Using job satisfaction and pride as internal-marketing tools

Arnett, Dennis B.

doi:10.1016/s0010-8804(02)80035-0

Cited by 144 publications

(108 citation statements)

References 19 publications

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“…According to the results, all parameters are positive which indicates positive connections between variables matched with the proposed hypotheses. Arnett et al (2002) claimed that employees who evaluated managers positively tended to be satisfied with their jobs. Findings in this research also indicate importance of job satisfaction in similar way.…”

Section: Resultsmentioning

confidence: 99%

“…When employees know what is expected of them, they are more likely to meet role obligations and are more satisfied with their job (Bowen & Schneider, 1985). Furthermore, employee attitudes and opinions about their colleagues and the work environment may make all the difference between workers' merely doing a good job and delivering exceptional guest service (Arnett, et al, 2002).…”

Section: Employee Hospitabilitymentioning

confidence: 99%

“…Pride in the organization results from specific perceptions of the organization and from experiences with that organization (Arnett, et al, 2002).…”

Section: Employee Hospitabilitymentioning

confidence: 99%

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The impact of hotel employee satisfaction on hospitability performance

Ažić¹

2017

Tour. hosp. manag.

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Purpose − The hospitality industry is characterized by the complexity of managing guest experiences, which forces human resources managers to find new ways of managing relationships with employees and guests. Good relations in an organization (often displayed by organizational culture) are the main incentive for stimulating positive behavior among employees. The purpose of this paper is to examine factors related to employee satisfaction and hospitality in order to understand positive behavior in organizations. Design -Regarding the theory assumptions, the research tests premises about causal relationship between exogenous (3 types of satisfaction inside the organization) and endogenous variables (employee hospitality). Methodology − For the purposes of this paper, quantitative research methods were applied to a sample of 266 questionnaires filled out by the participants of a training program organized by the Association of Employers in Croatian Hospitality (AECH). Firstly, Exploratory Factor Analysis extracts four factors which represent four main latent variables. Results from the EFA are also tested using Confirmatory Factory Analysis. CFA specifies how well measurement variables represent a specific concept. Subsequently, structural equation modelling (SEM) is applied to test the structural connection between concepts and to define which concepts are interconnected in order to help understand the nature of those connections. Findings − this study shows the importance of satisfaction with management relations and coworker relations and their joint influence on overall job satisfaction and hospitality (positive behavior inside the organization) Originality of the research − Findings should be useful for hotel managers who aim to improve their relations with frontline employees and increase productivity.

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Section: Resultsmentioning

confidence: 99%

Section: Employee Hospitabilitymentioning

confidence: 99%

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The impact of hotel employee satisfaction on hospitability performance

Ažić¹

2017

Tour. hosp. manag.

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“…hotel guests/tourists with maximum respect (Arnett, Laverie, & McLane, 2002). Because of the importance of contact with service users due to the development of relations with them, the employee's job satisfaction is a major concern for service companies, i.e.…”

Section: Job Satisfaction Of Employeesmentioning

confidence: 99%

Why should gender differences in hospitality really matter? A study of personnel’s service orientation and job satisfaction in hotels

Petrović

Jovanović

Marković

et al. 2014

Economic Research-Ekonomska Istraživanja

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In this article we examine the gender differences among hotel employees in service orientation and job satisfaction. To determine these differences, we used a service orientation scale (SOS), developed by Dienhart, Gregoire, Downey and Knight and a job satisfaction scale developed by Lytle. Our assumptions were that there would be significant gender differences in service orientation and job satisfaction. Our research proved factor structures of the two scales we used. Specifically, we showed gender differences in two of three factors, concerning service orientation (organisational support and customer focus), and no gender differences in job satisfaction. Our study revealed that organisational support is more important to men because they value more structured labour and service procedures than women (t = 2.21, df = 110, p = 0.03). In contrast, customer focus is more relevant to a women because it is more crucial to see satisfied guests, as well as having a good relationship with them (t = 2.07, df = 110, p = 0.04). It is of great importance for hotel management to have in mind that male and female employees respond and behave differently depending on the stimuli in the work environment and their satisfaction varies because of it.

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“…(Rafiq & Ahmad, 1993). As it was argued by Arnett, Laverie & Mclane (2002) Arnett et al (2002) IM must precede external marketing because it makes no sense to promote excellent service before employees are motivated to provide it (To, Martin & Yu, 2015). Berry and Parasuraman (1991) also stated that "internal marketing is attracting, developing, motivating and retaining qualified employees through job-products that satisfy their needs."…”

Section: Introductionmentioning

confidence: 99%