TABLE 1
FROM:
The impact of work-related goals on hospitality industry employee variables
Alleah Crawford and Susan S Hubbard
BACK TO ARTICLETable 1. Definitions and relevance of each employee variable
| Employee variable | Definition | Relevance |
|---|---|---|
| Organisational commitment | An employee's participation in, sense of belonging to, and emotional attachment with an organisation (Allen and Meyer, 1996) | Research has supported a connection between how committed a hotel employee is and the level of service quality he extends to his guests (Worsfold, 1999) |
| Intention to quit | Immediate determinants of the act of leaving the organisation (Firth et al., 2003) | Commitment has a direct negative effect on intention to quit (Elangovan, 2001) |
| Intrinsic work satisfaction | An employee's level of satisfaction with the feeling of success received from the job, the enjoyment of performing the duties of the job, and the level of autonomy associated with the job (Yilmaz, 2002) | The intrinsic rewards an employee receives serve as a precursor to productivity, efficiency, and absenteeism turnover (Lewis et al., 2001) |
| Job involvement | The degree of psychological identification an employee has with his/her role in theworkplace (Kanungo, 1982; Rabinowitz and Hall, 1977) | Positively related to the employee's opinion that the workplace is meaningful and psychologically safe (Brown and Leigh, 1996) |
| Organisation-based self-esteem | Extent to which one considers his/her needs met by participating in roles associated with the organisation (Pierce et al., 1989) | Strong indicator of an employee's perception of his/her value to the organisation and their specific role in the organisation |
