Beyond Incentives: How Relational Discipline Outperforms Motivation in Shaping Service Performance Within Bali's Collectivist Hospitality Context

I Ketut Eli Sumerta; Saortua Marbun

doi:10.55927/ijbae.v5i2.5

Authors

I Ketut Eli Sumerta Universitas Triatma Mulya
Saortua Marbun Universitas Triatma Mulya

DOI:

https://doi.org/10.55927/ijbae.v5i2.5

Keywords:

Work Motivation, Work Discipline, Employee Performance, Luxury Hospitality, Collectivist Culture

Abstract

This study addresses the critical yet underexplored question of how motivational and disciplinary mechanisms jointly shape employee performance in luxury hospitality contexts within collectivist cultural settings. Grounded in Conservation of Resources Theory and reframing discipline as a culturally embedded relational resource rather than mere compliance enforcement, we investigated the differential and combined effects of work motivation and work discipline on frontline employee performance. Data were analyzed through hierarchical multiple regression, dominance analysis, and classical assumption testing using SPSS 28.0. Results demonstrated significant positive partial effects for both motivation (β = 0.226, p = 0.036) and discipline (β = 0.318, p = 0.004), with a significant simultaneous effect (F = 7.634, p = 0.001). The model explained 16.9% of performance variance, with discipline emerging as the dominant predictor challenging Western-centric HRM assumptions that privilege motivational interventions. These findings theoretically reframe discipline within Balinese Tri Hita Karana philosophy as normative adherence enabling discretionary service effort, while practically guiding luxury hotel operators to prioritize procedural clarity and temporal structuring alongside multidimensional motivational systems for sustainable performance excellence in post-pandemic Southeast Asian hospitality markets.

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