Hospitality Industry

This study examined the impact of the perception of compensation management practices on employee performance in the hospitality industry in Benin City, Nigeria. Specifically, it explored the relationships between salaries and wages, fringe benefits, staff allowances, incentives, and training opportunities and their influence on employee performance. A survey research design, specifically the cross-sectional variant, was adopted. The study population comprised all employees in the hospitality industry in Benin City, and a stratified random sampling technique was used to select a representative sample of 385 respondents. Data were collected using a structured questionnaire, with a retrieval rate of 98%, and analysed through descriptive statistics, correlation, and multiple regression analysis using SPSS version 24. Findings revealed that fringe benefits, allowances for staff, and incentives had a positive significant correlation with employees' performance, which testifies the importance of both monetary and non-onetary
rewards in motivating employees. However, wages and salaries did not statistically significantly impact performance, i.e., base pay alone may not be the productivity driver for the hospitality sector. Opportunities for training had a strong but weak positive relationship with performance, i.e., better organised and industry-specific training programmes need to be implemented. Based on these findings, the study recommended that hospitality organizations adopt an overall compensation policy by offering attractive fringe benefits, staff allowances formalized, and properly designed incentive schemes to enhance employees' motivation and performance. Besides, training programmes need to be developed according to the functional needs of employees in order to realize their full potential

This study investigated communication and employee job satisfaction of the hospitality
sector. Data were primarily sourced through the online administration of two hundred (200)questionnaire out of which same number (200) were found usable for the empirical analysis. The descriptive (frequency, mean and percentage) and inferential statistics (regression) were adopted for the study’s analysis. It was revealed that: there is a significant relationship between communication and employee job satisfaction in the hospitality sector; modern communication channels, such as social media and technology-mediated communication, significantly influence employee job satisfaction in the hospitality sector; and while organizational culture was found to significantly mediate or moderate the relationship between communication and employee job satisfaction in the hospitality sector, leadership styles did not. Based on these findings, it was recommended that: organizations should focus on enhancing their communication strategies; it is essential for organizations in the hospitality sector to actively promote a positive and inclusive organizational culture; and it is still crucial for organizations to invest in leadership development programs.