Practical application of MSQ and MUSA methodology in determining critical job satisfaction factors of seasonal employees in summer destination luxury resorts

Glaveli, Νiki; Grigoroudis, Evangelos; Manolitzas, Panagiotis

doi:10.1016/j.tourman.2019.04.020

Cited by 23 publications

(20 citation statements)

References 46 publications

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“…Thirdly, the measurement of JS was derived from Weiss et al’s (1967) Minnesota studies on Vocational Rehabilitation. This questionnaire with high level of reliability and validity has been widely used in hotel-related research ( Yurcu and Akinci, 2017 ; Glaveli et al, 2019 ). Lastly, for turnover intention, a scale of three items has been utilized.…”

Section: Methodsmentioning

confidence: 99%

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

et al. 2021

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High turnover rate is one of the striking features of the hotel industry and one of the most significant challenges. High turnover rate causes substantial costs for recruitment, selection and training in hotels, on the other hand, it also leads to negative consequences such as the decline of organizational performance and service quality. Thus, it is necessary to search for the root causes of turnover and put forward solutions. This study was designed to examine the impact of psychological capital (PsyCap), organizational commitment (OC), and job satisfaction (JS) on turnover intention among hotel employees. Additionally, it aimed to test the mediating roles of job satisfaction (JS) and organizational commitment (OC). The data were obtained from 228 hotel customer-contact employees with a time lag of two weeks in three waves in Kuala Lumpur based on convenience sampling. A series of structural equation modeling analyses were utilized to investigate hypothesized relationships. The results reveal that there exists a significant and negative impact of PsyCap on employees’ turnover intention and this correlation is partially mediated through two job attitudes. That is to say, to retain hotel talents, five-star hotel management should take proper measures to help employees obtain and maintain positive psychological resources such as PsyCap, on the other hand, how to cultivate positive job attitudes and strengthen their sense of identification and belonging for their organizations is supposed to be more focused on.

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Section: Methodsmentioning

confidence: 99%

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

et al. 2021

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“…Furthermore, the ability of managers to communicate objectives, thoughtful decisions, openness to others, self-confidence, and loyalty to personal principles is important for increasing satisfaction (Baquero et al, 2019). Empowerment appears to be another key factor in job satisfaction; if employees are given the opportunity to use their personal skills at work, to be creative, to make their own decisions, and to take responsibility for their actions, this enhances their job satisfaction (Glaveli et al, 2019;McPhail et al, 2015). Lundberg et al (2009) found that passing on responsibility to employees and providing feedback platforms can have a positive effect on motivation among seasonal workers.…”

Section: Leadership and Management ("F")mentioning

confidence: 99%

“…According to Ismert and Petrick (2004), one indicator of general job satisfaction is satisfaction with the challenges of work. Glaveli et al (2019) considered the importance of more challenging and less monotonous tasks and social aspects in relation to job satisfaction, and they identified a strong effect. Pelit et al (2011) reached similar conclusions, noting that job enrichment and job rotation contribute to morale and motivation at work and thus have an indirect positive impact on job satisfaction.…”

Section: Working Activity ("T")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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“…In Tambrauw Regency, there are 13 (thirteen) Public Health Center with different distances and regional challenges which become special challenges for non-civil servant employees in achieving good performance. Thus, work motivation, compensation, and job satisfaction are several factors that support the implementation of non-civil servant employee performance in order to provide good service quality [15]. Therefore, the researcher is interested in conducting research entitled "The Effect of Work Motivation and Compensation on the Performance of Non-Civil Servant Employee with Job Satisfaction as a Mediation Variable".…”

Section: Introductionmentioning

confidence: 99%

The Effect of Work Motivation and Compensation towards Performance of Non-Civil Servant Employee with Job Satisfaction as a Mediation Variable

Sedik

2021

AJEBA

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Human resource in the organization is one of the functions in the application of management in order to realize the vision, mission, and goals of the organization. One of parts of human resource is the employees including the non-civil servant of Public Health Center in Tambrauw Regency. The performance of non-civil servant can be known through the performance of the Public Health Center that will have an impact on the performance of the health office. Thus, work motivation, compensation, and job satisfaction are several factors that support the implementation of non-civil servant employee performance in order to provide good service quality. This study aims to determine the effect of work motivation towards non-civil servant’s employee performance and job satisfaction, compensation towards employee performance and job satisfaction, and job satisfaction on employee performance. This study uses a quantitative approach. Respondents in this study were 109 Public Health Center employees in Tambrauw Regency, West Papua Province. The data used in this study are primary data obtained from the questionnaire filling results. The data from the filling results were then analyzed using SEM-AMOS. The results show that (1) work motivation positively and significantly affects non-civil servants’ employee performance, (2) compensation positively and significantly affects non-civil servants’ employee performance, (3) work motivation positively and significantly affects job satisfaction, (4) compensation positively and significantly affects job satisfaction, (5) job satisfaction positively and significantly affects non-civil servants’ employee performance, (6) work motivation positively and significantly affects performance mediated by job satisfaction, and (7) compensation positively and significantly affects performance mediated by job satisfaction. The conclusion is that the higher the work motivation of the non-civil servant employee of Public Health Center, the higher the performance and the job satisfaction; the higher the compensation of the non-civil servant employee of Public Health Center, the higher their performance and job satisfaction; and the higher the job satisfaction, the higher their performance.

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Practical application of MSQ and MUSA methodology in determining critical job satisfaction factors of seasonal employees in summer destination luxury resorts

Cited by 23 publications

References 46 publications

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

Factors Influencing Job Satisfaction in Hospitality Industry

The Effect of Work Motivation and Compensation towards Performance of Non-Civil Servant Employee with Job Satisfaction as a Mediation Variable

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