Job satisfaction and organizational commitment of hotel managers in Turkey

Abstract

Purpose -The aim of this paper is to identify the effects of job satisfaction on organizational commitment for managers in large-scale hotels in the Aegean region of Turkey and, in addition, to examine whether there is a significant relationship between the characteristics of the sample, organizational commitment, and job satisfaction. Design/methodology/approach -Two structured questionnaires were administered to large-scale hotel managers in the tourism industry. The survey instruments were adopted from the validated Minnesota Job Satisfaction and Organizational Commitment Questionnaire of Meyer-Allen. The data were analyzed using Statistical Package for Social Sciences version 13.0. Findings -The findings indicate that extrinsic, intrinsic, and general job satisfaction have a significant effect on normative commitment and affective commitment. In addition, the findings suggest that the dimensions of job satisfaction do not have a significant effect on continuance commitment among the managers of large-scale hotels. When the characteristics of the sample are regarded, age, income level, and education have a significant relationship with extrinsic job satisfaction whereas income level indirectly affect affective commitment. Research limitations/implications -Participants are limited to the managers of large-scale hotels in Aegean region of Turkey so the results could not be generalized to the whole country; however, the number of respondents is assumed to be sufficient to provide comprehensive results. Practical implications -Although job satisfaction is found to affect organizational commitment, practitioners should not disregard the fact that there is an interactive relationship between the two factors; otherwise, the organizations might be at risk. In addition, the governmental support is very important in minimizing the effects of seasonality problem in tourism. Originality/value -The previous research studies in Turkey generally have focused on the organizational commitment and job satisfaction correlation among the employees in different sectors of Turkey but usually within one organization. Upper level managers' views and the tourism sector have sometimes been neglected. This research was conducted to address this deficit in Turkey in terms of reaching various hotels in a region, trying to measure the viewpoints of the upper level managers, and conducting the research in a labor-intensive sector such as tourism.

An Integrated Model of Job Involvement, Job Satisfaction and Organizational Commitment: A Structural Analysis in Jordan’s Banking Sector

“…This result is in line with some previous studies [66] [103] [104]. This implies that when employees are dissatisfied with their work, they are less committed and will search for other opportunities in order to quit, and if opportunities are not available employees may become emotionally or mentally disconnected from the organization.…”

“…According to them, employees choose to either fully give their services to the organization or not depending on how they feel about the job, pay, promotion, managers and co-workers. [66] reinforces this by noting that job satisfaction affects the productivity of organizations by maintain high performance and efficient services. [100] studied patients' attitudes toward service quality and its impact on their satisfaction at three hospitals located in the Kingdom of Saudi Arabia; and found that service quality dimensions have a positive impact on patients' satisfaction.…”

“…In this component individuals are committed to the organization because of extraneous interests not because of a general positive feeling [66]. Continuance commitment refers to the knowledge of the costs associated with leaving the organization.…”

“…Later, [65] proposed a multidimensional three-component model to conceptualize organizational commitment which is considered to be one of the most widely recognized and accepted approaches in the organizational commitment literature [66]. According to [65] the three components are: affective commitment (the desire mind-set)which refers to the extent to which employees identify with, are emotionally attached, and are involved in the organization, continuance commitment (the perceived cost mind-set)refers to an employee's awareness of the costs associated with leaving the organization, and normative commitment (the obligation min-set) reflects a feeling of obligation to remain in an organization, It develops as the result of a moral obligation to repay the organization for benefits [48] [67].…”

An investigation on relationship between employees’ job satisfaction and organizational commitment

“…(e.g. Shore & Martin, 1989;Meyer, Stanley, Herscovitch, & Topolnytsky, 2002;Wu & Norman, 2006;Paik, Parboteeah, & Shim, 2007;Ahmad, Ahmad, & Ali Shah, 2010;Gunlu, Aksarayli, & Sahin Percin, 2010;Azeem, 2010;Lumley, Coetzee, Tladinyane, & Ferreira, 2011;Emhan, 2012). It is typically assumed that job satisfaction will lead to organizational commitment.…”