The effects of rewards and proactive personality on turnover intentions and meaning of work in hotel businesses

Akgündüz, Yılmaz; Gök, Özge Adan; Alkan, Ceylan

doi:10.1177/1467358419841097

Cited by 38 publications

(35 citation statements)

References 89 publications

(105 reference statements)

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“…This job crafting scale has been used in numerous hospitality studies (Bavik et al , 2017; Teng, 2019). Work meaningfulness was assessed utilizing three items (1 = ‘strongly disagree’, 5 = ‘strongly agree’) from Spreitzer (1995), which have been used to assess hospitality employees’ work meaningfulness (Akgunduz et al , 2018; Akgunduz et al , 2020). Following Van De Voorde and Beijer (2015), job strain was gauged utilizing 11 items from Van Veldhoven and Broersen’s (2003) need for recovery instrument (1 = ‘never’, 5 = ‘always’), which has been validated in the hospitality context (Luu, 2019).…”

Section: Methodsmentioning

confidence: 99%

Socially responsible human resource practices and hospitality employee outcomes

Luu

2021

IJCHM

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Purpose This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship. Design/methodology/approach Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships. Findings The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting. Practical implications The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place. Originality/value This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

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Section: Methodsmentioning

confidence: 99%

Socially responsible human resource practices and hospitality employee outcomes

Luu

2021

IJCHM

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“…Reward is a central concept of the employment relationship, and therefore, reward management systems play a crucial role for organizations in attracting and retaining employees (Abdin et al , 2019; Akgunduz et al , 2020). Reward management can be described as recognising and rewarding good performance and providing incentives to improve it (Armstrong, 2012).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Do intrinsic rewards matter for real estate agents?

Mosquera

Soares

Oliveira

2020

JERER

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Purpose Rewards’ management has long been used as a panacea to promote job satisfaction and labour retention. However, the relationship between these variables is not clearly defined in the real estate industry, due to the scarcity of empirical studies. The purpose of this study is to evaluate the role of both satisfaction with intrinsic rewards (SIR) and satisfaction with extrinsic rewards (SER) on job satisfaction and turnover intention in the real estate industry. Design/methodology/approach Using a sample of 220 employees from the three largest real estate agencies in Portugal, the study analyses a conceptual framework and tests hypotheses by using partial least squares (PLS), along with importance-performance map analysis (IPMA). Findings Results indicate that both SIR and SER have a positive impact on job satisfaction. However, SER has a stronger impact on job satisfaction. Satisfaction with rewards and job satisfaction are negatively related to turnover intention. Job satisfaction mediates the relationship between satisfaction with rewards and turnover intention. Results also show gender and age differences. SIR is more important for women and younger agents. SER has similar importance for men and women, but higher importance for older agents. Research limitations/implications Findings of this study extend the existing literature on rewards satisfaction and turnover intention to the context of the real estate industry. They present a contribution to the current debate on extrinsic vs intrinsic rewards for this particular industry. Practical implications Following the results of this research, real estate managers should consider intrinsic rewards because they also play a role for job satisfaction and turnover intentions. Human resource managers should consider identifying employees’ needs and motivations and then implement adequate strategies to promote their job satisfaction because it plays a mediating role between satisfaction with rewards and turnover intention. Reward strategies should also consider gender and age differences by giving women and younger agents more recognition, responsibilities and other intrinsic rewards because they are important for their job satisfaction. Originality/value Previous studies on real estate agents rewards appear to have only focussed on extrinsic rewards. To the best of the knowledge, this is the first study to analyse the effects of SIR on job satisfaction and turnover intention in the real estate industry. Also, to the best of the knowledge, this study is original in the use of IPMA to detect gender and age differences.

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“…For the first hypothesis, the results have proved that rewards (both the financial and non-financial rewards) has a negatively significant relationship with the turnover intentions of lecturers. Akgunduz, Gok and Alkan(2019) also found out that total rewards which included both financial and non-financial rewards had a negative relationship with turnover intentions and was significant as well among the employees working in hotel. These findings from the previous and recent studies tell us that when rewards are not given in an adequate manner to any employee or any faculty member, they would develop their intentions to quit their respective organization.…”

Section: Discussionmentioning

confidence: 87%

“…Furthermore, Bustamam, Teng and Abdullah (2014) classified the rewards into two main categories that are financial rewards and non-financial rewards. Akgunduz et al (2019) highlighted that when the employees receive financial rewards, they instantly perceive the meaning of their work in a job, and the same goes for non-financial rewards as well. Regarding non-financial rewards, Akgunduz et al (2019) highlighted that these rewards are intangible and do not benefit the employees in a financial way, but Naon (2010) argued that non-financial rewards actually develop a sense of responsibility among the employees towards an organization.…”

Section: Rewardsmentioning

confidence: 99%

The Impact of Rewards & Supervisor Support on Turnover Intentions with the Mediating Effect of Affective Commitment among University Lecturers in Public and Private Universities of Islamabad, Pakistan

Kiani

Haider

Zahir

2020

GESR

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The purpose of this study has focused on what kind of impact rewards and supervisor support has on turnover intentions that had been developed by university lecturers and how affective commitment plays a mediating role in the reduction of turnover intentions by university lecturers in universities of Islamabad. The quantitative technique was used to collect data from a sample of 278 university lecturers of both public and private universities in Islamabad through close-ended questionnaires. Stratified simple random sampling technique was implemented in this study. The data was analyzed through correlation and regression analysis while using SPSS. For mediation, the Preacher and Hayes Test has been used to check the mediation effect of affective commitment between independent and dependent variables used in this study. Findings show that rewards and supervisor support played a pivotal role in the reduction of turnover intentions among lecturers and developed a stronger level of affective commitment for their respective universities.

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The effects of rewards and proactive personality on turnover intentions and meaning of work in hotel businesses

Cited by 38 publications

References 89 publications

Socially responsible human resource practices and hospitality employee outcomes

Socially responsible human resource practices and hospitality employee outcomes

Do intrinsic rewards matter for real estate agents?

The Impact of Rewards & Supervisor Support on Turnover Intentions with the Mediating Effect of Affective Commitment among University Lecturers in Public and Private Universities of Islamabad, Pakistan

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