Employee Stress and Stressors in Gambling and Hospitality Workplaces

Tiyce, Margaret; Hing, Nerilee; Cairncross, Grant; Breen, Helen

doi:10.1080/15332845.2013.752708

Cited by 47 publications

(29 citation statements)

References 71 publications

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“…The turnover rate in the hospitality industry is approximately 20 times the national average. While the rest of the U.S. experiences about a three percent rate in annual turnover, the hospitality industry hovers above 60 percent (Engel, 2012), with studies referring to a "turnover culture" in the hospitality industry (e.g., Iverson & Deery, 1997;Tiyce, Hing, & Cairncross, 2013;Yang, 2010). …”

Section: Introductionmentioning

confidence: 99%

An Analysis of Compensation Patterns and Job Satisfaction Issues of Resort Recreation Professionals

Rood¹,

Holdnak²

2013

Journal of Tourism Insights

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Section: Introductionmentioning

confidence: 99%

An Analysis of Compensation Patterns and Job Satisfaction Issues of Resort Recreation Professionals

Rood¹,

Holdnak²

2013

Journal of Tourism Insights

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“…Çalışan stresi konusunun, rekabet ortamında endüstriyel toplumların hızla büyüyen ve yaygınlaşan gündemi olduğunu vurgulayan bir diğer çalışma ise, işletmelerde verimlilik, bireylerin sağlığı, kendilerini işyerinde iyi hissetme hali ve organizasyonların yapısı üzerine stresin negatif etkileriyle ilgilidir (Tiyce, Hing, Cairncross ve Breen, 2013). Araştırmalar gösteriyor ki, işletmelerde huzursuzluk ve derin bir rahatsızlık hissi yaratarak çalışanlarda öfke, stres, şiddet eğilimi, mutsuzluk gibi durumları ortaya çıkarabildiği için çatışma yönetiminin, insan kaynakları stratejilerini kavraması gerektiği görüşü gittikçe güçlenmektedir (Hammer, 2014).…”

Section: Gi̇ri̇ş Ve Araştirma Moti̇vasyonuunclassified

Otel İşletmeleri̇nde Çatişma Yöneti̇mi̇ Eği̇ti̇mi̇ni̇n Etki̇li̇li̇ği̇

Balta

Bilge

Aykar

et al. 2017

Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi

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Otel işletmelerinde çatışma yönetimi eğitiminin etkililiğini belirlemeyi amaçlayan çalışma, yarı deneysel bir araştırma olarak planlanmıştır. Araştırma için gerekli verileri toplamak amacı ile Tanıtıcı Bilgi Formu ve Çatışma Çözme Eğilimi Ölçeği (ÇAÇÖ) kullanılmıştır. Çatışma yönetimi eğitimi 18 saatlik bir programdır. Verilerin değerlendirilmesi, ÇAÇÖ ölçeğinin eğitim öncesi, eğitimden hemen sonra ve eğitim sonrası birinci ay olmak üzere üç uygulaması ile yapılmıştır. Değerlendirmede t testi ve tekrarlı ölçümlerde ANOVA analizleri kullanılmıştır. Sonuçta otel çalışanlarının çatışma çözme eğiliminde istatistiksel olarak anlamlı bir artış olduğu belirlenmiştir. Çatışma yönetimi eğitiminden sonra karşıdaki kişiyi daha iyi dinlediği, odaklanabildiği ve öfke duygusunu daha iyi kontrol ederek çatışmalarını yönetebildikleri söylenebilir.

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“…Many individuals state that they are somewhat satisfied with their current employment routines (Tiyce, Hing, Cairncross, & Breen, 2013), and game activities may be construed by some participants as challenges to be overcome and not liberating activities in themselves. For example, complex issues have materialized about video game activities that may be seen as distractions by team members.…”

Section: Organizational Policy and Design In Multigame Environmentsmentioning

confidence: 99%

Gamification and multigamification in the workplace: Expanding the ludic dimensions of work and challenging the work/play dichotomy

Oravec¹

2015

Cyberpsychology

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Gamification approaches in the workplace are encountering strong and passionate critics as well as dedicated proponents as the very notions of games, play, and work are being reconsidered and reframed. Workplaces are incorporating increasing varieties of concurrent and emerging games; some of these games are directly linked to how employees are projected to produce value for an organization and are paid and promoted, while others can be recreational, educational, or even medical (involving health diagnosis or treatment). In effect, many workplace settings have become the platforms for multiple, sometimes interlocking sets of rules, enforcement mechanisms, and related gaming structures. “Multigamification” approaches explicitly recognize game-related complexities and interactions, and provide means for mitigating cognitive overload, character conflicts, and other concerns. Participants can be immersed in technology-enhanced games that infuse social, medical, and economic themes either as a part of strategic initiatives in gamification (and multigamification, as described in this paper) or through emergent and less-tightly structured efforts. The overall wellbeings of organizational participants may relate in some way in how they engage in specific games as well as to how they deal with multiple games either in sequence or simultaneously; one or more games can be designated as “work” and others as “play,” sometimes reflecting traditional narratives that contrast labor deemed as “productive” with recreation. Developers can become active in exploring and tailoring games for specific workplace contexts, addressing issues of intergame compatibility, theme interaction, and synergy as well as participant overload. Multigamification can involve forms of competition among the games themselves as they compete for the limited attention of participants. This paper also addresses the challenging policy and design issues related to workplace games’ effects on participant wellbeing. Emergence of nested and overlapping gaming spheres can increase the complexity of organizational life as well as expand its ludic dimensions.

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Employee Stress and Stressors in Gambling and Hospitality Workplaces

Cited by 47 publications

References 71 publications

An Analysis of Compensation Patterns and Job Satisfaction Issues of Resort Recreation Professionals

An Analysis of Compensation Patterns and Job Satisfaction Issues of Resort Recreation Professionals

Otel İşletmeleri̇nde Çatişma Yöneti̇mi̇ Eği̇ti̇mi̇ni̇n Etki̇li̇li̇ği̇

Gamification and multigamification in the workplace: Expanding the ludic dimensions of work and challenging the work/play dichotomy

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