Job satisfaction in hotel employess: a systematic review of the literature

Hotel employees' job satisfaction is very important to their performance. In a systematic review of the previous literature on hotel employees, it was found that the most studied variable was job satisfaction; there were no other systematic reviews on the topic. In this review, performed in the Web of Knowledge, Web of Science (Social Sciences Index Expanded, Social Sciences Citation Index, Medline), and Science Direct between 2000 and 2014, 51 studies were found.These studies indicated that satisfaction is crucial to the financial performance and prosperity of hotels and acts a mediator in customer satisfaction. Contributing to greater satisfaction are factors such as greater autonomy and independence, greater power of decision making, flexible schedules, better working conditions, and training. The factors that promote dissatisfaction are wages and reduced benefits. The studies also indicated that a higher level of job satisfaction can have a direct impact on increasing the financial performance of the hotel. The implications of this study for hoteliers and directors relates to the creation of adequate working conditions to increase job satisfaction and provide hotel employees with a greater sense of subjective well-being

Open Door Policies: Measuring Impact Using Attitude Surveys

This study examines employee perceptions of an Open Door Complaint System from both those who have filed claims and those who have not. Our sample includes over 4000 employees working in a Fortune 100 company. We examine these perceptions through an organization wide employee attitude survey. Analyzing situation specific perceptions, we examine their relationship with overall fairness, satisfaction and intent to remain with the organization. Results suggest that a positive Open Door incident raises both distributive and procedural justice perceptions. In turn, fairness perceptions influence satisfaction levels. Finally, results indicate that satisfaction has a strong effect on the intent to remain with the organization. Implications are discussed for both complaint systems and employee opinion surveys

Human Resource Practices as Predictors of Work-Family Outcomes and Employee Turnover

Drawing on a non-random sample of 557 dual- earner white collar employees, this paper explores the relationship between human resource practices and three outcomes of interest to firms and employees: work-family conflict, employees’ control over managing work and family demands, and employees’ turnover intentions. We analyze three types of human resource practices: work-family policies, HR incentives designed to induce attachment to the firm, and the design of work. In a series of hierarchical regression equations, we find that work design characteristics explain the most variance in employees’ control over managing work and family demands, while HR incentives explain the most variance in work-family conflict and turnover intentions. We also find significant gender differences in each of the three models. Our results suggest that the most effective organizational responses to work-family conflict and to turnover are those that combine work-family policies with other human resource practices, including work redesign and commitment-enhancing incentives

Organisational commitment among software developers

If software developers are to be taken as prototypes of the new knowledge worker, we need look no further for working hypotheses about their attachment to their work and their employing organization than those contained in the human resource management agenda. For the diffusion of information and communication technologies (ICTs) as the supposed base of the knowledge economy has been synchronous with the launch and promotion of human resource management (HRM) as the new orthodoxy in employment practice and many of the assumptions and values within each model are shared. Indeed, HRM is often portrayed as if it were in some way a reflection of the shift to non-adversarial work relationships in the new information-based service society (Baldry 2003)

Entrepreneurship by circumstances and abilities: the mediating role of job satisfaction and moderating role of self-efficacy

Prior studies have found that job dissatisfaction and self-efficacy are significant factors influencing individuals’ entrepreneurial propensity. Existing literature on entrepreneurship often regards job dissatisfaction as an entrepreneurial push factor and self-efficacy as an entrepreneurial pull factor. The argument is that individuals who are dissatisfied with their jobs are more likely to seek alternative mode of employment such as self-employment. In other words, poor job circumstances may push individuals to leave their paid employment to start their own businesses. On the other hand, personal abilities such as self-efficacy may pull individuals toward starting their own businesses in areas where they are confident and competent in. Despite the importance of job dissatisfaction and self-efficacy for new venture creation, few if any studies have examined the entrepreneurial phenomena from a holistic perspective. Utilizing concepts from the P-E fit and self-efficacy literatures, this paper argues that the path to entrepreneurship is a multi-faceted interactive process between individuals’ personal attributes and their work environment. We specifically examined how IT professional’s personal attributes such as innovation orientation and self-efficacy condition individuals for an entrepreneurial career in unsatisfactory work environments.

Leader values as predictors of employee affect and work passion intentions

The purpose of this study was to examine the empirical connection between employee perceptions of their leaders’ values orientation, employee job-specific affect, and the resultant impact these two constructs have on employee work passion intentions. Seven hundred forty-seven respondent surveys were analyzed using structural equation modeling (SEM) to assess the study’s proposed theoretical model. The latent constructs tested included cognition (i.e., perceptions of interpersonal work experience), affect, and intentions. Perceived leader self-concern showed a significant direct correlation with negative job-specific affect as well as a negative relationship with intent to stay. Leader other-orientation showed sizeable, direct, significant correlations with employee positive job-specific affect and resultant work passion intentions such as intent to endorse, intent to perform, intent to stay, intention to use discretionary effort, and intention to be an organizational citizen.Published versio

AN EXAMINATION OF GENDER EFFECTS ON THE CAREER SUCCESS OF INFORMATION SYSTEMS EMPLOYEES

In this paper we examined the differences and similarities in the human capital variables of male and female information system (IS) workers and the affect these differences had on job outcomes. The human capital variables studied included: age, education, organization and job tenure, and number of years in the IS occupation. We found that, even when controlling for the differences in human capital, women in IS still tended to be employed at lower levels of the organization, made less money, and had greater intentions to leave the organization.Information Systems Working Papers Serie

Examining the relationship between leaders' power use, followers' motivational outlooks, and followers' work intentions

From the foundation of self-determination theory and existing literature on forms of power, we empirically explored relationships between followers' perceptions of their leader's use of various forms of power, followers' self-reported motivational outlooks, and followers' favorable work intentions. Using survey data collected from two studies of working professionals, we apply path analysis and hierarchical multiple regression to analyze variance among constructs of interest. We found that followers' perceptions of hard power use by their leaders (i.e., reward, coercive, and legitimate power) was often related to higher levels of sub-optimal motivation in followers (i.e., amotivation, external regulation, and introjected regulation). However, followers who perceived their leaders used soft power (i.e., expert, referent, and informational power) often experienced higher levels of optimal motivation (i.e., identified regulation and intrinsic motivation), but further investigation of soft power use is warranted. The quality of followers' motivational outlooks was also related to intentions to perform favorably for their organizations.Published versio

A Workplace Study of Three Children’s Mental Health Centres in Southern Ontario

Rationale Recent cuts to resources for children and families requiring children’s mental health services coupled with an increase in the number of children needing these services have left staff in many agencies feeling extremely challenged in providing positive service environments for children and families. In this context, agencies are faced with the challenge of providing working environments that attract and retain staff, particularly in children’s residential mental health services. The purpose of this study was to explore sources of job satisfaction and stress, and why employees stay with and leave these organizations, in an effort to understand what contributes to a positive work environment in children’s mental health services. Research Design A survey was distributed to employees of three children’s mental health services agencies. Completion of the survey was voluntary and all individual responses were kept confidential. Completed surveys were returned directly to researchers. Survey Results Ninety-eight surveys were completed (for a return rate of 44.3%). Forty-eight percent of employees reported low levels of intention to leave, and 18% reported strong intention to leave their organization. However, strong intention to leave ranged from 13.5% to 35.3% across the three participating children’s mental health agencies. Over 55% of all employees who responded to the survey indicated high levels of overall job satisfaction. Across the three participating agencies overall job satisfaction ranged from 43.2% to 70.6%. The majority of respondents, however, were only moderately satisfied with salary and benefits, as well as with promotion availability and process. Twenty-three percent of all employees responding to the survey reported high levels of emotional exhaustion, suggesting that high levels of stress are affecting almost a quarter of survey respondents. However, the majority of respondents reported low to moderate levels of emotional exhaustion. Over 70% of children’s mental health employees who responded to the survey reported high levels of personal accomplishment, or a feeling of competence and successful achievement in their work with people. Discussion & Implications The majority of employees in all three organizations are only moderately satisfied with the financial rewards and benefits, and in all of the organizations it seems that the front-line staff are the group least satisfied with this aspect. Front-line staff and clinicians are more likely to be high on intention to leave, and less likely to be highly satisfied with their jobs overall. They are less likely to feel that their jobs are highly “doable” and more likely to be unsatisfied with promotional opportunities. Clinicians, along with front-line staff, are also less likely than employees in other positions to be highly satisfied with their pay. Overall job satisfaction, while in the high range for 55% of children’s mental health employees as a whole, varies considerably across the three organizations. Employees with low job satisfaction are 4 more likely to have high levels of emotional exhaustion and depersonalization, to perceive a lack of fit between their personal values and goals and those of the organization (image violation), and to see the employment relationship as inequitable. The scales that are statistically associated with high intention to leave for all three organizations include “perceived inequitable employment relationship” and “image violation”. It may be that those employees who are feeling most strongly about pay levels and limited promotional opportunities perceive that they are giving more than they are receiving from the organization