Determinants of Employee Engagement in Hotel Industry in Malaysia. A Theoretical Model

Abstract

The purpose of this paper is to examine the factors that influence the employee engagement in hotel industry in Malaysia. Four independent variables have been identified as the factors that are going to be tested in this research which are training and development, internal communication, rewards, and leadership. Effective and good employee engagement programs contribute to increase commitments, motivation, morale and innovation. Therefore, the ultimate improvements on performance and profitability of an organization and it can help all the organization to build their employee engagement among employees. This study was targeted to employees who currently work at hotel industry in Malaysia as this industry has been recognized as a potential prospect in the growth of the service industry in Malaysia. Theory of Social Exchange Theory (SET) has been chosen as underlined theory in this research.

Contextual and task performance: role of employee engagement and organizational culture in hospitality industry

“…A high level of engagement among employees leads to a positive evaluation of task and contextual performance of employees (Bakker et al, 2007). Zainol et al (2016), in their study on the hotel industry in Malaysia, found that effective and good employee engagement programs contributed to an increase in commitment, motivation and morale, which ultimately improves the performance of employees. A research on the Thai hotel industry by Prasongthan and Suveatwatanakul (2017), suggested that perceived organizational support and optimism demonstrate powerful influences on job performance through higher employee engagement.…”

A Review of Literature on the Associations among Employee Empowerment, Work Engagement and Employee Performance

“…The right empowerment adoption brings to company various advantages, like saving the employing cost and training by increasing employee retention (Kim, 2011;Mikkawi & Al-Lozi, 2017), especially in the hotel sector, which retains the quite skilled workforce and suffers from the high turnover rate (Zainol et al, 2016). Also, empowered people have a positive sense of purpose in their task, and self-motivated to involve in continuous improvement at the workplace (Rehman et al, 2015;Songan et al, 2016).…”

“…In general, employee engagement is an emotional connection and positive attitude that one's feel toward his/her work, organizations and its value, and has passion about its goals (Anitha, 2014;Dajani, 2015). Without employee engagement in the workplace, companies cannot survive long in the market (Zainol et al, 2016), because engagement is a prior business driver for organizational success.…”

“…Training and development, leadership and rewards, internal communication, are considered as key determinants of employee engagement among individuals working in hotel establishments (AL-Syaidh et al, 2016;Darawshehet al, 2016;Zainol et al, 2016;Alkandari et al, 2017). In accordance with Saks (2006) and Arunkumar & Renugadevi (2013): job characteristics, perceived organizational & supervisor support, rewards & recognitions, procedural justices and distributive justices are the key antecedents of improving the level of engagement.…”

The Effects Of Consumers’ Behavioral Intentions On Service Recovery In Luxury Hotels

“…The performance of front-line staff in the hotel industry, who may have limited experience or commitment towards the hotel itself, could be a measure for evaluating the quality of service in a particular hotel. Tourism plays a significant role in a country like Malaysia, because this industry has a direct and positive effect on the economy by the growing and importing of foreign exchange to Malaysia (Zainol, Hussin & Othman, 2016). In addition, tourism is a way of endorsing foreign investment in the country, which leads to growth in the employment opportunities.…”