Free Dissertation About Aim Of The Research

Incentives for Rewarding Good Performance: Employees’ Perception in Luxury Hotel Industry

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Abstract

This survey will make an effort to expand on pragmatic work conducted about the use and usefulness of human resources methods in a number of luxury hotels of multinational chains in the UK. The survey investigates the alleged importance of a number of job-related instigators in the luxury hotel area and examines the bond between discrete variables and the motivations offered in hotel employees. We then proceed to suggest, strategies for cultivating appropriate motivational programs for workforces that hold different order inside the organization levels and diverse individual work culture.
Keywords: Hospitality industry, enablement, human resources management

Image 1: Exterior view of the Hilton Hotel, London (UK)

Image 2: Sheraton Grand Hotel and Spa, Edinburgh (UK)
Incentives for Rewarding Good Performance: Employees’ Perception in Luxury Hotel Industry

Introduction

Background of the Study
The upsurge of antagonism in the luxury hotel industry has established the improvement of the excellence of the provided services, as one of the vital aspects for preserving the competitive advantage of global hotel chains. Nevertheless, the functions provided in the hotel industry are immaterial, attached to the service producer, non-standardized, and have a short lifespan. Because of the nature of business, the characteristics of managing luxury hotels and the services it provides, as well as the assessment of service value mainly depends on the clients, which can be subjective. Given that the noticeable part of the service offer in the luxury hotel industry is exceedingly homogeneous, reflecting the solid branding of an international hotel chain, the value of the employee/client exchange is of great importance to managerial performance. Therefore, in the luxury hotel sector the human resource management (HRM) procedures and methods should build, through the provision of proper motivations, an environment that could produce substantial client-oriented performance from employees.

Objective of the Study

An experimental research conducted to managerial and non-managerial workforce on a number of multinational luxury hotel chains in the United Kingdom brought light to the different forms of motivation that the management can offer in order to improve the employee’s work performance. The experimental research also aims to discover the following:

Aim of the research is to determine perception of Luxury Hotel employees towards the rewards and incentives granted on performing better. The study will look into the job-related incentives along with its impact on the motivation of the employees of the sector (luxury Hotel).

Rationale of the study

The study is intended to determine professional growth of the employees within a supporting and motivating framework of the Luxury Hotel. Even the researcher would like to look on the pros and cons associated with the functioning of the employees within specific circumstances that help in developing the motivational and professional power among the employees and the organization.

Review of Related Literature

Human Resource Management and Managerial Performance Research in Human Resource Management (HRM) has its roots in the industrial sector, concentrating on research into the initiation and influence of certain configurations of “optimal practice” human resource methods that strive for “high commitment” and flexibility (Huselid, Jackson & Schuler, 1997) and contribute to the group’s performance and overall results. Recently, interest lays to the dispersal of new tactics to HRM inside the tourism industry, which has traditionally been linked to images of poor working environments and weak HR practices (Lucas, 2002). Narrow minded accounts of optimal practice HRM in these service provision establishments are noted by Korczynski through the use of vocabulary such as “new service management school” (Korczynski, 2002: 3). In that survey, a significant foundation of competitive advantage seems to lie in the quest of high value services, which in turn is dependent on a complex methodology to HRM, dependent on managers agreeing to costly and high expertise employment strategies along with the efficient use of human resources. These traits of HR tactics are compatible with leading notions and images of HRM that emphasize on concepts of extraordinary value and extraordinary performance employee structures (Storey, 2001).
The “New Service Management School” places emphasis on soft Human Resource Management methods like stimulating enthusiasm, enablement, and collaboration. In the tourism sector, which fundamentally encompasses a fabrication and a service side as well, the formation and provision of services from the firm to the consumers is mainly realized through the employee that acts as the hotel’s image and de-facto representative. From this viewpoint, the workers in essence embody the industry (Schneider & Bowen, 1993). The things that the industry hopes to achieve therefore, rely on the capacity of its employees and how successfully they are guided in order to aid the business accomplish its objectives. It is of vital importance for the tourism industry to grow well organized HRM practices and tactics that permit it to inspire competent employees who aid towards the achievement of its purposes. This entails a comprehension of what stimulates employees at diverse levels of administration and at distinct phases in their career for the sake of maintaining an acceptable level of determination and extraordinary performance (Enz & Siguaw, 2000). In the case that hotel directors can gratify their personnel by appreciating the fundamental motives that drive them, this will assist in the direction of retaining hotel employees and thus improving client fulfillment in the end (Morrison, 1996, Tsaur & Lin 2004).
Performance administration comprises of actions, which guarantee that objectives are constantly being met in an operational and well-organized manner. A shortage of the skills required, information, supervision, support, individual priorities and the disturbance most employees encounter when delivering and receiving reactions and criticism, are the efforts hindering in this grave process. Failure to set objectives and offer constant advice and summary assessments usually has as an outcome, workers growing into demotivation and additionally falling performance. Operative performance management systems serve in the creation of an idea of success and an environment in which employees want to offer their best and struggle for continuous progress (Haynes & Fryer, 2000). The actual performance supervision motivates employees by identifying success and promoting employee progress in a more general way.
The last two decades growing amounts of discussions have occurred in the wider area of HRM and its influence to the managerial performance (Chan, Shaffer & Snape, 2004). In the current literature, there is a set of the following different academic frameworks: universalistic, eventuality and formative perceptions (Delery & Doty, 1996). These academic frameworks have offered a significant theoretical context upon which much academic and practical effort grew. The collective perception emphasizes that there is a one-dimensional straight connection between HR tactics and managerial performance (Delery & Doty, 1996). As a result, general human resources tactics are advanced that openly have an effect on the quality of work, unconnectedly with additional internal or external managerial factors. That is, methods that search for “extraordinary commitment” and elasticity are always helpful for the advance of the organization, unrelatedly of managerial and other consequences (Huselid, Jackson & Schuler, 1997). The contingency point of view speculates an interactive connection between managerial factors (Delery & Doty, 1996). As a result, there could not be one collective ideal form of a HRM structure, which can be used to assess practice. There is a variety of choices suitable in a diverse set of circumstances. An instance of those circumstances is the assessment of HRM performance in the setting of small and medium sized companies relative to those in bigger organizations (Voves, 1996).
Finally, the configuration point of view is about increasing effectiveness that is accredited to the reliability among arrangements of applicable circumstantial and organizational factors. The plain assumption of the configuration point of view is that if one wants to be efficient, an organization’s human resource procedures must be constant and compatible with other traits of the organization and the environment of competition around the firm/organization (Doty & Glick, 1994).
Because of that, the academic discussions involved in the research of those three viewpoints, is still in its primary development and there seems to be little agreement among academics on the subject of which viewpoint is the major one. “This may be due to the fact that any such conclusion would be premature because of conflicting research results, but more importantly, because the debate is still in its infancy” (Wood, 1999).
Even though it is well recognized that HRM is certainly related with managerial performance, a great necessity seems to exist for supplementary research and measurable evidence to back the connection between HRM and performance (Gerhart, 2005) as well as researches from diverse backgrounds. The universal viewpoint offers a suitable academic context for the handling of our study, since the best techniques that are used by the international luxury hotel chains, are not essentially differentiated with respect to the environment of the country in which they operate. Furthermore, the number of luxury hotels, in which the survey was conducted are property of transnational firms which apply a universal HR strategy and it is through their human resource procedures that the attempt to discover the best methods in order to obtain the highest standards of performance from their personnel and furthermore to advance the organization’s figures and overall efficiency.
Existing literature acknowledges that human resource policies may have an effect on managerial actions either openly or obliquely through Human Resource Management results. Nevertheless, the problems that arise involve matters like which human resource tactics are the most preferable and most significant to be incorporated in a standard that links HRM with managerial performance. Regrettably, there has been no convincing definition of what the most preferable practice is, that has been agreed upon by academics or practitioners. This has the result of an absence of theoretical precision of the HRM best methods definition. Several characterizations have arisen that include many of the fundamental factors of HRM optimal practice, permitting us to acquire a better comprehension of the subject. Johnson (2000: 69) writes, “best practice or high performance work practice are described as HR methods and systems that have universal, additive and positive effects on organizational performance”. This description is associated to the circumstance in which each of the best tactics utilized by the firm will complement the aforementioned tactics, complicating in this way the subsequent performance of the firm.
The universal model of HRM recommends that a detailed set of human resource “optimal practices” will constantly yield superior results whatsoever and no matter what the environmental circumstances might be. Huselid (1995) stresses that “internal fit” aids in expressively improving an organization’s practices and results. Terpstra and Rozell (1993 focus on a quantity of records of “best practices” that involve “high commitment” and elasticity, or the “high-performance work systems” which are complemented by extraordinary corporate performance, thus backing this kind of “fit”.
Beliefs, interest, values, and perceptions etcetera are associated with motivation and depict a close relationship with each other. Motivation takes cognitive behaviors into consideration that involves strategy use and monitoring, or non-cognitive perspectives that involve attitudes, beliefs etc. or both. For instance, academic motivation can be defined as “enjoyment of school learning characterized by a mastery orientation; curiosity; persistence; task-endogeny; and the learning of challenging, difficult, and novel tasks” (Gottfried, 1990. p. 525). The motivation principle witnesses the similar application in a business or corporate aura, where the employees, managers etc. resonate with the practicality of their jobs. However, on the other hand, motivation is synonymous with cognitive engagement as described by Turner - “voluntary uses of high-level self-regulated learning strategies, such as paying attention, connection, planning, and monitoring” (Turner, 1995. p. 413).
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Literature review Matrix

Methodology
A number of studies establish a “best human resource practice”. The majority of those studies (Bamberger & Meshoulam, 2000) address three mechanisms by which complete human resource methods influence business results: 1) Human capital foundations or the assembly of human resources (expertise, information, background etc.) the firm has to work with. The firm’s choices, the preparation and internal progress that follows, have a great impact on the quality of this foundation. 2) Incentives, which are influenced by the human resource methods, including acknowledgment and bonuses, and 3) chances provided to help the firm, which is affected by the firm’s connection and enablement strategies. The optimal practices approach, usually, talks about the resource-based model of competitive advantage, which concentrates on the part that the inside resources (of workers) play in growing and sustaining an establishment’s competitive abilities. Unambiguously, Pfeffer (1994) emphasizes the event in which the organizations wanting to succeed in today’s international business setting must take the right human resource contributions to obtain and shape employees who have better skills and expertise than their challengers and this provision will serve as their competitive advantage. Consequently, only human resource methods can direct to competitive advantage by the formation and the expansion of an exceptional and beneficial human basis.
Before the survey advances with the analysis, it is significant to make a special reference to the function and the profits of the best practices that could be implemented within such an institute. Delaney and Huselid (1996) stress that HRM best tactics are intended to improve the general performance of employees inside the organization, eventually creating an environment of amplified managerial performance. They move on by affirming that HRM optimal strategy accomplishes those results through the increase of employee commitment to the firm. When the administration is dedicated to the delivery of education and improvement, for example, their actions are repaid by the personnel with bigger commitment in the direction of the firm, the results become better as the workers are more accomplished, trained and dedicated to their job, and have as a result in a win-win understanding for both groups involved. From a simpler point of view, each optimal practice method aims at advancing the employees, their morale and boosting their pledge, with the subsequent purpose to advance the managerial performance, and eventually create a supportable competitive advantage.
Additionally, the survey briefly introduces the fifteen optimal practice methods that have been noted by distinguished academics (Delery and Doty, 1996) on the topic of HRM optimal methods: employee or employment security, careful hiring policies, efficient utilization of teamwork efficient reward policies, performance evaluation, education and expansion prospects, status modifications with understandable job descriptions, a positive description of organizational foundations that enrich information sharing and communications, complaint procedures for employees that may have issues with certain promotional criteria, employee ownership, enablement of the personnel with the practice of decision making capabilities, taking into thought employee recommendations and ideas coming from the workers, introduction of job rotation, and opportunities for evolution in the chain of command.
Nevertheless, it is broadly accepted (Enz & Siguaw, 2000), that amid the aforementioned areas, the methods that possibly could be further advanced in order to augment the contribution of HRM on managerial performance are the following five: education and improvement, collaboration, performance evaluations, efficient reward policies, and communication.
Education and improvement. The goal is to make available for employees with the essential set of skills and information to achieve the firm’s corporate and business plan (Johnson, 2000). Education could not merely ensue with detailed reference to an active duty. The progress of employees in numerous methods is a technique for inspiring responsibility, as complementation of this responsibility is evident through the personnel’s enhanced performance. Enz and Siguaw (2000) provide some useful understanding into the process of education and improvement inside the workplace. In one instance, the firm involved launched educational elements, which encompassed not only tasks and exercises that were associated to the group’s detailed growth, but also covered areas that assisted in the growth of the personnel as individuals. In general, these techniques were utilized to encourage managerial comprehension, advance employees and employers’ communication and self-appreciation, and improve self-confidence. The idea was that only a great work performance could be offered by the member of staff if they experience positive feelings about themselves and about the team as a whole.
Collaboration. The theory of physical cooperation within a work environment has been shown to be more problematic than initially thought by the first management academics. Efficient teams within a broader organization should be completely self-conscious and self-managed, not only by being answerable for administrative duties, but also being self-monitored and self-organized to guarantee that the team performs as an individual at all times.
Performance evaluations. Lately there has been a growing use of performance evaluation and payment as a means of helping commitment as a whole to grow, toward the firm (Enz & Siguaw, 2000). There are many approaches of performance evaluation that are utilized within groups nowadays, such as operating performance and productivity benchmarking, performance evaluations with administration, average sales statistics, executive performance and others. Performance evaluations give the green light for the evaluation of the employee performance as well as the evaluation of the team as a whole. This set of mechanisms is thought of, as one of HRM’s top policies since it forms a framework for employees within the firm to advance their performance as far as, not only managerial objectives and operational procedures are concerned but individual objectives as well.
Efficient reward policies. Efficient reward strategies have been stressed as a method that generates high responsibility among members of staff. This is shaped through rewarding the employee in line with their extraordinary performance, with the use of monetary or non- monetary means. This policy is inseparably linked to the policy of performance evaluation since, if the performance position of an employee is not recognized, the rewards are baseless. Performance evaluation can take place at a firm, team, or personal level, and is a wide-ranging way to boost the performance of the staff and the firm as a whole (Delery & Doty, 1996).
Communication. As systems of administration become more and more complicated, comprehensive two-party communication is indispensable in ensuring that the establishment runs smoothly. Communication, if utilized as a preferred policy, provides all members of staff with a voice within the corporation. Rigorous communication within a corporation also allows each employee to tell exactly what is anticipated from him, from his everyday tasks to his wider directorial mission declaration and what is going on within each distinct area of the corporation.

Image: Generic Skills in which staff would benefit from additional training.

Findings
Employee turnover has proved to be one of the most severe problems in the hospitality industry and a few of the reasons given for what causes it, are low reward levels, insufficient benefits, poor working conditions, and reduced employee morale and job biases. Byrne (1986) notes that as well as its high employee turnover and the profession’s exhaustive type, the hotel industry is regarded as an industry with low employee security, low rewards, shift duties, and scarce chances for promotion. The research of Simons and Enz (1995) further expanded that those features seemed to be more intense in the seasonal area of the tourism industry.
Despite the fact that hospitality sector employees are not a uniformed group –a group with a high number of common traits- they participate in a number of common mannerisms: a broad range of skills are in most tourist professions a prerequisite but there are also raised figures of unskilled personnel; these individuals may live on the premises of the tourist resort and many among those employees are insufficiently paid; the workers often are expected to work long and “lonely” shifts and there is also a large part of female, part-time, casual and foreign staff; work movement-staff changing jobs between seasons- and turnover rate are especially high, although luxury hotels have different figures from the industry average. Therefore, the examination of employee needs in the tourism industry institutes one of the main assumptions both for comprehending their point of view and motivating dynamics as well as for formulating a motivation structure that will assist to the development of employee performance.
One of the most significant methods that attempt to explain the singularity of work inspiration is an analysis of what people really want, is researched in one of the very understandable researches of worker’s motivation is restricted within the philosophies and values of scientific management. Taylor (1991) stated the significance of choosing only the best employees, guaranteeing that they are managed and work as entities and reimbursing them only for what they produce downgrading the full spectrum of the importance that, transactional and economic relations between employers and employees have.
Nevertheless, there is no forthright connection between wage (from the employer side) and energy given at one’s work (from the employee side) and Maslow (1943) and McGregor (1960) claimed that job incentives also have emotional roots than were never taken into account in Taylor’s research. Maslow further claimed that individuals have a pyramid of needs that vary from the low-level and elementary needs (such as the need to eat and drink water) to the high-level and multifaceted needs (for instance, a need for self-actualization). Furthermore, McGregor (1960) recommended that orthodox Taylor’s methods were supported by a deeply cynical theory of incentives (“Theory X”) that was reinforced by the hypothesis of uninterested employees who have hatred of work and need pressure to become fruitful in their profession. While recognizing that the hypotheses made for Theory X may hold true under an inadequate and incomplete set of circumstances, he reasoned that job motivation was generally fortified by the worker’s self-produced determination to improve themselves and achieve their individual potential (“Theory Y”). McGregor (1960) eventually contended that outdated managerial approaches bestow too much weight on the function of lower-in-the-pyramid needs as incentives of workers’ principles.
In modern Western society the physical and security, requirements of most workers are fulfilled and this has as a result that their behavior is more usually driven by higher-in-the-pyramid needs. It must be noted that those basic needs are embedded in the legal framework in effect, in the total of the western states. Furthermore, Alderfer (1972) made the distinction between an individual’s needs for survival, empathy, and development and McClelland (1987) claimed that inspiration to work echoes a higher need for accomplishment which is dissimilar from the other lower desires, the need for connection and the need for authority.
Analogous ideas to these are also central to Herzberg’s (1966) motivation-hygiene model in which he suggested that executives should put their efforts into providing opportunities for the fulfillment of the staff’s personal desires in order to get their greatest job performance. According to that idea, individuals have two key types of needs: hygiene needs, which have a relation to the framework in which work is completed. These comprise of job relationships, job conditions, management, wage, company rules and executive environment, status and security. As soon as these factors become, or already are, negative then in accordance with the theory, work displeasure, and dissatisfaction comes as a result.
However, the implementation of hygiene needs alone does not have the capacity in to lead to work satisfaction but merely in the decrease or partial eradication of displeasure. On the other hand, individuals have motivational desires, which are linked to feelings that are involved in really doing job. These contain success, acknowledgment, work itself, accountability, development, and progress. As the theory states, the reasons that ultimately drive an individual to job satisfaction are similar –or identical- to those that fulfill an individual’s need for self-realization in their profession, and it is only from doing the specific task that employees can appreciate the prizes that will fulfill their desires. In comparison to the fulfillment of hygiene needs which have as a result neutral circumstances, neither content nor discontent, when they exist, positive incentive factors supposedly result in job satisfaction
This concept led to general enthusiasm in the effort for job improvement (rotating, expanding jobs), illustrated as a determination by the administration to design responsibilities in such a way as to incorporate the chance for personal accomplishment, acknowledgment, personal trial and growth (Furnham et al., 1999). Among other efforts, this involved challenges to escalate distinct individuals’ responsibility for their own job, expand their control over separate and diverse essentials of a particular work, and give workers the chance to become specialists and finally connoisseurs in relation to those features.
Taking into account Simons and Enz (1995), we find that employees from different divisions replied in a dissimilar way to the job rewards given by the organization, advocating to the idea that personal dissimilarities and personal variables should be taken into account when formulating motivation programs. Upper management levels may contribute to distinct staff members being motivated by the fulfillment of different wants. Separate studies have presented for instance that acknowledgment and gratefulness, rewards and wages, and augmenting task performance are quite possibly the three key factors that stimulate executives to have good performance indexes as recorder in various contexts (Analoui, 2000). Nevertheless, for lower level staff members the gratification of desires such as self-development, teamwork, salary, and rewards seem to have the most impact in triggering motivation and on end in their performance (Spreitzer, 1995). However, up until now very little has been done in the direction of investigating the chance that there are variances among workers at various levels of the pecking order within the same organization.
Figure 1: Skills that need improving by key occupational grouping in the tourism industry (UK)

An overview of the hospitality sector in the UK with data from the Hospitality Guild,

“Economic performance”
The hospitality and tourism sector employs seven percent of the working population, or one in every 14 jobs. In terms of gross value added (GVA). The sector contributed £40.6bn to the UK economy in 2011, or 4.2 percent of the country’s total GVA.
The latest figures show there were 181,500 individual business sites operating across the hospitality and tourism sector. Restaurants, hotels, and pubs, bars, and nightclubs comprise the greatest number of businesses and represent the greater share (70 percent) of the sector’s GVA.
The sector is predominately made up of small businesses; almost half (46 percent) employ less than five people while only one percent of businesses employ more than 100 people. The types of challenges smaller businesses face will therefore influence the sector significantly.
A strategic approach to business planning is needed to raise profitability and improve business survival rates. Only 1 in 5 employers sought business advice in the last 12 months, while less than half had a business plan. The implications for skills and training were clear; those that had a business plan were significantly more likely to have trained staff in the last 12 months (57 percent) compared to those that did not (27 percent). There was also a link between business planning, training activity, and reports of increased sales and turnover.
Overall, the results for the sector suggested a slight increase in sales or turnover in the last 12 months, with 39 percent of businesses reporting an increase compared to 26 percent reporting a decrease.
Perhaps sensing that the economy had turned a corner, the outlook in the coming year was optimistic as 59 percent of employers expected an increase in sales or turnover in the next 12 months compared to just 9 percent who forecast a decrease.
The hospitality and tourism sector continues to offer attractive enterprise opportunities to entrepreneurs, with low barriers to entry. Although both start-up and closure rates were higher than across the rest of the economy, 2011 represented the first time in recent years that start-ups exceeded closures, with a net growth of one percent.
The hospitality and tourism sector played an important role in the success of events such as the London 2012 Olympic Games and Paralympics, and in strengthening the UK’s position as a top-ten global brand.2
This has highlighted the UK’s need for a skilled, professional workforce in the future to meet increasingly high visitor expectations. This can be achieved through implementing appropriate training programs and clear development pathways for the workforce.” (Hospitality Guild, 2012)

Analysis of Data

The wealth of data, its sources, and the thinkable courses of action available to take full advantage of the desires of consumers is increasing the complication of the communication between employees and customers. This complication requires not only members of staff that can answer those difficulties, but a work environment that enables this type of response as well. Jong and Ruyter (2004) claim that because of an “atypical, complex, and disturbing nature of service recovery problems, employees need to show flexibility in their contact with customers”. Gronroos (1994) also observes that a different service culture is necessary, a culture that instructs workers in the service sector how to reply to unaccustomed, unanticipated, and obdurate circumstances. Enablement is believed to be essential since it offers contact workers the needed flexibility to form instant choices to gratify clients (Hartline & Ferrell, 1996). Koberg et al. (1999) identify two primary qualifications to employee enablement: individual influences and environmental and structural issues. Thomas and Velthouse (1990) propose that coincidental dynamics such as management, entrustment, and job design, and payment methods affect the feeling of enablement. Emotional enablement, according to Robbins et al. (2002), is an echo of the constant outgoing tide and movement of individuals’ views and approaches about their job climate in connection to themselves, and they theorize that the personnel’s outlook and views of the job climate are an essential dominant irregularity in any version of the enablement progression. Woodard et al. (1994) also indicate that the job climate has long been acknowledged as a powerful cause of influence on employee actions and that individuals tend to respond mainly to their perceptive depictions of circumstances rather than the circumstances per se. Carless (2004) formulates the point that despite the existence of several studies on diverse sides of both the emotional environment and enablement, there has been a deficiency of studies on the connection between emotional environment (individual view on job climate variables) and enablement. Siegall and Gardner (2000) examined the results of administrative influences on emotional enablement, with an emphasis on horizontal and vertical communication channels. Moreover, Gange et al. (1997) established the ties among specific job individualities and features of emotional enablement. While the Siegall and Gardner (2000) research was conducted in the grounds of a construction company, Gange et al. (1997) based their research in a telephone company, and it has to be noted that the precise environment of each research may play a part in the results that it produces. In the present research, we attempt to recognize the magnitudes of emotional environment that are connected to feelings of emotional enablement within the hotel industry. An improved comprehension of the connection between these structural factors and the experience among members of staff regarding enablement would aid organizations in the direction of better managing their backing for an enabling work environment (Siegall & Gardner, 2000).

Emotional Environment

Emotional environment can be described as the mutual opinions of employees on the subject of the methods, ways, and kinds of performance that are rewarded and reinforced in a specific framework (Schneider et al., 1998). It is an affective medium through which the results of the environment on behaviors and performance pass (Schneider, 1990). Academic literature recognizes three methodologies to the study and conceptualization of work environment. These, in accordance with Payne and Pugh (1976) are the following 1. The Structural Approach, which states that environments mature from the objective aspects of the professional framework 2. The Selection Attraction Attrition (SAA) Approach, which contends that organizational and individual courses combine to produce moderately homogenous connections in organizations 3. The Social Behaviorism Approach, which assumes that the social background of behavior can enlighten individuality and meaning. Organizational members and the setting are supposed to jointly determine each other. The Social Behaviorism Approach, in our opinion, best illuminates situations where members of the same subdivision or organization evolve diverse perceptions of their work environment, because of the dissimilar levels of communication. This is established in the following studies:
1. Newman (1977) found noteworthy modifications in views of work environments accounted for by age, sex, education, and position, a development supported by Gavin (1975) .2. Schneider and Snyder (1975) also discovered views of work environments to be influenced by position-in-the-hierarchy variables. 3. Jones and James (1979) established the influence of age, education, and position on some climate dimensions. 4. Joyce and Slocum (1984) follow the same trend, concluding that the environment was considerably influenced by work experience and age. 5. Moussavi et al. (1990) also remarked that position variables influence environment views. Related to the issue of the materialization of environments is the issue of the type of environment. There is some conceptual vagueness regarding environment