Job Satisfaction in Hospitality Industry

International Journal of Hospitality Management 29 (2010) 609–619

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International Journal of Hospitality Management journal homepage: www.elsevier.com/locate/ijhosman

Antecedents and consequences of job satisfaction in the hotel industry
Jen-Te Yang *
Department of Hotel Management, National Kaohsiung Hospitality College, P.O. Box 608, Kaohsiung City (800), Taiwan, ROC

A R T I C L E I N F O

A B S T R A C T

Keywords: Job satisfaction Organizational commitment Turnover intention

The purpose of this study is to investigate the antecedents (i.e., role ambiguity and conflict, burnout, socialization, and work autonomy) and consequences (i.e., affective and continuance commitment, absenteeism, and employee turnover intention) of employee job satisfaction. Data obtained from a sample of 671 respondents drawn from 11 international tourist hotels in Taiwan were analyzed with the LISREL program. According to the results, role conflict, burnout, socialization, and work autonomy, but not role ambiguity, significantly predicted job satisfaction. In addition, job satisfaction significantly contributed to psychological outcomes in terms of organizational effectiveness (i.e., greater affective and continuance commitment and lower employee turnover intentions). ß 2009 Elsevier Ltd. All rights reserved.

1. Introduction 1.1. Background In the competitive and people-oriented business environment characterizing the modern hospitality industry, frontline employee performance represents a crucial component of service. Better employee performance yields greater guest satisfaction and loyalty. Moreover, frontline employees in the hospitality industry seem to be underpaid and to suffer job-related stress (Weatherly and Tansik, 1993; Karatepe and Sokmen, 2006). An appropriate quality of service includes employee attitudes and behaviors that meet customer expectations. Consequently, employee job satisfaction is a necessary

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