Job Motivation of Supervisors and Reservation Agents in a Nationwide Motel Organization

This study investigated the likelihood that the positions of the “supervisor” and the “reservation agent” differentially predicted motivation using the national headquarters of a nationwide motel organization as a case study. The two positions investigated were selected for analysis due to their divergent characteristics. Primary data collected through a survey of workers at the organization's national headquarters were analyzed using a structural equation model to assess the direct and indirect (mediated) effects of the two positions on motivation. Indirect likelihoods were calculated from powerlessness, estrangement, their interaction, tenure in the organization, and tenure in the current position. Results showed that the model significantly predicted motivation likelihood (R2 = .745, p = .000). However, based on standardized beta coefficients, the position of the supervisor had no direct independent effect on motivation, whereas that of the reservation agent significantly did, albeit a weak and negative one. The two job positions predicted motivation mostly indirectly through the mediator variables, culminating in a much higher total impact on motivation for the reservation agents (β = -.40) than the supervisors (β = .10). The findings signify the need for HR and other organizational executives in the case study organization to redesign the job and other job conditions of the reservation agents to reduce powerlessness and estrangement. This is important because the agents are the first-line employees clients encounter, and their negative job motivation may adversely affect their performance. Such adverse effects may consequently lead to negative outcomes for customer satisfaction and commitment, organizational effectiveness, and overall organizational success.