Development and initial validation of a hospitality employees’ job satisfaction index

Abstract

Purpose – The purpose of this study was to develop and validate a self-reporting tool: the hospitality employee’ satisfaction index. Design/methodology/approach – The 15-item instrument presented in this study was developed through an examination of the extant literature and seven focus groups representing the hospitality industry. The instrument was piloted online with 1,000 hospitality employees, refined and then distributed online to 9,000 hospitality employees. Findings – Factor analysis extracted three factors (career advancement, control and variety and relationships), and reliability analysis (Cronbach’s alpha) indicated high internal consistency. A stepwise multiple regression revealed that the control and variety factor related most strongly to overall job satisfaction, followed by relationships and career advancement factors, confirming that in the context of the hospitality industry, these factors were important in the measurement of job satisfaction. Control and variety was significantly related to the intention to stay in the job, and career advancement and control and variety were related to the intention to stay in the hospitality industry. Research limitations/implications – The data were gathered in Australia and were tested nationally to support the robustness of the instrument. Therefore, the hospitality industry can use this instrument as a generic index to evaluate the job satisfaction levels of employees. Originality/value – This specifically designed hospitality job satisfaction instrument can be used to evaluate the job satisfaction of employees at all levels and can be used in the development of a benchmark. This index is the first of its kind to be tested in the broader hospitality context, including accommodation, restaurants, coffee shops, fast food, clubs, hotels, convention, sporting venues, catering and institutional catering.

Sustainability and the Tourism and Hospitality Workforce: A Thematic Analysis

“…As with low pay rates, these poor health outcomes also have wider societal costs that extend beyond the individual concerned. Somewhat ironically, the structural features of the industry are more than capable of delivering the elements identified by tourism researchers that increase workers' wellbeing: strong social connectivity; interesting variety of work; flexible work options; and development opportunities [47][48][49]. Yet, such opportunities are frequently inaccessible to the many workers in casual work arrangements.…”

Vamos almoçar? Um estudo da relação hospitalidade, qualidade em serviços e marketing de experiência na satisfação dos clientes de restaurantes

“…Inicialmente para analisar os aspectos propostos neste artigo, abordou-se quatro hipóteses as quais são analisadas a seguir. Ainda no enfoque da hospitalidade pode-se afirmar que a partir do enfoque do colaborador há adição de valor no serviço prestado, seja por meio dos traços de personalidade do anfitrião (Camargo, 2015), da cortesia (Lovelock & Wirtz, 2006) do desempenho do colaborador adicionando valor ao serviço prestado (Wada & Camargo, 2006;Warech & Tracey, 2004) ou ainda especificamente num estudo em restaurantes desenvolvido por McPhail et al (2015) em que o colaborador tem papel fundamental na percepção de hospitalidade. Portanto, conforme apresentado, diversos estudos ratificam os resultados ora apresentados referente à hipótese 1 e assim justificando sua aceitação.…”

“…Os aspectos de hospitalidade em restaurantes foram analisados por McPhail, Patiar, Herington, Creed, & Davidson (2015) sob a ótica do colaborador. Esta pesquisa não exclui a importância da análise por esta ótica, contudo adiciona a ótica do cliente usando a escala desenvolvida por Blain & Lashley (2014).…”

Wasted youth in the hospitality industry: Older workers’ perceptions and misperceptions about younger workers

“…Hospitality work also remains a popular student job choice in New Zealand because of the flexibility of hours provided by the sector (Choudhury and McIntosh 2013;Mohsin and Lengler 2015). However, employer perceptions of how well people perform and the rewards associated with positive perceptions are linked to their chronological age.…”

“…It is a misguided perception for employers to consider younger part-time workers as 'transient' workers. One New Zealand study, analysing the turnover of young fast-food restaurant workers across various chains in one city, found that the majority of their workforce, 93 per cent of whom were aged under 30, had an average job tenure of two years (Mohsin and Lengler 2015), somewhat belying the assumptions of short tenure. The tendency of New Zealand employers to consider attitude and experience more important than a specialized hospitality education, further suggests that industry practices position young workers as expendable and readily replaceable (Cox 2015;Harkison et al 2011).…”