Understanding the difference of values-based motivation of managerial workers in spa businesses in Thailand

Abstract

Purpose

This study focuses on variations of the importance of core values through motivational domains of individuals by their cultural background. The effect of motivational domains on operational performance has also been investigated.

Design/methodology/approach

The study used survey as the main data collection method to elicit data from managerial workers in spa businesses in four regions of Thailand. An unpublished database of spa businesses was provided to the study by the Thai Chamber of Commerce.

Findings

Significant variations of the importance of motivational domains of managerial workers can be found according to the subculture of each of the four regions of Thailand. In addition, the motivational domains have found their significant impact on worker operational performance.

Research limitations/implications

One of the limitations of this study may be the distribution of samples because the study focuses on spa businesses, most of which in each region are located in big tourism provinces that may not be wholly representative of the characteristics of each region.

Practical implications

This study will be of practical value for practitioners or managers of any firms since it is important to consider value variations when assessing the operational performance; workers, especially managerial workers, in each subculture may have different priorities in the motivational domains of their lives. This could affect their operational performance.

Originality/value

This is an original attempt to ascertain variations of core values through motivational domains by subculture. It fills a knowledge gap in under-researched area in the literature since so far a few studies have examined this issue in the ASEAN countries.

Citation

Suwannarat, P. (2023), "Understanding the difference of values-based motivation of managerial workers in spa businesses in Thailand", International Journal of Emerging Markets, Vol. 18 No. 2, pp. 483-504. https://doi.org/10.1108/IJOEM-03-2020-0310