Disentangling organizational commitment in hospitality industry: The roles of empowerment, enrichment, satisfaction and gender

Ruiz‐Palomo, Daniel; León-Gómez, Ana; García-Lopera, Francisca

doi:10.1016/j.ijhm.2020.102637

Cited by 38 publications

(27 citation statements)

References 69 publications

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“…Table 4 demonstrated a significant relationship between EE and OC with a β value = 0.500 and a t-value of 13.662 (p<0.01). The result is supported by previous studies (Chow et al, 2006;Ruiz-Palomo et al, 2020). The more empowered the employees are, the better their level of commitment is seen.…”

Section: Hypothesis 2: Empowerment Has a Positive Impact On The Organ...supporting

confidence: 85%

What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

Akhtar¹,

Azeem²,

Bassiouni³

et al. 2020

Preprint

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Section: Hypothesis 2: Empowerment Has a Positive Impact On The Organ...supporting

confidence: 85%

What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

Akhtar¹,

Azeem²,

Bassiouni³

et al. 2020

Preprint

View full text Add to dashboard Cite

show abstract

“…Construct relationships were examined using confirmatory factor analysis (CFA), and structural equation modelling (SEM) was used to investigate the influences of employee empowerment on organizational commitment and organizational commitment on turnover intentions. SEM was used as it allows for examination of the relationships that can be defined between constructs, as well it has been used previously to examine relationships between employee empowerment and organizational commitment [66,70]. All data was loaded into SPSS 22.0 to reveal the demographics representation of the sample through frequency extrapolation.…”

Section: Methods Of Analysismentioning

confidence: 99%

Impacts of Employee Empowerment and Organizational Commitment on Workforce Sustainability

Murray

Holmes

2021

Sustainability

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Building and maintaining a sustainable workforce in the hospitality sector, where demand for talent consistently exceeds supply across the globe, has only been exacerbated by COVID-19. The need to sustain this workforce behooves the industry to unpack core drivers of employee commitment in order to retain top talent. This paper explores how dimensions of employee empowerment increase organizational commitment and, in turn, reduce turnover intention—leading to a more sustained workforce. Drawing on the results of 346 surveys within the Canadian lodging industry, structural equation modeling was undertaken to examine the influence of empowerment on organizational commitment and organizational commitments influence on turnover intention. Findings suggest that the development of meaning through employee empowerment, particularly when the ideals and standards between workers and their organization are aligned, creates a strong emotional commitment which appears to strongly reduce an employee’s intention to leave. Feelings of emotional connection or duty towards an organization show clear positive relationships with reduced intentions to leave. For an industry struggling with higher-than-average turnover intention and labour costs, focusing on creating work with meaning, and instilling a sense of belonging in the workforce will enable organizations to reduce their employee’s turnover intentions.

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“…Unsatisfactory working conditions lead to work-family conflicts, time pressure, emotional exhaustion, and time stress, which ultimately result in high turnover rates (Deery & Jago, 2015). In addition, the industry is criticized for its irregular and unsocial working hours, including shifts and work at night and weekends (Kusluvan et al, 2010;Ruiz-Palomo et al, 2020;Tan et al, 2020). Employment conditions-including contract types, shifts, and working hours-are, therefore, among the key determinants of job satisfaction (Kusluvan et al, 2010).…”

Section: Working Hours ("Z"mentioning

confidence: 99%

Factors Influencing Job Satisfaction in Hospitality Industry

et al. 2020

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Finding and keeping qualified workers is an evident problem in the hospitality industry in many parts of the Alpine region. Job satisfaction is, therefore, becoming increasingly important for sustainable development of the labor market and in further consequence regions and destinations. Hence, this study aims to examine factors influencing job satisfaction to gain a better understanding. A total of 345 employees were surveyed on aspects of job satisfaction using an online questionnaire. Data analyses show that a positive relationship with the supervisor, adherence to the duty roster, and personal development opportunities are the most important factors for job satisfaction. In contrast, remuneration, task portfolio, working atmosphere, and the infrastructure provided were less important drivers. The findings highlight important areas and directions for further investigation of job satisfaction. For practitioners, the study offers valuable insights into the sustainable and effective promotion of employee job satisfaction.

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Disentangling organizational commitment in hospitality industry: The roles of empowerment, enrichment, satisfaction and gender

Cited by 38 publications

References 69 publications

What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

Impacts of Employee Empowerment and Organizational Commitment on Workforce Sustainability

Factors Influencing Job Satisfaction in Hospitality Industry

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