The Drivers of Flow

The second objective [to examine the nature of the drivers of flow (including motivation, spirituality, and deviant behaviour) on flow and commitment within a sample of employees in UK branded restaurant industry] was about identifying the relationship effects of the key theoretical constructs. The results of SEM-PLS show that there are positive effects from motivation (0.452) and spirituality (0.187), and a negative impact of deviance (-0.317) on Flow.

Motivation

The motivation scale used in the study is shown in table 4.3 and presents the mean scores for each of the items that the respondents were asked to provide their personal feelings about. What is apparent from the analysis is that the most important factors for people being motivated to go to work in the UK branded restaurant industry is the working hours available, which can offer flexibility, and also the security of having a job. The analysis of these questions show moreover that there is a social aspect of work which motivates people to enter and continue to attend, as opposed to the financial compensation for being there.

This suggests that respondents in the sample have a more committed aspect to their motivation.

There is distinction amongst the groups, demonstrated by both the independent samples t-tests, and ANOVA carried out. This further identifies that there is significance for specific sections of the sample relating to the work environment and requirement for

order in the working life. It was the 1-3 year and 7-9 years of service groups, however, that need to feel appreciated for their efforts. This points toward gaining commitment from the two groups, not through financial rewards, but offering acknowledgement of work well done. Furthermore, these two groups also offer responses to Q3_8, and score highly, showing their desire to find career progression and career development. Should these two concepts be combined, then the relationship with flow and commitment would further strengthen. By rewarding the intrinsic needs of the key groups and offering progression where identified, then early and mid-service career workers would benefit the organisation by committing to achieving the goals of the business through an internal want to, which fits with flow literature (Csikszentmihalyi, 1997; Fullagar and Kelloway, 2009; Keller and Landhäußer, 2012).

Spirituality

The spirituality scales used in the study are shown in table 4.4. There were significant findings from all aspects of question two, but question seven did not appear to draw anything of interest as the responses were mainly right in the middle of the scale. Question two shows that there is consensus across the concepts that social culture and relationships with co-workers are important aspects to staff in the industry. The restaurant industry offers a context which (as with other aspects of hospitality) are very different to other industries. There are close bonds created amongst people in the industry, and often these relationships are relied upon; covering each other’s shifts, social encounters with staff and customers.

The scores from the analysis are encouraging, and demonstrate that the sample associate their workplace being supportive and colleagues able to be relied on in times of need. Spirituality appears to be strong amongst the respondents in the sample population, and this, based on findings from literature, helps to create an environment which is likely to experience flow (Krishnakumar and Neck, 2002; Mitroff and Denton, 1999b).

In the industry, these types of spiritual bond help to improve the operations of the business, and cannot be replicated or encouraged by extrinsic motivators (Briskin, 1998). The spiritual aspect of the sample are individual to the respondents, and demonstrate that there are people working within it currently who actually enjoy what they do, and where they do it. This in itself suggests that the organisations who allowed participation in the study have (knowingly, or not) created environments which find

spiritual alignment between themselves and their staff. Furthermore, this enables flow to be realised, reaping the benefits of the concept.

The sense of community created in the industry organisations is shown to therefore create supportive workplaces which, at some level, have created a depth of connection between the workers in the sample (Saks, 2011), thus allowing connectivity between the staff, and their place of work (Ashmos and Duchon, 2000). The belonging which is then felt, assists comfort which instils a desire to complete the work tasks in the restaurant (Milliman et al., 2003; Mitroff and Denton, 1999b; Saks, 2011).

Deviant Behaviour

Deviance in UK branded restaurant industry staff was measured using the scale in table 4.6. The relationship with deviant behaviour on flow and commitment was perhaps unsurprising in that it has a negative effect. Throughout the analysis, it can be seen that there are lower scores as compared to other scales in the study which suggests that those in the sample population who (are likely to) commit deviant acts are few and far between. In fact, the most deviant acts that people admit to are occasionally working on personal matters at work, and making fun of colleagues. As deviance levels vary in their severity (Bennett and Robinson, 2000), there is no significant evidence of this occurring within the sample. Given the nature and strength of relationships between motivation and spirituality with flow, it could be expected that there were very low expressions in a concept which would have a negative relationship.

The group comparisons analysis of deviant behaviour shows interestingly that the 4-6 year LOS group scores significantly lower when asked about wasting time during tasks. This prompts that further consideration be made of their commitment and immersion in work based tasks. Their immersion in tasks shows a stronger link to flow in the workplace, which may be autotelic in its nature; the benefits of this being that it aids progression and skills development intrinsically, as opposed to requiring some form of external motivator being applied. In addition, there appears to be a higher commitment to work practices from the youngest (18-24 year old) age group as they are least likely to be prone to making work tasks last longer than necessary in order to gain additional payment through extending their working time, or overtime payment.