Executive Summary
This assignment is study about the Organisation Studies issue which is Organisation Rewards and Employees’ Motivation. In order to further study the issue, an interview section was held in Bayview Hotel Georgetown Penang. The Front Office Manager was selected as the respondent. The interviewee has given a lot of useful and credible information when commenting the employees’ motivation during the interview section. Throughout the interview section, the Bayview employees’ motivation level has shown positive effect towards the organisation. Meanwhile, the organisation is developing the current rewards system which helps increase the employees’ job performance in near future.

The study case has brought out an important issue which is the motivation level among the employees has occupied a very important position in an organisation. It will lead to a positive working environment and increase the revenue of the company as the company rewards them according to their needs.

1.0 Introduction
Bayview Hotel Georgetown Penang which formerly known as City Bayview Hotel Penang Malaysia is one of the member of Bayview International Hotels & Resorts in worldwide. The Founder and Chairman of Oriental Holdings Berhad (OHB) and Boon Siew groups of companies in both Malaysia and Singapore, the late Tan Sri Loh Boon siew, purchased a land parcel in the year 1978. A 40-rooms property was built along Batu Ferringhi Beach in Penang and named as Bayview Motel. Tan Sri Loh’s started to build his hotel empire since that time.
In 1990, Tan Sri Loh spent RM34 million to redevelope the motel into hotel. The original Bayview Motel was then named as Bayview Beach Resort Penang with the newly furnished 396 rooms. The resort was awarded by TDC Malaysia Gold Tourism Award for Best Hotel in the second year (1992) after the renovation. Then, in year 1996, the Bayview resort received the 5-star ranking award from the Tourism of Malaysia.
In 1986, Tan Sri Loh started to expand his hotel empire by taking over a hotel in Penang (Merlin Hotel) at the price of RM10 million and renamed it became The City Bayview which was then later changed to Bayview Georgetown Penang which linked to the corporate image. Later on, an additional RM15 million was spent in order to enlarge its hotel area by building a new wing and upgraded into 320 rooms.
Bayview Hotel Georgetown Penang’s tag line is “Where guests become friends”. They want to let their guests to experience their services that are more than just about a hotel stay.
In this module, employees’ motivation has been chosen to be the organisation study issue. Employees’ motivation can be the biggest challenge to every manager. Employee motivation is a key to the overall effectiveness of an organization. It describes the employee’s enthusiasm towards their work and the incentives given in achieving the highly motivated workforce.
2.0 Method
In Method part, the particulars of the contact person and the ways of collecting data are required to list down in the study case.

2.1 Contact person particulars
In this study case, the targeted department is the Front Office of Bayview Hotel Georgetown Penang. The Front Office Manager of Bayview Hotel Georgetown Penang, Ms. Melissa Andrew was chosen to be the interviewee. The interviewee has been working as the front office manager in the hotel for years and has vast experience in this field. The information provided by the interviewee is absolute useful and credible.

Both the contact number and email address are provided by the interviewee in order to arrange the interview section at Bayview Hotel Georgetown Penang.

2.2 Data collection
Data collection is the process of how information is gathered. There are various methods in gathering information whether by questionnaire survey form, personal interviewing, mail, Internet, telephone survey and so on. These methods can be used separately or combined which depend on the survey design.

In this study case, in order to get a clear vision and useful information about the job motivation among the employees of the Front Office in Bayview Hotel Georgetown Penang, an interview was held on 17th of April in the meeting room at Bayview Hotel Georgetown Penang. The interview section started sharp at 2 in the afternoon. The interview section took about one and half hour. The interviewee is very helpful in answering the interview questions that stated by the interviewer during the interview section. After the interview section, the interviewer received the name card from the manager which contains her contact number and official email on it. The interviewee also indicated that interviewer can contact her through phone call or email if there is any other question after the interview section.

3.0 Results
3.1 The motivation level of the employees of Bayview
During the interview, the interviewee was asked to grade the motivation level among the employees. The Front Office Manager, Ms. Melissa indicates the motivation level of the employees at a higher level which is Level 8. Ms. Melissa mentioned that all the employees are well-trained and always be prepared to provide the high quality services to their guests. They insist on giving the best services towards their guests and to let them experienced. Besides, Ms. Melissa also mentioned the motivation situation between the senior employees (who have been working for a long time) and the junior employees (who have just newly joined the company) are at a higher level. This is because of all the employees are treated equally based on their working performance but not their experience.

3.2 Different opinion of employee in employees’ motivation during the past six years and now
During the past six years, Ms. Melissa noticed there are changes in the employees’ motivation. This is because nowadays, the employees do not treat both the tangible and intangible rewards are equally important but more emphasise on the tangible rewards. Those days, intangibles rewards are treated to be more important to the employees as they feel that it helps when they join the new companies. But the generation now prefer the tangible rewards as it means more to them. The interviewee believed that these changes happened are due to the economy situation in the country when costs of living and expenses increased from year to year.

Ms Melissa also mentioned that previously when the employees have zero MC (Medical Leave), the healthy certificate (intangible reward) was awarded to them. But the practice has changed to cash reward and a huge drop has shown in the MC record as compare to before. This decision has repay with the hardworking of the employees.
3.3 The reward systems preferred by the Bayview employees
During the interview, the interviewee stated there are numerous of rewards (in both tangible and intangible ways) that given by the company. Previously, the organisation has given bonuses, perks and raises the employees’ pay as the tangible incentives. Apart from giving those tangible incentives, the intangible rewards such as appreciation, recognition and empowerment also been given to the employees. Anyhow, all the rewards given showed different results. As the interviewee mentioned in the second question, nowadays the tangible rewards are more preferred to the employees compare to the intangible rewards. As all the living costs and expenses has risen to a higher level and this has increased the financial pressure of the low-pay employees.

Besides, the interviewee strongly agreed with the fact of money is the sole motivator for the employees as money is always a sensitive issue in every working sector. Every employee felt thankful when the company appreciated their hard work but at the same time, cash bonuses are still preferable as in return for their hard work towards the company.

3.4 The positive effect of employees’ motivation
Although both the rewards are not been treated equally by the employees, anyhow, the rewards has indicated the rise in employees’ motivation. The previous results shown are impressed as most of the hotel guests reflected to the interviewee due to the high quality of services provided by the receptionists and other officer. They feel like they have been treated more than a guest, whereby like a friend.

As the guests are satisfied with the services provided by the Bayview employees, Bayview hotel rooms are always fully booked. Due to this issue, Ms. Melissa described the organization achieved the win-win situation as the result of the rewards (as an encouragement to the employees) has created a positive working environment and also achieved the goals of the organization.

3.5 Challenges faced during motivating the employees
The interviewee admitted that the organization is facing challenges in motivating their employees. Undeniably, the biggest challenges come back to the financial issue which is money. Due to the budget wise, the interviewee has found difficulties in giving incentives. The interviewee understands every Bayview employees has work hard for the company but due to the budget matter, only certain employees received the rewards or the rewards they received was little.

Besides, the interviewee has indicated the current issue to the senior management in order to solve the issue.

3.6 Maintain the motivation level among the Bayview employees
In order to maintain the motivation level among the employees, the interviewee remarked the rewards will continuously provide for those employees who achieve the target set by the organization. Continuously providing the rewards to the employees will be able to create a positive working environment where the employees can always maintain their good mood when they are in work.

3.7 Develop the reward systems
Lastly, the interviewee agreed that the organisation’s rewards system can be develop further in the future. As if the employees achieve targets, it means the company revenue achieve the company goals too. Therefore the rewards can be higher or better in terms of financial rewards (such as bonuses and perks) or gift as the company revenue is good.

And at the same time, the interviewee mentioned that although the intangible rewards are not treated equally important as the tangible rewards but somehow it works. So, the organization is still encouraging the management to give the intangible rewards (showing appreciation towards their employees) through praising the employees and etc.

The interviewee also mentioned that the organization will do their best in developing the reward system as they hope their employees can enjoy during their working hours.

4.0 Discussion
In the Discussion part, all the data have to be analysed with the theory and evaluate the studied issue by giving the alternatives explanations or solutions.

4.1 The motivation level of the employees of Bayview
Bayview management has shown a great appreciation towards their employees by providing tangible and intangible rewards and gave it to them according to their performance. From the perspective of Mitchell (1982), motivation is a psychological process that causes the arousal, direction and persistence of voluntary activities which the goals are oriented. Bartol and Martin (1998) have defined motivation as a force that gives direction to one’s behavior and emphasise the tendency to carry on. Besides, they have allocated the major motivation theories into three main categories which are needs, cognitive, and reinforcement theory. According the Steers and Porter (1983, p.32), Managers are responsible in creating a good working environment where enables the employees to develop to their fullest potential.

Throughout the motivation level that indicated by the interviewee shown that the manager has put in a lot of efforts in motivating the employees.

4.2 Different opinion of employee in employees’ motivation during the past six years and now
Different perceptions between tangible and intangible rewards among the employees compare the past six years and now influenced by the working environment and one’s personalities as well. According to (Schminke, Cropanzano, & Rupp, 2002; Hunton, Hall, & Prince, 1998), referring the research about fairness perceptions has mentioned the employees at different hierarchical levels in the organisation may be affected by justice perceptions differently. An important implication has found in the relationship between social exchange at different organisation levels and justice perceptions in Homans’ (1974) work. In this study case, the targeted department (Front Office Department) can be classified into a lower level department compare to other departments in the organisation. The pay of a receptionist (as an example) is lower than the pay of the officer in other department such as Human Resources Department (example) due to the organisation chart. They preferred to receive tangible rewards (cash bonus) compare to the intangible rewards as their pay is not enough to cover the high living expenses nowadays.

Anyhow, from the consultation of the lower level workers, who might feel alienated, their right been threatened and unable to voice out their ideas, could have profound ramifications. (Schminke et al., 2002, p. 886). In order to discard the unfairness in the reward system, Bayview management only rewards those employees who put in a lot of hard work in their job.

4.3 The reward systems preferred by the Bayview employees
From the Results part, the reward system that preferable by the Bayview Employees is the Tangible Reward System. Based on the most popular Maslow’s Hierarchy needs theory, it included the five basic levels of needs which are physiological, safety, social, esteem and self-actualisation, which should be satisfied consecutively.

Anyhow, in the new alternative that proposed by Alderfer (1972) which known as ERG theory has summarised into three levels which are existence (E), relatedness (R) and growth (G). Existence (E) needs mentioned about the physiological factors such as food, shelter, good pay and working conditions and so on. Relatedness (R) needs emphasise the relationship in social (families, friends, working colleagues and so on.). Growth (G) needs can be defined as the last two level in the Maslow Hierarchy Needs which are self-esteem and self-actualisation.

Based on the reward system provided by the Bayview Management, the tangible rewards such as cash bonuses and perks has fulfilled the needs of their employees. As in both the two theories that stated by Maslow and Alderfer, those needs required money to fulfil them.

4.4 The positive effect of employees’ motivation
Positive effects shown in the Bayview employees’s performance after the tangible and intangible rewards was given. Goal-setting research is replete with theory and evidence showed that motivation also affects employee performance (Locke & Latham, 1990). Furthermore, a feedback result has been shown in order to improve one’s performance, the motivation was set up from a cognitive and motivational standpoint. Throughout the research about the objective feedback, (Kopelman, 1986) has observed that feedback results in improved job performance because it increases motivation among the employees and leads to the expectation of acquiring or losing external rewards. Meanwhile, when the feedback is treated as very meaningful and important, greater performance will be ensued.

As giving out rewards (both tangible and intangible) to the Bayview front office employees, the Front Office management received many positive feedbacks from the guests such as satisfied with the high quality of services provided by the employees and the guests feel they was treated more like a friend than just a guest in the hotel. In another way, Bayview hotel rooms are always fully booked due to the customer satisfaction towards the hotel services. The fact has shown how rewards can encourage the motivation level among the employees and indirectly benefit the organisation.

4.5 Challenges faced during motivating the employees
Throughout the interview section, the interviewee mentioned the biggest challenge in motivating their employees is the budget wise. (Locke & Latham, 1990) declared the literature of goal setting indicates that agreement to a budget is higher when employees perceive the budget is coming from a reasonable way. If the employees feel the fairness of budget-setting process is low, they are unlikely to value the budget as rational. A central tenant of goal setting for a given target is that for the individuals who have higher commitment to the goal unleash higher effort, whereas individuals who have lower commitment unleash lower effort (Hollenbeck & Klein, 1987; Latham 2004; Lee, Locke, & Phan, 1997; Locke & Latham, 1990). In fact, between the budgeted levels of performance and employee performance, a good relationship should have existed.

The Bayview management found difficulties in giving incentives to their employees as the budget given by the organization is limited. So, only certain employees who really work extremely hard only can receive the incentive as they have put in a lot of effort in order to achieve the goals given by the company.

4.6 Maintain the motivation level among the Bayview employees
According to the respondent, the organisation has given the instruction of continue proving the rewards towards the helpful and hardworking employees. Herzberg’s The Motivation to Work study (Herzberg, 1959) stated the role of organisation as providing maintenance of factors outside the employee’s control. And this has made the employees feel encouraged through the internal rewards such as appreciation from the management. Meanwhile, the organisational leader can change the organisation environment by creating a healthy culture that is able to support the employees. Moreover, Zaleznk (1977) also pointed out in order to own leadership, requires the power of influence the thought and actions of other people are required. Anyhow, these are come with risks. These risks involved equate power with the capability to get immediate results and ignoring other ways to gain power. At the same time, it also involved the risks of lacking self- control in the desire for power. In order to creating a healthy motivating culture, managers are encouraged to take up those risks and fully utilize their skills to convince the others at the same time also developing their role which able to sustain motivation during duress.

Besides of giving out the tangible reward (cash bonus), the organisation also encouraged the managers to give out intangible rewards like praise the employee when they achieved target. Moreover, promotion is available if the employees’ performance is awesome.

4.7 Develop the reward systems
According to the respondent, the organisation’s reward system can be developed further in the near future. If motivation is the problem, the solution is more complex and more challenging (Wiley, 1997). Employees must be asked on a regular basis what sparks and sustains their desire to work. With the respect to the Hierarchy of Needs Theory, pay is an important reward because it may satisfy several of the needs in the hierarchy. Discovered of the motivation factors such as high wages (pay), good working conditions, promotion, job security, interesting work and full appreciation of work done helped the organisation leader to develop a better reward system as they have got the physiological needs and esteem needs of their employees.

Bayview management is doing the best which try to understand their employees’ need from different sectors in order to provide a better working environment to the employees and also develop the reward system to be better and more prefer by the employees.

5.0 Conclusion
The issue of Organisation Rewards and Employees’ Motivation among Bayview Hotel Georgetown Penang brings up a message to the employer which is both motivation and rewards are very important in the Service sector because the first impression of the employees toward the guests/ customer has decided the success of an organisation. The quality of services provided by them is the key which help to sustain the image of an organisation and to create a healthy working environment in the organisation. In the study case, although the Bayview employees did not treat both tangible and intangible rewards are equally important but both types of reward are important for the employer in developing their motivation level. Normally, the tangible rewards are more preferable by the employees due to the unaffordable high living cost nowadays. But, based on the research, employees also wish to get some intangible rewards such as appreciation (promotion) and praise from their team leader for their hard work.

Next, the high motivation level among the employees has enhanced their working performance. The rewards provided by the organisation have become the goals of the employees who wish to get it as an extra income. The employees are willing to work extremely hard in order to get the rewards as long as the rewards are satisfied. The revenue of the company will rise if the sales are good. Meanwhile, the high motivation has created a win-win situation where the employees are working under a healthy working environment and at the same time, the company is earning good profit.

In order to maintain the motivation level among the employees, the manager has to keep on eyes on their employee. The manager (organisation leader) has to approach to their employees and understand what they need before setting up the reward systems. At the same time, the leader should fully utilise their leadership to influence the employees by sharing the positive message to encourage the employees to work happily during their long working hours.

6.0 References
Journal articles
Crumpton, M. (2013). Keeping the motivation going. The Bottom Line: Managing Library Finances, 26(4), pp.144--146

Davis, S. and Kohlmeyer, J. (2005). The impact of employee rank on the relationship between attitudes, motivation, and performance. Advances in Management Accounting, 14, pp.233--252

Islam, R. and Ismail, A. (2008). Employee motivation: a Malaysian perspective. International Journal of Commerce and Management, 18(4), pp.344—362

Websites
Ask.com, 2014. What Is Employee Motivation?. [online] Available at: http://www.ask.com/question/what-is-employee-motivation [Accessed 21 Apr. 2014]

Bayviewhotels.com, 2014. Bayview International - Hotels & Resorts - Bayview Hotels International. [online] Available at: http://www.bayviewhotels.com/index.aspx?page=company-overview [Accessed 21 Apr. 2014]

Bayviewhotels.com, 2014. General Information - Bayview Hotel Georgetown, Penang. [online] Available at: http://www.bayviewhotels.com/georgetown/index.aspx?page=general-info [Accessed 21 Apr. 2014]

Consador, K., 2014. What Is the Definition of Employee Motivation? | eHow. [online] eHow. Available at: http://www.ehow.com/about_5387352_definition-employee-motivation.html?ref=Track2&utm_source=ask [Accessed 21 Apr. 2014]

Ons.gov.uk, 2014. Data collection methodology - ONS. [online] Available at: http://www.ons.gov.uk/ons/guide-method/method-quality/general-methodology/data-collection-methodology/index.html [Accessed 21 Apr. 2014]

7.0 Appendixes
7.1 Interview Questions
1) What do you think about the motivation level (grade) of your employees fall into? (Level 1-10). As you have chosen (the level) for your employees’ motivation level, what is the criteria that persuaded you to choose it?

2) Based on your experience in this company, what are the changes you have seen in employee motivation during the past six years? And from the changes, what do you believe it results from? Can you provide some examples of the tangible and intangible rewards that given to the employees?

3) Which reward system do you believe the employees prefer? Why? Do you think that money is the sole motivator for employees?

4) Are there other rewards that motivate the employees? Why?

5) Do the employees perceive intangible and tangible rewards equally important?

6) Do you believe the rewards have increased employee motivation? Why or why not?
7) Do you face any challenges in motivating the employees?

8) Is there any difference between the motivations of employees who have been working for the company for a long period of time and those who have just started? 9) What can you do in order to maintain or increase the motivation level of your employees in future?

10) Could the reward systems be improved or developed further? How?

7.2 Interview Consent Letter (The interviewee’s name card attached together in the Interview Consent Letter)