Ayşe Kuruüzüm, Emre Ipekçi Çetin and Sezgin Irmak
This paper aims to determine the structural relationships between job involvement, job satisfaction, and three dimensions of organizational commitment (i.e. affective commitment…
Abstract
Purpose
This paper aims to determine the structural relationships between job involvement, job satisfaction, and three dimensions of organizational commitment (i.e. affective commitment, normative commitment, and continuance commitment) in the Turkish hospitality industry.
Design/methodology/approach
A questionnaire survey was conducted among the full‐time employees of five‐star hotels in the Antalya region, which is an important tourism destination especially for Europeans and Russians in Turkey.
Findings
The research model, which was structured by taking related literature as the base, was revised and a new path model was gathered as a result of this study. Results showed that job involvement, affective commitment, and normative commitment increase job satisfaction, and job involvement affects affective and normative commitment.
Practical implications
Job involvement is more stable than organizational commitment, and it might be difficult to increase job involvement. Therefore, attempts to build organizational commitment (especially affective commitment) become important in increasing job satisfaction of the employees in the hospitality industry.
Originality/value
The results of the present study revealed that affective commitment and normative commitment were related to job involvement and job satisfaction but continuance commitment was not related to these concepts in the hospitality industry.
Details
Keywords
Ayşe Kuruüzüm, Nilgün Anafarta and Sezgin Irmak
The purpose of this paper is to examine the effects of job satisfaction, job characteristics and demographics on levels of burnout among middle managers in the Turkish hospitality…
Abstract
Purpose
The purpose of this paper is to examine the effects of job satisfaction, job characteristics and demographics on levels of burnout among middle managers in the Turkish hospitality industry.
Design/methodology/approach
Using a questionnaire survey of 139 middle managers in four‐ and five‐star hotels in a major tourist destination of Turkey, data were collected on: the Turkish version of the Maslach Burnout Inventory; job satisfaction; job characteristics; and demographic characteristics. These data were then analysed for evidence of relationships among the variables.
Findings
The burnout levels of the middle managers are found to be moderate. Job satisfaction and job characteristics are found to be important predictors of burnout. Certain job characteristics (such as excessive workload, lack of support from senior management, task complexity, and role ambiguity) increase the emotional exhaustion of middle managers and decrease their performance levels. Burnout levels among managers of food and beverage and front‐office operations are found to be greater than those of other middle managers.
Research limitations/implications
The factor of “job characteristics” was assessed according to the perceptions of the respondents, rather than by objective quantitative assessment.
Practical implications
Job satisfaction and job characteristics are clearly identified as strong predictors of burnout among middle managers in the hotel industry. The practical implication is that senior management should support middle managers by relieving them of task complexity, role ambiguity, and excessive workload.
Originality/value
The study identifies some important predictors of burnout, thus facilitating the development of strategies to reduce burnout and its adverse consequences in the hospitality industry.