcome of their poor motivation and dissatisfaction is that they will seek alternative work.