An Examination of Organizational Commitment and Intention to Stay in the Timeshare Industry: Variations Across Generations in the Workplace

Redditt, J. R.; Gregory, Amy; Ro, Heejung

doi:10.1080/15256480.2017.1359735

Cited by 22 publications

(31 citation statements)

References 61 publications

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“…When they perceive that the merits associated with their current organization exceed that of elsewhere, their commitment to the organization in question is strengthened (Mangundjaya & Farahzehan, 2019). The merits come in monetary compensation, social networks, and job-related competencies over time (Lambert et al, 2020;Redditt et al, 2019). According to Shujaat et al (2019), continuance commitment increases with experience and age; hence employees who work in an organization that offers them stable positions with high chances of career development are more likely to develop continuance commitment towards the said organization.…”

Section: Literature Reviewmentioning

confidence: 99%

Job Rotation Practices and Employees Performance: Do Job Satisfaction and Organizational Commitment Matter?

Suleman

Bingab

Boakye

et al. 2022

SBR

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Purpose: This study sought to propose and test a model that examines the mediating roles of job satisfaction and organizational commitment in the nexus between job rotation practices and employee performance. Design: The study adopted a cross-sectional survey approach and obtained data through questionnaires from 122 administrative staff of the University of Education, Winneba. The Partial Least Squares, Structural Equation Modelling (PLS-SEM) approach was used to test the study’s proposed model. Findings: The results supported the proposed model, showing that organizational commitment and job satisfaction are partial mediators in the relationship between job rotation practices and employees’ performance. Policy Implication: The findings suggest that management must ensure that employees are satisfied and committed to the job rotation practices in order to enhance their performance. Thus, job rotation practices must provide the climate that encourages career growth and development and fosters creativity in employees and not just as a routine practice or a means of punishment. Originality: The study brings to bear the extent to which job rotation practices predict employee performance in a Sub-Saharan African Country and the indirect effects of job satisfaction and organizational commitment in this relationship.

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Section: Literature Reviewmentioning

confidence: 99%

Job Rotation Practices and Employees Performance: Do Job Satisfaction and Organizational Commitment Matter?

Suleman

Bingab

Boakye

et al. 2022

SBR

View full text Add to dashboard Cite

show abstract

“…Recently, many researchers have focused on younger generations, such as generation X and millennials, and there have been many studies on their motivation, job satisfaction and turnover based on the premise that younger and older workers may differ in their perceived motivational needs (Redditt et al, 2017). Previous researchers' findings have been very consistent, and have shown that millennials' top motivators are challenging and interesting work, work-life balance, recognition and friendly workplace relationships, to name a few (Kultalahti and Liisa Viitala, 2014;Park and Gursoy, 2012).…”

Section: Older Vs Younger Employees In the Hospitality Industrymentioning

confidence: 99%

Motivating senior employees in the hospitality industry

Ann

Blum

2020

IJCHM

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Purpose This study aims to use Herzberg’s two-factor theory and attempted to discover, which motivational factors are the best predictors of senior employees’ job satisfaction and dissatisfaction and turnover intentions. The study also verified the two-factor theory’s validity. Design/methodology/approach This study used a Web-based, self-administered survey method with measurements developed specifically for this study. Structural equation modeling using confirmatory factor analysis was conducted to test the hypotheses. Findings The two factors that had significantly positive effects on job satisfaction were recognition and the work itself. Interestingly, achievement had a significantly negative effect on job satisfaction. The four hygiene factors that had a significantly negative effect on job dissatisfaction were technical supervision, personal life, status and job security. Job satisfaction had a significantly negative effect on turnover intention, while job dissatisfaction had a significantly positive effect on the variable, which supported Herzberg’s theory. Research limitations/implications Although quantitative research is the most useful research tool and is used most widely, the method can provide only limited information, while qualitative research might provide further information that would allow us to understand the relation between motivation, job satisfaction and turnover intentions better from different perspectives. Future research using Herzberg’s interview method would be helpful to obtain more detailed information regarding these factors. Originality/value This study is one of the first to use both job satisfaction and dissatisfaction separately to explore the relations among senior citizen employees’ motivators, hygiene factors, job satisfaction and dissatisfaction and turnover intentions in the hospitality industry, as most previous studies have used job satisfaction alone. This study’s empirical findings of the validity of Herzberg’s two-factor theory in this context prove that the theory remains applicable in a new environment six decades after its original development.

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“…The industry has renamed itself, and is now known as vacation ownership, one of the fastest-growing segments of the hospitality industry (Redditt et al, 2017). According to Penela et al (2019), this industry has experienced uncommon growth rates and has not shown signs of slowing down.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Timeshare, nowadays known as vacation ownership, represents one of the major and most rapidly growing segments in the hospitality industry (Gregory and Weinland, 2016;Redditt et al, 2017). Given the growth in the industry, some studies have attempted to better explain this concept, as well as its constant growth (Barreda et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Is timeshare good for firm value and profitability? Evidence from segment reporting

Penela

Morais

Gregory

2019

IJCHM

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Purpose This study aims to take advantage of segment reporting to provide empirical evidence on the impacts of increasing the share of revenue generated from the timeshare segment in companies’ portfolios for firm value and profitability. Design/methodology/approach This paper examines data from five publicity traded hospitality companies that have a timeshare component and carries out different regression analysis using 69 observations ranging from 1998 to 2016. Findings The findings support the idea of an inverted U-shaped relationship between the degree of timeshare business (DOT) and firm value and profitability. However, for positive values of DOT, an increase of DOT consistently has a negative impact on firm value and accounting profitability. Research limitations/implications This study adds to previous findings through the addition of new variables and contemporary accounting practices. Though sufficient for the analyses conducted, the limited number of observations raises generalizability issues. Further research with larger data sets is advised. Practical implications This study implies that timeshare may continue to grow, but not as a segment in the lodging sector; rather as an industry mainly composed of timeshare-dedicated companies. As firms consider diversification or consolidation, this study may inform decisions related to potential firm value. Originality/value This study provides evidence to support previous literature related to spin-off activity in the lodging sector. Perhaps more importantly, this study adds value to research on firm value and profitability by extending traditional models and by developing a new “degree of business” variable using segment reporting.

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An Examination of Organizational Commitment and Intention to Stay in the Timeshare Industry: Variations Across Generations in the Workplace

Cited by 22 publications

References 61 publications

Job Rotation Practices and Employees Performance: Do Job Satisfaction and Organizational Commitment Matter?

Job Rotation Practices and Employees Performance: Do Job Satisfaction and Organizational Commitment Matter?

Motivating senior employees in the hospitality industry

Is timeshare good for firm value and profitability? Evidence from segment reporting

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