This study investigates perceptions of organizational politics as a mediator of the effects of negative affectivity and positive affectivity on burnout. Based on data obtained from frontline hotel employees in Turkey, results reveal that the impacts of negative affectivity on exhaustion and disengagement, through perceptions of organizational politics, are stronger than positive affectivity.

This study investigates the effects of challenge and hindrance stressors and exhaustion on frontline hotel employees'turnover intentions and whether hope, as a personal resource, can moderate the deleterious effects of these antecedents on turnover intentions. Data were collected from a sample of 183 full-time frontline employees working in 5-star and 4-star hotels in Northern Cyprus. To ensure the temporal separation of measures, data pertaining to the independent and dependent variables were measured via two questionnaires administered with a time lag of two weeks. Results of the study reveal that hindrance stressors and exhaustion heighten frontline employees' turnover intentions and that hope is a potential antidote to the deleterious impacts of these antecedents on turnover intentions. Thus, managers should consider the candidates' hope levels during employee selection and hiring. Candidates high in hope should he given priority in hiring since such employees can better cope with stress and exhaustion. Management should also consider devising proactive strategies to keep employees high in hope in the organization since such employees can help create a positive work environment, may serve as role models to their colleagues and generate a demonstration effect among current employees with lower levels of hope.

This study investigates the effects of challenge and hindrance stressors and exhaustion on frontline hotel employees'turnover intentions and whether hope, as a personal resource, can moderate the deleterious effects of these antecedents on turnover intentions. Data were collected from a sample of 183 full-time frontline employees working in 5-star and 4-star hotels in Northern Cyprus. To ensure the temporal separation of measures, data pertaining to the independent and dependent variables were measured via two questionnaires administered with a time lag of two weeks. Results of the study reveal that hindrance stressors and exhaustion heighten frontline employees' turnover intentions and that hope is a potential antidote to the deleterious impacts of these antecedents on turnover intentions. Thus, managers should consider the candidates' hope levels during employee selection and hiring. Candidates high in hope should he given priority in hiring since such employees can better cope with stress and exhaustion. Management should also consider devising proactive strategies to keep employees high in hope in the organization since such employees can help create a positive work environment, may serve as role models to their colleagues and generate a demonstration effect among current employees with lower levels of hope.

A conceptual model examining positive affectivity as a moderator of the influence of burnout on extra-role performance and quitting intentions is developed and tested. Data obtained from employees in the hotel industry in Turkey were used to assess the model. As hypothesized, burnout influences extra-role performance deleteriously and exacerbates quitting intentions. The results of the Chow test also reveal that positive affectivity serves as a moderator in reducing the detrimental impact of burnout on extra-role performance and quitting intentions. The findings and their implications are discussed.

M. Tech. (Business Administration, Faculty of Management Sciences), Vaal University of Technology / The purpose of this study is to determine the relationship between employees’ job satisfaction (JS), organisational commitment (OC) and intention to stay (ITS) at an international hotel in Lesotho. Employees’ productivity is largely related to their level of job satisfaction. Lumley, Coetzee, Tladinyane and Ferreira (2011:101) are of the view that since job satisfaction involves employees’ motions, it influences an organisation’s well-being with regard to job productivity, employee turnover, absenteeism and life satisfaction Therefore, it is important for an organisation to study the relationships between JS, OC and ITS. A survey questionnaire was devised to collect the information for job satisfaction, organisational commitment and intention to stay from each employee. Two hundred and twenty employees responded to the survey. This study used a quantitative research paradigm and a descriptive research method. Random sampling was deemed appropriate for this study, these choices are motived for in the main study. Participants were asked to complete three test instruments, namely, a Job Satisfaction Survey (JSS), an Organisational Commitment Questionnaire (OCQ) and an Intention to Stay Questionnaire (ITSQ). After analysing the data, the researcher found that there is a relatively strong correlation between job satisfaction, organisational commitment and intention to stay. Generally, higher levels of job satisfaction will lead to higher levels of organisational commitment which in turn will lead to employees staying at organisations. The results indicate that all three variables: JS‚ OC‚ and ITS have positive and significant inter-relationships. Findings and recommendations of this study are important to the management as they indicate the need to develop strategies to deal with the needs of those employees who exhibit low level of organisational commitment. The findings of this study provide valuable insights that can enable the management to create a satisfied and committed workforce

Research for this project was undertaken by means of a broad and comprehensive literature search, a field study and the development of four working papers. It has been quoted,The hospitality industry appears to be facing increasing competitive pressures to improve the quality of its delivery of products and services. For many hotels, success depends largely on the availability of qualified line associates who are able to translate and consistently maintain their company's operational standards of service. Hotel companies, thus, must take training programs for front line associates seriously to accommodate the growing pressure to provide qualified associates. Consequently, many hotels now highlight training activities for front line associates as a means of providing an outstanding service for their customers. However, there is often scepticism about whether training actually pays off for organisations. Despite the importance of the topic, there appears to be little research on evaluating training for front line associates in the hospitality industry, particularly in the hotel sector. Therefore, this project is arguably pioneering in its analysis of applying the model chosen. It has demonstrated through empirical evidence the usefulness of the model to the four hotels in Sydney. This project has investigated evaluating training programs by analysing the reaction of the trainees, learning gained by the trainees, transfer of learning to the workplace by the trainees and training outcomes. The research is expected to be useful to other training practitioners and/or scholars who are interested in taking further research in the hospitality industry, particularly in the hotel sector. / Doctor of Business Administration

Previous research has shown that job satisfaction contributed to better employee engagement and intention to stay in organizations. Hotel employees who are satisfied with their job pursue their job tasks in a quality manner which possibly will establish competitive advantage for hotel organizations. This study extended the prior work of intrinsic motivation from the job itself based on Job Characteristics Model by examining: (1) the differences in job satisfaction of chain hotel employees from three generations; Baby Boomers, Generation X, and Millennials, and (2) to compare and contrast the generational perspectives on job satisfaction. The job satisfaction was measured in terms of the core job characteristics, critical psychological states, aspects of the jobs, and feeling of other employees with similar jobs. The Job Diagnostic Survey (JDS) was used in this study with some demographic questions. A purposive sample of 108 chain hotel employees from five hotel chains in three counties in southern Illinois participated in this survey. One way ANOVA and Welch ANOVA were conducted to investigate the differences between groups. The Games-Howell post-hoc test was used to confirm group differences. Overall differences were found between Baby Boomers and Millennials and between Baby Boomers and Generation X. There were no overall differences found between Generation X and Millennials. The findings indicated that Baby Boomers have the most engagement in the workplace and have more intention to stay in hotel organizations.

The study reported in this article examines the nature of relationships among job and personal resources, and psychological and behavioral outcomes. A related objective of the study is to uncover whether these relationships vary according to outcome type. Frontline employees of several hotels throughout the Turkish Republic of Northern Cyprus serve as the study setting. Results and their implications are discussed, and avenues for future research are offered.

This study develops and tests a model which investigates the simultaneous effects of job demands, job resources, and a personal resource (intrinsic motivation) on emotional exhaustion and turnover intentions. Frontline hotel employees in Ankara, Turkey serve as the study setting. Among others, results show that job demands (role conflict and role ambiguity) trigger frontline employees' emotional exhaustion and turnover intentions. Job resources (supervisory support, training, empowerment, and rewards) and intrinsic motivation reduce emotional exhaustion. Implications of the findings are discussed and directions for future research are offered.

Applying self-determination and conservation of resources theories, our study investigates the additive and interactive effects of management commitment to service quality, customer orientation, and hindrance and challenge stress in the employee engagement process. The role of employee engagement as a central intervening variable that transmits the effects of job resources and demands is critically evaluated. The current work assessed the aforesaid relationships based on data gathered from a time-lagged sample of frontline hotel employees and their direct supervisors using robust maximum likelihood estimation in MPlus 7.4. The findings reveal that management commitment to service quality and customer orientation exert significant impacts on job performance and turnover intentions through employee engagement and hindrance stress. The interaction between management commitment to service quality and customer orientation mitigates both challenge and hindrance stress. Our study provides discussions for theoretical and practical implications.