Quality of work life in the resort spa industry

Wisnom, Mary; Gallagher, Kathryn

doi:10.1080/24721735.2019.1596658

Cited by 14 publications

(5 citation statements)

References 59 publications

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“…The relationship between organizational justice and other variables related to employee duties (Devika & Reddy, 2019;Nafei, 2015;Srivastava & Pathak, 2016;Toghdori & Reza Mostaghimi, 2019). Then (Gillet et al, 2013;TC Huang et al, 2007;Mehrotra & Prasad, 2011;Wisnom & Gallagher, 2018) mention that justice in organizations is the estuary of managerial decisions, perceptions of quality, conditions of individual justice felt by employees in terms of the relationship between employees and working environmental conditions. Where is the Human Resources factor as the main supporter of an organization?…”

Section: Introductionmentioning

confidence: 99%

The effect of person-organization fit, quality of work-life and organizational justice on job satisfaction and employee performance at PT. Jambi Regional Development bank in Jambi West Region

Yeni

Situngkir

Amin

et al. 2022

IJRBS

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The purpose of this study is to examine the influence of person-organization fit, quality of work-life and organizational justice on employee performance at PT Jambi Regional Development Bank in Jambi West Region using job satisfaction as a mediator. This study uses a quantitative approach with a population of 201 respondents and a sample of 134 respondents. Data collection techniques using questionnaires. The data analysis technique used in this study is The Structural Equation Modeling (SEM) statistical software AMOS 5.00 on the model and study of hypotheses. The results showed that person-organization Fit had a positive and significant effect on job satisfaction. Quality of Work Life has a positive and significant effect on job satisfaction. Organizational justice has a positive and significant effect on job satisfaction. Person-Organization Fit does not affect employee performance. Quality of Work Life does not affect employee performance. Organizational justice does not affect employee performance. Person-Organization Fit has a positive and significant effect on employee performance through job satisfaction. Quality of Work Life has a positive and significant effect on employee performance through job satisfaction. Organizational justice has a positive and significant effect on employee performance through job satisfaction. Job satisfaction has a positive and significant effect on employee performance. The findings of this study state that the variables Person-Organization Fit (P-O Fit), Quality of work-life, Organizational Justice, and job satisfaction have never been tested all simultaneously on employee performance. The second finding of this study is that job satisfaction has a strong effect on performance. In addition, research at PT Bank Pembangunan Daerah Jambi in Jambi West Region is still very rarely done.

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Section: Introductionmentioning

confidence: 99%

The effect of person-organization fit, quality of work-life and organizational justice on job satisfaction and employee performance at PT. Jambi Regional Development bank in Jambi West Region

Yeni

Situngkir

Amin

et al. 2022

IJRBS

View full text Add to dashboard Cite

show abstract

“…QWL is the process by which an organisation provides and takes responsibility for an employee's required working conditions (Efraty et al, 1991; Mirvis and Lawler, 1984). An acceptable and conducive QWL is a prerequisite if an organisation is to achieve optimal productivity and profitability, as well as for employees to ensure adequate motivation, retention and job satisfaction (Dhamija et al, 2019; Wisnom and Gallagher, 2018). Many studies reveal that a positive and satisfactory QWL has a direct impact on an employee’s job satisfaction, attitudes, behaviour, commitment and performance (Efraty et al, 1991; Huang et al, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Many studies have explained that QWL impacts on not only employee performance and job satisfaction, but also their physical and emotional well-being. Studies have shown that QWL has a significant relationship with job satisfaction, but few have focused on job satisfaction as a factor that affects employees’ personal and professional lives (Dhamija et al, 2019; Efraty et al, 1991; Huang et al, 2007; Wisnom and Gallagher, 2018). From the available literature, it can be seen that QWL was focused on increasing employee productivity, but today the scope of QWL is much wider and its impact is not limited to productivity and performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Quality of work life, emotional and physical well-being of police personnel in India

Yadav

Khanna

Chenab³

2021

International Journal of Police Science & Management

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The job profile of police officers places exceptional demands on them leading to risks to life, personal discomfort and stress. This article aims to examine how the physical and emotional well-being of police personnel is affected by their perceived quality of work life (QWL). The study looked at the questionnaire responses of 234 police personnel. Emotional well-being is measured as the absence of depression, emotional hyperactivity, difficulty relaxing, irritability and anxiety, whereas physical well-being is measured as the presence of diabetes, thyroid problems, insomnia and obesity. The study assessed police perceptions of QWL as provided by the government. The study findings are segregated for QWL on the basis of dominant ill-being and dominant well-being. Factors such as career and development, working environment, safety, work load, compensation and fear of punishment should be carefully analysed and improved. Some 71.8% of the respondents suffered from two or more emotional ailments; 70% suffered from two or more physical ailments. Findings suggest that QWL dimensions that fall within dominant ill-being need to be addressed immediately by policy makers and management to improve police well-being.

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“…Furthermore, the seasonal nature of many resorts poses additional constraints to successful recruitment and retention of employees due to high turnover rate and uncertainty of seasonal employees returning the next year (Alonso and O’Neill, 2011; Zhao and Ghiselli, 2016). Persistent labor shortages, low pay, long working hours, shift work, difficult customers and limited opportunities for career advancement contribute to stressful working environment (Gribbs et al , 2015; Poulston, 2009; Wisnom and Gallagher, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Challenges and opportunities with H-2B visas: can luxury resorts survive without them?

Kubíčková

Neal

2020

IJCHM

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Purpose This study aims to provide a deeper look into why luxury resorts engage in the H-2B visa program and the opportunities and challenges from the human resources employee perspective. Adequate staffing is a well-documented challenge for luxury resorts due to their location, seasonality and access to qualified labor. Many resorts turn to the H-2B non-immigrant visa to mitigate the issue. Design/methodology/approach This study consists of in-depth interviews with human resource employees. An additional survey centering on descriptive statistics, the level of engagement, cost and experience with H-2B visa programs was collected. Findings The findings of this study provide a deeper understanding why luxury resorts use H-2B employees in their operations. The results shed a deeper light on issues centering around the H-2B visa process, its uncertainty, cost and complexity. Practical implications Temporary H-2B workers are essential to the success of resort operation. Collaboration between the resort management and government agencies is essential as strategic solutions must be implemented. Resorts must explore diversified recruitment opportunities and the use of technology while keeping human labor in the center of its core operation. Originality/value The first exploratory study providing a deeper look into the many challenges’ luxury resorts face when using the H-2B visa program from the human resources employee perspective. A call for change is being made as the respondents established the need for H-2B workers, however, the system in place makes it difficult to obtain such employees and to continue resort operations.

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Quality of work life in the resort spa industry

Cited by 14 publications

References 59 publications

The effect of person-organization fit, quality of work-life and organizational justice on job satisfaction and employee performance at PT. Jambi Regional Development bank in Jambi West Region

The effect of person-organization fit, quality of work-life and organizational justice on job satisfaction and employee performance at PT. Jambi Regional Development bank in Jambi West Region

Quality of work life, emotional and physical well-being of police personnel in India

Challenges and opportunities with H-2B visas: can luxury resorts survive without them?

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