The Relationship between Service Guarantees, Empowerment, Employee Satisfaction and Service Quality in Four and Five Star Hotels in Malaysia

Abstract

Despite the numerous benefits of the implementation of service guarantees in service organizations, there is a dearth of studies that explore the relationship between service guarantees, empowerment, employee satisfaction and service quality, particularly in the hotel industry. The aim of the study is to examine the relationship between service guarantees and employee empowerment and to investigate the correlation between empowerment and employee satisfaction and establish its links to service quality. This study employed the quantitative methodology based on survey questionnaires distributed to frontline employees in various four and five star hotels in Malaysia. The empirical findings provide evidence that service guarantees have a positive relationship with empowerment. However, the study found that empowerment has an insignificant relationship with employee satisfaction. Notably, it was found that employee satisfaction has a significant relationship with service quality. The study's limitations and suggestions for future research are discussed.

The Relationship Between Administrative Empowerment and Organizational Commitment: The Mediating Role of Job Satisfaction Amongst Academic Staff in Higher Education

“…The findings of this study correspond with the existing literature, which suggests that empowering employees achieves high levels of JS and OC, thus achieving high levels of performance (Liden et al, 2000). These policies should strive to ensure the availability of JS to meet the target of increasing OC levels by increased participation in training courses and symposiums to serve university objectives (Ameer et al, 2014; Hasani & Sheikhesmaeili, 2016; Shahril et al, 2013).…”

“…However, this is doubtful as only a few initially understand and grasp its impact while most realize it through practice and experience (Rana & Singh, 2016; Yaghoobi et al, 2011). AE is part of a broader concept, which is referred to as employee involvement (Ameer et al, 2014; Shahril et al, 2013). Most scholars regard AE as a concept that is based on building bridges of trust between management and employees (Al-Madi & Nseirat, 2011; El-Telbani et al, 2013).…”

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

“…Today's more than 70 % of organizations have adopted and accomplish more or fewer forms of employees' initiatives in its workplace (Tetik, 2016). Employee empowerment is considered as part of a broader concept named "employee involvement" which also includes "participative management", "job enrichment"and "industrial democracy" (Shahril et al, 2013;Ameer et al, 2014). Encouraging employees' participation goes back to the 1960s when the manager understood the benefits that can be obtained from sharing power with their subordinates and gives them the authority and freedom to control their work -related activity (Cacioppe, 1998).…”

“…Recently, employee empowerment has become a part of the global business philosophy (Rehman et al, 2015). Due to globalization, there is a dire need for empowerment that makes employees in a position of making accurate and quick decisions and takes the initiative for reacting speedily and timely to the job environment pressures (Orgambídez-Ramos & Berrego-Alés, 2014;AlHarrasi& AL-Lozi, 2015;AlHrassi et al, 2016;Obeidat et al, 2017).Also empowered employee became more proactive and enthusiastic to provide excellent service quality for creating customer satisfaction (Shahril et al, 2013). In other hand, the employee must not only be empowered to make appropriate decisions but be accountable for the consequences of their decisions for the reduction of irresponsible behavior at work (Scarnati & Scarnati, 2002).…”

Religiosity, employee empowerment and employee engagement: an empirical analysis

“…Employee empowerment entails "employee involvement", "participative management", "job enrichment" and "industrial democracy" (Ameer et al, 2014;Shahril et al, 2013). Empowerment promotes employees' trust, commitment and productivity (Nwachukwu et al, 2016); participation in decision-making, good idea generation and execution (Vu, 2020) and job satisfaction (Karim and Rehman, 2012).…”