Employee perceptions of the hotel sector in the People’s Republic of China

Huyton, Jeremy; Sutton, John

doi:10.1108/09596119610108617

Cited by 17 publications

(15 citation statements)

References 6 publications

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“…Research indicates that employees' evaluation of job characteristics affecting their job satisfaction and working behaviour often comprises several variables, including selfactualisation (Maslow, 1970), participation (Spinelli and Canavos, 2000;Kovach, 1987), recognition (Huyton and Sutton, 1996), pride (Arnett et al, 2002), advancement (Wong et al, 1999), fairness (Adams, 1965), the work itself (Hackman and Oldham, 1980) and working conditions (Huyton and Sutton, 1996;Herzberg, 1982). This helps explain how the workplace influences job satisfaction.…”

Section: Researchermentioning

confidence: 98%

“…This is consistent with the finding of Arnett et al (2002) that there is a positive relationship between pride in an organisation and job satisfaction. In addition, factors such as better working conditions, recognition and prestige are described as 'satisfiers' by Huyton and Sutton (1996). The ISO 14001 environmental award can thus be considered an internal marketing tool for enhancing the job satisfaction of employees.…”

Section: Recognition Via Isomentioning

confidence: 98%

See 1 more Smart Citation

Attitude towards EMSs in an international hotel: An exploratory case study

Chan

Hawkins

2010

International Journal of Hospitality Management

210

139

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Section: Researchermentioning

confidence: 98%

Section: Recognition Via Isomentioning

confidence: 98%

Attitude towards EMSs in an international hotel: An exploratory case study

Chan

Hawkins

2010

International Journal of Hospitality Management

210

139

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“…A large portion of the population in smaller cities may never have seen a living non-Chinese person. Huyton and Sutton (1996) studied hotel employee perceptions of expatriate managers compared to local managers. Among all of the staff surveyed, it was found that attitudes toward``foreigners'' varied according to the degree of staff exposure to such visitors; and the perceived national characteristics of the visitors.…”

Section: Current Chinese Culturementioning

confidence: 99%

Desirable leadership behaviours of multi‐cultural managers in China

Littrell

2002

Journal of Management Development

105

106

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This monograph reports and compares``desirable'' leadership traits, and leadership traits actual exhibited by managers and supervisors as defined by responses on the original English and a Chinese language translation of the Ohio State University leadership behaviour description questionnaire XII (LBDQ XII). From anecdotal evidence and personal experience, the researcher found considerable difficulty in transferring research results from Hong Kong, Taiwan and Singapore to useful practice in the interior of China and performed this study in an attempt to gain understanding for management training courses. Data was collected for 220 managers and supervisors in two hotels in the interior of China. Both expatriate and indigenous Chinese managers were included. All supervisors were Chinese. A significant (p < 0.05) difference between Chinese and non-Chinese expatriates was observed for factor: Tolerance of Freedom, interestingly, with the Chinese managers indicating more tolerance of freedom than the expatriate managers. Nonetheless, Chinese supervisors believed the ideal manager should be even more tolerant of freedom than their managers (p < 0.01).This monograph reports and compares``desirable'' leadership traits, and leadership traits actual exhibited by Mainland and Hong Kong Chinese and expatriate managers and supervisors as defined by responses on the original English and a Chinese language translation of the Ohio State University leadership behaviour description questionnaire XII, (LBDQ XII). Of the 12 factors on the scale, significant differences were found only for``Tolerance of Freedom'', with the interesting result that the Chinese leaders tended to be more tolerant of freedom than the expatriate managers, and the supervisors they managed seemed to desire even more freedom.

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“…Conventional wisdom proposed in academic and professional journals is that empowering employees anywhere, globally, leads to improvements in employee satisfaction at work and enhances relationships with customers, suppliers, other employees, supervisors and management (Fawcett et al, 2004; Huyton and Sutton, 1996). In considering the ways of empowering employees, the theorists have found evidence demonstrating its link with autonomy and prospect for self-determination by encouraging the individuals to decide how to carry out the job (Pearce et al, 2003; Sims and Manz, 1996) and seeking employee participation in decision making (Manz and Sims, 1987).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Education, Empowerment and Communication (EEC) as Drivers of Managing Change

Sharma

Sahoo

2014

Management and Labour Studies

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Although corporate jargons like employee education, empowerment and communication are frequently used by the top management, it rarely translates into an inherent part of change management. Using organizational-level data from single site case study, an attempt has been made to impress upon the fact that these popular jargons when applied in true sense can become potent tools in managing people side of change successfully. On the basis of collection of responses from 516 respondents through a well-structured questionnaire, both executives and non-executives, a model for successfully managing change has been proposed and validated through structured equation modelling to indicate that people’s skill and competencies developed consistently through education to meet the emerging technological changes and challenges; their alignment, involvement and empowerment in respective areas of work and persistent communication significantly affect the outcome of change initiatives.

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Employee perceptions of the hotel sector in the People’s Republic of China

Cited by 17 publications

References 6 publications

Attitude towards EMSs in an international hotel: An exploratory case study

Attitude towards EMSs in an international hotel: An exploratory case study

Desirable leadership behaviours of multi‐cultural managers in China

Education, Empowerment and Communication (EEC) as Drivers of Managing Change

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