Empowerment, Contextual Performance & Job Satisfaction -      A Case Study of the Scandic Hotels in Jönköping -

University essay from Högskolan i Jönköping/Högskolan i Jönköping/IHH, FöretagsekonomiIHH, EMM (Entrepreneurskap, Marknadsföring, Management); Högskolan i Jönköping/Högskolan i Jönköping/IHH, FöretagsekonomiIHH, EMM (Entrepreneurskap, Marknadsföring, Management); Högskolan i J

Abstract:

Purpose: The purpose of this study was to examine the relationship between job satisfaction among hotel employees as well as the relationship between employee empowerment and contextual performance behaviours.

Background: Most managers and scholars emphasize that an organization’s most important tool for gaining a competitive advantage is its people and; in order for the firm to attain success employees must be involved and active. It has been argued that success within the hotel industry lies with customer satisfaction, of which is the result of overall job satisfaction of the employee. Most hotels strive to empower their employees in order to deliver better quality service. In addition, contextual performance behaviours are also common practice in such places where employees have a broad range of duties and tasks. Both empowerment and contextual performance behaviours are thus seen to provide overall job satisfaction.

Method: The research approach used was that of a single case study, using a survey instrument to collect data on facets empowerment and contextual performance behaviours. The Scandic Hotels of Jonkoping were used for this purpose. The data collected were then analysed by way of factor analysis and multiple regression methods to validate the hypotheses formed in the theoretical framework.

Findings and

Conclusions: Based on the results of the analysis, the majority of the hypotheses were supported.  Training and rewards showed a significant relationship with overall job satisfaction. Job dedication behaviours also showed similar results. In addition, information sharing and trust and training and rewards proved to have interrelationships as facets of empowerment.  Interpersonal facilitation and job dedication behaviours were also proved to be distinct behaviours within contextual performance.

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