الفهرس 
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Abstract
SUMMARY
CONCLUSIONS & RECOMMENDATIONS This study may be one of the first studies in Egypt that examines the relationship between motivation and employee behavior of turnover in hotels, especially 3 and 4 star hotels. There was one previous study that has examined the problem of personnel turnover in the Egyptian hotel market without linking the dependent variable (turnover) to other independent variables, it just implemented plain percentages in concluding results (Weheba, Dina M., 1993, M.Sc. Thesis, Faculty of Tourism & Hotels, Alexandria University).The present study has applied correlation technique to calculate correlation (r) which was used to measure the strength and direction of the relationship between turnover and motivation factors.Moreover, multiple regression analysis was used to determine the contribution ratio for each motivation factor in causing employees turnover.Furthermore, t-test was applied to compare the two categories of hotels inspected (i.e. 3 and 4 star hotels) in respect of the motivation factors.Further, Chi square was used to test the level of significance between 3 and 4 star hotels concerning the motivation factors and their relationship to the demographic characteristics of hotel employees.Finally, this study will provide valuable advices for both academicians and practitioners in Egyptian hotel industry.This chapter aims to outline the major findings of the research and to highlight several important managerial implications. In order to detail the major findings of the study, it is worth mentioning that a main finding of testing the first hypothesis was that all respondents regardless of their gender, age, education, marital status, monthly income and years of experience, decided on good salary, job security, good working conditions, promotion opportunities and growth chances as being the prime motivators for both 3 and 4 star hotel employees.For the second hypothesis, t-test revealed that motivation factors of job challenge, salary, working conditions and job security were in the favor of 4-star hotels rather than 3-star hotels.In order to test the third hypothesis, multiple regression analysis was applied, it may be concluded that the rate of turnover was significantly and negatively associated with all motivation factors, except the factor of job challenge, turnover increases, only if, motivation factors are decreased.For this category of food and beverage employees (cooks and waiters), job challenge which means increases in the number of activities performed and more responsibilities, was not found to be a desired motivator for such level of front line staff in the sample surveyed at 3 and 4-star hotels. In this sense, however, Hartline and Ferrell (1996) argued that in some cases the use of empowerment has negative consequences for contact employees at service organizations.It was found that good salary, job security and good working conditions were highly correlated with employees turnover.The results of the descriptive analysis revealed that :1. The employees of 4-star hotels are more stable in their jobs and the phenomenon of job hopping is not common among them as it is at three star hotels.2. Both employees of 3 and 4 star hotels have past experience in other food and beverage operations before joining the current hotel.3. During the last five years, the percentage of employees at 3-star hotels who had experienced turnover was higher than its counterpart at 4-star hotels.4. Good salary, job security and good working conditions were found to be the most important motivation factors for food and beverage employees regardless of the hotel category.5. Motivation factors like, sympathy with personal problems, favorable management policies and feeling of being in on things were insignificantly different between 3 and 4 star hotels.6. It was found that low salary, less job security, lack of growth chances and bad working conditions, respectively, were the main causes for employees turnover.7. The majority of 3 and 4 star hotel respondents agreed on good salary, job security as necessary job satisfiers.8. When it came to the comparison between present job features and previous job features as a predictor of turnover attitude, both employees of 3 and 4 star hotels stated that they feel satisfied about their present job features.9. On the other hand, when the same respondents were asked to answer a question regarding a new attractive offer for employment in another competing hotel, surprisingly, a high percentage of the two hotel groups accepted that offer willingly. The researcher thinks that, it was logical that employees regard the new offer is a new chance for salary increases, promotion chances and better working conditions.10. On asking employees for their suggestions to keep qualified staff in their present hotels, they mentioned good pay and job security benefits in the first rank followed by good relations between hotel management and staff Major Recommendations :The power of people is perhaps the most potent force, for it reaches into all facets of all kinds of businesses, touching every stage of operations and every strategy, goal, or vision. All companies are affected, regardless of how many employees they have - from the five person ads agency to the ten thousand manufacturing firm. In its simplest form, the power of people is replacing traditional assumptions that other tangibles, such as financing, markets, or technology, determine the course of a company. The new reality is that how people work, think, and feel dictates the direction and success of a business. The growing service economy, which stresses quality, teamwork and attention to customers, all are underlining the importance of the individual. The 2000s labor market is a seller’s market - where employees are the sellers and their employers are the buyers. In this people-oriented, relationship-driven workplace, profit is generated through the hearts and minds of all employees - through their competence, capacity, and commitment. Competitive advantages will go to the companies that understand this. Because individuals are contributing more and more to the lifeblood of companies, the costs of mismanaging them can only drain those companies. Management can choose either to treat people as valuable human assets to be maintained and improved or to treat them as costly liabilities that increasingly demand more money for health claims, accidents and replacement.Discovering what motivates employees should be an ongoing process, because people’s motivation changes as they age, develop in their job, or encounter different life experiences.so, conscious management should keep asking people what moves them.sometimes, hotel management will not be able to give people what motivates them, even when their requests are reasonable. The management may be under budget constraints, when this happens, management should explain its limitations to its employees, then together try to fashion an acceptable alternative that gives employees part of what they need and shows the management concern. Management being honest with the employees about its powers and limitations, can arrive to a balance between company policy and personnel expectations. (Robert H. Rosen, 1991).1. Hotel employees consider their work as a major factor that shapes their lives, once they feel confident that the employer and their place of work is what they wished and expected, they are ready to contribute above and beyond ”the call of duty” according to Herzberg’s Two-Factor Theory.2. Most of employees needs, expectations and aspirations are unexpressed, so it is up to the employer to develop good system of company communications, employee relation, training and development that will lead to an environment of openness, cooperation, team work and motivation that will benefit all the parties involved. 3. To reduce the rate of turnover caused by the competition between emerging and existing hotels, a code of ethics should be drafted and agreed upon between hotels to regulate employee movement. 4. Job satisfaction and employees turnover are linked together, so hotel management should get first hand information of the problems that encounter F & B employees which affect their job satisfaction, since job satisfaction is a function of motivation (Fernsten & Brenner, 1987).5. Job security not only results from a stable job, but also from fair and stable criteria on which employees evaluation is based. 6. Job insecurity is considered a factor that leads to job dissatisfaction, most workers in hotels need to earn wages that will enable them to pay for basic necessities and additional luxuries, they need to save for old age security benefits.7. All motivation factors have to work in harmony in order to strengthen and optimize the effectiveness of employees (Mundel, 1983, P. 2).9. It is a challenge for personnel directors to recruit, select, direct, coach, enhance customer-oriented behaviors and to tie those behaviors to the employees’ evaluation system.9. Recruit process should be reviewed regularly, to avoid recruiting the wrong sort of people.10. The personnel director shouldn’t let department heads pressure him into hiring before he finds the right person.11. ”Opinion Surveys” are conducted on an annual basis to understand various aspects of operations from all staff. 12. It should be a standard practice that the General Manager has weekly sessions with kitchen and restaurant staff and managers.13. Hotels should have ”Speak Out System”. Direct toll - free numbers should be available to all employees to speak up in case of problems which have not been solved at the unit level.14. The property should have a clear - cut disciplinary and grievance systems.15. The property should have internal sourcing for vacancies where staff is encouraged to suggest names of those who may fill a particular vacancy.16. Management may use advanced computer programs, to interview leavers by computer, as they can by very open about the real reasons for leaving, in anonymous sessions with the computer, than with a human being.17. Management should maintain a program to ensure that each employee can have upward mobility, exposure, and visibility to higher levels of management. 18. Management should maintain ”good incentive plans” including merit increases and cash bonuses. 19. The property should encourage Cross-Training for crisis management to the extent that housekeeping can also train in food & beverage production, outside regular duty hours. This meant at improving subsidiary skills of the staff into other allied areas of hotel operations.20. ”Open door policy” should be directed towards immediate redressal of problems, which the staff may have. Employees should have an undeclared right to meet with supervisors without problems.21. Food and beverage department should conduct ”Internal Employees Satisfaction Surveys” for assessment of employees inter-relationships. 22. The property has to mandate a standard of 40 hours of training in a year for its staff. A fifteen minute training is conducted by departments on a day-to-day basis.