*Doctorate Program, Management Engineering, University of Electronic Science and Technology of China, Email: eric@std.uestc.edu.cn
**Professor, School of management and Economics, University of Economics Science and Technology of China
***Doctorate Program, University of Electronic Science and Technology of China
Online published on 24 October, 2019.
In the era of steep competition in the hospitality industry of Ghana, job performance is central to the ability of hotels to attract and maintain customers, achieve set-up targets and also survive the competitive market. With theories and studies pinpointing to the role of motivation in employees’ job performance, our study assesses non-monetary incentives role in employees’ performance at selected hotels in Ghana. Using a sample of 172 respondents and response rate of 78.7% from 68 selected hotels in Ghana, we analyze for the multiplicative effect of employees’ characteristics, tangible non-monetary incentives, and Social non-monetary incentives and, job-related non-monetary incentives on employee job performance using a hierarchical logistic model. The findings show that the probability of employees to improve job performance is higher for male, younger, more educated and employees with few duration of working years at the hotels. Further, the hierarchical logistic regression models show that tangible non-monetary incentives, social non-monetary incentives and, job-related non-monetary incentives altogether has an impact on the probability of employees to improve their job performance. Our results provide valuable insight into non-monetary incentives and employee job performance in hotels and could be extended to the hospitality industry in general.
Non-monetary, Incentives, Job performance, Hospitality, Employees
