The Role of Business Ethics in Dublin Based Three Star Hotels To Keep The Staffs Motivated and To Increase Their Productivity

7 Gardiner Row, Dublin 1. Ireland Tel: +353 (1) 8726597 Email: info@graftoncollege.
ie
Dissertation
For
Master of Business Administration
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
razib.mustafiz@gmail.com
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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
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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
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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
1.8 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 todays 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
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Table of Contents
1.6 Limitation of Studies........................................................................................................... 14
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
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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
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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.
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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 individuals 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
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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.
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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 staffs 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 researchers 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 researchers understanding, after
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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.
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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 researchers
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 todays 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. Its 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 its 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 Kolbs theory, whereby experience
was followed by attempts to make sense of that experience through reflection and
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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 companys 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.
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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

researchers 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
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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
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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, P717).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 its 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
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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
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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 peoples
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-ofview, 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.
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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;
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- 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
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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 havent any written policy or ethics for
staffs. Jurys 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. (CareersJurys Inn, no date)
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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 Kants 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 Wittmers (2005) model is:
Ethical decision making= f (ethical decision processes; individual attributes;
Environmental factors)
(Source: Man-Fong Ho, 2009, p-525)
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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
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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) Kohlbergs 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 ones 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
individuals 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:
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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 ones 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):
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Economic
Intrinsic
Rewards
Satisfaction
Needs and
Expectations
at work
Social
relationship
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
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sound predictors of employee intent to stay. ( Ahmed Jibreel Al Matarneh, 2009, p86)
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.
Needs
Or
Expectation
Behaviour
Goals
Some form
of
Feedback
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).
Peoples feeling of work how fairly they have been treated in work is most important
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for staff motivation. J. S Adams (1963) Equity theory focuses on peoples 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.
Restoration of Equity
Change to Inputs
Change to Outcomes
Persons Outcomes
others Outcomes
Inputs
Cognitive distortionInputs
Perceived
Inequity
Leaving the field

Persons Outcomes
Inputs
Tension
Motivation
others Outcomes
Acting on others
Inputs
Changing the object
Comparison
Restoration of Equity
Figure 5: An illustration of Adams 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
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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. Its 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.
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2.2.3 Reason for Employees lack of Motivation in todays 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 organizations 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
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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.
Organizations programs and objectives may exist only on paper unless the staff is
32 | P a g e
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 nonmanagement 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
33 | P a g e
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 employees 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.
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As a service industry, hotels staff productivity is intensive. Fulmer, Gerhart, & Scott
(2003) stated that, a firms 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.
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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.
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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
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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.
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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
39 | P a g e
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
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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.
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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 Kolbs 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
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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.
Theory
Hypothesis
Data Collection
Finding
Hypothesis confirmed
or rejected
Revision of Theory
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
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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:
Research Question or
Theory
Resource consideration
Research Strategy
Strategy Constraints
Research tactics
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
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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
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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
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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 researchers 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.
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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
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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 researchers 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:
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Quantitaive
Qualitative
Principal orientation to be
role of theory in relation to
the research
Epistemological orientation
Deductive, testing of
theory
Inductive, generalization
of theory
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

Its 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 crosssectional 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, crossMohammad Razib Mustafiz
50 | P a g e
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.
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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.
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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
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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 respondents
inability and unwillingness to answer.
Decide to the question structure.
Determine the question wording.
Arrange the questions in proper order.
Identify the form and layout.

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Reproduce the questionnaire.

Eliminate bugs by pre-testing.
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
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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.
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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
Purpose
More useful for testing. Provides More useful for discovering.
Qualitative Data
summary information on many Provides in-depth (deeper

characteristics.
understanding)
information
on a few characteristics.
Useful in tracking trends
Discovering
hidden
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motivations and values.

Properties
More structured collection
More unstructured collection
techniques and objective
techniques requiring a
ratings.
subjective interpretation.
High concern for
Little concern for
representativeness.
representativeness.
Relatively short interviews (1-20
Relatively long interviews
minutes).
(1/2 to many hours).
Interviewer is passive.
Interviewer is active and
Large samples (over 50).
should be highly skilled.

Small samples (1-50).
Results objective.
Distinctions Based on meanings derived
Results subjective
Based
on
meanings
from numbers.
expressed through words.
Collection results in numerical
Collection results in non-
and standardized data.
standardized data requiring
Analysis conducted through the
classification into categories.
use of diagrams and statistics.
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,
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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
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a range of ethical issue. One of the most important issues is participants 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 email. 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
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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.
80
70
60
50
40
30
20
10
0
Strongly
Agree
Responses: 17
agree
Undecided
Disagree
Strongly
disagree
50%
Chart 1: Business ethics to help management.
Out of 67 respondents 17 senior managers were strongly agree and 50 were agree
with researchers 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 its
not easy to apply in work environment at a time to increased staff productivity.
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Question 2: Business ethics are also a guideline for managers to use,

generating sound decision making about their staff.
70
60
50
40
30
20
10
0
Strongly
Agree
Responses: 9
agree
40
Undecided Disagree Strongly

disagree
14
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.
50
40
30
20
10
0
Strongly
Agree
Responses: 9
agree
22
Undecided Disagree
26
Strongly
disagree
5
Chart 3: Business ethics to making decision.
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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.
60
50
40
30
20
10
0
Strongly
Agree
Responses: 2
agree
Undecided
Disagree
22
33
10
Strongly
disagree
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 hotels
senior managers like to follow rules and regulation to determine whether their action
is right or wrong rather than someones 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.
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But one third of hotels 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.
80
70
60
50
40
30
20
10
0
Strongly Agree
Responses 13
agree
Undecided
49
Disagree
Strongly disagree
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 its only 7.47% of participants.
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Question 6: Staff working in an ethically run workplaces have a positive

attitude towards work.
70
60
50
40
30
20
10
0
Strongly Agree
Responses:
18
agree
40
Undecided
Disagree
Strongly disagree
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.
50
45
40
35
30
25
20
15
10
5
0
Strongly Agree
Responses: 2
agree
Undecided
Disagree
20
30
Strongly disagree
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, its 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.
70
60
50
40
30
20
10
0
Strongly Agree
Responses:
agree
43
Undecided
Disagree
Strongly disagree
20
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.
80
70
60
50
40
30
20
10
0
Strongly Agree
Responses:
11
agree
46
Undecided
9
Disagree
Strongly disagree
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 werent 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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70
60
50
40
30
20
10
0
Strongly Agree
Responses: 5
agree
43
Undecided
Disagree
10
Strongly disagree
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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70
60
50
40
30
20
10
0
Strongly Agree
Responses:
10
agree
17
Undecided
Disagree
Strongly disagree
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 cant 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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60
50
40
30
20
10
Strongly Agree
Responses:
18
agree
Undecided
35
Disagree
Strongly disagree
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 cant 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 individuals morals only.
(Individual
moral
refers
to
trustworthiness,
honesty,
reliability
and
consistency.)
40
35
30
25
20
15
10
5
0
Strongly Agree
Responses:
11
agree
25
Undecided
14
Disagree
Strongly disagree
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 responders 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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40
35
30
25
20
15
10
5
0
Strongly Agree
Responses: 7
agree
Undecided
Disagree
23
20
17
Strongly disagree
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 question13 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.)
80
70
60
50
40
30
20
10
0
Strongly Agree
Responses:
agree
48
Undecided
Disagree
14
Strongly disagree
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 cant 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 havent 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
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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
its 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 its work to
motivate staff to increase their productivity.
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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 hasnt 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.
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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 dont feel good to work with them. Sometime staff are worry about their
future. They cant 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 its motivated them to do their job, which increased
their productivity. A figure-12 show us hows it works. This figure made by researcher
to support his argument.
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Ethics
Like
Determined
Motivate
Productivity
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. Its very important for people to recognize their
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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 Kolbs 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.
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Figure 12: Kolbs Learning Cycle

Source: https://ruspat.files.wordpress.com
Kolbs 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.
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Based on Kolbs learning cycle and Honey and Mumfords 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
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article: fairness, trust, pride, vision, respect. These are the same attributes used in
Fortunes 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 employees
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 employees perceptions are incorrect (e.g., there isnt 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.
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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 theyre
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 companys
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 months 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. Its 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 dont 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)
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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 pleabargaining 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 BPs 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 companys 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.
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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
References List
1. Rajan Selvarajan, Peggy A. Cloninger, (2009) "The influence of job
performance outcomes on ethical assessments", Personnel Review, Vol. 38
Iss: 4, pp.398-399
2. Stevens, B. and Fleckenstein, A. (1999), Comparative ethics: how students
and human-resources directors react to real life situations, Cornell Hotel and
Restaurant Administration Quarterly, Vol. 40 No. 2, pp. 69-75.
3. Robbins, SP and Judge, TA (2007) Organizational Behaviour, 12th ed.,
Pearson Education, Inc., Upper Saddle River, NJ
4. Brymer, RA, March, L, Palmer, M, and Schmidgall, RS (2005 August )
'Cultural influences on ethical decisions of students enrolled in European
hospitality programmes', Tourism and Hospitality Research, 5: 4, 346-357
5. Budget 2009: Hoteliers call for Increased Banking liquidity and freezes in
Tourism Related Tax. [ Online]
Available at
http://www.ihf.ie/press/080922BUDGET2009HOTELIERSCALLFORINCREAS
EDBANKINGLIQUIDITYFREEZEINTOURISMRELATEDTAXES.htm
[Retrieved 1st of Sept 2009]
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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% hotels 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 dont know about them but they believe its good, not best but its 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?
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All interviewees agree that most of three star hotels in Dublin havent 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 its 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 cant 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 its 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.
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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 its 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 wasnt 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 didnt 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.
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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. Whats 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.
97 | P a g e

The Role of Business Ethics in Dublin Based Three Star Hotels To Keep The Staffs Motivated and To Increase Their Productivity

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7 Gardiner Row, Dublin 1. Ireland Tel: +353 (1) 8726597 Email: info@graftoncollege.

Mohammad Razib Mustafiz

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

-----------------------------------Mohammad Razib Mustafiz

Mohammad Razib Mustafiz

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

-----------------------------------Mohammad Razib Mustafiz

Mohammad Razib Mustafiz

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

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

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

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

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

Mohammad Razib Mustafiz

Chapter 1: Executive Summary

Business ethics becomes a significant issue in the hotel

Mohammad Razib Mustafiz

1.2 Research Objectives

1.1 Research Question:

1.4 Significance of the study

1.5 Suitability of researcher for research

1.5.1 Academic background of the researcher

1.5.2 Professional Background of the researcher

1.5.3 Learning style of the researcher: Reflector

conceptualisation, followed by experimentation with the concepts so developed,

1.6 Limitation of Studies

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

1.7 Key recipients

Mohammad Razib Mustafiz

Reflection of learning and Skill development: Outlines the

Chapter 2: Literature Review

2.1.2 Business Ethics

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

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

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

2.1.3 Influences of Ethical Considerations

- Displaced employee loyalty;

2.1.4 Codes of Business Ethics or Conducts

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

Mohammad Razib Mustafiz

Mohammad Razib Mustafiz

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

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

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

A fuller definition is given by the Chartered Management Institute:

Mohammad Razib Mustafiz

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

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

Mohammad Razib Mustafiz

Figure 3: Needs and Expectation of people at work.

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

2.2.2 Motivating by being fair

Figure 4: Motivational Process

Leaving the field

Figure 5: An illustration of Adams equity theory of motivation.

Another idea of organizational justice theory- procedural justice originally comes

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

Mohammad Razib Mustafiz

2.2.3 Reason for Employees lack of Motivation in todays world

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

Mohammad Razib Mustafiz

2.2.4 Ethics and Motivation

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