Essays on People Working in the Hospitality Sector Research Proposal

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The paper "People Working in the Hospitality Sector " is a great example of a management research proposal.   People working in the hospitality sector are central towards the success of the industry which thereby makes the attitude and behaviour of employees important while looking to provide quality services to its customers. The perception of customer and satisfaction is largely influenced by the attitude and behaviour which employees demonstrate (Bitner, Booms & Tetreault, 2010). The interaction which employees carry out with customers thereby becomes pivotal in determining whether the customer will be satisfied or not (Bitner, Booms & Tetreault, 2010).

The role of employees is of prime importance as it helps the organization in the hospitality industry to get a competitive advantage which thereby ensures its long term success. This thereby makes the industry to be heavily dependent on managing and retaining employees (Woods, 2012). Maintaining employee turnover is the hospitality industry is of prime importance on the background that employee-customer interacts on a continuous basis. In addition to employee turnover results in additional cost and is thereby very critical for the industry (Bonn & Forbringer, 2012).

For example, studies have shown that every incident related to employee turnover in the hospitality industry results in a direct cost of around $2,500 and an indirect cost of $1,600 (Hogan, 1992). Woods & MacCauley (2008) has further stated that the cost arises due to the tangible and intangible cost associated with employee turnover. The most intangible cost for the industry is the loss of morale of employees who are continuing to work with the same organization. This will impact the level of service which the employees provide to customers and would lead towards dissatisfaction among customers.

Management thereby needs to understand the different dimensions and have to develop alternatives which help to shape the attitude of employees so that job can be better accomplished (Rogers, Clow, & Kash, 2014). Babakus et al (2006) that a positive relationship exists between job characteristics and satisfaction among employees which guides them the way they should act. It is also seen that role conflict and ambiguity leads to dissatisfaction and needs to be avoided especially in the hospitality sector.

This thereby helps to identify a path for future research which will help to understand the manner in which job satisfaction, commitment and turnover have an impact on the hospitality industry and the long term implications it has for the management. This also makes it important to find out the manner employees perceive fairness in an organizational system and the impact it has on the attitude and behaviour of individuals which finally leads towards high turnover. Objectives of the Study The purpose of the study is to develop a model which will help to examine the impact of the interpersonal working relationship on employee’ s justice perception which thereby has an impact on employee’ s attitude and behaviour while working in the hospitality sector.

The research proposes that interpersonal working relationship has a positive influence on the perception which employee has. This thereby impacts employee’ s morale and satisfaction which impact service level and results in increased turnover within the industry. This thereby aims at developing a model which looks to define the quality of leader-member exchange as antecedent and constructs as employees justice perception, employee satisfaction, commitment and turnover of employees.

To put it otherwise the model will help to examine the role distributive and procedural justice has on job satisfaction, commitment and turnover of employees in the hospitality sector. This will help managers to proactively develop strategies which will focus on retaining employees and improving the manner in which different services are rendered so that the degree of satisfaction level for customers improves.

References

Bitner, M. J., Booms, B. H., & Tetreault, M. S. (2010). The service encounter: Diagnosing favourable and unfavourable incidents. Journal of Marketing, 54 (1), 71-84.

Bonn, M. A., & Forbringer, L. R. (2012). Reducing turnover in the hospitality industry: An overview of recruitment, selection and retention. International Journal of Hospitality Management, 11,(1), 47-63.

Babakus, E., Cravens, D. W., Johnston, M., & Moncrief, W.C. (2006). Examining the role of organizational variables in the salesperson job satisfaction model. Journal of Personal Selling & Sales Management, 16 (3), 33-46.

Bagarozzi, D. A. (2012). The effects of cohesiveness on distributive justice. The Journal of Psychology, 110, 267-273.

Bluedorn, A. C. (2012). A unified model of turnover from organizations. Human Relations, 35,(2), 135-153.

Cobb, A. T., & Frey, F. M. (2011). The role of procedural justice in supervisor/subordinate relations. Paper published in the proceedings, Southern Management Association, Atlanta.

Dailey, R. C., & Kirk, D. J. (2012). Distributive and procedural justice as antecedents of job dissatisfaction and intent to turnover. Human Relations, 45 (3), 305-317.

Folger, R., & Konovsky, M. A. (2009). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management Journal, 32,(1), 115-130.

Graen, G. B. (2006). Role-making processes within complex organizations. In M. D Dunnette (Eds.), Handbook of Industrial and Organizational Psychology, Chicago: Ran McNally.

Hogan, J. J. (1992). Turnover and what to do about it. Cornell Hotel and Restaurant Administration Quarterly, 33,(1), 40-45.

Hom, P. W., & Griffeth, R. W. (2001). Structural equations modeling test of a turnover theory: Cross-sectional and longitudinal analyses. Journal of Applied Psychology, 76,(3), 350-366.

Hollenbeck, J. R., & Williams, C. R. (2006). Turnover functionality versus turnover frequency: A note on work attitudes and organizational effectiveness. Journal of Applied Psychology, 71,(4), 606-611.

Locke, E. A. (2006). The nature and causes of job satisfaction. In M.D. Dunnette (Eds.), Handbook of Industrial and Organizational Psychology, Chicago: Rand McNally.

Mowday, R. T., Porter, L. W., & Steers, R. M. (2009). Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. New York: Academic Press.

Napier, B. J., & Ferris, G. R. (2013). Distance in organizations. Human Resources Management Review, 3,(4), 321-357.

Rogers, J. D., Clow, K. E., & Kash, T. J. (2014). Increasing job satisfaction of service personnel. Journal of Services Marketing, 8 (1), 14-26.

Thomson, L., & Lowenstein, G. (2010). Egoistic interpretations of fairness and interpersonal conflict. Organizational Behavior and Human Decision Processes, 51, 176-197.

Tansky, J. W. (2013). Justice and organizational citizenship behavior: What is the relationship? Employee Responsibilities and Right Journal, 6,(3), 195-207.

Woods, R. H. (2012). Managing Hospitality Human Resources. East Lansing, Michigan: Educational Institute of the American Hotel & Motel Association.

Walster, E., Berscheid, E., & Walster, G. W. (2013). New directions in equity research Journal of Personality and Social Psychology, 25 (2), 151-176.

Woods, R. & MacCauley, J. (2008). R for turnover: Retention programs that work. Cornell Hotel and Restaurant Administration Quarterly, 30 (1), 82-97.

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