Antecedents and consequences of job satisfaction in the hotel industry

By Jen-te Yang. 2010

379 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/625161879a6683728522ed770fa7b943cd6b4824

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Mediation of job embeddedness and satisfaction in the relationship between task characteristics and turnover: A multilevel study in Portuguese hotels (2017, background): “, 2001) and supervisors that help employees reduce role ambiguity, as well as role conflict (Yang, 2010).”
The effect of leader competencies on knowledge sharing and job performance: Social capital theory (2020, result): “Some previous studies support our argument by reporting a positive relationship between job performance and employee satisfaction, which in turn affects employee loyalty (Gu & Siu, 2009; Yang, 2010).”
Hotel employee job crafting, burnout, and satisfaction: The moderating role of perceived organizational support (2018, background): “Yang (2010) found that greater job satisfaction substantially reduces employee absenteeism and is an important factor in alleviating employee turnover.”
Effects of Job Organizational Culture, Benefits, Salary on Job Satisfaction Ultimately Affecting Employee Retention (2017, background): “Job satisfaction can also be explained as ‘‘the agreeable emotional condition resulting from the assessment of one’s job as attaining or facilitating the accomplishment of one’s job values’’ [3].”
Hotel managers’ perceived diversity climate and job satisfaction: The mediating effects of role ambiguity and conflict (2013, neutral): “Lastly, Yang (2010) found”
Emotional exhaustion and its consequences for hotel service quality: the critical role of workload and supervisor support (2020, background): “There is some empirical evidence, also in hospitality, of a negative relationship between affective organizational commitment and turnover intention (Zopiatis et al., 2014; Yang, 2010); hence, the following hypothesis is proposed: H6.”
Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention (2014, positive): “The evidence is that the intrinsic rewards offered, such as autonomy (Yang, 2010) and creativity (Robinson & Beesley, 2010) are more likely to engender organizational commitment for hospitality employees.”
Effects of stress, LMX and perceived organizational support on service quality: Mediating effects of organizational commitment (2014, background): “Many researchers and academicians (Luo, Qu, & Marnburg, 2013; Namasivayam & Zhao, 2007; Subramaniam, McManus, & Mia, 2002; Yang, 2010) have been investigating OC in the hospitality industry.”
Relationships among Emotional and Material Rewards, Job Satisfaction, Burnout, Affective Commitment, Job Performance, and Turnover Intention in the Hotel Industry (2020, background): “Hoteliers are directing attention toward improving their employee services to gain sustainable competitive advantage (Jung & Yoon, 2015; Yang, 2010).”
Revisiting talent management, work-life balance and retention strategies (2015, background): “(Carraher et al, 2010), the United States (Jang and George, 2012; Lee and Way, 2010; Park and Gursoy, 2012;); India (Guchait and Cho, 2010), Taiwan (Tsui et al, 2013; Yang, 2010), the Netherlands (Lub et al, 2012), Cameroon (Karatepe, 2012), and China (He et al, 2010; Kong et al, 2012; Qu and Zhao, ”