The role of job rotation in enhancing employee performance in the Egyptian travel agents: the mediating role of organizational behavior

Al-Romeedy, Bassam Samir

doi:10.1108/tr-10-2018-0153

Cited by 26 publications

(21 citation statements)

References 43 publications

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“…In the field of tourism, job performance has been associated with job rotation and organizational behavior (Al-Romeedy, 2019), transformational leadership, identification and engagement (Buil et al , 2019), quality of work-life, job satisfaction and work motivation (Sari et al , 2019) and psychological contract and organizational commitment (Tsui et al , 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

The relationship between organizational culture, organizational silence and job performance in hotels: the case of Kuşadasi

Gençer

Atay

Gürdoğan

et al. 2021

JHTI

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PurposeThis study aims to measure the effect of organizational culture perceptions of hotel employees on their organizational silence behavior and job performance, as well as the effect of their organizational silence behavior on their job performance.Design/methodology/approachA correlational survey model was used in this research and a questionnaire was distributed to collect the data from 389 sampled employees working in four- and five-star hotels in the Kusadasi region in Turkey.FindingsIt was found that organizational culture was not significantly related to organizational silence but that organizational culture and its dimensions were significantly related to job performance. It was also revealed that while organizational silence was not significantly related to job performance, its dimensions were significantly related to job performance.Practical implicationsThe results of this study provide insight into organizational culture as an important factor in increasing job performance. The study also revealed how organizational silence behavior and its dimensions affect job performance. In this sense, accommodation establishments will be able to acquire new perspectives in terms of improving job performance.Originality/valueThis paper is deemed important, as it examined these three terms in one model in the field of tourism management. It is thought that it will contribute to the literature by closing the gap in the tourism literature while leading the way for future studies.

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Section: Literature Reviewmentioning

confidence: 99%

The relationship between organizational culture, organizational silence and job performance in hotels: the case of Kuşadasi

Gençer

Atay

Gürdoğan

et al. 2021

JHTI

View full text Add to dashboard Cite

show abstract

“…Among other negative variables, job burnout is the most frequently researched (Al-Romeedy, 2019;Johnson and Spector, 2007;Montgomery et al, 2006). Job burnout is a key element that causes adverse salary balance, recognition, support and advancement, which are not expected in the tourism industry (Pienaar and Willemse, 2008).…”

Section: Introductionmentioning

confidence: 99%

Work engagement or job burnout? Psychological ownership amongst the employees of international tourist hotels

Dai

Zhuang

et al. 2020

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Purpose The purpose of this study is to explore the impact of psychological ownership on work engagement and job burnout within international tourist hotel employees, and simultaneously examine the moderating role of regulatory foci. Design/methodology/approach This research collected questionnaire samples from the employees of international tourist hotels in the cities of Taiwan (Taipei, Taichung and Kaohsiung) and China (Xiamen and Quanzhou). Purposive sampling was adopted. In total, 300 questionnaires were distributed to each hotel, and the total number of questionnaires finally distributed reached 1,500. Findings This research applies social identity theory and regulatory theory to develop a new research framework with the sample of the employees in the five-star international tourism hotel. This study found that psychological ownership has a significant and positive effect on work engagement and has a negative effect on job burnout. In addition, regulatory foci moderate the relationship between psychological ownership and work engagement as well as the relationship between psychological ownership and job burnout respectively. These analytic results fill the research gap within the literature in relation to the moderating effects of a regulatory focus on psychological ownership’s relationships to work engagement and job burnout. Originality/value This study explains how employees with high psychological ownership will develop higher work engagement and lower job burnout. In addition, this research also includes regulatory foci as a situational variable to examine the moderating relationship with psychological ownership, work engagement, and job burnout.

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“…Properly conducted job rotation programs will enrich employees with both new skills and knowledge in different job functions (Oparanma & Nwaeke, 2015). Hence, in line with the findings of Kampokotter, Harbing, and Sliwka (2018), Oparanma and Nwaeka (2015), Romeedy (2019) and many researchers have concluded that job rotation has positive impact on employee performance, the above hypothesis is constructed.…”

Section: Job Rotationmentioning

confidence: 65%

Impact of Non-Monetary Factors on Employee Performance: A Case of Internet Service Provider Sector in Kathmandu Valley

Manandhar

Uprety

2022

J. Bus. Soc. Sci. Res.

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This study examined the impact of non-monetary factors (training, organisational support, promotion, job security, co-worker incivility and job rotation) on employee performance in Internet Service Provider (ISP) firms. The study used an inferential research approach to analyse the impact of independent variables on dependent variable. A standardised questionnaire was surveyed on a sample of 200 ISP employees from the Kathmandu Valley. The results demonstrate that job security and co-worker incivility have statistically significant effects on employee performance, but the rest of the independent variables do not. Based on finding, it is recommended that more the job security, more the employee performance in company and reduction of co-worker incivility around organisation environment will help boost employee confidence and performance. Along with this, this research also showed area for refurnishing other variables like available training, organisational support, promotion facility and application of job rotation for creating more impact of it on employee performance.

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The role of job rotation in enhancing employee performance in the Egyptian travel agents: the mediating role of organizational behavior

Cited by 26 publications

References 43 publications

The relationship between organizational culture, organizational silence and job performance in hotels: the case of Kuşadasi

The relationship between organizational culture, organizational silence and job performance in hotels: the case of Kuşadasi

Work engagement or job burnout? Psychological ownership amongst the employees of international tourist hotels

Impact of Non-Monetary Factors on Employee Performance: A Case of Internet Service Provider Sector in Kathmandu Valley

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