Non-Financial Motivation and Job Satisfaction of graduate employees in Hotel industry
DOI:
https://doi.org/10.61841/bgnh7q37Keywords:
(Job satisfaction;, promotion, working environment, ; employee empowermentAbstract
Quality and creative hospitality graduates are able to contribute to the country's economic growth and become the nation's hope. Focusing on the satisfaction of hospitality graduates through non-financial factors is also very important. Hence, job satisfaction should be taken seriously to produce employees among graduates of quality hospitality. Therefore, the effort to achieve the satisfaction of hospitality graduates needs the cooperation of various parties in the hotel sector, to produce skilled and quality workers. The purpose of this study is to investigate the relationship between the independent variables (promotion, working environment, and employee empowerment) and dependent variable (job satisfaction) while leadership is a moderator. a total of 500 sets of questionnaires are distributed to the graduate hotel employees who work in Penang, Perak, Pahang and Kuala Lumpur only 127 been collected through purposive convenience sampling method. The results reveled that leadership is not play as a moderator role to reduce the job satisfaction through non-financial motivation factor. Its mean there is a non-financial motivation factor that have practices still influencing the employee motivation factor. The limitation and future study have been explained further
Downloads
References
1. Alvi M. A manual for selecting sampling techniques in research.
2. Bagozzi RP, Yi Y. On the evaluation of structural equation models. Journal of the academy of marketing science. 1988 Mar 1;16(1):74-94.
3. Benedetti AA, Diefendorff JM, Gabriel AS, Chandler MM. The effects of intrinsic and extrinsic sources of motivation on well-being depend on time of day: The moderating effects of workday accumulation. Journal of Vocational Behavior. 2015 Jun 1;88:38-46.Blanchard, K. (2018). Leading at a higher level: Blanchard on leadership and creating high performing organizations. FT Press.
4. Brandon-Jones A, Lewis M, Verma R, Walsman MC. Examining the characteristics and managerial challenges of professional services: An empirical study of management consultancy in the travel, tourism, and hospitality sector. Journal of operations management. 2016 Mar 1; 42:9-24.Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
5. Chin WW. The partial least squares approach to structural equation modeling. Modern methods for business research. 1998 Jan;295(2):295-336.Chin, W. W. (1998). The partial least squares approach to structural equation modeling. Modern methods for business research, 295(2), 295-336.
6. Choi SL, Goh CF, Adam MB, Tan OK. Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment. Human resources for health. 2016 Dec;14(1):73.Dijkstra, T. K., & Henseler, J. (2015). Consistent and asymptotically normal PLS estimators for linear structural equations. Computational Statistics & Data Analysis, 81(1), 10-23. doi:10.1016/j.csda.2014.07.008
7. Fornell C, Larcker DF. J. Cha (1994),“Partial Least Squares,”. Advances Methods of Marketing Research.:52-78.
8. Fornell C, Larcker DF. Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research. 1981 Feb;18(1):39-50.Gizdarska, s. (2017). Achievement motivation in Hispanic university students: associations with reasons for attending college (Doctoral dissertation, Appalachian State University).
9. Greener I. Performance management that works? Improving public services by making use of intrinsic motivation. Social Policy & Administration. 2019 Jan;53(1):99-112.Haider, M., Aamir, A., Hamid, A. A., & Hashim, M. (2015). A literature analysis on the importance of non-financial rewards for employees’ job satisfaction. Abasyn University Journal of Social Sciences, 8(2), 341-354.
10. Hair Jr JF, Hult GT, Ringle C, Sarstedt M. A primer on partial least squares structural equation modeling (PLS-SEM). Sage publications; 2016 Feb 29.Hair Jr, J. F., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2016). A primer on partial least squares structural equation modeling (PLS-SEM). Sage Publications.
11. Hair JF, Ringle CM, Sarstedt M. PLS-SEM: Indeed a silver bullet. Journal of Marketing theory and Practice. 2011 Apr 1;19(2):139-52.Hair, Joseph F., Christian M. Ringle, and Marko Sarstedt. (2011). "PLS-SEM: Indeed a Silver Bullet." Journal of Marketing Theory and Practice 19 (2): 139-151.
12. Hanaysha J. Testing the effects of employee engagement, work environment, and organizational learning on organizational commitment. Procedia-Social and Behavioral Sciences. 2016 Aug 19;229:289-97.
13. Henseler J, Hubona G, Ray PA. Using PLS path modeling in new technology research: updated guidelines. Industrial management & data systems. 2016 Feb 1;116(1):2-0.Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the academy of marketing science, 43(1), 115-135.
14. Henseler J, Ringle CM, Sarstedt M. Testing measurement invariance of composites using partial least squares. International marketing review. 2016 May 9;33(3):405-31.Hotchkiss, D. R., Banteyerga, H., & Tharaney, M. (2015). Job satisfaction and motivation among public sector health workers: evidence from Ethiopia. Human resources for health, 13(1), 83.
15. Hu LT, Bentler PM. Fit indices in covariance structure modeling: Sensitivity to underparameterized model misspecification. Psychological methods. 1998 Dec;3(4):424.Hu, L. T., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: conventional criteria versus new alternatives. Structural Equation Modeling, 6(1), 1-55.
16. Katz E, Lazarsfeld PF, Roper E. Personal influence: The part played by people in the flow of mass communications. Routledge; 2017 Jul 12.Locke, E. A. (1969). What is job satisfaction?. Organizational behavior and human performance, 4(4), 309-336.
17. Lowry PB, Gaskin J. Partial least squares (PLS) structural equation modeling (SEM) for building and testing behavioral causal theory: When to choose it and how to use it. IEEE transactions on professional communication. 2014 Apr 22;57(2):123-46.Lu, L., Lu, A. C. C., Gursoy, D., & Neale, N. R. (2016). Work
engagement, job satisfaction, and turnover intentions: A comparison between supervisors and line-level employees. International Journal of Contemporary Hospitality Management, 28(4), 737-761.
18. Lugosi P, Jameson S. Challenges in hospitality management education: Perspectives from the United Kingdom. Journal of Hospitality and Tourism Management. 2017 Jun 1;31:163-72.
19. Mat Hasan, N Harun, H., Abd Samad, N. Abdul Latiff Janaton, A.L & Ismail,N. A. (2019) “ Faktor-Faktor Kepuasan Kerja Graduan Hospitaliti Dalam Sektor Perhotelan” Jomor, 1,12, 1-6
20. Northouse PG. Leadership: Theory and practice. Sage publications; 2018 Feb 9.Rafaeli, A., & Sutton, R. I. (1987). Expression of emotion as part of the work role. Academy of management review, 12(1), 23-37.
21. Rogers AC. Gender, Non-Monetary Rewards, and Workplace Motivation (Doctoral dissertation, Purdue University Global).
22. Sarstedt, M., Ringle, C. M., Smith, D., Reams, R., & Hair Jr, J. F. (2014). Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers. Journal of Family Business Strategy, 5(1), 105-115.
23. Shepherd DA, Patzelt H. Motivation and entrepreneurial cognition. InEntrepreneurial Cognition 2018 (pp. 51-103). Palgrave Macmillan, Cham.
24. Soni M. Impact of reward management system on organizational performance with special reference to hotel industry in Jaipur.Granovetter, M. (2018). Getting a job: A study of contacts and careers. University of Chicago press.
25. Thürridl C, Kamleitner B. What goes around comes around? Rewards as strategic assets in crowdfunding. California management review. 2016 Feb;58(2):88-110.Ware, J., & Kozlowski, C. B. (2017). Teaming Effectively: 3 Key Factors.
26. Wong IA, Wan YK, Gao JH. How to attract and retain Generation Y employees? An exploration of career choice and the meaning of work. Tourism Management Perspectives. 2017 Jul 1;23:140-50.
27. Yahaya R, Ebrahim F. Leadership styles and organizational commitment: literature review. Journal of Management Development. 2016 Mar 7;35(2):190-216.
28. Yong AG, Pearce S. A beginner’s guide to factor analysis: Focusing on exploratory factor analysis. Tutorials in quantitative methods for psychology. 2013 Oct; 9(2):79-94.
29. Zahoor H, Muhammad G, Ali M. Impact of Training and Development on Nursing and Technical Staffs’ Performance and Motivation: A case of secondary health care sector at Shamsi hospital Karachi. InConference Book 2019 Feb 26 (p. 21).
30. Neochoritis M. Non-financial Rewards and Motivation.
31. Ali MH, Abeygunawardana RG. Non-Financial Motivational Factors on Employees ‘turnover Intention Of Lower Management In The Travel Agencies In Sri Lanka. Journal of Management. 14(1):39-45.
32. Idiegbeyan-Ose J, Aregbesola A, Owolabi SE, Eyiolorunshe T. Relationship between Motivation and Job Satisfaction of Staff in Private University Libraries, Nigeria. Academy of Strategic Management Journal. 2019.
33. Hassan, H.A. and Ndegwa, P., 2019. Motivation and Employees Performance in County Assembly of Mandera, Kenya. International Journal of Current Aspects, 3(IV), pp.1-13.
34. Mokhtar N, Azman MF, Sauid MK, Ebrahim ZB, Mustakim NA. Factors Affecting Job Satisfaction of Nurses at a Private Healthcare Center in Malaysia. InProceedings of the Regional Conference on Science, Technology and Social Sciences (RCSTSS 2016) 2019 (pp. 391-399). Springer, Singapore.
35. Locke EA. Job satisfaction and job performance: A theoretical analysis. Organizational behavior and human performance. 1970 Sep 1; 5(5):484-500.
36. Bilouk I. The Impact of Extrinsic Reward on Learners’ Performance and Motivation in Reading. Revue Sciences Humaines. 2015 Dec 1(44):43-56.
37. Dijkstra TK, Henseler J. Consistent partial least squares path modeling. MIS quarterly. 2015 Jun 1; 39(2).
38. Falk M, Miller AG. Infrared spectrum of carbon dioxide in aqueous solution. Vibrational Spectroscopy. 1992 Oct 8; 4(1):105-8.
Downloads
Published
Issue
Section
License
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
