Predictors of burnout among middle managers in the Turkish hospitality industry

Abstract

PurposeThe purpose of this paper is to examine the effects of job satisfaction, job characteristics and demographics on levels of burnout among middle managers in the Turkish hospitality industry.Design/methodology/approachUsing a questionnaire survey of 139 middle managers in four‐ and five‐star hotels in a major tourist destination of Turkey, data were collected on: the Turkish version of the Maslach Burnout Inventory; job satisfaction; job characteristics; and demographic characteristics. These data were then analysed for evidence of relationships among the variables.FindingsThe burnout levels of the middle managers are found to be moderate. Job satisfaction and job characteristics are found to be important predictors of burnout. Certain job characteristics (such as excessive workload, lack of support from senior management, task complexity, and role ambiguity) increase the emotional exhaustion of middle managers and decrease their performance levels. Burnout levels among managers of food and beverage and front‐office operations are found to be greater than those of other middle managers.Research limitations/implicationsThe factor of “job characteristics” was assessed according to the perceptions of the respondents, rather than by objective quantitative assessment.Practical implicationsJob satisfaction and job characteristics are clearly identified as strong predictors of burnout among middle managers in the hotel industry. The practical implication is that senior management should support middle managers by relieving them of task complexity, role ambiguity, and excessive workload.Originality/valueThe study identifies some important predictors of burnout, thus facilitating the development of strategies to reduce burnout and its adverse consequences in the hospitality industry.

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“…Burnout arises when there is significant disharmony between the nature of a person's job and the nature of the person doing the job. Burnout is thus not a personal problem; rather, it is a social/environmental problem related to a person's occupation (Kuruüzüm, Anafarta and Irmak, 2008).…”

Foreign training in Jordan’s international hotel chains: a quantitative investigation

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“…Middle managers often act as intermediaries between upper management and front-line staff and offer distinctive insights into their organisations' training and business management practices. Given that management positions involve specialised training requirements, the need for middle management training programmes in chain hotels to respond to future needs and personnel potential is high (Boella & Goss-Turner, 2005;Ramos, Rey-Maquieira and Tugores, 2004;Kuruüzüm, Anafarta and Irmak, 2008;Chand, 2016). Since international hotel chains (IHCs) are dominant in today's global hotel markets (Pine & Qi, 2004;Kim et al, 2011), and middle managers are the likeliest of their employees to receive training, which in some cases takes place out of the country, the present research study aims to identify what determines the decision of the top management in IHCs to invest in middle managers' out of country training (OCT).…”

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“…Another study by Ineson, Benke and Laszlo (2012) involving Hungarian hotels find that key contributors to job satisfaction are personal satisfaction gained from recognition, social involvement, career development, salary and benefits and, employee loyalty are gained from commitment to company, job condition, service element, location career and status. Examining the effects of job satisfaction and characteristics among middle managers in the Turkish hospitality industry Kuruüzüm, Anafarta and Irmak (2008) find that excessive workload, lack of support from senior managers, role ambiguity, increased emotional exhaustion, decreased performance and became causes of burnout and dissatisfaction in the industry. Davidson, M. C. G. and Wang, Y.…”