Motivators to creativity in the hotel industry—perspectives of managers and supervisors

Abstract

Organizations are required to be creative and innovative to the extent that their environment is unpredictable, unstable or threatening. This research aims to identify the job-related motivators to creativity as perceived by managers and supervisors in the hotel industry. Two pilot tests using individual in-depth interview and dichotomous selection test were conducted to identify possible motivators. In order to ensure no misunderstanding about the instrument, hotel professionals’ comments were sought about the construction of the questionnaire. Based on the result of the first pilot study, 27 job-related motivators to creativity were identified and finally 18 statements were developed through the respondents’ selection in the second pilot study. Factor analysis of principal components analysis with a varimax rotation was conducted and five dimensions of motivators were identified. Listed in descending order of mean value showing the employees’ perception of level of importance, the dimensions were: (1) training and development; (2) support and motivation from the top; (3) open policy; (4) recognition; and (5) autonomy and flexibility. Recommendations on how to enhance hotel employees’ creativity are suggested. They are: (1) budget allocation for employees’ training and development program; (2) management initiatives to support and motivate the employees; (3) detailed and transparent communication and interaction between management and employees; (4) recognize and praise employees when creative ideas are given; and (5) involve employees’ participation in planning and decision-making.