Sheila Barber

Abstract

This thesis provides a model of an organization that can maintain a continuous level of employee internal motivation. It does this by comparing the current situation with a model of a new conceptualization. It then compares the current situation and the modeled perspective to decipher what gaps are preventing the model from being implemented. From here it defines action strategies that can be used to eliminate the gaps and make it a baseline to structure the model so that the tasks completed and the organization are able to enhance the members internal motivation. The model begins with motivated leaders and their vision of providing an environment that fosters internal motivation and will lead to quality service behavior. The vision and the culture of the organization become working elements of the organization. The organizations employees become members of the team. The team develops into a self managed team. They are empowered to make decisions and implement improvement programs. The team members are a part of a continuously learning environment. Once they have matured in the team, their empowerment helps to create an informational environment where they have the ability to find some resources on their own. The leaders provide team members with changes and the resources to implement their programs. The leaders also act as control agents and a source of feedback for the team members. When these elements are combined they provide a new conceptualization of an organization that fosters internal motivation.

Library of Congress Subject Headings

Employee motivation; Teams in the workplace; Hotel management

Publication Date

1995

Document Type

Thesis

Department, Program, or Center

School of Food, Hotel and Tourism Management (CAST)

Advisor

Marecki, Richard

Comments

Note: imported from RIT’s Digital Media Library running on DSpace to RIT Scholar Works. Physical copy available through RIT's The Wallace Library at: HF5549.5.M63 B37 1995

Campus

RIT – Main Campus

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