Enhancing marketing students’ employability with a real case challenge

APacCHRIE 2021 Conference (2-4 June 2021)

PROCEEDINGS – PAPER PRESENTATION

Information in these proceedings are accurate at the time of print and any error/omission does not remain the liability of SHATEC.

Paper Presentation

Table of Contents

09:00 - 10:30, 4 June 2021, Concurrent Session I

Job satisfaction of hospitality employees of the department of tourism accredited hotels in Baguio City ... 6 The impact of multidimensional commitment on employee’s turnover intention after COVID- 19 pandemic ... 20 Investigating the influences of psychological empowerment and job characteristics on positive psychological capital of hotel employees ... 35 Revisiting the antecedents and consequences of internship satisfaction: A study with

hospitality & tourism management students from Asia ... 40 The moderating effect of perceived organizational support toward hotel employees’

psychological ownership and brand-building activities ... 49 How do exhibitors develop exhibition attachment? ... 54 Surviving COVID: Pursuing a vision or practicality? TAB Group Pte Ltd: A case study ... 58 Use it or lose it: Exploring alternative workspaces as a new business model for the hotel industry post COVID-19 ... 60 How social exclusion influences tourist intention to visit popular versus distinctive

attractions? ... 66 The mediating effect of quality delivery on the relationship between customer satisfaction and loyalty of three star hotels ... 70 Level of cookery competency among 4’ps mothers in Magtuod Davao City: Basis for

intervention ... 107 Understanding customer loyalty towards rising competition in the Philippine hotel industry:

Case of a 5-star hotel in Manila ... 124 Quantitative research on the text of Chinese cultural and tourism integration development policy based on semantic analysis ... 129 The influence of human images on tourists’ destination perception and behavioral intentions ... 132 Reformation of the cultural tourism after COVID-19... 138 Exploring the COVID-19 public health strategy implementation in the lodging industry in Taiwan ... 142 The impact of COVID-19 on spa and wellness services redesign ... 146 The fall and rise of Australian tourism in the COVID-19 pandemic ... 157 The effectiveness of educational materials for disinfection to safeguard COVID-19: An application to non-commercial foodservice operations ... 162

10:45 - 12:15, 4 June 2021, Concurrent Session II

Exploring customer satisfaction of online theater: Adaptation of ACSI model ... 170 Marketing mix and service quality dimension as determinants of customer satisfaction on selected beach resorts of IGACOS, Davao Del Norte ... 174 An analysis of changes in dining space layout as a response to COVID-19: Focusing on South Korea and G7 countries ... 194 Research on tourist’s experience of online short-term rental -- Based on the IPA method .. 221 Agritourism potentials: Opportunities in establishing hospitality and tourism business in Tagum city ... 236 How can Airbnb host's perception of Airbnb CSR affect organizational justice, and its

consequences? ... 246 Exploring tourists’ acceptation, behavior, and perception about location-based augmented reality ... 251 Hospitality practitioners’ technology competency in the smart service era ... 255 Davao City, Philippines as MICE destination ... 261 Research on the factors affecting user loyalty of online tourism platform under the

background of public opinion events ... 286 Rebooting paradise: Hawaii and the way forward ... 302 Memorable tourism experiences of senior tourists: A research based on grounded theory .. 305 Updates in service standards in hotels: How COVID-19 changed operations ... 309 Multisensory marketing on wine tourism: Case studies of Rioja and Ribera del Duero in Spain ... 320 Multi-unit management and sales performance in Japanese hotel groups: Comparison of direct control and external alliances in late 2010’s ... 324 Regional cooperation in the Greater Bay Area: Evidence from tourism spatial spillover effects ... 333 Does organizational culture matter for firm performance? Evidence from the restaurant industry ... 338 Quest for tourist inspiration: An exploratory study ... 356 Images of traditional Filipino culture through the Borlas de Pastillas (milk candy wrappers) of San Miguel de Mayumo, Philippines ... 369 Privilege of tasty alley in Cheonyeon and Chunghyeon-dong, the urban regeneration of Seoul ... 381 Destination values: The influence of Chinese culture... 383 Gastronomic tourism: Strategies for post COVID-19 ... 395

13:15 - 14:45, 4 June 2021, Concurrent Session III

Davao backpacker: A profile and motivational-based segmentation ... 399 Tracking visitors with person re-identification: A new way to look into tourist behaviours 406 Tourism research in the eyes of tourism practitioners ... 415

Sustainability courses in hospitality and tourism higher education: Perspectives from industry

practitioners and intern students ... 419

Analyzing the slogans' branding of the top 88 European cities and countries ... 440

The pandemic and wellbeing: Views from tourism employees ... 452

Relationship of service quality on customer satisfaction and loyalty among 5 selected food establishments in Tagum City, Davao Del Norte, Philippines ... 459

The impact of personalization on variety seeking ... 460

Review sentiment and customer satisfaction: Does temporal difference play a role? ... 463

Does product variety affect tourism demand? Evidence from a casino tourism destination of Macao ... 481

Recreational value of a national wetland park: Application of the Choice Experiment and Individual Travel Cost Methods ... 490

How can home-sharing platform affect opening and closure of traditional lodging properties ... 495

Sustainable spa service strategies – Is it robot or AI? ... 499

AI-powered service failure in the hotel industry ... 511

The impact of service robot on hotel guest experience and satisfaction in Singapore ... 515

To avoid interaction or to desire it? The influence of social crowding on tourists’ preference for having travel companions ... 520

Determining Philippine Women’s University School of Hospitality Management graduates’ resiliency and future in applying time series and forecasting technique... 523

Organizational changes, employee wellbeing, and leadership for Ryokans’ survival in a global crisis ... 534

How Chinese lodging industry handled crisis in post-COVID-19 crisis: An Explorative study on crisis management practices and the mediating effects of the organizational factors... 540

Why we want to go outside in the pandemic world? Travel motivation and its consequences in social crisis ... 544

Flying nowhere: Insights into a grounded travel industry ... 551

15:00 - 16:30, 4 June 2021, Concurrent Session IV

Will food neophobia influence tourists’ perceptions of a food tourism destination? ... 569

Do attractions attract tourists or simply satisfy needs? ... 572

Developing and validating a peer assessment scale for college students’ food aesthetics course ... 584

Destination experiencescape for Hanfu tourism : An exploratory study ... 588

Every employee is an experience designer: Competencies and barriers in hospitality experience design ... 598

How does tourism dependence affect economic growth in West China? -- Based on the inspection and interpretation of the Resource Curse transmission mechanism... 610

Antecedents and consequences of tourists’ empathy on destination loyalty: A conceptual

model ... 626

The dark side of travelling abroad: How broad foreign tour experiences increase deviant tourist behaviors ... 642

Active ageing co-creation through tourism: A customer-dominant logic perspective ... 648

The emerging face of global tourism ... 652

Identity and risk perception: Chinese tourist visit Hong Kong ... 657

Big data analytics adoption in the Singapore Mice industry – The opportunities, barriers, and mitigation ... 660

Explore the big data capabilities of Taiwan's star-rated hotels ... 670

A real-time safety and congestion level analysis big data system: A case study in Jeju ... 676

Can tourism enhance Chinese subjective well-being? ... 681

Modelling online complaining behaviour in the hospitality industry: An application of data mining algorithms ... 699

The influence of memorable tourism experience on virtual tourism and revisit behavior ... 703

College students' perceptions on the pro-environmental practices at the university dining: Recognition and needs analysis ... 708

Can vegetarian food be regarded as healthy food? A case study of Millennials ... 715

The role of internal marketing in the relationship between environmental sustainability and brand salience in the hospitality context ... 717

Effect of value co-creation on hotel brand love: The mediating roles of perceived service quality and emotional solidarity ... 727

16:45 - 18:15, 4 June 2021, Concurrent Session V

Surviving in Asian airlines: The antecedents of abusive supervision and subordinates’ coping strategies ... 735

Impact of COVID-19 pandemic on Generation Z employees’ perception and behavioral intention towards advanced information technologies in hotels... 751

Interorganisational talent pools – Resolving the talent management conundrum in the hospitality industry ... 756

Enhancing marketing students’ employability with a real case challenge: Facebook ads .... 766

Modelling food safety culture framework for food tourism sectors: Towards improvement of food safety practices ... 777

A case study: College K towards improving student enrolment in professional chef training programme, Klang Valley ... 784

Under the development of New Liberal Arts, the prospect of hotel management education in China ... 793

Evaluation of potential knowledge transfer between PEIs and SMEs of hospitality and tourism industry in Singapore ... 803

Flipping a tourism class ... 835 Lifestyle entrepreneurship – A unique phenomenon to rethink entrepreneurship theories... 844 Analysing E-marketing strategies in luxury hotel chains... 854 Impacts of social media in promoting food products ... 858

"Are you following?” Generational differences on consumers’ processing of social media influencer destination marketing ... 877 The effects of brand warmth and competence on consumers’ reactions in service failure ... 892 The effect of social media engagement on followers’ behavioral intention in a theme park context: Source credibility as a moderator ... 895 Customer adoption of self-service technology: An integrated model ... 899 Mobile virtual travel: Effects of IS model and perceived value on satisfaction and visit

intention ... 906 A study of Chinese tourists’ destination image of Phuket, Thailand based on electronic word of mouth ... 922 The impact of smartphone app on tourists’ stress and tourism experience: Focusing on the mobility environment ... 936 The feel of “vacation” in staycation experiences amidst the COVID-19 pandemic: An

analysis of post-stay online reviews... 940

Job satisfaction of hospitality employees of the department of tourism accredited hotels in Baguio City

Paddit, Isagani A.

School of International Hospitality and Tourism Management University of Baguio, Philippines

Abstract:

This study aimed to determine the level of job satisfaction of hospitality employees of the Department of Tourism (DOT) accredited hotels in Baguio City according to the star classification of the hotel, assigned departments, and personal factors. By determining the level of job satisfaction of employees according to the identified factors, management and owners of hospitality businesses would focus on sustaining the factors that are perceived as essential and will increase the employee's level of performance while creating sustainable human resource programs on areas needing improvements. The study was composed of 219 rank and file employees of DOT accredited hotels in Baguio City. The study made use of a descriptive method to answer the research objectives. The findings showed that the employees of the DOT accredited hotels in Baguio City are very satisfied. 4-Star hotel employees have a higher level of satisfaction compared to 3-Star hotel employees. According to their assigned department, the level of job satisfaction of employees showed that Executive and Administrative employees have the highest job satisfaction, followed by the Sales and Marketing and Food & Beverage.

Employees of Front Office, Housekeeping, and Human Resource were very satisfied while Engineering, Accounting, and Finance employees were also very satisfied but lower in the level of job satisfaction compared to the other departments. The study showed that satisfaction was higher among employees who have direct communication with guests than those working in the back offices or support departments. The level of job satisfaction of Generation X and Millennials were both satisfied. However, younger employees are less satisfied with their jobs than older employees. The level of job satisfaction of hospitality employees according to gender showed that male employees were more satisfied than female employees. The significant differences in job satisfaction of males and females are their values, goals, and workplace expectations. The job satisfaction of hospitality employees varies according to their highest educational attainment, although they were all mostly satisfied. No rank and file employee had a postgraduate degree. The findings showed that the higher the level of educational attainment among hospitality employees, the higher their satisfaction level. The most dominant job factors were ranked according to their performance that affects their level of job satisfaction. The employees believed that salaries and wages remain the most dominant factor in increasing their job satisfaction level.

Keywords: Job satisfaction, Job performance, Hospitality employees, Job factors, Accredited hotels

1. Introduction

Over the decades, tourism has experienced continued growth and deepening diversification to become one of the world's fastest-growing economic sectors. Modern tourism is closely linked to development and encompasses a growing number of new destinations. These dynamics have turned tourism into a critical driver for socio-economic progress. Tourism has become one of

the major players in international commerce and represents, at the same time, one of the primary income sources for many developing countries (UNWTO, 2017).

In the Philippines, for May 2017, visitor arrivals reached 532,757, an increase of 19.60 percent compared to the May 2016 visitor count of 445 449. Visitor arrivals in May 2017 surpassed the 500,000 marks providing a bright outlook for Philippine tourism. (Tourism.gov.ph).

Baguio City, the summer capital and a major tourist destination in the Philippines, has recorded a 126-percent increase in tourist arrivals during the first quarter of 2017 (Baguio City Tourism Office, 2017).

These increases in tourist arrivals put more pressure on hotels' employees to keep up with the guest's and tourist's expectations in providing quality products and services. Hospitality employees must be satisfied with their jobs to rally those people they are working with and under their supervision.

2. Literature Review

Worldwide research projects have suggested that employee turnover is among the highest in the hospitality industry. Studies have shown that the average turnover level among non- management hotel employees is about 50 percent and about 25 percent for management staff.

According to research conducted by the Hotel and Motel Association in Britain, estimates of average annual employee turnover range from around 60 to 300 percent (Gazioglu and Tansel, 2006).

As such, the correlation between job satisfaction and performance has been studied by many researchers because it is of significant interest to the entire administration and human resource management in a global setting. Job satisfaction of employees plays a crucial factor in determining job performance. High-performing individuals will assist institutions in achieving their strategic aims, mission, and vision, thus sustaining the organization's competitive advantage (Wilkin, 2013).

MAJOR CONTENT THEORIES OF JOB SATISFACTION

Content Theories mainly deal with determining the satisfaction levels of particular needs and their priority. These theories are still crucial for understanding what motivates people at work (Robbins, 2005).

Herzberg Two-Factor Theory

In 1959, Frederick Herzberg came up with a theory closely related to Maslow's hierarchy of human needs theory and introduced the two-factor theory of motivation (McGregor, 1960).

According to Herzberg's two-factor theory of motivation, the factors are divided into two dimensions, "motivators" and "hygiene." According to him, certain factors that would directly motivate employees and cause satisfaction are intrinsic. Herzberg calls these factors the

"motivators" which give intrinsic satisfaction and represent the need for self-actualization and growth. The motivators are based on personal perceptions and inner feelings, including achievement, experience, the work itself, responsibility, and status through promotion and opportunity for growth and advancement. On the other hand, "hygiene" factors lead to extrinsic satisfaction and cause dissatisfaction, include; supervision, interpersonal relationships,

recognition, management, company policy and administration, promotion, salaries and benefits, status, job security, and physical working conditions (Waheed, 2011).

Factors Influencing Job Satisfaction

A study by Baah and Amoako (2011) states the factors affecting job satisfaction as follows;

feeling of success, relations with the management and employees, job safety, responsibility, recognition, high salary, promotion opportunity, clarity of roles, participation in decisions, freedom, well-coordinated work, lack of continuity, relocation, performance, life satisfaction, and perceived work stress (Inuwa, 2016). All these kinds of studies support the idea that employee satisfaction has many aspects and is influenced by various factors (Zaim, 2012).

Significance of the study

This study would help managers, owners, and other stakeholders in the hospitality and tourism industry to determine the level of job satisfaction of hospitality employees of the Department of Tourism accredited hotels in Baguio City. Strategies and programs would be developed to address the areas where the employees are dissatisfied and further enhance job factors that satisfy them.

Objectives of the Study

This study aimed to determine the job satisfaction of hospitality employees of the Department of Tourism accredited hotels in Baguio City.

Specifically, this paper sought to:

1. determine the level of job satisfaction of hospitality employees of the Department of Tourism accredited hotels in Baguio City along with organizational factors, work environmental factors, and work itself;

2. determine if there is a significant difference in the level of job satisfaction of hospitality employees of the Department of Tourism accredited hotels in Baguio City when grouped according to the classification of the hotel, assigned department, and personal factors; and

3. identify the most dominant factors that affect the job satisfaction level of hospitality employees of the Department of Tourism accredited hotels in Baguio City.

3. Methodology

This study made use of a descriptive method to answer the research objectives.

Study Design

Using descriptive research design, the respondents were asked to answer the questionnaires using quantifiable values with their specific descriptive interpretations. The research objectives were answered using the mean, analysis of variance, and ranks.

The population of the study

The study population and locale were limited to 219 regular ranks, and file employees of three 4-Star hotels and 19 3-Star hotels in Baguio City are accredited by the Department of Tourism- Cordillera Administrative Region (DOT-CAR). The total respondents consisted of 124 employees of 3-Star hotels, while there were 95 employees of 4-Star hotels. Table 1 shows the demographic profiles of the respondents.

Table 1

Demographic Profile of the Respondents

Frequency (f)

Percentage Hotel Classification (%)

3-Star Hotels 124 28.57

4-Star Hotels 95 71.43

Total 219 100.00

100.00 Department

Executive/Administrative 9 4.11

Front Office 29 13.24

Housekeeping 63 28.77

Food and Beverage 75 34.25

Accounting/Finance 7 3.20

Sales & Marketing 14 6.39

Human Resource 14 6.39

Engineering & Maintenance 8 3.65

Total 219 100.00

100.00 Gender

Male 84 40.64

Female 130 59.36

Total 219 100.00

Age

18-36 Years old (Millennials) 191 87.21

37-57 Years old (Generation X) 28 12.79

58 and above (Baby Boomers) 0 0.00

Total 219 100.00

100.00100.00 Highest Educational Attainment

High School 8 3.65

Technical/Vocational 4 1.83

Undergraduate/College 207 94.52

Graduate/Masters/Doctorate 0 0.00

Total 219 100.00

Data Gathering Tool

A checklist-type of questionnaire was used to gather the needed information in the study. The questionnaire has three parts. Part one contains the personal factors and demographic profile of the respondents. Part two contained questions related to job satisfaction and were rated using the 4-point Likert Scale. The third part contains items related to the factors influencing the employees' level of job satisfaction and ranked according to the degree of importance.

Data Gathering Procedure

A letter to float questionnaire for approval and endorsement was secured from the Regional Director of Department of Tourism-Cordillera Administrative Region (DOT-CAR), which encouraged active participation of the identified hospitality and tourism-oriented establishments.

Treatment of Data

The study utilized frequencies, weighted means, t-test, analysis of variance, and ranking. All of the data gathered through the questionnaires were encoded in the IBM Statistical Package for the Social Sciences (SPSS).

Based on the Likert Scale responses, the following statistical limits and verbal interpretation table were used in interpreting the weighted means.

4. Results and Discussion

The study sought to determine the level of job satisfaction of the Department of Tourism accredited hotels according to organizational factors, work environmental factors, and work itself.

Level of Job Satisfaction of Hospitality Employees of the DOT Accredited Hotels in Baguio City

Table 2 shows that overall, the respondents are satisfied (M=3.19) with their jobs. Based on job factors affecting the level of job satisfaction, the respondents are: satisfied (M=3.08) with organizational factors, very satisfied (M=3.29) with environmental work factors; and satisfied (M=3.22) with work itself factors. This means that despite the job factors affecting the employees of the hospitality industry of Baguio, it is perceived that there is a high degree of satisfaction among employees.

Promotion chances are perceived as available among employees. There is an opportunity for employees to participate in training. In-house training is provided on a case-to-case basis and subject to the specific needs of the hotel.

Appropriateness for employee benefits was also rated with a mean of 3.25 as satisfied under company policies. In the study of Sell and Cleal (2011), it showed that the different psychosocial and work environment variables like workplace and social support directly impact job satisfaction and that increase in rewards does not improve the satisfaction level among employees. Ghafoor (2012) emphasized that dissatisfaction occurs when the hygiene factors

Scale value Verbal Interpretation

Description

4 3.26 – 4.00 Very Satisfied

Overall satisfaction of the factor meets my requirements and expectations ALL

the time.

3 2.51 - 3.25 Satisfied

Overall satisfaction of the factor meets my requirements and expectations

MOST of the time.

2 1.76 - 2.50 Dissatisfied

Overall satisfaction of the factor meets my requirements and expectations

SOMETIMES.

1 1.00 – 1.75 Very Dissatisfied

Overall satisfaction with the factor DOES NOT meet my requirements and

expectations.

are not met, but they do not motivate employees. This may not be necessarily true among employees since they believed that hygiene factors play an essential role in improving employees' level of satisfaction.

Table 2

Level of Job Satisfaction of Hospitality Employees of the DOT Accredited Hotels in Baguio City

Job Factors Mean Standard Descriptive

Rating Deviation Interpretation

I. Organizational Factors

1. Salaries and Wages

1.1 Appropriateness of salary as compensation for

employment 3.00

0.763

Satisfied 1.2 Pay in relation to what it costs to live in this area 2.92 0.744 Satisfied

1.3 Salary for the work I do 2.90 0.810 Satisfied

Sub-Area Mean 2.94 0.772 Satisfied

2. Promotion Chances

2.1 Merit system for promotion 3.06 0.781 Satisfied

2.2 Promotion opportunities are available to me 3.04 0.829 Satisfied 2.3 Participation in national / International training 3.11 2.271 Satisfied

Sub-Area Mean 3.07 2.367 Satisfied

3. Company Policies

3.1 Liberal and fair policies 3.19 0.770 Satisfied

3.2 Retention policy is clearly defined 3.21 0.722 Satisfied 3.3 Appropriateness for employee benefits 3.25 0.701 Satisfied

Sub-Area Mean 3.22 0.731 Satisfied

Total Mean 3.08 1.290 Satisfied

II. Work Environmental Factors

1. Supervision

1.1 Communication between superiors and co-workers 3.34 0.733 Very Satisfied 1.2 Management involves people in a decision that affects

work environment 3.18 0.742 Satisfied

1.3 Management involves people in decisions that affect

their job 3.35

2.092

Very Satisfied

Sub-Area Mean 3.29 1.189 Very Satisfied

2. Work Group

2.1 Communication with colleagues in the department 3.45 0.664 Very Satisfied

2.2 Cooperation between departments 3.25 0.746 Satisfied

2.3 Competitiveness between department members 3.15 0.790 Satisfied

Sub-Area Mean 3.28 0.733 Very Satisfied

3. Working Conditions

3.1 Clean and healthy working environment 3.36 0.730 Very Satisfied 3.2 Consideration given to personal needs 3.26 0.719 Very Satisfied 3.3 Adequacy of machines and equipment 3.28 0.742 Very Satisfied

Sub-Area Mean 3.30 0.730 Very Satisfied

Total Mean 3.29 0.884 Very Satisfied

III. Work Itself

1. Job Scope

1.1 Workload that could be completed in working hours 3.26 0.699 Very Satisfied 1.2 Job provides the appropriate amount of responsibility

and accountability 3.25 0.680 Satisfied

1.3 Amount of work pace is appropriate to my position 3.17 0.756 Satisfied

Sub-Area Mean 3.23 0.712 Satisfied

2. Autonomy and Freedom

2.1 Consideration given to your opinions 3.29 2.803 Very Satisfied 2.2 Consideration given to your suggestions 3.06 0.781 Satisfied 2.3 Autonomy overwork method and work pace 3.10 0.751 Satisfied

Sub-Area Mean 3.15 1.445 Satisfied

3. Clarity of Roles 3.1 Accountability and responsibility are clearly defined 3.27 0.683 Very Satisfied 3.2 Job functions expected are appropriate to my position 3.24 0.722 Satisfied

3.3 Expected behaviors relative to my work is clearly

known to me 3.31 0.665 Very Satisfied

Sub-Area Mean 3.27 0.690 Very Satisfied

Total Mean 3.22 0.949 Satisfied

Overall Mean 3.19 1.041 Satisfied

N=219

The results showed the importance of the physical working conditions and the social working conditions in increasing employee job satisfaction (Skalli, Theodossiou, & Vasilleiou, 2008).

The employees are completely satisfied with supervision. There is excellent communication between superiors and co-workers. The employees are involved in the decision that affects the work environment and those affecting their job. This importance of the working condition in increasing job satisfaction was also reinforced in the study of Bakotic and Babic (2013), stressing that employees, in general, are satisfied under reasonable working condition, and in return, overall performance will increase. Employees should exert effort to understand whether and to what degree their employees have these job-related needs and the extent to which their jobs can be structured (Higgins, 2011).

As stressed in the study of Tariq, Ramzan, and Riaz (2013), variables like workload, salary, and stress at the workplace may lead an employee towards dissatisfaction. Management continually monitors the effects of these job factors in increasing job satisfaction. Unutmaz (2014) stressed that to motivate workers, managers must focus on changing the intrinsic factors by providing autonomy, opportunities, responsibilities, recognition, skills, and career. The study results showed that employees find their jobs provided the appropriate amount of responsibility and accountability. Their work pace was appropriate for their respective positions. The results showed agreement in the study of Stello (2011) where differences between satisfaction and dissatisfaction cannot be clarified and that the level of satisfaction cannot be predicted with the motivator or hygiene factors only. Employees see job satisfaction factors as relatively and subjectively different.

Differences in the Level of Job Satisfaction According to the Classification of the Hotel The t-test result showed significant differences in the level of job satisfaction of hospitality employees and job factors according to the hotel's classification. The 2-tailed t-test for independent samples showed significant differences at a 0.05 level of significance.

Specifically, these job factors are along with retention policies (p=.018<.05), appropriateness of employee benefits (p=.010<.05), communication between superiors and co-workers (p=.003<.05), management involving people in the decision (p=.016<.05) and cooperation between departments (p=.005<.05). The 4-Star hotel employees have a higher level of satisfaction, along with these factors compared to 3-Star hotel employees.

Differences in the Level of Job Satisfaction of Hospitality Employees According to Assigned Department

According to their assigned department, job satisfaction of the Executive and Administrative employees has the highest mean of 3.40 (very satisfied) followed by Sales and Marketing and Food & Beverage with a mean of 3.21(satisfied). Moreover, the job satisfaction of the Front Office, Housekeeping and Human Resource employees have a mean of 3.17 (satisfied) while Engineering, Accounting, and Finance have a mean of 3.12 (satisfied) and 2.91 (satisfied)

respectively. It shows that satisfaction is higher among employees who have direct communication with guests than those working in the back offices or support departments.

The 2-tailed analysis of variance in the SPSS showed a significant difference in the level of job satisfaction of hospitality employees according to the assigned department only at the autonomy and freedom job factor at the P=0.000<0.05 level significance. Several factors other than a job dictate the varying levels of job satisfaction among the hotel departments' employee.

Differences in the Level of Job Satisfaction of Hospitality Employees According to Age (Personal Factor)

The level of job satisfaction of Generation X (37-52 years old) has a mean of 3.23, and Millennials (18-36 years old) have a mean of 3.18, which are both satisfied. Younger employees are less satisfied with their jobs than older employees. This result was also mentioned in the study of Tian and Pu (2008), where satisfaction levels in the hotel industry were low and differed with age and gender. The younger employees are confident, ambitious, and achievement-oriented. They also have high expectations of their employers, seek new challenges at work, and aren't afraid to question authority. Managers often misunderstand these characteristics, resulting in a lower level of job satisfaction among rank and file employees.

The 2-tailed t-test analysis in the SPSS showed significant differences in the level of job satisfaction of hospitality employees according to age at the p=.00<0.05 level of significance.

There were significant differences in the level of job satisfaction of employees according to personal factors, specifically in the management involvement in decision-making and the consideration given to employee opinions. The older the employee, participation in decisions and opinions were perceived as higher than younger employees.

Differences in the Level of Job Satisfaction of Hospitality Managers According to Gender (Personal Factor)

The level of job satisfaction of hospitality employees according to gender showed that male employees are more satisfied (M=3.22) than female employees (M=3.18). In the study of Sadegh (2012), it was found that women are no less satisfied than men. However, women hospitality employees are less satisfied than men. The significant differences in job satisfaction of males and females are their values, goals, and workplace expectations. This finding is validated in the study of Brockmann (2017) that sex differences inherent in job satisfaction may be because the job is secondary to many compared to their family. Women were stereotyped to be confined at home. This notion had placed the burden on female employees to satisfy both the needs at work and home, resulting in lower satisfaction at work.

The 2-tailed t-test in the SPSS showed a significant difference in the level of job satisfaction of hospitality employees according to gender in the promotion chances at the p=.00<0.05 level of significance. Female employees perceived that male employees get more preferential treatment in the workplace. Although this may not necessarily have practiced by the hotels, stereotyping has been perceived as prevalent even in the hospitality and tourism industry. In the study of Hechanova, Alampay, and Franco (2006), it was stated that psychological empowerment was positively correlated with job satisfaction and performance.

Differences in the Level of Job Satisfaction of Hospitality Managers According to Highest Educational Attainment (Personal Factor)

The level of job satisfaction of hospitality employees varies according to their highest educational attainment. High School (M=2.77), Technical/Vocational (M=3.04), and College

(M=3.21) were all satisfied. It was also noted that no rank and file employee had a postgraduate degree. Entry-level positions in the hospitality industry are emphasized based on work experience more than the level of educational attainment. The nature of workloads was attributed to more of the physical and hands-on jobs than the conceptual abilities in the performance of their work. The result showed similarities in the study by Heriyati (2012) that workers with higher educational levels would be more satisfied with their job than workers with lower educational levels. The findings showed that the higher the level of educational attainment among hospitality employees, the higher their satisfaction level.

The 2-tailed analysis of variance in the SPSS showed significant differences in job satisfaction of hospitality employees according to educational attainment in the following specific job factors at the p=.00<0.05 level of significance. Promotion opportunities, communication between superiors, cooperation between the department, competitiveness between the department, and expected behaviors to work were highlighted as significant differences among employees with different educational attainment levels. The results showed that the higher the educational attainment translates in lower job satisfaction due to higher job expectations from employees who are not often satisfied by the hospitality establishments.

The rank of the Most Dominant Job Factors that Affect the Satisfaction Level of Hospitality Employees

The top three most dominant job factors that affect the level of satisfaction of hospitality employees (Table 3) are salaries and wages (ranked 1), promotion chances (ranked 2), and working conditions (ranked 3). The result shows that salaries and wages remain the most dominant factor in increasing job satisfaction. The rank and file employees also pointed out in their comments and suggestions to improve their job satisfaction level mentioned similar answers in salaries, benefits, wages, incentives, promotion chances, and better working conditions as very important factors.

Table 3

Rank of the most dominant job factors that affect the satisfaction level

Job Factors Rank

Salaries and Wages 1

Promotion Chances 2

Working Conditions 3

Company Policies 4

Job Scope 5

Supervision Clarity of Roles 6

Work Group 7

Autonomy and Freedom 8

Clarity of Roles 9

N=219

Note: Ranking of items in order of importance with #1 being the most important factor to #9 being the least important factor

The results confirmed that employees believed that salaries and wages are the primary and essential motivational factors that affect the organization's performance (Agwu, 2012). In the study of Lunenburg (2011), people could be motivated only by money, and incentive models to encourage people at work are necessary. Similar studies by Atasoy (2004) emphasized that rapid promotions or advancement will encourage employees to work harder to maximize productivity. Hospitality employees ranked promotion chances as the second important factor

that will increase their level of satisfaction. Buhai (2008) also suggested that a firm can increase its productivity by improving the physical dimensions of the work environment and may have a positive impact on the company's productivity which had been ranked as the third-highest job satisfier for hospitality employees. Indeed, as Zaim (2012) mentioned, employee satisfaction has many aspects and could be influenced by various factors. Although employees may vary in priorities as to the impacts of the different job factors, top management and owners of hospitality establishments do not provide the needs and expectations of guests but extended to their employees.

5. Conclusion

The job satisfaction of rank and file hospitality employees of the Department of Tourism accredited hotels in Baguio City is satisfied. The establishments meet the employees' overall needs along with organizational factors, work environmental factors, and work itself.

Sustaining this level of satisfaction is necessary as this would generally contribute to total satisfaction in delivering products and services to the guests. Nonetheless, monetary and non- monetary benefits are regarded as motivational factors among employees. 4-Star hotel employees have a higher level of job satisfaction compared to 3-Star hotel employees. The Executive and Administrative employees have the highest job satisfaction level, followed by Sales and Marketing and Food & Beverage. The Front Office, Housekeeping, and Human Resource employees were highly satisfied while Engineering, Accounting, and Finance employees were also highly satisfied but lower in the level of job satisfaction compared to the other departments. Generation X's job satisfaction level (37-52 years old) and Millennials (18- 36 years old) was satisfied. However, younger employees are less satisfied with their jobs than older employees due to their characteristics and preferences. The level of job satisfaction of hospitality employees according to gender showed that male employees were more satisfied than female employees. The significant differences in job satisfaction of males and females are their values, goals, and workplace expectations. The job satisfaction of hospitality employees varies according to their highest educational attainment, although they were all mostly satisfied. The employees believed that salaries and wages remain the most dominant factor in increasing their job satisfaction level. Additional benefits are regarded as a means of increasing their level of job satisfaction.

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The impact of multidimensional commitment on employee’s turnover intention after COVID-19 pandemic

Chaichi, Kamelia

School of Hospitality and Service Management, Sunway University, Malaysia

Fouad Salem, Suha

Faculty of Business Management and Professional Studies, Management and Science University, Malaysia

Abstract:

The restaurant industry as one of the top essential sectors in the hospitality industry is facing high employee turnover. Turnover is considered very costly for the restaurant business, and it is risky for the restaurant's reputation and longstanding sustainability. Employees’ positive attitude and their commitment level, which resulted in high turnover rate, are the main concern of restaurant managers in Malaysia. To better understand the employee’s intention to remain working in the restaurant industry, the current study proposed and investigated an expanded model of the theory of reasoned action with the addition of three components of commitment as moderators. The current study is the first to address the moderating role of multidimensional commitment in the model to envisage turnover intention in the restaurant industry. Data were collected from restaurant employees working in Kuala Lumpur, Malaysia (n = 285), through self-administered surveys. Explicit outcomes revealed the moderation effect of affective and normative commitment. Moreover, employee positive attitude and subjective norm significantly predict turnover intention. The present study provides significant suggestions for human resource consultants and restaurant decision makers who are interested in understanding the factors that affect turnover intention in the restaurant industry, which in the long run has an impact on the sustainability of the industry in today's competitive world.

Keywords: Turnover intention; Multidimensional Commitment; Restaurants; Hospitality and Tourism

1. Introduction

According to Malaysia’s statistic report, food service is the largest contributor to the economy, at RM67.1 billion, meanwhile the beverage service is the second largest contributor at RM8.8 billion (Department of Statistics Malaysia Official Portal, 2017). The COVID-19 pandemic has created a sudden shortfall in revenue for the hospitality industry. Due to the government’s strategy to control the Covid-19 pandemic, such as lockdowns, mobility restriction, and social distancing, many hospitality businesses especially restaurants had to limit their operations to only deliveries and take-outs, which gradually led to many employees moving to other industries. When the restaurants started operating again with considerable safety measures, the remaining employees were experiencing high levels of psychological and physical risks and job insecurity. The hospitality and service sectors such as restaurants are highly dependent on the human workforce (Boella, 2017) yet are consistently challenged with high employee turnover rate and shortage of skilled labour (Afsar et al., 2018; Chaichi & Salem, 2019).

Restaurants’ performance profoundly depends on employees since it is considered a service sector. This signifies the importance of employees’ role in the accomplishment of the industry.

The restaurant industry has gone through many developments in recent years. However, the employee factor is one principal problem for managers in Malaysia (Afsar et al., 2018; Zainol et al., 2015). Exalted turnover rate results in additional recruitment, selection procedures, training programs, and increased replacement cost. Organizations lose a substantial asset when accomplished employees leave the organization (Roche et al., 2015). Furthermore, it can be risky for the restaurants' longstanding sustainability. Therefore, it is imperative for the restaurants to advance proper human resource policies to maintain their employees. Most of the turnover literatures, particularly in Malaysia, are focused on economic factors such as payment, compensation, promotion, etc. Focusing only on economic factor cannot be considered a sufficient solution for employee turnover especially considering the COVID 19 situation, which has decreased the revenue for the restaurants. Initial understanding of the factors that affect employee’s intention to leave and their commitment to the restaurant is essential for the restaurant industry. Due to the effects of the COVID-19 Pandemic, the restaurant industry has experienced intense losses. The pandemic has transformed work and life, creating new challenges for employees and employers in the restaurant industry. There were invisible barriers which decreased employee’s willingness to go back to work such as the fear of using public transportation and the chance of getting infected, family obligations, if they had elderly family members who were in the high-risk groups, or children, or the risks of being in close contacts with numerous customers. These barriers have become a significant factor that led to restaurant businesses losing their employees.

There are a few recent studies on employee willingness to go back to work during the COVID- 19 pandemic. For instance, a qualitative study by Stergiou & Farmakis (2021) on hospitality employees discovered that due to the stressful working conditions during COVID19, there is a lack of willingness to work among the employees. Their finding showed that for the remaining employees, the majority continued to work because they have a strong sense of professionalism and ethical obligation. Another qualitative study by Kalateh Sadati et al. (2021) on hospital nurses showed that regarding the high risk and stressful working situation, professional commitment is the main reason for nurses to continue doing their job.

During a pandemic, understanding employees’ views and intention to continue working in the organization is important especially for hospitality employees who are facing health and safety related risks while carrying out their duties. This is particularly relevant for restaurant employees who can be affected by transferrable diseases through their frequent interaction with customers. To address the issue, we conducted a study on restaurant employees’ voluntary intention to stay with the organization (turnover intention) during a pandemic. To better understand individual intentions and behaviour, current research applies the well-established theory of reasoned action (TRA) (Ajzen & Fishbein, 1977), which is used to understand individual intentions in various concepts. The objective of the current research is to assess individual intentions using the extended model of TRA with the addition of multidimensional commitment as a moderator. Meyer and Allen (1991) stated that multidimensional commitment incorporates three attitudinal components, namely affective, continuance, and normative commitment, which relatively show employee emotional attachment, obligational attachment, and moral attachment to the organizations. The present study tries to find out whether employee attachment to the organization (three components of commitment) can play a moderating role between TRA constructs and employee turnover intention during pandemic situation.

The study took place during the early unfolding of COVID-19 in Malaysia. The finding will increase the overall understanding about employee intention to stay, employee attitude, and employee commitment (emotional, obligational, and moral attachment), which would help the

restaurants to maintain the employees and improve the sustainability of the industry in the competitive and wounded environment.

2. Literature Review

2.1. Theory of Reasoned Action

The Theory of Reasoned Action (TRA) projected by Ajzen & Fishbein (1977) proposed that an individual’s behaviour is the subjective intention to perform or not the behaviour.

Behavioural intention is an indicator of the actual behaviour. Therefore, the current study decides to investigate employee’s turnover intention which can be considered as the actual turnover behaviour. According to the TRA, individual intention is shaped by two variables, namely attitude (ATT) and subjective norm (SN).

Attitude (ATT) is defined as the level at which an individual has a positive or hostile evaluation of the required behaviour (Ajzen & Fishbein, 1977) and is a substantial predictor of the intention. Further, subjective norm (SN) is described by the alleged social pressure to make individuals accomplish the specific behaviour (Ajzen & Fishbein, 1977). The TRA model theorizes SN as a significant predictor of intentions. Applied to turnover intention, subjective norm reflects individuals’ perceptions of whether staying with the restaurant is approved, encouraged, and implemented by most people who are important to him or her. Therefore, the following statements are hypothesized:

H1. Individual positive attitude will negatively affect turnover intention.

H2. Individual subjective norm will negatively affect turnover intention.

2.2. Meyer and Allen Model on Commitment

Organizational commitment was clarified as a psychological state that includes three unique aspects (Meyer & Allen, 1991). The three different aspects are affective commitment (AC), normative commitment (NC), and continuance commitment (CC). The AC is defined by an individual's emotional attachment to an organization, while NC by an individual's sense of compulsion to stay with the organizations. CC is affected by the costs which individuals would face if they leave the organization. Multiple studies (Meyer & Allen, 1991; Mowday et al., 1984) have shown organizational commitment as a mutual antecedent of turnover intention.

Meyer & Allen’s commitment model (1991), which is used in the current study, defined commitment as an attitude towards the organization which decreases turnover intention.

2.3. Addition of Multidimensional Commitment to TRA model

The TRA model is flexible to be used to develop solutions by adding moderators and antecedent variables (Ajzen, 1991). Even though few studies have scrutinized the addition of moderating variables inside the TRA model, for instance, age (Downs & Hausenblas, 2005) and past behaviour (Hagger et al., 2002), no study has been found that focuses on commitments as a potential moderator variable in the TRA constructs. Furthermore, organizational commitment has been shown to play a moderating role in various contexts. For instance, a few studies (Falkenburg & Schyns, 2007; Sagie, 1998) have proved that organizational commitment displayed a moderating effect between satisfaction as job attitude and turnover intention. Organizational commitment has displayed a high association with turnover intention in many studies (Mobley, 1977; Porter et al., 1974). Commitment has also frequently presumed a value which is required to be raised among employees since committed staff show less intention to leave an organization compared to uncommitted employees (Porter et al., 1974).

Therefore, the present study tries to find out whether the multidimensional model of