Abstract:

Purpose- The study's aim is to determine the intrinsic rewards that Omani hotels use to inspire their employees and to analyse the extrinsic rewards that Omani hotels use to motivate their employees. The study also intends to investigate the association between incentive types and job satisfaction among hotel employees in Oman. Methodology- The study employed a descriptive research design. The study's population was comprised of employees from five different four-star hotels in Oman. A systematic questionnaire was created and distributed to all participants. Rewards (both intrinsic and extrinsic) served as the study's independent variable, and job satisfaction served as the study's dependent variable. The data was gathered on a five-point scale and interpreted using averages, percentages, and correction analyses. Findings- The study noticed that the intrinsic rewards employed by hotels in Oman included recognition and appreciation, an excellent working partnership with the manager, management trust and belief, training and professional development, and work freedom and autonomy. On the other hand, extrinsic rewards are used by hotels in Oman, such as praise and appreciation for a job well done, excellent working environments, attractive salaries, annual bonuses, and insurance for me and my family. Spearman's coefficient of 0.885 indicated a positive and significant relationship between intrinsic rewards and work satisfaction among Oman hotel employees. Similarly, a Spearman's coefficient of 0.899 demonstrated a very strong positive and significant association between extrinsic rewards and work satisfaction among Oman hotel employees. Conclusion- The findings suggest that the level of employee job satisfaction in the organisation is reliant on rewards.

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