the role of business ethics in dublin based three star hotels to keep the staffs motivated and to...

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Dissertation For

Master of Business Administration

mailto:[email protected]

2 | P a g e Mohammad Razib Mustafiz [email protected]

Topic

The role of Business ethics in Dublin based three star hotels to

keep the staffs motivated and to increase their productivity

A Dissertation

Presented to

The Faculty of Business Administration

Grafton College of Management Science

By Mohammad Razib Mustafiz

Supervisor: Aidan Finnegan 12th January 2010

Dublin, Ireland



DECLARATION

I, Mohammad Razib Mustafiz, declare that the work contained in this

dissertation is entirely my own and that all sources used have been

acknowledged as required by the college. I have carried out this project

work independently with the guidance and support of my advisors. This

study has not been presented for the award of any other Degree,

Diploma, and Fellowship of any other university or institution.

Signed:

------------------------------------ Mohammad Razib Mustafiz Date: 12th Jan 2010 Dublin, Ireland



ACKNOWLEDGEMENTS

This dissertation as well as the entire MBA study would not have been possible

without the support of my family, friends and mentors. The confidence and the

courage I got from them in rough times of my life, while pursuing my study will be

cherished forever.

I would like to express my acknowledgement with a word of gratitude to my

supervisor, Aidan Finnegan, for his guidance, valuable advice and enthusiasm

during the whole process of this dissertation work. And of course, special thanks to

the Faculty of Business Administration at Grafton College of Management Science

for facilitating us.

Finally, my friends who motivated and guided me in completing the research and I

would also like to thank all the participants who took part in answering my survey.

And especially who spent their valuable time in interview.

Sincerely Yours

------------------------------------ Mohammad Razib Mustafiz Date: 12th Jan 2010 Dublin, Ireland



Tabl

e of

Con

tent

s

Table of Contents

Chapter 1: Executive Summary .................................................................................................. 8

ABSTRACT .................................................................................................................................. 8

Section 1: Introduction .............................................................................................................. 9

1.1 Background of the Study ...................................................................................................... 9

1.2 Research Objectives ........................................................................................................... 11

1.1 Research Question: ............................................................................................................ 11

1.4 Significance of the study ..................................................................................................... 12

1.5 Suitability of researcher for research .................................................................................. 13

1.5.1 Academic background of the researcher .......................................................................... 13

1.5.2 Professional Background of the researcher ...................................................................... 13

1.5.3 Learning style of the researcher: Reflector ....................................................................... 13

1.6 Limitation of Studies........................................................................................................... 14

1.8 Disposition ......................................................................................................................... 15

1.9 Conclusion.......................................................................................................................... 15

Chapter 2: Literature Review ................................................................................................... 16

2.1.1 Introduction .................................................................................................................... 16

2.1.2 Business Ethics ................................................................................................................ 16

2.1.3 Influences of Ethical Considerations ................................................................................. 18

2.1.4 Codes of Business Ethics or Conducts ............................................................................... 21

2.1.5Ethics in decision-making ................................................................................................. 23

2.2.1 Motivation ...................................................................................................................... 25

2.2.2 Motivating by being fair .................................................................................................. 28

2.2.3 Reason for Employees’ lack of Motivation in today’s world .............................................. 31

2.2.4 Ethics and Motivation ..................................................................................................... 32

2.2.5 Ethics negative effect on Motivation ............................................................................... 33

2.3.1Productivity ...................................................................................................................... 34

2.3.2 Relationship of Business ethics to Performance ............................................................... 35

2.3.3 Motivation and Productivity ............................................................................................ 36

2.4 Ethics, Motivation and Productivity .................................................................................... 36

Chapter 3: Research Methodology ........................................................................................... 37



3.1 Introduction ....................................................................................................................... 37

3.2 Research Project ................................................................................................................ 38

3.3 Research Philosophy........................................................................................................... 39

3.4 Research Approach ............................................................................................................ 41

3.4.2 Deductive ........................................................................................................................ 42

Figure 7: The process of deduction ........................................................................................... 43

3.5.1Experiments ..................................................................................................................... 45

3.5.2 Surveys............................................................................................................................ 45

3.5.3 Case Study................................................................................................................... 46

3.5.4 Action Research .......................................................................................................... 46

3.5.5 Grounded Theory ........................................................................................................ 46

3.5.6 Ethnography ................................................................................................................. 47

3.5.7 Archival Research ....................................................................................................... 47

3.6 Research Choice ................................................................................................................. 48

3.6.1 Qualitative Approaches ................................................................................................... 48

3.6.2 Quantitative Approaches ................................................................................................. 49

3.6.3 Qualitative Vs. Quantitative ............................................................................................ 49

3.7 Time Horizon ...................................................................................................................... 50

3.8 Respondents: Population and Sample ................................................................................. 51

3.9.1 Secondary data ............................................................................................................... 52

3.9.2 Primary data ................................................................................................................... 53

3.10 Primary data Collection methods ...................................................................................... 53

3.10.1 Quantitative Research: Questionnaires .......................................................................... 53

3.10.2 Questionnaire Design .................................................................................................... 54

3.10.3 Questionnaires pilot testing ........................................................................................... 55

3.11Qualitative Research: Interviews ....................................................................................... 55

3.11.1 Interviews ..................................................................................................................... 55

3.11.2 Interview Design............................................................................................................ 56

3.12 Framework of the Questionnaire ...................................................................................... 56

3.13 Quantitative data and qualitative data analysis ............................................................... 57

3.14.1 Validity .......................................................................................................................... 58

3.14.2 Reliability ...................................................................................................................... 59

3.15 Ethical Issues in Data Collection........................................................................................ 59

Chapter 4: Finding and Data Analysing ..................................................................................... 60



4.1 Quantitative research through Questionnaires ................................................................... 60

4.2 Findings from Questionnaires ............................................................................................. 61

4.2.1 Management role related research argument ................................................................. 61

4.2.2 Management attitude ..................................................................................................... 64

4.2.3 Individual believes ........................................................................................................... 66

4.2.4 Hotel ethics position ........................................................................................................ 67

4.2.5 Facilities and Business Ethics ........................................................................................... 68

4.2.6 Characterise .................................................................................................................... 71

4.2.7 Ethical issues ................................................................................................................... 73

4.3 Qualitative research through Interview .............................................................................. 74

4.4Finding from Interviews....................................................................................................... 75

4.5Analysis .............................................................................................................................. 76

Chapter 5: Reflection Report .................................................................................................... 79

6.1 Introduction ....................................................................................................................... 79

6.1 Learning Style .................................................................................................................... 79

Conclusion ............................................................................................................................... 83

The future ................................................................................................................................ 85

References List ......................................................................................................................... 86

Bibliography ............................................................................................................................ 87



Chapter 1: Executive Summary

ABSTRACT This study examines how the role of business ethics in Dublin based three stars

hotels keep their staffs motivated to increase their productivity. The study aims to

draw conclusions that help identify and understand the relationship between

business ethics and motivations to increase productivity. This research has important

theoretical and practical implications. From a theoretical perspective, this research is

important because it examines a potential source of systematic bias and provides

important new empirical evidence related to incorporating ethical behaviour into

performance appraisal systems. From a practical perspective, this research has

important implications for managers seeking to improve ethical role in organizations

for implication of staff motivation to increase their productivity.

This study was an explorative analytical one that used the systematic approach to

collect and analyse data to capture the conclusions. The study was conducted on the

level of senior managers and Human Resource managers at these hotels. The

researcher distributed 74 questionnaire forms, where he retrieved 54 copies and

excluded 20 copies due to incompleteness.

These forms represented both the population and sample of the study. The study

found statistically significant relationship between both business ethics and

productivity at hotels and the motivation of staff.

The study recommended that hotels should treat staffs ethically; conduct

professional educational courses to warn employees the dangers of misuse of

equipment and tools; fix warning signs at the places that may causes harm to

employees; prepare training programs on the special security procedures of the

evacuation of clients and staff during disasters and accidents. The study also

recommended providing hotels with clinics, physicians and medical supplies.



Section 1: Introduction

1.1 Background of the Study

There is a growing interest in the effectiveness of codes of ethics in the workplace.

Lots of recent attention has centered on improving the codes of ethics in corporate

industry. Business ethics comes into notice as the world become more and more

fickle. In the hotel industry ethical issues have a bound for both businesses itself and

the community. According to Selvaraj and Cloninger (2009, p. 398-399)1, day-to-day

ethical assessment of employees are not well understood. Little research in the

ethical domain has directly addressed the subjective nature of ethical performance

and measurement. Most research has either been prescriptive or focused on surveys

regarding perceptions or opinions of ethical performance.

The unique nature of the hospitality industry, there are more opportunities than in

any other industry when ethics becomes an issue at stake (Stevens and

Fleckenstein, 1999)2. Business ethics becomes a significant issue in the hotel

industry. According to many literatures, ethics will affect individual’s attitude and

behavior. In the other hand, managers have to increase the job satisfaction of

employees because only pleased employees can make customers happy. When

employees are not satisfied with business ethics the hotel perform, will this

unsatisfactory condition affect their job productivity.

Employee motivation has been the focus of research in academic circles as scholars

seek to understand what motivates employees in a variety of work settings.

Particularly in the hotel industry, where the wok is labour intensive and turnover is

high, understanding hotel worker attitudes and motivation has become an important

issue for research.The hotel industry is characterised by paramount restrain, high

demands and expectations on productivity. Considering the above trends in the hotel



industry, many employees are pressured to cut corners, break standards and rules,

and engage in other forms of questionable practices.

According to Robbins and Judge (2007)3, many employees are confronted with

instances where they need to define and decide right and wrong conduct. The

characteristics of good ethical behaviours have never been clearly projected in the

recent management literatures where the line that differentiates right against wrong

conduct has become even more blurry in managers and leaders respond to ethical

behaviour issues.

The hospitality and tourism industries serve millions of people from different parts of

the globe and multibillion-dollar industries (Brymer, et al. 2005)4 and among the

largest industries in the world. For economically-inclined experts, this is an

opportunity for business and revenue acquirement in the world. And that reason

business ethics is very important for Hotel industry to providing acceptable standards

hospitality and services for its sustainability. .

Stakeholders are key players of the hotel industry and the managers are the key

implementers of managerial pursuit. But sometime managers are in outside

pressures including stakeholders. Managers on these particular cases are engaged

in ethical dilemma. And in return affect it has bad implementation of staffs motivation

and performance.

Businesses today have entered a new era in the relationship between the companies

and their employee. Employees are not part of their loyal family or easily replaceable

resource. In this new era employees need to be respected and like to be treated as

valuable human capita. Therefore, how much ethically a company treats its

employees increasingly determines whether a company is going to thrive or even to

survive.

Ireland hotel industry accounts 57,000 full-time, part-time and seasonal jobs in 2007.

Ireland has 920 hotels with 60,000 rooms. (Irish Hotel Federation Budget 2009)5. It is

a major contributor to the economy and significant on going public policy support.



Earlier this year the Irish Hotel Federation (IHF) found that minimum wages for the

hotel sector placed Ireland second in Europe in terms of cost. (Ronan McGreevy,

2009)6. But there is lots of gap of staff’s productivity in this industry. That means

money is only small part of motivate in this world. There is a general notion that if

only management can identify other things that can motivate the workforce apart

from money and increase staffs’ productivity. The aim of this research therefore is to

find out from empirical studies whether business ethics, other than money can put in

their best to contribute to the productivity and growth of the organizations.

1.2 Research Objectives

Saunders et al (2009) defines “research objectives as clear, specific statements that

identify what the researcher wishes to accomplish as a result of doing the research”.

Objectives are more generally acceptable to the research community as an evidence

of the researcher’s clear sense of purpose and direction. (Saunders et al, 2009, p.

600)7. The following objectives have been focused upon in this research exercise:

1. To find business ethics role in hotel industry to motivate their staff to increase

their productivity.

2. To analyse the external and internal issues of business ethics which make

positive or negative effect on staff motivation to increase or decrease their

productivity.

3. To find which way business ethics make sense for management to treat their

staffs to keep them motivated to increase their productivity.

4. To find managers or leaders respond in ethical issues to keep their staffs

motivated to increase their productivity.

5. To find positive and negative reflection of business ethics in hotel industry to

keep their staff motivated to increase their productivity.

1.1 Research Question: According to Saunders et al (2009), the key criteria of research success will be

whether a set of clear conclusions could be drawn from the data collected. The

extent to which this could be done is determined by the clarity with which initial

research questions are posted. Based on the researcher’s understanding, after



analysing the literature, the following research question was raised for the purpose of

this study:

1. What is the role of business ethics to motivate the staff to increase their

productivity?

2. What external or internal issues of business ethics make positive or negative

effects on staff motivation to increase or decrease their productivity?

3. Which way business ethics make sense for management to treat their staffs to

keep them motivated to increase their productivity?

4. What is the level of managers or leaders respond in ethical issues to keep

their staffs motivated to increase their productivity?

1.4 Significance of the study

In order to gain advantage in market organisation target is the enhancement in

productivity of employees and motivate them to achieve the objectives. But in many

areas of the hotel industry, the actions of all employees depend upon solid and

ethical decision making. Poor ethics can damage employee career, happiness, and

quality of living. And it has bad effects on staffs motivation and productivity. Because

good employees see others not following ethical guidelines and it causes them to

lose faith in their co-workers. Bad employees see the same thing then believe they

can get away with it. Both scenarios can cause horrible things to happen very

quickly.

The findings from this study will help to highlight those areas where there are

Problems among staffs and management. And it will help management to make an

effective ethical guideline for the organization. The results from this study will help to

highlight the concept of group dynamics and staff behavior to work. Furthermore this

study will help to policy makers in the human resources functions of the hotel

industry.



1.5 Suitability of researcher for research As suggested by Saunders et al. (2009) that the dissertation topic must be

something researcher is capable of undertaking and one that excites researcher’s

imagination, as well as having the necessary skills. It is also believed that researcher

should also have to have genuine interest in the topic. (Saunders et al., 2009, p. 22)

Some of the characteristics of the researcher, which could prove important for

successful completion of this research, are as follows:

1.5.1 Academic background of the researcher The researcher is an undergraduate of Accounting and Finance. His educational

background is Business related which allow him to understand the human resource

management and business ethics. During this course he has studied more details

about business. And he found that today’s world business ethics is most important

and interesting topic.

1.5.2 Professional Background of the researcher The researcher is working in a Dublin based hotel ‘Maple Hotel’ as a senior

receptionist. (Appendix) He has experience on this sector. And his job is related

with first line staffs management as well. It’s a great advancement for him to

research on this topic.

As a senior receptionist in ‘Maple Hotel’ he has personal and business relation with

Dublin based another few hotels. That reason it’s easy for researcher to access on

this industry. That means educational background and work background is a great

advantage for researcher to get a great achievement from this research topic.

1.5.3 Learning style of the researcher: Reflector Learning is a circular process, as suggested by Kolb’s theory, whereby experience

was followed by attempts to make sense of that experience through reflection and



conceptualisation, followed by experimentation with the concepts so developed,

followed by further experience, reflection, and so on. Researcher learning style is

Reflector style. (Appendix 2) For that reasons before make any decision he likes to

observe, collect and analyses data about experience and events. This kind of

characteristics is positive for any kind of research.

1.6 Limitation of Studies

Access to information, access to resources, time management, access to experts for

editing, proofreading, and guidance support from organizations and participants are

limitation of any research. Firstly, the chosen industry is a very specific one. The

workforce to be covered within the context of the survey will include senior manager

and human resource manager. Therefore one possible area of constraint in carrying

out this research will probably be the difficulty of circulating the research instrument

in the selected hotels of the industry due to business of high level management

surrounding the work area and offices.

Secondly, the research questions have to be structured in a way of avoiding the

sensitive and commercially confidential information in which the relative answers

might damage the interviewed company’s commercial secrets. Finally, conducting

any primary research is costly and has time limits, which can be a problem for a

researcher as a full-time student.

1.7 Key recipients The primary recipient of this research is Grafton College of Management Science,

Faculty of Business Administration and my dissertation adviser- Aidan Finnegan.

Additional recipients are Irish Hotel federation (IHF) and Dublin based selected

hotels for this research and Booking.com, largest accommodation website. Selected

hotels will receive only soft copy as an e-mail attachment.



1.8 Disposition The disposition of this thesis is given in the following manner:

a. Introduction: Focuses on the background and problem formulation the

research will concentrate upon.

b. Literature Review: Presents existing information and secondary data

associated to the research study and critically examines the research

topic.

c. Research Methodology: Describes the research design, philosophy,

strategy, time horizon, various data collection methods and also the

appropriate use of primary research method – qualitative (structured

interviews) and quantitative (survey questionnaire) for exploratory

research.

d. Data collection, analysis & findings: Analysis of the data and

reports on significant findings from the data collected by qualitative and

quantitative research.

e. Conclusions and Recommendations: It summarizes the research

findings and draws a conclusion from the research study, and

explaining the limitations of the research.

f. Reflection of learning and Skill development: Outlines the

researcher’s learning experience during the process of the dissertation

study and explains the major skills the researcher gained during this

dissertation.

g. Bibliography

h. Appendix

1.9 Conclusion In this chapter, the researcher briefly stated the background of business ethics in

hotel industry to increase their productivity. Based on the research objectives, some

questions rose as the research guidance and are going to lead in a logical direction



in order to investigate and analyse this research study in Ireland to meet the

research purposes. Furthermore, the researcher also explains the reason of

choosing hotel industry.

Finally, the scopes of the research and its limitations have been outlined to make

awareness for the researcher while processing this research study. The researcher

is going to review the theoretical literatures of the role of business ethics to motivate

staffs to increase their productivity.

Chapter 2: Literature Review

2.1.1 Introduction This chapter has introduced and described the literature review available for the

study which is adopting business ethics practice in Hotel industry. Since the study is

aimed at examining the role of business ethics to motivate the workers and increase

the productivity in hotel industry, it will be necessary to critically examine the study

by seeking to define what is meant by the concepts ‘business ethics’ to adequate

‘motivation’ and increase ‘workers’ productivity’.The chapter discussed the causes

and previous experiences about hotel industry and other sectors to establish a

relationship between the business ethics and staff motivation to increase their

productivity.

2.1.2 Business Ethics Payne and Dimanche said that (1996, p. 997) “Ethics in business is not an option. It

is not only necessary, but an absolute requirement for success.”

Ethics, as we know it, is simply a moral choice between right and wrong. Butthere is

no single clear view of how to judge right and wrong. According to Wesly Cragg

(2009) the current state of business ethics is dominated by paradox. Ethics plays a

more prominent role in the public rhetoric of business than at any time in business



history. Ethical questions are important because of their effect on people in

organisations, as well as people outside organisations who are affected by the

choices made by the people in organisations (J. Mullins and Christy, 2009, P-

717).Under conditions of globalization, corporations have, with few exceptions, found

it necessary to create a corporate code of ethics and publicly commit to respecting

that code in their operations. In business ethics part of their responsibility it’s a core

value of the organization.

As a commitment to the society, hotel has responsibility to their employee to keep

them dedicated in their field of work. Employee try to find satisfaction in what they do

and as a result the manager should be able to understand the problems faced by his

workers and find a way of satisfying their needs to motivate them and to increase

their productivity.

The business ethics is also guideline for managers to use generating sound

decision. One prolific writer on the subject, David W. Ewing, lists the following

requirements for due process in any organization: "It must be a procedure, it must

follow rules, and it must not be arbitrary; it must be visible and well-known enough so

that potential violators of rights and victims of abuse know of it; it must be predictably

effective and employees must have confidence that previous decisions in favor of

rights will be repeated; it must be institutionalized; it must be perceived as equitable;

it must be easy to use; and it must apply to all employees" (Ewing, cited in McCabe

and M. Rabil 2002, p.34 ). This is because the business ethics comprised the

standard articulated in law and regulations, internal policy and procedures.

Nonetheless, duties and principles clearly do inform our views of how people should

treat each other at work. An exclusively consequentialist view of ethics also entails

methodological problems of forecasting reliably what the consequences of an action

may be and of deciding how to measure those consequences. Some forms of

utilitarianism can be very unjust to small minorities, by allowing their unhappiness

(i.e. as a result of some proposed action) to be offset by the increased happiness of

a much larger number. Again, however, we can hardly deny that our assessment of

the likely consequences of different actions plays a part in our view of acceptable

and unacceptable behaviour in an organisation. By way of illustration, a



deontological approach to the ethics of offshoring would focus on aspects of the

proposal that might be in breach of clear principles and duties. (J. Mullins and

Christy, 2009, P-722)

We know from the work of David Maister that improving employee satisfaction is a

causal factor in improving financial results. Employee satisfaction arises from,

among other things fair management decisions. What is fair could be defined as the

minimum needed to comply with legal requirements, such as the right to notice.

Ethical values would suggest something much more than a legal minimum. Further,

the management behaviours would be more subtle than those required by the law.

The way managers ensure that staff has all the information staff they need to do their

work. The way managers assign attainable targets and workload. The way conflicts

are resolved. Ethical business values translated into management behaviours can

make the difference between employee satisfaction and frustration – with the

consequent impact on results. (Charles Holme, 2008, p-250)

2.1.3 Influences of Ethical Considerations Today managers cannot rely only on the manipulation of pay, benefit or working

conditions to encourage workers to perform effectively and efficiency. This debate is

supported by practitioners. Rather managers in organization has top shoulder the

responsibility by developing a work environment that makes use of the enormous

energy that is within every person Simply put it is the duty of the manager to create

and develop an effective environment in which employee will be motivated to

become productive members of the organization by striving for what will bring them

reward. John B. Izzo (2009) said, employees expect to be treated like partners at

work. They want involvement and a stake in the company. They have little tolerance

for hierarchy and meaningless processes.

French defines the issue as follows: "In addition to being concerned with the

substance of the decisions on human resources, people in organizations also tend to



be concerned with the procedures used for determining what is equitable or fair.

Further, they are concerned with the kind and quality of the avenues of appeal open

to them. Thus both the quality of treatment and the procedures used in this treatment

are important, and any discussion of organizational justice must include some

emphasis on substantive and procedural matters pertaining to discipline, layoffs,

transfers, promotions, privileges, work schedules, and wages" (French, 1987, p. 56).

He further clarifies the issue: "A broader term organizational due process might be

used for enterprises in general. This concept can be defined, tentatively, as follows:

organizational due process consists of established procedures for handling

complaints and grievances, protection against punitive action for using such

established procedures, and careful, systematic, and thorough review of the

substance of the complaints and grievances by unbiased or neutral parties" (French,

1987, p. 145).

Some of the recent research in the field of psychology of morality and the

organizational justice indicates that there is an increasingly evidence that people’s

conceptions of morality can play an important role in how they think about their

workplace (Skitka et al., 2008). According to Boleslaw Rok (2009) morality can lead

employees to behave ethically when they are treated well by managers, but also can

lead employees to act in counter-normative ways when they are not treated fair. It

means that people reject decisions that are inconsistent with their moral point-of-

view, and in addition, both the procedures and the authorities or institutions that

yielded them are subsequently seen as less legitimate People are willing to protest,

subvert, or even leave organizations, when they believe that the organization does

not share their core moral values (Skitka et al., 2008). And it could decrease staff

productivity.

Apart from soliciting views from the hospitality students, Vallen and Casado (2000)

conducted a questionnaire survey with 45 hotel general managers. Respondents

were asked to rank 12 ethical characteristics in terms of the importance they

perceive such ethical characteristics have on the successful operation of their hotel.



The findings reported that leadership is ranked the most important ethical

characteristic, followed in descending order by accountability, commitment to

excellence, integrity, honesty, fairness, law abiding, respect for others, promise

keeping and trustworthiness, reputation and morale, loyalty and finally, concern for

others. It is apparent that there is a general lack of research that attempts to solicit

views from staff members of different organizational levels in the industry. They are

the ones who are involved in the day-to-day operation of the industry and are able to

provide a wider spectrum of perspective and insights on the issue. (Sylvester Young:

255)

There are many issues that include the business ethics coming from the practical to

the philosophical view of the organization. Being honest, working with integrity,

respect and fairness, and aligned according to the principles are the most perceived

actions of the organization towards their employees and customers in terms of

product quality, health, safety and efficiency. The organization should keep the

welfare of the community and committed to the environment and nourishing the

social value. (USDEC, 2004)

Fox, J. (2000) recommended from his research- without improving its ethical

environment Croatia's hotel industry cannot be re-established nor can its tourism.

Because most employees prefer to work in an environment that has high ethical

standards.

Also, controls and auditing are less effective when the ethics and integrity of an

organisation and its management cannot be affirmed. The costs of a poor ethical

environment are high. The professional services, Canadian KPMG have, for

example, defined the some potential cost areas:

-Loss of confidence in the organisation;

- Deterioration of relationships;

- Declining employee productivity due to

- Self-protective behaviour;



- Displaced employee loyalty;

- High employee turnover;

- Absenteeism;

- Internal theft and defalcation.

2.1.4 Codes of Business Ethics or Conducts

‘’It has been extolled that implementing and enforcing a code of ethics can help

companies reap success “fiscally and socially” (Verschoor, 1997, p. 42)

Codes of conduct are very common in American and Canadian organisations. In

many cases members of the organisation are required to sign to indicate formally

their acceptance and codes may be updated on a regular basis. In the UK an

increasing number of organisations, of all types, are also now publishing a code of

ethics (or code of conduct).

At the heart of best practice in management is the maintenance of high standards of

professional conduct and competence, underpinned by the principle of honesty and

integrity. These standards apply equally to the personal behaviour of the manager or

individual, the working relationships forged with team members and other

colleagues, management activities undertaken on behalf of employing organisations,

and actions which have an impact on society at large.(J. Mullins and Christy, 2009,

p-725)Corporate governance rules required monitor and certify code of conduct.

Organizations can gain several benefits when they issue an ethics code, such as

greater motivation among company staff and increase productivity. J. Mullins and

Christy (2009) described codes of ethics as a risk reducer:

“Personal integrity and individual values are important elements in ethical decision

making at work, but the increasingly common company, professional or industry

codes of conduct may also provide support and guidance. This is not to say that

these ethical ‘resources’ will always provide clear and comfortable guidance –

sometimes, people in organisations will experience tension between the conflicting



demands of, say, their own personal values and the demands placed on them by

their organisation. If these conflicts become intolerable and cannot be resolved

through normal means, then an individual may decide to become a ‘whistle-blower’

in the public interest, by taking the high-risk approach of placing the problem in the

public domain for resolution. Codes of conduct can help to reduce the risk of painful

situations like this by providing a published set of values to which the individual can

appeal, rather than taking the risk wholly personally.” (J. Mullins and Christy, 2009,

p-723)

Murray, D. (1998) stated “Johnson and Johnson” code of ethics about their

employees:

“We are responsible to our employees, the men and women who work with us

throughout the world. Everyone must be considered as an individual. We must

respect their dignity and recognize their merit. They must have sense of security in

their jobs. Compensation must be fair and adequate, and working condition clean,

orderly and safe. We must be mindful of ways to help our employee fulfil their family

responsibilities. Employees must feel free to make suggestions and complaints.

There must be equal opportunity for employment, development and advancement for

those qualified. We must provide competent management, and their actions must be

just and ethical.”

(Murray, D., 1998, p-101)

In most of the three-star hotel in Dublin, they haven’t any written policy or ethics for

staffs. Jury’s Inn Hotel, one of the most successful hotel chains in the UK, Ireland

and mainland Europe, have three 3-star hotels in Dublin city. In their company policy

they stated, they believe that Staff can provide a first class service to guests while

working in a fun and fast paced environment. If staffs are happy in their work then

the guest experience will inevitably be more positive. Jurys Inns Strive to provide a

workplace that is inclusive and promotes diversity. Staffs are regularly rewarded for

good performance and progression in Jurys Inns is certain for such staff. (Careers-

Jurys Inn, no date)



2.1.5Ethics in decision-making

Ethics is simply the foundation for solid decision making; it relates to organizational

rationality and the relationship between management and control. The German

philosopher Kant’s view that we should always treat other people as ends in

themselves and never simply as means is surely an important principle for decent

human resource management and one that would often be seen as more important

than the prospect of short-term gain.(J. Mullins and Christy, 2009, p-723)

When applied to ethical dilemmas in business moral philosophy may provide more

than one alternative, and no clear way to choose, and recent studies report decision

making that combines aspects of teleological and deontological approaches (Cherry

and Fraedrich, 2000; Cole et al., 2000). Buchholz and Rosenthal (2001) argue that

the understanding of ethics necessary for application in practice requires moral

pluralism, a capacity to see ethical and moral dimensions and to solve problems by

creative integration and human intelligence.(Source: Rosalie Holian, 2002, p.864)

In the past two decades, a wide range of theoretically descriptive models (Rest,

1984,1986; Trevino, 1986; Ferrell and Gresham, 1985; Bommer et al., 1987; Stead

et al., 1990; Jones, 1991; Brass et al., 1998; Wittmer, 2005) have been developed to

identify which variables influence employees’ ethical behaviour in an organisational

context. Wittmer (2005) incorporates and integrates the models (including the

models of Rest,1984, 1986; Trevino, 1986; Bommer et al., 1987; Ferrell and

Gresham, 1985; Jones, 1991) and proposed his general behavioural model (see

Figure 2).The theoretical ground of Wittmer’s (2005) model is:

Ethical decision making= f (ethical decision processes; individual attributes;

Environmental factors) (Source: Man-Fong Ho, 2009, p-525)



Figure 2: Schematic general behavioural model for ethical decision-making.

Wittmer model (figure: 2) shows ethical decision-making is the process of individual issues which uses their moral base to determine whether a certain issue is right or wrong.

Rosalie Holian (2002) in his research found that four categories of underlying skills

and attributes associated with different styles of ethical decision making. They are:

Judgement, Integrity, Courage and Humanity. Judgment and Integrity are often

included in rational and moral ethical frameworks, however Courage also emerged

as necessary when Judgement and Integrity conflicted or insufficient information was



available. An additional holistic of Humanity was found to be the “something extra”

that differentiated good decision making from what was only satisfactory. Humanity

was a pervasive factor much like cement that held disparate elements together to

strengthen decision making. (Rosalie Holian, 2006 p.1124)

According to Ferell et al. (2000, p-99) Kohlberg’s model of cognitive moral

development suggested that, different people make different decisions in similar

ethical situations because they are in different stages of cognitive moral

development. His six stages individuals’ development model suggested that, an

individual in stage 1 defines right as literal obedience to rules and authority. In stage

2 defines right as that which serves one’s own needs. In stage 3 emphasize others

rather than himself or herself. In stage 4 determines what is right by considering his

duty to society. In stage 5 concerned with upholding the basic rights, values and

legal contracts of society. In stage 6, person believes that right is determined by

universal ethical principles that everyone should follow. But ethical decision making

within an organisation does not rely strictly on the individual philosophies.

Organisations have their own ethical climate, which may have a significant influence

on business ethics.

2.2.1 Motivation ‘There is a debate about the existence of and interplay between instrumental and

morality-based motives.’(Aguilera et al., 2007).

Man is pushed and pulled by the forces of his constitution and the stresses of his

environment and that he is largely unaware of the sources of his actions and may

therefore not have personal responsibility for his actions. Campbell and

Pritchard,(1976) said, “motivation has to do with a set of independent and dependent

variable relationships that explains the direction, amplitude and persistence of an

individual’s behavior, holding constant the effects of aptitude, skill, and

understanding of the task, and the constraints operating in the environment.”

A fuller definition is given by the Chartered Management Institute:



“Motivation is the creation of stimuli, incentives and working environments that

enable people to perform to the best of their ability. The heart of motivation is to give

people what they really want most from work. In return managers should expect

more in the form of productivity, quality and service.”(J. Mullins and Christy, 2009,

p253)

Chiang et.al (2008, p-328) stated that, “Staff motivation has been the focus of

research in academic circles as scholars seek to understand what motivates

employees. Particularly in the hotel industry, where the work is labour intensive and

turnover is high, understanding hotel worker attitudes and motivation has become an

important issue for research.”

Various needs and expectations at work can be categorised in a number of way- J.

Mullins and Christy (2009) highlighted it as extrinsic and intrinsic motivation.

■ Extrinsic motivation is related to ‘tangible’ rewards such as salary and fringe

benefits, security, promotion, contract of service, the work environment and

conditions of work.

■ Intrinsic motivation is related to ‘psychological’ rewards such as the opportunity

to use one’s ability, a sense of challenge and achievement, receiving appreciation,

positive recognition and being treated in a caring and considerate manner.

Business ethics work with both kinds of motivation but it works as intrinsic

motivation. For example, select a staff ethically for a ‘tangible’ reward is an intrinsic

motivation but this reward is an extrinsic motivation. Same way it encourages

management for ethical behavior with staffs to give them psychological rewards to

increase their productivity. Given the complex and variable nature of needs and

expectations, J. Mullins and Christy (2009) introduced us with a simplistic but useful,

broad three-fold classification as a starting point for reviewing the motivation to work

(see Figure 3):



Figure 3: Needs and Expectation of people at work.

(Source: J. Mullins and Christy, 2009, p. 255)

Economic reward is an instrumental orientation to work such as pay, fringe benefits,

pension rights, material goods and security and concerned with ‘other things’.

Intrinsic satisfaction is a personal orientation to work and concerned with ‘oneself’.

Social relationship is a relational orientation to work and concerned with ‘other

people’. Social relationships would appear to be an important feature for many

people, especially, for example, for those working in the hospitality industry such as

hotel industry where interactions with other people and the importance of supportive

working relationships and good teamwork can be strong motivators at work.

But Kakyom Kim and Giri Jogaratnam (2009), in their research “Effects of Individual

and Organizational Factors on Job Satisfaction and Intent to stay in the Hotel and

Restaurant Industry.” analysis of 221 responses obtained from a survey reveals that

“job characteristics”, “participative decision-making”, and “pressure/stress”, can be

good predictors of “job satisfaction”, while “supervisory leadership” and “intrinsic

motivation” may not be a good predictors of “job satisfaction”. Somewhat

unpredictably, both “intrinsic motivation” and “supervisory leadership” emerge as

Needs and Expectations

at work

Intrinsic

Satisfaction

Social

relationship

Economic

Rewards



sound predictors of employee “intent to stay”. ( Ahmed Jibreel Al Matarneh, 2009, p-

86)

2.2.2 Motivating by being fair There are many competing theories that attempt to explain the nature of motivation.

Motivation usually divided into two categories: content theories and process theories.

Content theories more related with staffs needs and process theories of Motivation

attempt to identify the relationship among the dynamic variables to understand the

nature of work motivation.

Figure 4: Motivational Process

Motivational processes from the above views, assume that there are four basic

building blocks in the motivational process namely: -Needs or expectation; behavior;

goals; and feedback. Figure 4 is a representation of these blocks and their

relationships. The general model of the motivational process appears fairly simple

and straightforward but such is not the case, several complexities exists which tend

to complicate the theoretical simplicity.

According to Greenberg and Baron (2000, p-142), ‘organizational justice’ theory

have considered for motivating people by being fair. This theory focuses on people

perceptions of fairness in organizations, consisting of perceptions regarding how

decision are made concerning the distributions of outcomes (procedural justice) and

the perceived fairness of those outcomes themselves (as studied in equity theory).

People’s feeling of work how fairly they have been treated in work is most important

Needs

Or Expectation

Behaviour

Goals

Some form

of Feedback



for staff motivation. J. S Adams (1963) ‘Equity theory’ focuses on people’s feelings of

how fairly they have been treated in comparison with the treatment received by

others. If there is an unequal comparison of ratios the person experiences a sense of

inequity.

Change to Inputs

Change to Outcomes

Cognitive distortion

Leaving the field

Acting on others

Changing the object

Comparison

Figure 5: An illustration of Adam’s equity theory of motivation.

J. Mullins and Christy (2009) highlighted that, feeling of inequity causes tension,

which is an unpleasant experience. The presence of inequity therefore motivates the

person to remove or to reduce the level of tension and the perceived inequity. The

magnitude of perceived inequity determines the level of tension. The level of tension

created determines the strength of motivation. But this motivation could be decrease

organisation productivity. Adams identifies six broad types of possible behaviour as

consequences of inequity (see Figure 7.11).This ‘inequity’ creates job dissatisfaction.

For that reason aperson may decrease the level of their inputs or Person may

attempt to leave the organisation or acting on others which could decrease

productivity.

Another idea of organizational justice theory- ‘procedural justice’ originally comes

from legal arena. Greenberg and Baron (2000) referred it as the perceived fairness

Person’s Outcomes other’s Outcomes

Inputs Inputs

Perceived Inequity

Person’s Outcomes other’s Outcomes

Inputs Inputs

Motivation Tension

Restoration of Equity

Restoration of Equity



of the processes by which organizational decision are made. Scientists have

recognized two sides of procedural justice: a structural side (i.e., based on how

decision made), and a social side (i.e., based on how people are treated in the

course of making decision). The structural side of procedural justice described that

decisions need to be made considered fairly. Several decisions can be done to make

organisational decision seem fair. These include: give people a say in how decision

are made; provide an opportunity for errors to be corrected; apply rules and policies

consistently and make decisions in an unbiased manner. The social side of

procedural justice referred as interactional justice. It focuses on considering the

fairness of procedures; people also take into account the quality of the interpersonal

treatment they received at the hands of decision makers. Two major factors

contribute to the fairness of interpersonal treatment. One is informational justification,

which is thoroughness of the information received about a decision. Another one is

social sensitivity, which is the amount of dignity and respect demonstrated when

present an undesirable outcome.

Organizational justice has a direct effect on job satisfaction and commitment and

conscience of these two individuals work studied (Bonn & Kurtz, 1992, p. 357 and

Schermerhorn, 1996, p. 34 and Chalabi, 1998). But job satisfaction is necessary to

achieve a high level of motivation and performance. It’s more of an attitude, an

internal state.For hotel industry job satisfaction is most important because their job

directly related with their customers and if they are not happy it shows on their

attitude. The employee satisfaction means answering the needs of the person and

as an employee, the organization should build different strategies. Commitment on

the other hand, on the employees is the effort the employees to have controls

wherein the entire organization has an influence in their job.



2.2.3 Reason for Employees’ lack of Motivation in today’s world ‘With the growing importance of human capital as a critical factor for companies of

the future, the role of ethical values and moral motivation has become more critical in

leading responsible organizations.(Boleslaw Rok, 2009, P-463)

Managers today complain that their employees are no longer motivated to work.

Staff motivation problems can adversely affect an organization’s operations, as they

are associated with lower productivity and expensive high staff turnover. A lack of

motivation occurs when the employees see a weakness in one of their relationship.

However, it is often the managers and organizational practice that are the problem,

not the employees. Consider the range of factors involved here, though here we can

only concentrate on some. First, negative factors –demotivates – include unfair or

illogical internal policy and administration, inappropriate or unconstructive

supervision, poor working conditions, salary (who would not like to earn more?),

difficult interaction with peers (and people in supporting roles), lack of status, feelings

of insecurity (perhaps caused by such factors as lack of clear job descriptions or

targets, rather than job insecurity), and the many detailed elements that flow from all

of these.

Wasyluka Ray (1966) argued that some management system is one-way. There

management dictates a pattern of behaviour and the subordinate listens. The tone of

management is often critical. Tones of threat and punishment may emerge. For that

management and staff find themselves on different sides of the fence. The superior

"plays God" and prescribes personality traits which tend to resemble his perception

of his own personality. Which is ethically wrong because staff could be justified

wrong way. In this situation staff as well feels that his resources have not been

equitably recognized, and he experiences reluctance to change himself as ordered,

which demotivate them.

Much of the argument as well located in moral of justification. Francer, R. argued

that (2009) may be person moral justification is different than organization moral



justification. And it could be make conflict between them. For example if P has the

opinion that it is morally wrong to u, then P is not motivated to u.

2.2.4 Ethics and Motivation Swanson (2001, p.48) stated that, current research shows that rewards do not

encourage the development of intrinsic motivation. These same studies indicate

better alternatives. Another common motivational mechanism has been punishment.

It is even less effective at encouraging intrinsic motivation. There are negative side

effects to both rewards and punishments that make them, though expedient, less

than perfect motivators. An ethical standpoint, positive rewards are too manipulative

and punishment is too coercive. In fact, neither punishment, nor positive rewards

have any real ethical justification. That is not to say they should never be used. They

can be a very practical tool for short term change. However, they are

counterproductive to long term intrinsic motivation and they both, ultimately, are

based on coercion, either direct or indirect. As such, they are not models for

motivation that are consistent with developing intrinsic motivation.

According to Akbar et al. (2009) manager kind of like to see, accept commands with

the management accepts less resistance. For that reason organisation needs to

reinforce ethics. Management, should attention to several important factors, trying to

communicate with employees to unofficial, including attention to cultural differences,

language and motivational and the other. In this way management can establish

mutual and friendly relationship with employees. And it helps organisation to

motivate their staffs.

Low morale or bad business ethics is only a symptom of a disease – lack of

motivation, which needs amore deep-rooted treatment and cure. Therefore, for any

organization to achieve its goals and objective, high-spirited workers are essential.

The payment of salaries and fringe benefits to its workers also important, whether in

actual fact, the organization is getting the desired results from the performance of the

workers or the workers are achieving the self-fulfillment required for healthy growth.

Organization’s programs and objectives may exist only on paper unless the staff is



willing to contribute their effort and might towards the fulfillments of the assigned

tasks.

It is a common view for example that people prefer jobs which challenges their skills

and gives them some measure to decision making and responsibility, and it is

therefore understandable that the majority of jobs which offer routine work content is

a constant source of frustration to the person who has some craftsmanship and

enterprise in his make-up.

Many studies have been carried out into the types of management behavior,

Which appear to result in higher motivation of subordinate managers and non-

management personnel, as well as studies to determine whether the ‘techniques’ or

types of management behavior or managers who are successful in motivation can be

applied in different situation and different organization.

Any motivation programs in organizations would only work if the employees feel

confident that management is willing to show good efforts in their use. Anything less

could cause mistrust. De-motivation would also set in since workers are willing to put

forth additional effort only when they see some kind of gain from it Mullen (1993,

p.17). Individuals and organizations ethics motivates staffs to look inward and to

apply their sense of right or wrong in relating this to the business goal, therefore

ethics has a positive role in stimulating productivity.

2.2.5 Ethics negative effect on Motivation The reality of business ethics is that, upholding these arbitrary obligations comes

with severe disadvantages. According to Jonathan Lister (2009)26code of ethics

may cause employee production to slip as the focus is taken away from results and

work standards, and turned toward creating a happy work environment. It could

make negative effects on staff motivation.

Ragner Francen (2009)27 argued that, it certainly seems that someone can have a

moral opinion without being motivated. To illustrate this he argued, a group of people

who recognize what sorts of actions, states of affairs, characters, their society calls



‘morally good.’ They recognize them, but they hate them. They find those things

disgusting and avoid them at all cost. In general, they are not motivated to perform

those actions.

As a consequence, appropriate ethical decisions are now an important part in the

battle to gain competitive advantage in the international business arena. But Brian J.

Hurm (2008, p-349)18 stated that, in the twenty-first century, actions cast a longer

shadow than ever before in the history of mankind. Because in ethical sound policy,

decisions are not straightforward. and delays of decision have negative impact on

staff motivation.

2.3.1Productivity Productivity is basic expected form the staff of any organization. In the case of

productivity, it may be measured at various levels of organizational, unit, product

line, or any other level that is logical (Milkovich&Glueck, 1985, p. 175). And

productivity can be broken down into three component parts: ability, opportunity, and

motivation (Managers, Nov. 1993, p.29). However, Productivity is the relationship

between the amount of one or more inputs and the amount of outputs from a clearly

identified process and the most common measure is labor productivity, which is the

amount of labor input (suchas labor hours or employees) per physical unit of

measured outputs. Another measure is materials productivity, in which the amount of

output is measured against the amount of physical materials input (Thor 1991,

pp.18-19).

Selvarajan and A. Cloninger, (2009, p.399) claimed that day-to-day ethical

assessment of employees are not well understood. Only little research in the ethical

domain has directly addressed the subjective nature of ethical performance and

measurement. Selvarajan and Cloninger (2009)35 stated that ethical behaviour at

work relevant with employee’s productivity. Okereke et al. (2009)45 stated that, it is

obligatory on employers by law to provide a safe workplace for employees, to

increase efficiency and productivity of workers. It is pertinent however, to note that

the relationship between safe workplace and increased productivity of workers is not

direct.



As a service industry, hotels staff productivity is intensive. Fulmer, Gerhart, & Scott

(2003) stated that, a firm’s bottom line is greatly influenced by employee attitudes,

which affect employees’ productivity and job performance.

2.3.2 Relationship of Business ethics to Performance “Investor recognizes that an ethical climate is the foundation for efficiency,

productivity and profit.” Ferrell et al. (2000, p-225)

One of the main objectives of each organization is achieving the productivity.

According to J. Mullins and Christy (2009, p-772) in 1982 study of 62 American

companies with outstandingly successful performance, Peters and Waterman

identify eight basic attributes of excellence which appear to account for success.

‘Productivity through people’ is one of that, which refers treating members of staff as

the source of quality and productivity.

Accordion to Alan Stainer and Lorice Stainer (1995)22 when managers make

business decisions, they need to consider a close link between productivity and

ethics. It improves service industries strategic and operational level performance. In

order to develop an ethical climate in business, he recommended to prepare and

communicate a statement outline with organisation expects in ethical way with

definite links with productivity.

Theories of social justice predict that employees will form more positive attitudes

toward organizations when they perceive fair treatment toward in the organization

(Greenberg, 1990)40. Employees’ belief in workplace justice affects the attitude

including organizational commitment, loyalty, job satisfaction, and job performance

(Colquitt et al., 1986; Lind & Tyler, 1988)41.Organizational scientists have long urged

business and government to improve the motivational potential of work. They

assume that the worker will be motivated to greater productivity for the company if

the work is designed to intrinsically provide satisfaction and self-respect for the

contribution to the worker.



Brigley, S. (1992)46 stated that, high performance of organizations indicated that they

considered they have an ethical corporate culture and statements or codes of ethics.

2.3.3 Motivation and Productivity Ngboawaji Daniel Nte (2009)47 stated that, “a motivated employee is a loyal

employee and to be loyal implies that the employee supports the actions and

objectives of the firm. The appearance of the job as a whole has, in fact a bearing on

the willingness and quality of an employee ‟sperformance. Cho, Edem&Mehet

(2006)43 stated that, motivate employees achieve work goals and it turns into high

productivity.

McGregor in his Theory ‘Y’ (Upton 2001)44 explains that motivation was the basis for

commitment to duty and is relative to environment. Reiger et al. (2000)48 stated that,

much motivated research has concluded positive work environment will encourage

and even promote greater motivation and productivity.

Kleinbeck et al. (2000)49 stated that, attempts by managers to increase pressure on

workers often lower motivation and lead to withdrawal from work. Low work

motivation and withdrawal behaviour negatively affect performance of workers and

thereby decrease the productivity of the organisation. Moreover, they are responsible

for negative attitudes of workers towards their work. When mental health is

threatened, research results from work and organisational psychology shows us it

demotivates the staffs and it decreases their productivity.

2.4 Ethics, Motivation and Productivity Ngboawaji Daniel Nte (2009)47 argued that, employee needs to identify himself with

his work and with the business he is working for. A number of symptoms may point

to low morale: declining productivity; high employee turnover; increasing number of

grievances; higher incidence of absenteeism and tardiness; increasing number of

defective products; higher number of accidents or a higher level of waste materials

and scrap.



Cho and Erdem (2006)42 stated that employee relations refer to systematic

organizational governance that provides fair and consistent treatment of employees.

Good employee relations provide employees with opportunities to voice their

reactions to management decisions and policies which lead to motivated, loyal, and

performing employees. Highly motivated and loyal employee sare usually more

productive workers, consequently contributing to greater organizational performance.

Dipietro and Condly (2007, The hospitality industry is very labour intensive and as

such it relies on the performance and motivation of its employees to ensure success.

Hogan, Curphy, and Hogan (1994) through their research, they have found that

motivation accounts for about half of all performance results. Knowing that

motivation influences organizational performance.According to Balk (1985, p-476)39

sources of increased productivity is improve employee motivation.

Chapter 3: Research Methodology

3.1 Introduction The rationale of this chapter is to provide in detail, the research design which was

implemented by the researcher to having determined the research objectives and

questions. From the previous chapter it can be determined that there is limited

material available in academic journal format about the role of business ethics in

hotel industry to motivate staffs to increase productivity, therefore this research can

be seen as an effort to fill this information gap and its main purpose being to create

ideas, patterns or to simply generate hypotheses rather than testing them, thus

rendering this research as exploratory



3.2 Research Project “Research is a discerning pursuit of the truth. Those who research are looking for

answers.” (Hair et al 2003, p. 4)50

Research is a useful process containing appropriate techniques for the purpose of

“planning, executing and investigating” to gather the relevant data in order to

respond to the research questions. However, it needs to follow a certain logical

methodology and methods to accomplish the whole process, so that it can provide

powerful competence to make others understand and believe in the research

outcome (Ghauri and Gronhaug, 2005:3).51

Successful completion of research depends much on the way data is collected to

answer research question. For collecting data we need to design questionnaires

which demands for basic understanding of the issues involved for the research

problem area. Saunders et al (2009)52 compared the different levels of the research

process is being similar to the layers of an onion.

This chapter is based on “The Research Onion”(See Figure 6 ) as a logical basis

which outlines the relevant research philosophy and proper research approach;

explains the way the survey and case study were used as research strategies;

details the implementation of questionnaire and in-depth interview as primary data

collection methods; states the chosen scientific quantitative and qualitative data

analysis for editing and coding primary data; finally, indicates the limitations and

ethical issues of using the research methodology and methods for this research

study.



Figure 6: Research Onion.

Source: (Saunders et al. 2009, p. 108)52

3.3 Research Philosophy Research is based on reasoning (theory) and observation. The role of research

philosophy in the research relates to the development of knowledge and the nature

of that knowledge. According to Saunders et al., (2007)52, the research philosophy

contains important assumptions about the way in which you view the world. Each

philosophy contains important differences which will influence the way in which you

think about the research process. It also helps researcher in gaining experience of

different methods. Saunders et al. (2007)52 proposed three research philosophy

methods: Positivism, Realism and Interpretivism.

a) Positivism Bryman and Bell (2007) states that, the position that affirms the importance of

imitating the natural sciences is invariably associated with an epistemological



position known as positivism. (Bryman, and Bell, 2007, p. 16)54On the other hand,

Hussey and Hussey (1997) states that positivist researchers are likely to be

concerned with ensuring that all concepts being used can be operationalized and

described in such a way that they can be measured. (Hussey and Hussey, 1997)53.

In this particular research, a research question has been developed. During the

course of the research, data was collected and analysed to arrive at an answer to

the research question. Data was collected from both secondary sources and primary

sources. More emphasis was given to primary data; however secondary data was

used to access the current scenario. According to Hussey and Hussey (1997)54, “The

positivist philosophy, the objects of the research should have existed before the

research process and should continue to exist after the research”. The business

processes, which act as the source of data for this research, have existed before and

would continue to exist. It would therefore, support the assumptions of the positivist

philosophy.

b) Realism Realism “assumes a scientific approach to the development of knowledge. This

assumption underpins the collection of data and the understanding of those

data”.According to Bryman and Bell (2007), 54 there are two major forms of realism,

empirical and critical realism. Empirical realism simply states that reality can be

revealed with the use of appropriate methods. Whereas a specific form of realism

whose purpose is to identify the reality of the natural order and the events and

discourses of the social world is considered as critical realism. The influence of using

realism philosophy diversifies the capability this research study to interact with the

research trend of the social world phenomena.

c) Interpretivism It is essential philosophy for the researcher to realize the distinctions between

“humans in our role as social actors”. According to Orlikowski and Baroudi,

“Meanwhile, interpretive studies involve understanding the phenomenon subjectively.

The criteria adopted in classifying interpretive studies were evidence of a

nondeterministic perspective where the intent of the research was to increase



understanding of the phenomenon within cultural and contextual situations; where

the phenomenon of interest was examined in its natural settings and from the

perspective of the participants; and where researchers did not impose their

outsiders’ priori understanding on the situation.”(Orlikowski and Baroudi, 1991,

p.5).55

In other words, interpretive research does not predefine dependent and independent

variables on the full complexity of human sense making as the situation emerges.

Also, the research method appropriate to generating valid interpretive knowledge is

field studies, as these examine humans with their social settings. And as interpretive

researchers avoid externally defined categories on phenomenon, then the in-depth

experiment of field studies seem to be more appropriate.

For the present research combination of positivism and interpretivism philosophical

approaches are preferred by the researcher. Because according to Saunders et al

(2009)52 ‘positivist’ traditional and social world of business and management is far

too complex to lend itself to theorising by definite ‘laws’ in the same way as the

physical science. And ‘realism’ is opposed to idealism. Majority of data collected for

this research is from the personal experiences and opinions of software

professionals.

3.4 Research Approach Many authors agree that research process is not a straightforward process. The

researcher has to face several alternative options and has to make strategic decision

about which option is appropriate for research.However there are some strategies

which are better than others once dealing with specific issues. Regarding the

research philosophy, deductive and inductive approaches are used as the

appropriate research approach in this research study, because they allow the

researcher to structure main research questions that base on the existing theory

and/or the relevant business cases in order to use empirical research strategies to

guide primary research.



3.4.1 Inductive

The inductive approach relies on the scientific principles. Gill and Johnson, (2002),

states that “the logical ordering of induction is the reverse of deduction as it involves

moving from the ‘plane’ of observation of the empirical world to the construction of

explanations and theories about what has been observed.” (Gill and Johnson, 2002,

p. 40)56 This approach is highly structured and involves the collection of quantitative

data and develop theory as a result of data analysis.

3.4.2 Deductive “A deductive research method entails the development of a conceptual and

theoretical structure prior to its testing through empirical observation.”(Gill and

Johnson, 2002, p.34)52.

The deductive approach is commonly used when the emphasis is on the testing.Gill

and Johnson (2002)52 quote Kolb’s experimental learning cycle to illustrate that

deduction corresponds to the left hand side of his model since it begins with abstract

conceptualisations and then moves to testing through the application of theory so as

to create new experiences or observations. Robson (2002), as cited in Saunders et

al. (2009)52 lists five sequential stages through which deductive research will

progress:

1. deducing a hypothesis from the theory;

2. expressing the hypothesis in operational terms, which propose a relationship

between two specific concepts or variables;

3. testing this operational hypothesis(measuring the variables using different

strategies);

4. examining the specific outcome of the inquiry;

5. If necessary, modifying the theory in the light of the findings.

Bryman and Bell stated that (2007, p.11)54, “Deductive theory represents the

commonest view of the nature of the relationships between theory and social

research. The researcher, on the basis of what is known about in a particular domain

and of theoretical considerations in relation to that domain; deduce a hypothesis that



must then be subjected to empirical scrutiny.”The research conclusions will construct

interpretive narratives from their data and try to capture the complexity of the

phenomenon under study as is requisite of effective qualitative researchers. Figure:

7 show us the process of deduction.

Figure 7: The process of deduction Source: Bryman& Bell (2007): Social Research Methods

According to Saunder et al (2007)52 Researcher should use deductive approach

when researcher will develop a theory and hypothesis (or hypotheses) and design a

research strategy to test the hypothesis. However the researchers choose to follow

the inductive approach for the research. Because this study will examine collected

data to understand gap of research question and research will move from general to

specific and theory will follow data rather than vice versa deduction.Another reason

to opt deductive approach is the time constraint; deductive approach is best suited

for cross-sectional study as required in the present scenario of MBA completion.

3.5 Research strategy

“A research strategy may be thought of as providing the overall direction of the

research including the process by which the research is conducted.”(Remenyi, et al,

2005; p. 44)57

Theory

Hypothesis

Data Collection

Finding

Hypothesis confirmed or rejected

Revision of Theory



According to Saunders et al. (2009:141) research strategy is guided by research

question(s) and objectives the extent of existing knowledge, the amount of time and

other resources. Research strategy is a general plan of how to go about answering

the research questions which have set before to conduct the research. Research

strategy contains clear objectives, derived from research questions, specify the

sources from which researcher intend to collect data and consider the constraints

that researcher will inevitably have.

The process from research question through research strategy to research tactics

has been suggested by Remenyi, et al (2005)58 which the help of the following flow

chart:

Figure 8: The process from research question through research strategy to research

tactics. (Remenyi, et al, 2005; p. 45)58

Furthermore, the research strategy is determined by four key issues: research

question, cost or budget available for the research, the time available for the

research and the skills of the researcher. (Remenyi et al ,2005; p.45).58

Research Question or Theory

Resource consideration

Research Strategy

Strategy Constraints

Research tactics



Figure 9: The four issues affecting the research strategy

Source: (Remenyi et al, 2005; p.45).

Saunders et al. (2009) emphasizes that no research strategy is inherently superior or

inferior to any other. Therefore what is most important in choosing a particular

strategy is that the particular research strategy used should enable to answer the

research questions and objectives. Different research strategies have also been

suggested by Saunders, et al (2009):

• Experiment

• Survey

• Case study

• Action research

• Grounded theory

• Ethnography

• Archival research.

3.5.1Experiments It basically deals with defining a theoretical hypothesis, selecting of sample

individuals from known population, randomly allocating samples to different

experimental conditions (experimental group and control group), introducing a

planned manipulation to one or more of the variables, measuring on a small number

of dependent variables and finally controlling all other variables of those conditions.

Experiments are the form of research that is rare in business research due to

achieving the appropriate amount of control in an organizational context, thus, is

more used in the natural sciences. (Saunders et al. 2009, pp. 142-143)52

3.5.2 Surveys Survey is a more popular research method in business and is usually associated

with the deductive approach. Surveys are often obtained by the use of

questionnaires being administered to a sample; the data are easily standardized and



allow for easy comparison. A number of collection methods can be used to assemble

the data from surveys, such as e-mail, post, telephone and in person, thus, allowing

a degree of flexibility for the researcher. This method has also been perceived by

people as authoritative, commonly used and generally easily understood. The survey

method gives more control to the researcher and it is easier and less expensive to

generate findings from the sample that represents a whole population, rather than

collecting data from a whole population (Saunders et al. 2009, p. 144).52

Saunders et al. (2009)52 adds that the survey strategy allows you to collect

quantitative data which you can analyze quantitatively using descriptive and

inferential statistics. He adds further that the data collected using survey strategy can

be used to suggest possible reasons for particular relationships between variables

and to produce models of these relationships.

3.5.3 Case Study Malhotra and Birks (2006)60 define case study as “a detailed study based upon the

observation of the intrinsic details of individuals, groups of individuals and

organizations” that “involves an empirical investigation of a particular contemporary

phenomenon within its real life context using multiple sources of evidence” (Robson,

2002:178)61. It allows the researcher gain a more comprehensive understanding of

the research and the processes being performed. However, due to its ‘unscientific’

feel, it is often disregarded for business research purposes. (Saunders et al. 2009, p.

145-147).

3.5.4 Action Research Bryman and Bell (2007), describes the action research to be one that requires the

researcher along with the client to collaborate closely in the diagnosis of a problem

and in the uncovering of a solution. It is known to be different from all other research

strategies due to its precise focus on action, particularly in promoting change within

the organization. (Bryman and Bell, 2007, p. 428).54

3.5.5 Grounded Theory Grounded theory strategy reflects building approach whereby a theoretical

framework is established through the collection of data which is then tested to verify



the results. It is considered as the best example of the inductive approach.

(Saunders et al., 2009,p. 148)

3.5.6 Ethnography Walliman (2005), described ethnography as an approach used in uncovering the

shaped cultural meanings of behavior, actions, events and contexts of a group of

people. (Walliman, 2005, p. 122)62

3.5.7 Archival Research This strategy allows the researcher’s use of administrative records and documents

as a principal source of data. It allows answers to be generated for research

questions that focus upon the past and changes over time, whether they are

exploratory, descriptive or explanatory (Saunders, et al. 2009, p. 150)

We would only discuss here the relevant research strategies. Table-1 shows us each

catering for different kinds of research.

Figure: 10 – Table for Different type of Research (Yin 1994:6)59

As the researcher has adopted deductive approach, survey strategy is best suited for

his research. The conclusion will be based on quantitative data obtained from the

questionnaire design and qualitative data obtained from the interviews, supported by

secondary data obtained from the literature review.



3.6 Research Choice This research study is based on the research choices (See Figure 10) and regarding

the research philosophy and the research strategy in the earlier statement.

Research Choices

Mono Method Multiple Method

Multi Methods Mixed Methods

Multi-Method Multi- Method Mixed-Method Mixed-Model

Figure 10: Research choices (Saunders et al, 2007:146)

The multiple methods are the suitable research choice to select in this research

study. According to Saunders et al (2009, p.152),“Mixed methods approach is the

general term for when both quantitative and qualitative data collection techniques

and analysis procedures are used in a research design.”

In addition, this choice creates greater chances for the researcher to obtain the

valuable responses from primary research in the widely considerable research

scope; moreover, it allows the researcher to use different data collection tools for

different research objectives. (Tashakkori and Teddlie, 2003 cited in Saunders et al,

2007a:146-147).

The researcher uses the questionnaire as the quantitative data collection tool which

is based on realism philosophy and interview as the qualitative data collection tool

which is based on interpretivism philosophy to gather both primary data.

3.6.1 Qualitative Approaches Miles (1979: p117, qtd in Ghauri, 2005:111) states that qualitative data are attractive

for many reasons: They are rich, full, earthly, holistic, real; their face validity seems



unimpeachable, they preserve chronological flow where that is important, and suffer

minimally from retrospective distortion. (Dissertation proposal)In addition, the

qualitative approaches are used when the researcher is using well defined

theoretical models and research problems. This type of approach is used when the

researcher needs to understand meanings, experiences, ideas, beliefs and values.

(Wisker, 2001, p. 138)63

Flick (2002)64 identifies some fundamental features of qualitative research such as:

_ The recognition and analysis of different perspectives,

_ The correct choice of appropriate theories and methods, and

_ The researcher’s reflections on the research as part of the process.

Source: Flick (2002)

3.6.2 Quantitative Approaches Marchington and Wilkinson (2005)65, among others, explain that quantitative

research refers to studies dealing with the measurement and quantification of data to

answer research questions. They believe that in order for data to be practical it

needs to be analysed and interpreted using quantitative analysis techniques.

(Marchington and Wilkinson, 2005).However, Quantitative research can be

considered as a research strategy that emphasises quantification in the collection

and analysis of data.” (Bryman, &Bell, 2007, p.154)66

In quantitative research, usually a large number of respondents are asked to reply

either verbally or in writing to structured questions using a specific response (such as

yes / no) or to select a response from a set of choices. Questions are designed to

obtain response regarding aspects of the respondent behavior, intentions, attitudes,

motives, and demographic characteristics. In this research quantitative data will be

collected through personal interview survey questionnaires within office.

3.6.3 Qualitative Vs. Quantitative Cooper and Schindler (2008) define the difference between both methods of

research, stating that qualitative research refers to the meaning, definition, analogy,

model or metaphor characterizing something, while quantitative research assumes

the meaning and refers to a measure of it. (Cooper and Schindler, 2008, p. 164)67.

Table 2 shows us differences between quantitative and qualitative:



Quantitaive Qualitative Principal orientation to be role of theory in relation to the research

Deductive, testing of theory

Inductive, generalization of theory

Epistemological orientation Natural science model, in particular positivism

Interpretivism

Ontological orientation Objectivism Constructionism

Table 2: Fundamental differences between quantitative and qualitative research strategies, Source: Bryman & Bell (2007, p. 28)66 Social Research Methods As mentioned earlier, the researcher will use a combination of research methods in

order to answer the research questions and meet the objective of this research

project. Researcher believes that a combination of qualitative and quantitative

approach is the best approach in order to get accurate results, without bias and

within very tight time constraints.

The researcher will start by distributing questionnaires among hotel managers from

selected companies, and then he will conduct interviews one with the senior

manager who have worked with HR’ straining department in their organizations. This

process will be explained in more detail in the Data Collection subchapter.

3.7 Time Horizon It’s an important question to ask in planning the research. The primary purpose of

this study is to complete MBA which is bounded in a time limit, therefore cross-

sectional time horizon is the only option available. According to the (Saunders, 2007)

the time dimension for a given research is dependent on whether the research is a

snapshot of a particular event or a representation of events over a given period of

time. Two main time horizons have been identified, the cross-sectional time horizon

which is carried out once and basically represents a snapshot of a particular point in

time and is most common for research project due to time constrains and the

longitudinal studies which are repeated over a period of time and leave room for

the researcher to study change and development, they also useful in organisations

especially for the provision of data and mechanisms through which change is crested

and are predominantly used to answer questions. (Cooper and Schnider, 2005,

Saunders, 2007; Bryman and Bell, 2007) For the purpose of this research, cross-



sectional time horizon is employed due to the time constrains for this purpose.

(Appendix 4)

3.8 Respondents: Population and Sample Hair et al. (2003) believe that a target population as a group of objects or elements

that possess relevant information the research is designed to collect. The selection

of the target population is imperative for getting reliable and valid data. Researcher

target population are Dublin based three stars hotel senior managers and human

resource managers.

A sampling frame is a representation of the elements of the target population.

Probability sampling is most commonly associated with survey-based research.The

selection of the target population is imperative for getting reliable and valid data.

Booking.com is worldwide biggest accommodation website. Researcher chooses

Booking.com registered 74 Dublin based three stars hotels for his sampling frame.

These hotels 67 senior managers were respondents for survey and 8 Human

resource managers were responded for interviewed.

3.9Data Collection methods:

Data collection is an important part of the research and it can be classified into two

types, namely primary data and secondary data. (Saunders et al., 2009).According

to Marshall and Rossman (2006, p. 157-162)70 the data can be collected by applying

the following guidance-

- Organizing data. Involves a general clean up what seems to be an

overwhelming and unmanageable amount of data.

- Immersion. Involves reading and re-reading the data and after that the

researcher becomes intimately familiar with the data.

- Generating categories / Themes. Identifying salient themes, recurring ideas or

language, and patterns of belief that link people and setting together. This is

the most intellectually challenging phases of data analysis.

- Coding the data. Involve the researcher applying some coding scheme to

those categories and themes identified.



- Writing analytic memos. Wring notes, reflecting memos, thoughts and

insights, which can be valuable for generating unusual insights. This can

move analysis from being obvious to the creative.

- Offering interpretations. Involves attaching significance what was found,

making sense of the finding, offering explanations, drawing conclusions,

extrapolating lessons, making inferences, considering meanings, otherwise

imposing order and also evaluating usefulness in illuminating the question

being explored.

- Search for alternative understanding. Engage in critically challenging the very

patterns and themes identified, and search for plausible explanations for

these data and linkage among them.

Most research projects require some combination of secondary and primary data to

answers research question and to meet the research objective.

3.9.1 Secondary data Secondary data include both raw data and published summarise. (Saunders et al.,

2007, p 246) Journal and newspaper article, textbook, CIPD and hotel publications in

relation to business ethics, motivation and productivity, internet sites and web pages

of hotels will be the sources of secondary data for this research as well. Secondary

data could be use variety of ways. Researcher will use secondary data to provide

main data set, to provide area-based data, to provide longitudinal (time-series) data

and to compare with own research finding.

The main rationale of choosing secondary data is easy access, saving time and

money. Secondary data verification process is more rapid and the reliability of the

information and conclusion is greatly improved. In order to understand, explain and

solve the research problem, secondary data plays a significant role. Secondary data

will also be help in sampling of target group. Large data sets can be easily

categorized or grouped in sub group (Addison & Belfield, 2002, Bryman & Bell, 2003, qtd Ghauri&Gronhaug, 2005:95). Moreover, secondary data will help to

interpreting and understanding primary by providing a comparison instrument.



However, limitations are also associated with secondary data, e.g. the researcher

may find it difficult to use the secondary data directly in his research, because it may

be out-of-date or may have been taken for some other purposes. (Zikmund, 2003, p.

63)68

3.9.2 Primary data Primary data is important for all areas of research because it is unvarnished

information about the results of an experiment or observation. It is like the

eyewitness testimony at a trial. No one has tarnished it or spun it by adding their own

opinion or bias so it can form the basis of objective conclusions.

According to Zikmund (2003)68, primary data refers to those data that are gathered

and assembled specifically for the research project at hand. Several methods can be

used for collection of primary data. It can be done either through questionnaires,

observation, conducting interviews, or though memos and letters. A survey is defined

as a method of gathering primary data based on communication with a

representative sample of individuals.

3.10 Primary data Collection methods The sample in this study will include managers in three stars hotel in Dublin area.

The survey conducted for this research is to collect primary data. Quantitative data

will be gathered by questionnaire type survey techniques. And qualitative data will be

collected by interview with HRM manager. The data has been coded by using survey

software at www.kwiksurveys.com. This survey software enables us to create an

online survey quickly and easily.

3.10.1 Quantitative Research: Questionnaires “We use questionnaires as a general term to include all techniques of data collection

in which each paper is asked to respond to the same set of questions in a

predetermined order.” (deVaus as cited in Saunders et al, 2009, p. 360)

Malhotra (2007, p. 299)69 defines a good questionnaire as a well-structured data

collection tool which contains a logical series of research questions in either verbal

or written forms to obtain the respondents’ replies. The researcher uses the

questionnaire to translate the requirements of the research purpose to a set of


http://www.kwiksurveys.com.


particular questions, conducting the questions to gather the relevant information from

respondents, in order to achieve the particular research purpose. However,

conducting surveys to collect primary data can be affected by a number of issues, for

example, if the research questions are too specific that may restrict the possibility of

exploring research or may mislead the final research results out of track. Therefore,

the design of a questionnaire is very important to collecting the accurate primary

data.

3.10.2 Questionnaire Design “The great weakness of questionnaire design is lack of theory. Because there are no

scientific principles that guarantee an optimal or ideal questionnaire, questionnaire

design is a skill acquired through experience” (Malhotra, 2007:300)71. The

researcher has adopted a rational process (See Figure 11) as a good start to

designing a successful questionnaire which tries to motivate the respondents and

minimize the error from their response.

Specify the information needed.

Specify the type of interviewing method.

Determine the content of individual questions.

Design the questions to overcome the respondent’s inability and unwillingness to answer.

Identify the form and layout.

Decide to the question structure.

Determine the question wording.

Arrange the questions in proper order.



Figure 11: Questionnaire design process (Malhotra, 2007:300)

3.10.3 Questionnaires pilot testing The researcher implements a questionnaire pre-testing to avoid possible errors in

the questionnaire survey. A pilot test is a sample test which conducts a questionnaire

survey on a small number of respondents. A pilot test is normally performed before

the data collection so as to identify the shortcomings in design and instrumentation

and to provide alternative data for the selection of a probability sample. (Cooper and

Schindler, 2008; p. 91)72

For these reasons a pilot test has been incorporated in this research. The pilot test

was conducted on a sample taken from a pool of friends and colleagues having

multicultural experience. To validate the pilot test, researcher chooses the pre-test

group similar to the main group of respondents in their key characteristics. The result

of the test indicated that the questions asked had to be more elaborative in nature so

that the respondents could understand the concept and give adequate responses.

Another reason for conducting the pilot test was to test the validity of the

questionnaires as data collection tool.

3.11Qualitative Research: Interviews For understanding the role of business ethics in Dublin based three stars hotel to

motivate their staffs to increase productivity, the data collection process will proceed

through interviews of Human Resource managers from selected three stars hotel in

Dublin.

3.11.1 Interviews According to Boyce, and Neale, (2006)73 interview is qualitative technique used in

finding perspective of small number of respondents. It is performed to explore

different issues in depth and can be used instead of focus group. An interview is “an

unstructured, direct, personal interview in which a single respondent is probed by a

Eliminate bugs by pre-testing.

Reproduce the questionnaire.



highly skilled interviewer to uncover underlying motivations, beliefs, attitudes, and

feelings on a topic” (Malhotra, 2007:158).71

3.11.2 Interview Design “Laddering”, “Hidden issue questions”, and “Symbolic analysis” method are three

popular in-depth interview methods that are used in order to design efficient

interview questions (Malhotra, 2007:159-160)71. In this research study, the

researcher has implemented a laddering method to design the in-depth interview

questions because “Laddering” method likes a ladder that leads the interviewer to

ask their search questions step by step. These questions are not necessary in a

systemic order but they are interrelated to each other which are straight forwards

from the shallow to the deep in the core of the main research questions.

3.12 Framework of the Questionnaire The questions are designed based on the literature review, research objectives and

research questions. They are concerned with the hotel business ethics role and

employees experience. All these questions reflect the role of business ethics to

motivate staffs to increase their productivity. There are 15 questions in survey

questionnaires while interview questionnaire consists of 10 questions.

Survey question 1, 2, 3, 4 and interview question 7 and 8 are related to manager

role. These questions reflect the manager role related to staff motivation and

increase their productivity

Survey question 5 and 6 are related to management attitude. These questions reflect

that management ethical attitude helps to increase staff productivity.

Survey question 7 and interview question 6 is an individual believes in workplace,

which has effects on staff productivity.

Survey question 8 and interview question 1are related to the general hotel ethics

position for staff motivation and increase their productivity.



Survey question 9, 10, 11, 12 and interview question 9 are related to facilities and

business ethics. These questions reflect business ethics and facilities position to

motivate staffs to increase their productivity.

Survey question 13 and 14 are related to business ethics characterise.

Survey question 15 and interview question10 is related to all kind of ethics issue who

have effects on staff motivation and their productivity.

Interview questions 2, 3 and 4 are related to business ethics practice.

And Interview question 5 is related to ethics training or coaching facilities.

3.13 Quantitative data and qualitative data analysis As Dill and Romiszowski (1997; Cited in Wishard, 2008; p. 42)74 put it, “Learning is a

process by which each individual creates his or her own understanding of the world

and how to interact with it. People form models in their minds that help them make

sense of their experiences. These models define which behaviours are considered

appropriate for each level.” Through the marketing research, there are two types of

primary data that can be generated: quantitative and qualitative data. The use of

analysing this data is to identify the problems and to satisfy the research purpose in

this research study (See Table- 3).

Description Quantitative Data Qualitative Data

Purpose More useful for testing. Provides

summary information on many

characteristics.

Useful in tracking trends

More useful for discovering.

Provides in-depth (deeper

understanding) information

on a few characteristics.

Discovering ‘hidden’



motivations and values.

Properties More structured collection

techniques and objective

ratings.

High concern for

representativeness.

Relatively short interviews (1-20

minutes).

Interviewer is passive.

Large samples (over 50).

Results objective.

More unstructured collection

techniques requiring a

subjective interpretation.

Little concern for

representativeness.

Relatively long interviews

(1/2 to many hours).

Interviewer is active and

should be highly skilled.

Small samples (1-50).

Results subjective

Distinctions Based on meanings derived

from numbers.

Collection results in numerical

and standardized data.

Analysis conducted through the

use of diagrams and statistics.

Based on meanings

expressed through words.

Collection results in non-

standardized data requiring

classification into categories.

Analysis conducted through

theuse of conceptualization.

Table 3: A comparison of quantitative and qualitative data (Hair et al, 2003:76; and

Saunders et al, 2007:472)

3.14 Quality Standards: Validity & Reliability According to Saunders et al. (2007: 149) to reduce the possibility of gathering wrong

answer researcher has to be concern about two particular emphases on research

design: reliability and validity.

3.14.1 Validity Validity is concerned with whether the findings are really about what they appear to

be about. (Saunders et al. 2007, p150)Additionally, Yin (1994, p.33)59, discussed

about external (general usability; cited by Saunders et al., 2009; p. 151) and internal

validity and explained that internal validity should occur when data analysis is done,



external validity should occur when research design is done and reliability should

occur while collecting data. (Saunders et al 2009)

The recorded observations and interviews will track the participants’ reactions

according to a detailed schematic of criteria, with the gathered data collaborated and

compared between the researcher and a qualified second observer. Abiding by the

policies of the Internal Review Board, the study research methods will be approved

by the administration of the Grafton College of Management Science, MBA program.

3.14.2 Reliability “Reliability is the degree of measures which are free from error and therefore yield

consistent result” (Zikmund, 2000, p.280; cited by Rai, 2008; p.57)75 hence

concerned with the credibility of research. For research to progress and to contribute

to knowledge, it is important to reflect on the methods employed.

According to Robson (2002) there are four threats to reliability: subject or participant

error, subject or participant bias, observer error and observer bias. Researcher will

concern about those errors. A group of participants for the study will include Dublin

based three stars hotel managers. The managers will be interviewed as they

respond to applying business ethics in their workplace. To avoid participant error and

bias researcher will introducing a high degree of structure to the interview.

Considerations of reliability, validity and generalizability are included. One way of

assuring the application of a reliable and valid survey is to use an established and

tested instrument, particularly when construct complexity is high. Thus, researchers

avoid the challenges (Ashkanasy et al., 2000)76.

3.15 Ethical Issues in Data Collection The ethical issues may arise in relation to participants’ and chosen organizations

privacy, confidentiality and anonymity. Another could be the maintenance of

subjectivity. To avoid ethical concern, the clear rationale of the research and its

benefit for the organization would be presented and will be assured about the

confidentiality and the legitimacy.

Wells (1994) defines; “ethics in terms of a code of behaviour appropriate to

academics and the conduct of research”. The data collection stage is associated with



a range of ethical issue. One of the most important issues is participant’s privacy.

Once access has been granted you should remain within the aims of research

project that was shared and agreed with intended (Zikmund, 2000).

Chapter 4: Finding and Data Analysing

This chapter will present the data findings from the questionnaire distributed to the

sample population, and it will be followed by the summary of the Structured

Interviews.

4.1 Quantitative research through Questionnaires According to Saunders et al (2009), quantitative data in a raw form, that is, before

these data have been processed and analysed, convey very little meaning to most

people. The data therefore need to be processed to make them useful, that is, to turn

them into information. Quantitative data analysis techniques such as graphs, charts

and statistics allow us to do this; helping us to explore, present, describe and

examine relationships and trends within our data. He further adds that quantifiable

data are those whose values are measured numerically as quantities.

During the first stage of data collection, a questionnaire was distributed among 74

senior managers in Dublin based three star hotels. Questionnaires were sent by e-

mail. Researcher used www.kwiksurvey.com website for questionnaires data

collection and analysis. This survey software enables to create an online survey

quickly and easily. Researcher attached a link with his e-mail for survey. And he

requested them to use that link to given respond of this survey.

Researcher also explained the purpose of the research and had assured

confidentiality in the covering letter. On the closing date for the submission of

questionnaires, the researcher obtained 67 completed questionnaires from them,

which represent a response rate of 90.5% respectively. The response rate was

initially slow. To improve the response rate, he sent a reminder to them. Personally


http://www.kwiksurvey.com


he also contacted with by using his professional background (Maple Hotel

receptionist) reference and his manager and Director also allowed him to using their

reference for his survey. This rate is considered excellent by the researcher,

considering the personal relationship, professional background and short timeframe

for the distribution and collection of the questionnaires.

4.2 Findings from Questionnaires

The survey consists of 15 questions (Appendix). The finding of each question will be presented in this section.

4.2.1 Management role related research argument Question 1: Business ethics help management to motivate their staff to

increase their productivity.

Responses: 17 50%

Chart 1: Business ethics to help management.

Out of 67 respondents 17 senior managers were strongly agree and 50 were agree

with researcher’s argument. There were no respond for ‘undecided’, ‘disagree’ and

‘strongly disagree’. That means all hotel manager in hotel industry they believe that

business ethics help them to motivate their staff and increase their productivity. But

there were only 25.37% was strongly agree because some time they found that it’s

not easy to apply in work environment at a time to increased staff productivity.

01020304050607080

StronglyAgree

agree Undecided Disagree Stronglydisagree



Question 2: Business ethics are also a guideline for managers to use, generating sound decision making about their staff.

% Responses: 9 40 14 4

Chart 2: Business ethics guideline for managers.

According to survey 73.1% senior manager are agreed (13.43% strongly agree and

59.70% agree) that business ethics is a guideline for managers for decision making

regarding to their staff. But 20.89% were ‘undecided’ because they were confused

about their ethical considerations in their decision making.But 4 of them were

strongly disagree (5.97%) about this. Because they found themselves generating

decision making regarding staff is not only ethical consideration.

Question 3: In making decision about staff you rely on business ethics rather than personal feeling and intuition.

% Responses: 9 22 26 5 5

Chart 3: Business ethics to making decision.

010203040506070

StronglyAgree


01020304050

StronglyAgree




The response rate, which specified the managers characteristic of using business

ethics- only 31 respondents were agree (22 managers were strongly agree and 9

managers were agree) with this research argument. It was only 46.26% of positive

respond on this argument. Which refer that, most managers believe in ethical

consideration of decision making (73.13% managers were agreed with question-2

argument) but they are not usually consider that much in their decision making.

A big percentage of managers were undecided in this argument. Because they were

not clear about their position regarding this argument. There were 10 respondents,

who were disagree (5 managers were strongly disagree and 5 managers were

disagree) about this research argument which refer 14.92% of response rate.

Question 4: More important in determining an action is right or wrong, is whether anyone is hurt, rather than a rule, law, commandment or moral principle is broken.

% Responses: 2 22 33 10

Chart 4: Determining action is right or wrong.

According to question 4, we can see that most of responders were disagree (49.26%

disagree and 14.2% strongly disagree) about this argument. That means hotel’s

senior managers like to follow rules and regulation to determine whether their action

is right or wrong rather than someone’s feeling. In question -3 as well we found that

senior managers like to rely on business ethics rather than personal feeling and

intuition. That means question-3 argument support question-4 argument.

0

10

20

30

40

50

60

StronglyAgree




But one third of hotel’s senior managers were ‘undecided’ on this argument. We

found as well in question -3 arguments that 26 senior managers were ‘undecided’ on

that argument. It shows lack of concern of senior manager about business ethics in

their action. But question-1 and question-2 argument shows us that most of the

senior managers were agree that business ethics help them and it works as a

guideline for them. That means they believe that business ethics helps them but

there is gap between their action and business ethics.

4.2.2 Management attitude Question 5: Workers put in their best when they are treated ethically.

Responses 13 49 5

Chart 5: Treat ethically.

The result shows that 92.53% (19.4% strongly agree and 73.13% agree) of

responses was positive according to this argument. There was no ‘disagreement’ but

5 senior managers were ‘undecided’ to given their opinion. It refers that those senior

managers were not concern about ethical treating to their staff to increase their

productivity. But it’s only 7.47% of participants.

0

10

20

30

40

50

60

70

80

Strongly Agree agree Undecided Disagree Strongly disagree



Question 6: Staff working in an ethically run workplaces have a positive attitude towards work.

% Responses: 18 40 9

Chart 6: Ethically run workplace positive attitude.

.According to question-6, as expected from researcher, 86.57% (26.87% strongly

agree and 59.7% agree) of responses was positive regarding to this argument. We

know, Positive attitude towards work help staffs to increase their productivity. In

question -5 argument as well we found that ethical treatment helps management to

increase staff productivity. That means question-6 and question-5 argument support

each other. Because ethically run workplace treats their staffs ethically. Around 90%

senior managers were agree with both arguments.

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4.2.3 Individual believes Question 7: Female staffs are treated more fairly than male staff in their

workplace.

% Responses: 2 5 20 30 10

Chart 7: Female staff treating argument.

Most senior managers were ‘disagree’ (44.77% disagree and 14.93% strongly

disagree) with this argument. But 10.44% of responders (2.98% strongly agree and

7.46% agree) were agree with this argument. This positive response means female

staffs are treated more ethically than male staffs in their workplace. Which could lead

to bad feelings towards male staffs and it could effect on their productivity. Same

way female staffs could feel uncomfortable to work with male staffs and it could

effect on their productivity. Anyhow, if female staffs are treated more fairly than male

staffs, it’s not ethical as well.

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4.2.4 Hotel ethics position Question 8: Ethics in the general hotel business to motivate staff, to increase their productivity is excellent.


Chart 8: Hotel ethical position.

Most Dublin based three stars hotels senior managers (4 strongly agree and 43

agree) believe that ethics in general hotel business is excellent. That means they

have excellent ethical practice in their workplace. But in question-2 and 3 we found

some disagreement about ethical argument and it refers 10.45% of responders. And

some agreement according to questionnaire-7 and 4 we can see there is still gap in

ethical practice in hotel industry.

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4.2.5 Facilities and Business Ethics Question 9: Adequately provided working equipment and facilities are more important than business ethics to motivate the staff to increase their productivity.


Chart 9: Equipment and facilities are more important than business ethics.

Chart-9 shows us 85.08% (16.42% strongly agree and 68.66% agree) of responders

were agree with this argument. That means those senior managers believe business

ethics position is after working equipment and facilities in staff productivity.

For that reason this positive response is countable as negative response for

business ethics. 13.43% of responders were undecided on this argument. It means

they weren’t sure to given business ethics position before or after ‘working

equipment and facilities’. Question 10: Unpaid facilities in working place motivate staff to increase their productivity (Facilities are refers to medical, staff counselling, sports, gym and

food).

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Chart 10: Unpaid facilities.

According to survey answers we can see that most of responders were agree with

this argument. In Questionnaire-9 as well supports this argument because we found

their facilities are important to increase staff productivity.

We have seen disagreement (13.43%) as well regarding this argument. And 14.93%

responders were undecided according to this argument. In question-9 was as well

facilities related and there were 13.43% responders were undecided regarding that

questionnaires.

Question 11: Only monetary rewards can bring out the best in workers.

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% Responses: 10 17 1 39

Chart 11: Monetary rewards.

Around 40.37% of responders were agree (14.93% strongly agree and 25.37%

agree) with this argument. From this argument we can see monetary rewards have a

big support from senior managers to increase staff productivity. At a time we found

58.21% responders were disagree with this argument and only 1.49% of responders

were undecided. From question 5 and 6 we can see more than 90% of responders

were agreed that workers best output related with ethical environment and ethical

treat to them. That means only monetary rewards can’t bring out best of workers.

Question 12: Managers cannot rely only on the manipulation of pay, benefit or working conditions to encourage workers to perform effectively and efficiently.

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Chart 12: Perform effectively and efficiently.

Effective and efficient performance is most important for any business success and

advancement. Chart-12 shows us 26.87% responders were strongly agreed and

52.24% were agreed with this argument. That means around 79.11% hotel senior

managers believe that workers performance effectiveness and efficiency not only

depends on pay or benefit or working conditions. In question-10 we found that most

responders agreed that only reward can’t bring best in workers. Rewards are as well

one kind of benefit. That means question-10 responders 58.21% disagreement

support in this argument. 7.46% of responders were disagreed with this argument

and 13.43% of responders were undecided regarding this argument.

4.2.6 Characterise

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Question 13: Generally business ethics are based on individual’s morals only. (Individual moral refers to trustworthiness, honesty, reliability and consistency.)

% Responses: 11 25 14 17

Chart 13: Individual moral argument.

16.42% of responders were strongly agreed and 37.31% of responders were agreed

with this argument. These refer, 53.73% of responder’s response on this argument.

But 25.37% of responders were disagreed with this argument. And 20.86% of

responders were undecided. That means hotel senior managers have conflict about

this argument.

Question 14: Business ethics should only be determined by law.

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% Responses: 7 23 20 17

Chart 14: Business ethics should determine by law argument.

According to chart-14 we can see 10.44% of responders were strongly agreed and

34.32% responders were agree with this argument. But we have found in question-

13 that around half of responders were agree that business ethics is based on

individual moral. That means those responders believe that it based on individual

moral but in work environment they want it as determined by law. Before as well in

question-2 we have found most responders were agreed that business ethics help

them as guideline but to make decision they mostly rely on rule and law (question-4).

That means question-2 and 4 arguments as well support this argument.

But 25.38% of responders were disagreed with this argument. That means those

responders want to rely more on individual moral and their personal feeling.

4.2.7 Ethical issues

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Question 15: External or internal issues of business ethics make indirect negative effects on staff motivation and productivity. (External issues refer to external audit and criminal manipulations of financial market. Internal issues refer to executive compensation fairness in trade practice, misleading financial analysis, recruitment and selection.)


Chart 15: Ethical issues.

Chart-15 refers that 71.64% of responders were agree with this argument. But there

were no strongly agreed response for this argument. That means most hotels senior

managers believe on that. But 7.64% of responders were disagreed with this

agreement. Which is very less if you would compare with agreed responders. But

around 21% of responders were undecided regarding this argument. Which is one

fifth of total responders and we can’t neglect these responders.

4.3 Qualitative research through Interview The qualitative research method employed for this research was through structured

interview (Appendix 13). The researcher has used his personal contacts and his

work reference letter to collect qualitative data. He requested a known Human

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resource manager in Ireland, to help her by providing the information required to

complete his dissertation in the form of an Interview. Nine interviews were conducted

face to face interview. Due to ethical consideration interviewee will be kept

anonymous. Thus they will referred as interviewee A, B, C, D,E,F,G,H and I.

The researcher recorded the each interview using a Dictaphone, but due to the word

limit of the dissertation, a concise finding of those interview are presented in this

section, however the complete interviews are presented in the appendices section. (Appendix 14 & Appendix 15)

4.4Finding from Interviews

1. General hotel business ethics position is good but still we can find some gap in

this sector. Hotel management are not that much concern about business ethics

comparably any other part of business. But they believe that in hotel business

ethical consideration is better than any other business regarding staff. 2. In hotel industry business ethics normally addressed by policy and practice. It

includes staff recruitment and selection, job security, decision making, equality

of opportunity, respect, regulation, innovation in good practice and distributive

justice.

3. Most of three star hotels in Dublin haven’t that much formal business ethics

regarding their staff. Some of them ethical values were implemented into a

Code of Conduct and later their mission and vision statement. Mostly they use

these moral guidelines when hiring, promoting and disciplining employees.

Some hotel sends their staff and managers ethics training and implementing

formal ethics management programmes.

4. Management personal moral and believe have a big participation to address

business ethics informally regarding their staff. Moral manager with several

supportive characteristics is a visible and positive role model in the firm.

Management on all levels is necessary to close the gap between what is said

and what is actually done in the firm. This kind of activity helps management to



address business ethics informally to keep staff motivates to increase their

productivity. 5. Dublin based three stars hotel training or coaching program directly or indirectly

related with business ethics. 6. Some way business ethics complicates whole process of motivating staff to

increase their productivity. But if hotel have proper ethical treatment that time

it’s not a barrier.

7. According to interview, three interviewees have experienced about making a

decision and there was a possibility of an adverse reaction which effect on your

staff motivation and productivity. But business ethics helped them to handle this

kind of situation.

8. Four of nine interviewees like to more reliable on hotel rules and regulation to

make their decision. Two of them said that they like to consider business ethics

at a time. But another two interviewees argued that ethically treatment

organisation rules and regulation already considered by business ethics.

9. Managers believe that they cannot rely only on the manipulation of pay, benefit

or working conditions to encourage workers to perform effectively and

efficiently.

10. Most of interviewees agreed that all external or internal ethical issues have

direct or indirect effects on staff motivation and increase their productivity.

4.5Analysis

The analysis will be conducting by research objectives. Research objectives were

identified to find answer of research questions. The analysis will be discussed under

each objective to find the answer for research questions. Objective 1: To find business ethics role in hotel industry to motivate their staff to increase their productivity.

Over many years, academics have focused a great deal of attention on studying

organisation and management ethics and behaviour. However, it seems that

relatively little attention has been paid to the equally important area how it’s work to

motivate staff to increase their productivity.



According to literature review we have found business ethics main role regarding

staff is, treat them ethically and ethical consideration in decision making. In hotel

industry treat staff ethically is much more important than any other sector because

as a service sector staff are directly related with customers. So if they treated

unethically it could shows on their attitude which could effect on customer

satisfaction. As a service industry staff productivity depends on customer

satisfaction.

Hotel ethical consideration in decision making includes staff recruitment and

selection, hiring, promoting, disciplining and discharge. In survey questionnaire-2 we

have found 73.1% of responders were agree that business ethics help them as a

guideline in their decision making. If any unethical treatment found in these decisions

making it effects on all staff. They feel bad and think that they are unjustified. Which

effect on their motivation and could decrease their productivity.

We have found according to interview question -2 hotel business ethics normally

address by policy and practice. But most of Dublin based three stars hotel hasn’t that

much formal business ethics regarding their staff. In here management personal

moral and believe have a big participation to address business ethics according to

interviewee question-3.

That means Dublin based most of three stars hotel business ethics is informal

regarding their staff. It based on management believe and moral and ethics address

by both policy and practice. Practice of business ethics in staff recruitment and

selection, hiring, promoting, disciplining and discharge helps hotel to their staff

motivated to increase their productivity. According to survey questionnaire-1 as well

we have found all responders were agreed that business ethics help management to

keep staff motivated to increase their productivity.



Objective 2: To analyse the external and internal issues of business ethics which make positive or negative effect on staff motivation to increase or decrease their productivity.

In hotel industry external issues refer to external audit, criminal manipulations of

financial market, environment issues and company image. Internal issues refer to

executive compensation fairness in trade practice, misleading financial analysis. Any

news about hotel criminal manipulation of financial market or environmental issues

or misleading financial statement found by external audit or management corruption

in trade practice all have negative effects on hotel image. In this situation morally

strong staffs don’t feel good to work with them. Sometime staff are worry about their

future. They can’t believe them. So it effects on staff motivation and productivity as

well.

In our survey question-15 we have found 71.64% of responders and in interview

question-10 most of interviewees were agreed that external or internal issues have

direct or indirect negative effects on staff motivation and their productivity.

If this kind of issues arises in a company and for that reason government or

management try to solve these problems. Only that time these issues could affect

positively in staff motivation and their productivity.

Objective 3: To find which way business ethics make sense for management to treat their staffs to keep them motivated to increase their productivity

According to Greenberg (2005, p.49) we know people like to work with that company

where they could feel proud and they will treat well. Researcher found if employee

likes his/her work with an organisation that time they are determine to do their job. If

they are determined that time it’s motivated them to do their job, which increased

their productivity. A figure-12 show us how’s it works. This figure made by researcher

to support his argument.



Determined

Like

Figure: Ethics to motivate staff to increase productivity.

Researcher as well found from his survey and interview that business ethics have a

role in hotel industry to keep staff motivated and increase their productivity.

According to survey question-5 we have found 92.53% of responders were agreed

that, workers put in their best when they treat ethically. We have found as well in

survey question-6 that ethically run workplace workers have positive attitude toward

their job.

Chapter 5: Reflection Report

6.1 Introduction This chapter aims to evaluate the learning process of the researcher throughout the

duration of the MBA course, it discusses the aspects of learning and reflects on the

elements which were weak of the researcher, but later through the learning process

of the MBA were improved. This chapter consists of two parts. First part will present

theoretical backgrounds of learning and self-reflect, followed by a self-assessment of

the researchers learning style. And second part will highlight how pursuing the

dissertation has added value to the researcher and the skills that researcher has

developed.

6.1 Learning Style Learning style, as defined by Dunn et al. (1994), cited in Bostrom, L. & Lassen, L. M.

(2006)77, is a way by which each learner begins to concentrate on, process and

retain new and difficult information. It’s very important for people to recognize their

Ethics Motivate Productivity



personal strength and improve their skills. As all individuals are unique, the way in

which they perceive the same experiences is completely different to one another;

therefore it is vital to explore different learning styles.

Kolb (1984) illustrate that the leaning is a circular process and it happens in four

stages in a learning cycle. Honey and Mumford (2000)78 outline four different

learning styles which were based on Kolb’s theory. It starts from concrete

experience, followed by reflection, observation, abstract concepts and

generalisations, and finally ends at active experimentation (see figure-12):

1. Reflector- the individual who prefers to learn from activities that allows him/her

to watch, think and review. 2. Theorist- the individual who prefers to think problems though in a step-by-step

manner. 3. Pragmatist- the individual who prefers to apply new learning to actual practice

to see if they work. 4. Activist- the individual who prefers the challenges of new experiences,

involvement with others, assimilations and role playing.



Figure 12: Kolb’s Learning Cycle

Source: https://ruspat.files.wordpress.com

Kolb’s work divided learning cycle into four learning styles (Buckley and Caple, 2007,

p.178):

1. Convergent Style- the individual emphases the learning abilities of abstract

conceptualisation and active experimentation and shows strength in the

practical application of ideas and problem solving.

2. Divergent Style- concrete experience and reflective observation abilities

characterise individuals showing this style.

3. Assimilation Style- the learning abilities of abstract conceptualisation and

reflective observation are dominant in a person obtaining this style. 4. Accommodative Style- emphasis is placed on concrete experience and

active experimentation abilities.


https://ruspat.files.wordpress.com


Based on Kolb’s learning cycle and Honey and Mumford’s learning style, researcher

consider himself as a ‘theorist’ and seen the transition from Assimilator to Converser

style of learning.

In this respect, a key issue is on-the-job stress with its physical, behavioural and

psychological effects. Schermerhorn[17, p. 525]. suggests that there is a definite

relationship between stress and performance. He feels that there are three types of

stress: constructive stress acts in a positive way for the individual and the

organization; eustress is stress which is positive and helps individuals to achieve a

good balance with their environment; and destructive stress is dysfunctional. In the

UK, the British United Provident Association (BUPA) [25], a private health-care group

carried out a survey which showed that 33 per cent of all stress is job related, rising

to 48 per cent for men. In recent years, over 100 million working days per year were

lost in the UK alone through job stress-related illness. Interestingly, blue-collar

workers were twice as vulnerable to stress then their white-collar cousins.

There are many lists of the ‘‘best companies’’ (and ‘‘worst companies’’). Fortune has

its ‘‘most admired companies’’ (see Fortune, 2006) and the Great Place to Work

Institute has its ‘‘Best Companies List’’ (Great Place to Work Institute, 2006). Each

year the Great Place to Work Institute sends out a proprietary employee survey and

management questionnaire and publishes a list of the best companies. The

employee survey is a ‘‘trust index’’ that measures the level of credibility, trust, pride,

respect, fairness among the employees. The management questionnaire is a

‘‘cultural audit’’ that assesses the general culture of the organization. Table I was

compiled from the Best Companies List and shows the top ten companies from 2001

to 2006. The top ten lists consists of companies with the highest average ranking

between 2001 and 2006, and only includes companies that were on the list at least

five times out of the last six years.

The most relevant quality of these top ten companies is that they have attained their

status as great places to work not merely based on their financial soundness, or

innovative technologies, or the quality products and services. Much of what makes

these companies ‘‘great’’ is their dedication to those things we have discussed in this



article: fairness, trust, pride, vision, respect. These are the same attributes used in

Fortune’s most admired list (Fortune, 2006). Fortune assesses organizations on,

among other dimensions, people management, social responsibility, and quality of

management. What we learn from these ‘‘best companies’’ is that leaders should be

transformational in their approach, have a sense of fairness, promote respect, create

a culture of trust, and make decisions that are informed by the needs of the

employees and society. Companies with visionary leaders who have a sense of

ethics, fair play and a social conscience are not only companies that are great places

to work, but are also successful companies in many other more traditional ways(e.g.

they are innovative companies such as Adobe Systems, financially sound

businesses such as is J.M. Smucker, or organizations that are known for quality

service such as CDW Computers – see Fortune, 2006, for other examples).

Companies that maintain a vision, make decisions that are far reaching, and take the

ethical high road also have high employee morale, less conflict, and impeccable

reputations (Colquitt et al., 2001; Tremblayet al., 2000; Williams, 1999).

Conclusion While it is not possible for a manager to anticipate every stimulus that might anger, frighten, or disgust an employee, the general work environment Ought to be emotionally satisfying. When negative emotions do arise, it is useless to argue against them. Emotions are biological responses to perceived stimuli. They cannot be wrong; the perception of the cause might be erroneous, but the emotion itself is not subject to such analysis. When negative emotions do arise, employers need to take corrective steps (negative emotions produce avoidance behaviours, and if employees perceive work conditions or tasks to be the cause of their negative emotions, they will seek to avoid those conditions or tasks). Fortunately, emotions do not last very long, but regardless of how long they do last, a wise manager should allow a little “pressure release” time; once an emotionally distracted employee has calmed down somewhat, they are in a much better position to discuss and reason. The focus of the conversation ought to be on the perceived cause. If the employee’s perceptions are correct, then action needs to be taken to remedy the situation and an apology offered (it is remarkable how much goodwill an honest apology can create); if the employee’s perceptions are incorrect (e.g., there isn’t and 16 JOURNAL OF HUMAN RESOURCES IN HOSPITALITY & TOURISM never was any plan to make employees pay for parking), then the correct information needs to be offered along with appropriate assurances.



Employees who are inefficacious, who believe that they cannot perform tasks, tend to avoid those tasks and persons associated with those tasks. It is generally agreed upon by efficacy researchers that the only way to build efficacy is to reduce the size and/or complexity of the assigned task. This does not mean assigning only the most menial tasks to individuals who think they’re too incompetent to handle the really important jobs.It means that a large, complex task needs to be broken down into smaller, more manageable chunks, so the inefficacious employee can perceive himself capable relative to what is presently before him. For example, instead of giving an employee one month to balance the company’s books (which might severely reduce efficacy levels for even a marginally proficient bookkeeper), the manager could instead assign sections of the task each week. The outcome would be identical: a complete balancing of all books in one month’s time, but the quality of the results would most assuredly be different (superior in the case of the latter, inferior in the case of the former). If management wants employees to choose tasks, persist at performing them in the face of difficulties, and exert effort in seeing things through, they will have to take steps to ensure that their employees believe they can do the task, are convinced that they are supported in their efforts, are not emotionally distracted, and have some level of value for engaging in task performance. The evidence provided in this research study argues that when motivation levels fall, there are definite negative effects on employee turnover and on other business outcomes. Hospitality practitioners play an important overall role in the motivation level in their organizations by creating supportive environments and situations. There are components of motivation that are internal to the employee, but creating a positive work environment through the use of the aforementioned ways will help to improve overall motivation through choice, persistence and effort of employees.

Gidoomal maintains that we have taken it for granted that the ethical values and norms of society are there but they need to be spelled out. It’s almost a pity to say we need training in ethics. We should be brought up with it through theeducation system and the values taught at home and church. When you learn ethics and values as akid you have learnt them for life. We have to be proud of our integrity and blow the whistle when things don’t go right. Gidoomal also maintains that the ethical business dimension cannot be separated from the diversity issue and whilst acknowledging that more and more companies now have diversity policies wonders if they are just lying on a shelf gathering dust. Management & organisational behaviour-Laurie J. Mullins, Gill Christy (Page 706)



The future Having surveyed the problems in the area of business ethics, what of the future? The

key would seem to be the continuing development of the culture of good

governance, both nationally and internationally. There are a number of encouraging

developments:

1. The move in 2007 by the G8 countries to strengthen their commitment in the fight

against Counterfeiting and piracy.

2. Wider acceptance of The Polluter Pays Principle (PPI), first drafted at the 1992

Earth Summit in Rio de Janeiro, to deal with environmental pollution, particularly in

the case of oil spillage.

3. In the UK, proposals for the Financial Services Authority (FSA) to have plea-

bargaining powers so that ‘‘whistle-blowers’’ can be granted immunity from

prosecution in return for evidence.

4. Increased concern over cases involving alleged corporate negligence, occasioned

by, for example, the explosion of a pesticide factory in 1984 in Bhopal, in the UK by

the 1999 Paddington train crash, the 2000 Hatfield disaster and in the USA the

catastrophic fire in 2003 at BP’s Texas City refinery.

5. Increased development of codes of conduct.

6. Increased visibility of the role of the Serious Fraud Office, the Office of Fair

Trading and the Advertising Standards Authority in the UK and similar bodies in

other countries. At company level there is an increasing commitment to:

Setting up specific ethical programmes which clarify a company’s business ethics.

Setting up induction and on-going awareness programmes.

VOL. 40 NO. 7 2008 INDUSTRIAL AND COMMERCIAL TRAINING PAGE 353

Selection procedures that take into account candidates’ ethical principles.

Development of ethical policy statements that are published internally and made

known externally to customers, shareholders and other stakeholders.

Publication of codes of ethics.

Appointment of a company ethical ombudsman as a point of reference for all

employees. Setting up ethics committees within a company to advise on ethical

standards and keep company practices under review.



Attempts to balance the privacy of the individual against e-mail abuse and company

confidential matters. All these initiatives are set against a growing concern for the

very future of our planet because of climate change and the imperative for

sustainable development. If ethical standards in business are to prevail in the

present climate of fierce global competition, they must have the full and visible

support of top management as an example to the entire company. Only in this way

will companies reap the benefits not only of an increase in staff morale, but also in

efficiency and market share.

Brian J. Hurn, (2008) "Ethics in international business", Industrial and Commercial

Training, Vol. 40 Iss: 7, pp.347 - 354

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Appendix

Question 1: What is the general hotel business ethics position regarding staff?

All interviewee believe that generally hotel business ethical position is good.

That time I highlighted that in my survey I found that 70.15% hotel’s senior agree that

general hotel business ethics is excellent but 29.85% of responders were undecided.

Is that shows any gap of ethical practice in these hotel? Interviewee ‘D’, F’’ and ‘I’

said they don’t know about them but they believe it’s good, not best but it’s better

than any other business. But ‘A’ and ‘E’ said they have no idea why they were

undecided to given their opinion. ‘B’ said, absolutely there some gap, may be some

hotel are not that much concern about ethical treatment to increase their staff

productivity. May be they are concern to use ethics only in financial sector. But they

are not concern to use it in their Human Resource management. But it could help

them to motivate their staff and to increase their productivity. Interviewee ‘C’,G’ and

‘H’ said similar as like interviewee ‘B’ but ‘C’ adds that normally in every part of

Human resource management they like to follow their rules and they are concern

about ethical consideration with their staff. But still they are not that much concern

about ethical consideration comparably any other part of business.

Question 2: How does your company address business ethics with your employees?

Interviewees believe that in hotel industry business ethics address by policy

and practice. And both way business ethics related with employees. Staff recruitment

and selection, job security, decision making, equality of opportunity, respect,

regulation, innovation in good practice and distributive justice are basic business

ethics practice whose are related with employees.

Question 3: If business ethics is addressed formally, how is it organised for

staff?



All interviewees agree that most of three star hotels in Dublin haven’t that much

formal business ethics. Their ethics based on owner and management personal

moral and value. But some of them ethical values were implemented into a Code of

Conduct and later their mission and vision statement. Mostly they use these moral

guidelines when hiring, promoting and disciplining employees. Some hotel sends

their staff and managers ethics training and implementing formal ethics management

programmes. But interviewee ‘C’ argued that like that kind of training programme is

expensive and sometime it’s out of their budget. They have a priority list for training

programmes. Hotel staff needs lots of different kind of training to improve their work

quality and productivity. Even some time they can’t arrange all fundamental training

programmes for hotel staff for shortage of budget.

Question 4: If business ethics is not addressed formally, what exists informally to motivate your staff to increase their productivity?

All interviewees said management personal moral and believe have a big

participation to address business ethics informally to motivate their staff to increase

their productivity. They also said social norm of the organisation and daily interaction

as well address informally as a business ethics regarding staff motivation and

productivity. Interviewee ‘C’ and ‘H’ said moral manager with several supportive

characteristics is a visible and positive role model in the firm. They also add

communication of management on all levels is necessary to close the gap between

what is said and what is actually done in the firm.

Question 5: Is any ethics coaching or training programme available to your company to motivate your staff to increase their productivity?

All interviewees said they have ethics training program but it’s not specific as

like how we said to motivate staff to increase their productivity. They believe all

training program main view to increase productivity. And these programs some

training directly or indirectly related with business ethics.



Question 6: Do you think that business ethics might complicate the whole

process of motivating staff to increase their productivity?

All interviewees agreed that some way it complicate whole process of

motivating staff to increase their productivity. But interviewees ‘C’ and ‘H’ argued that

if hotel have proper ethical treatment that time it’s not a barrier.

Question 7: Tell me about a time when you had to make a decision, and there was a possibility of an adverse reaction which effect on your staff motivation and productivity. Has business ethics helped you to handle this kind of

situation?

Three of Nine interviewees said they have faced on like that situation.

Interviewee ‘B’ said it was a recruitment argument with his senior manager. They

were recruited receptionist on that time. One of candidate was recommended by

senior manager but that candidate wasn’t well enough as a receptionist in a three

stars hotel. So interviewee ‘B’ ethically makes a priority lists of candidates. It had

possibility to hamper on interviewee relationship with senior manager. But

interviewee ‘B’ believes that if there was any wrong selection or unethical treatment it

had possibility as well to make negative effect on staff motivation and productivity.

So interviewee didn’t choose any candidate as a receptionist but on that list it was

given choice of his senior manager to make a decision. Interviewee ‘G’ and ‘H’ as

well had same kind of experience.

Question 8: In making decision regarding staff you more rely on

a. Hard facts or b. Business ethics.



Interviewees ‘A’, ‘D’, ‘F’ and ‘I’ said they are more reliable on hotel rules and

regulations. ‘C’ and ‘H’ as well said similar but they said they like to consider ethics

as well to make that decision. Interviewee ‘B’ and ‘G’ argued that ethically treatment

hotel rules and regulation already considered by business ethics.

Question 9: Managers cannot rely only on the manipulation of pay, benefit or working conditions to encourage workers to perform effectively and efficiently.’ What’s your opinion about this?

All interviewees agreed that they cannot rely only on the manipulation of pay,

benefit or working conditions to encourage workers to perform effectively and

efficiently.

Question 10: External or internal ethical issues have any effect on staff

motivation to increase their productivity? (External issues refer to external audit or criminal manipulations of financial market. Internal issues refer to executive compensation, fairness in trade practice, staff recruitment and

selection, internal audit and misleading financial analysis.)

Only one interviewee ‘I’ was disagreed about this argument because ‘I’ believes,

that kind of issues has no relationship with staff motivation and productivity. But all

other interviewees agreed that all external or internal ethical issues have direct or

indirect effects on staff motivation and increase their productivity.


the role of business ethics in dublin based three star hotels to keep the staffs motivated and to...

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