The hospitality industry is the world's largest employer of people and a vast consumer of physical resources. The study aims to understand the nexus between employee performance and biographical variables in Hospitality Sector and to understand the relationship between the two. It is to model the dynamic relationship between biographical variables and employee job performance, in order to develop a better understanding of the causal linkages between these two variables, as it affects the overall performance of the organization.
The study adopted a mixed research design which includes Exploratory and Descriptive Research Design. Further, in-depth interviews of 200 employees working in hospitality sector were conducted to interpret and validate the survey results. The independent variable selected for the study is Employee Performance Survey, which includes iinnovation, proactivity, decisionmaking, result oriented, guest service orientation and people orientation. The dependent subvariable is biographical variables selected for the study includes age, gender, education level, department, designation and number of years in service. Testing of hypothesis and data analysis was done by using SPSS 20.
The results of the study indicate that biographical variables have a significant impact on employee performance. The analysis states that innovation, proactivity, result oriented and guest service orientation parameters of employee performance have a significant impact on the employee performance, then decision making and people orientation parameters. The length of service an employee has served the hotel and the educational qualification has a significant impact on the performance of the employee in the hospitality sector in Lucknow. There exists a strong nexus between biographical and employee performance variables.
To sustain the competitive advantage, the management should work on developing a performance driven environment that sketches strong associations between culture, management practices and performance, which is interconnected and essential for every organization for its development and enhancing employee performance.
As in the case of most survey empirical studies, this study is static and may not capture the changes over time. To prevent this bias, longitudinal follow-up studies would be required. Also, the self‐report led data may be affected by response bias.