Job Satisfaction and Organizational Commitment of Hotel Managers in Turkey

GUNLU, Miss EBRU; Aksaraylı, Mehmet; Perçin, Nilüfer Şahin

doi:10.1108/95961190980000620

Cited by 75 publications

(105 citation statements)

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“…Most of the research has treated job satisfaction as an independent and organizational commitment as a dependent variable (Gunlu et al, 2010;Gaertner, 1999;Vondrasek and Feinstein, 2000). For instance, the research conducted by Gunlu et al (2010) in large-scale hotels in Turkey indicated that job satisfaction has an effect on organizational commitment. Gaertner (1999) examined the determinants of job satisfaction and organizational commitment and the findings also demonstrated that job satisfaction is a cause of organizational commitment.…”

Section: H4mentioning

confidence: 99%

Participation in decision making: a case study of job satisfaction and commitment (part one)

Appelbaum

Louis

Makarenko

et al. 2013

Industrial and Commercial Training

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -When employees believe in and trust their management it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three part empirical case aims to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.Design/methodology/approach -This empirical case will test five hypothesis regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision making processes and job satisfaction.Findings -The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit. Research limitations/implications -The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees, and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.Practical implications -This article offers useful insights for management in relation to strengthening interpersonal trust within an organization and introducing employee empowerment practices.Social implications -Owing to lack of trust in management, there will be high employee turnover. This in its turn will have a negative effect on both the performance of management and employees' welfare, job satisfaction an...

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Section: H4mentioning

confidence: 99%

Participation in decision making: a case study of job satisfaction and commitment (part one)

Appelbaum

Louis

Makarenko

et al. 2013

Industrial and Commercial Training

View full text Add to dashboard Cite

show abstract

“…Thus, as Gunlu et al. () suggest, financial rewards and promotion opportunities and indirect reward are antecedents of organizational commitment. Therefore, it is logical to think that an employee who is satisfied with the way the firm rewards him or her directly for his or her contributions to the firm will be proud of the firm and even recommend it as a suitable place to work.…”

Section: Discussionmentioning

confidence: 91%

“…In their study with a sample of hotel managers, Gunlu et al. () suggest that extrinsic job satisfaction is more effective in increasing employees’ commitment when compared with intrinsic and general job satisfaction factors. Based on those considerations, the following hypothesis is proposed: …”

Section: Organizational Commitment and Job Satisfaction In The Hotel mentioning

confidence: 99%

“…Gunlu et al. () evidence that affective and normative commitment dimensions were functions of general and extrinsic job satisfaction. In addition, Yang () also confirms the relevance of job satisfaction to explain greater affective and continuance commitment from an empirical approach.…”

Section: Organizational Commitment and Job Satisfaction In The Hotel mentioning

confidence: 99%

“…In turn, a satisfied employee who is committed to his or her firm will be the best image that the firm can project to society. Moreover, in the tourism industry, employees are very mobile and can decide to leave an organization and to work for another, and this mobility entails many costs for hospitality firms (Gunlu, Aksarayli, & Perçin, ). Since commitment reduces the likelihood to leave a company, organizational commitment is an important factor to retain knowledge, to underpin the sustainability of competitive advantages, and to appropriate rents.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Dimensions of Employee Satisfaction as Determinants of Organizational Commitment in the Hotel Industry

García-Almeida

Monroy

Pérez

2014

Hum Ftrs & Erg Mfg Svc

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In today's dynamic environment, the role of employees and their level of organizational commitment are becoming increasingly important for business success, which is especially relevant for the service industry in general and for the tourism sector in particular because of problems associated with employee turnover, loyalty strategies with the customer, and so forth. Employee satisfaction is considered an essential ingredient for developing organizational commitment. The main purpose of this study is to analyze the influence of different facets of employee job satisfaction, that is, job conditions, reward system, relations with superiors and co‐workers, organizational human resources (HR) policies, on employees’ organizational commitment in the hotel industry. The research hypotheses are tested with a sample of 760 hotel employees on Gran Canaria, Spain. The results show the relevance of the working conditions, direct rewards, relationships with managers, and the HR policies in order to develop a high level of organizational commitment.

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Employee Satisfaction in Online Reviews

Koncar

Helić

2020

Lecture Notes in Computer Science

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Employee satisfaction impacts the efficiency of businesses as well as the lives of employees spending substantial amounts of their time at work. As such, employee satisfaction attracts a lot of attention from researchers. In particular, a lot of effort has been previously devoted to the question of how to positively influence employee satisfaction, for example, through granting benefits. In this paper, we start by empirically exploring a novel dataset comprising two million online employer reviews. Notably, we focus on the analysis of the influencing factors for employee satisfaction. In addition, we leverage our empirical insights to predict employee satisfaction and to assess the predictive strengths of individual factors. We train multiple prediction models and achieve accurate prediction performance (ROC AUC of best model $$=0.89$$ = 0.89 ). We find that the number of benefits received and employment status of reviewers are most predictive, while employee position has less predictive strengths for employee satisfaction. Our work complements existing studies and sheds light on the influencing factors for employee satisfaction expressed in online employer reviews. Employers may use these insights, for example, to correct for biases when assessing their reviews.

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Job Satisfaction and Organizational Commitment of Hotel Managers in Turkey

Cited by 75 publications

References 0 publications

Participation in decision making: a case study of job satisfaction and commitment (part one)

Participation in decision making: a case study of job satisfaction and commitment (part one)

Dimensions of Employee Satisfaction as Determinants of Organizational Commitment in the Hotel Industry

Employee Satisfaction in Online Reviews

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