polyu报告job satisfaction

1、Before EverythingIf you have these feelingsIn your parents eyesIn your bosss eyeIn your own eyesDeep down in your heartYou feel like thisLOGOJob SatisfactionAvril Chen 11530540GStan Huang 11531326G Vicky Zhu 11534783G Yunfei Zhao 11541621GHTM533 Human Resources Management in Hospitality and Tourism

2、IndustryDr. Sylvester YeungAgenda1Concept of Job Satisfaction2Article #13Article #24Discussion & ImplicationJob Satisfaction Definitionv Definition 1:A pleasant feeling resulting from the perceptionthat ones job fulfills or allows for the fulfillment of ones important job value.Job Satisfaction Defi

3、nitionv Definition 2:The pleasurable emotional state resulting from theappraisal of ones job as achieving or facilitating theachievement of ones job values. (Locke, 1969)Job Satisfaction Definitionv Definition 3:How people feel about their job. (Spector,1997)Job Satisfaction Aspectsv Job satisfactio

4、n is related to a persons values, defined as “what a person consciously or unconsciously desires to obtain.”v Different employees have different views of which values are important, so the same circumstances can produce different levels of job satisfaction.v Job satisfaction is based on perception,

5、not always on an objective and complete measurement of the situation. Each person compares the job situation to his or her values, and people are likely to differ in what they perceive.Job Satisfaction ComponentsIdeas of whatis importantPerceptionsValuesJob Satisfaction SourcesPersonaldispositionsPa

6、y and benefitsJob satisfactionJob tasks and rolesSupervisors and co- workersJob Satisfaction Sources1.Personal DispositionsPersonal qualities of the employee, such asnegative affectivity and negative core self- evaluation are associated with job dissatisfaction.Job Satisfaction Sources1. Personal Di

7、spositionsNegative affectivity Pervasive low levels of satisfaction with all aspects of life,compared with other peoples feelings.Core self-evaluations Bottom-line opinions individuals have of themselves and may be positive or negative.Job Satisfaction Sources2.Tasks and RolesJob Satisfaction Source

8、s3. Supervisors and Co-workers- People share the same values, attitudes, andphilosophies.- Co-workers and supervisor may provide socialsupport, meaning they are sympathetic and caring.- Co-workers and supervisor may help the personattain some valued outcome.Job Satisfaction Sources4. Pay and Benefit

9、sPay levelsPay structurePay raisesMonitoring Job Satisfactionv The usual way to measure job satisfaction is with some kind of survey.v A systematic, ongoing program of employee surveysshould be part of the organizations human resourcestrategy.Monitoring Job Satisfactionv A widely used measure of job

10、 satisfaction is the Job Descriptive Index(JDI).Work itselfPromoti onsSupervi sionCo- workersPayMonitoring Job Satisfactionv Exit interview- a meeting of the departing employee with the employees supervisor and/or a human resource specialist to discuss the employees reasons for leaving.v Are you sat

11、isfied with your current job?v Do you think it will motivate you to better perform your work?.v A happy employee is a good employee?Article #1Understanding the influence of polychronicityon job satisfaction and turnover intention:A study of non-supervisory hotel employeesJichul Jang, R. Thomas Georg

12、eHospitality Management Program, The Ohio State University, 1787 Neil Avenue, Columbus, OH 43210-1295, USA2012Introductionv The hotel industry is characterized as requiring employees to work multiple activities.v Employees in a service organization such as a hotel and restaurant need to possess adeq

13、uate characteristics that would best fit the hospitality industry.v P-E theoryPurposev The primary purpose of this study was to investigate the association among polychronicity, job satisfaction, and turnover intentions within a hotel context.Job satisfactionTurnover intentionPolychronicityWhat is p

14、olychronicity?v The extent to which people prefer to switch among multiple tasks in the same time block.v A personality of individuals.v The opposite of monochronicity.Hypothesis developmentv H1. Polychronicity among non-supervisory hospitality employees is positively associated with job satisfactio

15、n.v H2. Polychronicity among non-supervisory hospitality employees is negatively associated with turnover intention.v H3. Job satisfaction is negatively associated with turnover intention among non-supervisory hospitality employees.Conceptual frameworkMethodologyv Quantitative researchv Non-supervis

16、ory employees working at two full service hotels in a large metropolitan area in the southwestern United States.v 1700 questionnaires, 609 usable.v A confirmatory factor analysis (CFA) wasperformed to assess the measurement model analysis. And then, a structural equation modeling (SEM) was employed

17、to test the hypotheses.ResultsResultsv Non-supervisory employees with full-time basis had higher mean scores (M = 2.65) of polychronicity than those with part-time basis (M = 2.49).v In addition, employees who have worked less than 3 years had higher mean score (M = 2.59) in polychronicity than thos

18、e with more than 3 years (M = 2.44).Resultsv The results showed that polychronicity was significantly and positively correlated with job satisfaction, while polychronicity was significantly and negatively correlated with turnover intention. Results also indicated negative correlation between job sat

19、isfaction and turnover intention.Conclusionv Employeeswhohavehighlevelofpolychronicity were more satisfied with the job.v Individualswhoarehighinpolychronicitymight show their intention to stay in their organization.Conclusionv When examined by job type, full time employees seem to have higher mean

20、score of polychronicitythanpart-timeemployees.Thisfindingmaybeexplainedintermsofthefactthatpart-timeemployeesmayhavedifferentworkvaluefromfull-timeemployees,enseworkforceforashortperiodofConclusionv Employees exhibitedwhohaveworkedlessthan3yearshigherpolychronicityt

21、hanthoseworking more than 3 years in the hotel firms. Thissuggeststhateffectivetrainingprogramsshouldbe taken for those employees working more than3yearsinordertopromotetheirpolychromicbehavior.Limitationv The sample is derived from only two hotels located in metropolitan area, it is rather difficul

22、t to make generalizations from these findings.v Polychronicityisonevariabletopredictturnover intention, but polychronicity alone is not adequatetounderstandturnoverintentionduetothecomplexity involved in making the decision to leavea job.v The data were collected from only non-supervisory employees.

23、Article #2What Matters More?Contrasting the Effects of Job Satisfaction and Service Climate on Hotel Food and Beverage Managers Job PerformanceBy Sean A. Way, Michael C. Sturman, and Carola Raab2010IntroductionCommonsense TheoryMake your employees happy, and they will be higher performers.Service- p

24、rofit chain modelRevenue and profits increasePurchase moreProduce satisfied customersSatisfied employeesv However.An extensive body of empirical evidence indicatesthat this managerial tactic is flawed.Judge: The enhancement of job satisfaction is not a decisive tool for improving job performance.200

25、5Bowling: The observed correlation between jobsatisfaction and job performance is spurious.2007This articleThe relationship between job satisfaction and performance may be the result of the two variables having a relationship with some third variables.Components of job performanceTask performance：OC

26、Bs:Organization Citizenship BehaviorsCreating the products or providing necessary service and maintenance functions.Group Service ClimateShared perceptions of the practices,procedures, and behaviorsFocus group member effort andcompetencyImportant in the service encounterand service deliveryService c

27、limate- job performance relationshipv Group service climate may have a positive effects on group-level job performance behaviors!supervisor ratingssupervisor ratings of group job performance behaviorsVSgroup service climateof group job performance behaviorsVSgroup level satisfactionObjectives123Test

28、 the“commonly held belief” that within the hospitality industryExamine howwell service climate predicts job performance behaviorsContrast theeffects of two variables on the job performanceMethodologyQuantitative- surveyv 701 individuals, 110 F&B manager groups from 40Asian hotel properties.v Complet

29、e data were obtained from 525 individuals and 84 groupsMethodologyLevel 1Level 3Level 2AssistantF&B directors and executive sous chefsF&Bdirectors and executive chefsF&B outletmanagers andsous chefsFindingsFindingsJob SatisfactionMarginal,not significantSignificant,PositiveGroupService ClimateJob Pe

30、rformanceLarger, positiveFindingsv Results of supplemental regression and HLM Analysesgroup-leveljobsatisfactionpositiveGroup ServiceClimateindividual-level jobsatisfactionHowever, there is still much to be explained in theprediction of individual-level job satisfactionFindingsv whats moreGroup memb

31、ers are more satisfied when theyshare perceptions of what their hotel property expects from the group regarding to customer service and the belief that these behaviors are rewarded and supported.Conclusionv This study provides support for the idea thatJob satisfaction does notcause job performance;1

32、Other factors like service climatemay cause job performance2Group service climate alsoadded effect of increasing job satisfaction.3Limitation1.Groups service climate scores were derived from theresponses of a single respondent.2.Only control for a few factors that may influence supervisorratings of

33、group job performance behaviors.3.The results are likely more generalizable to other hotelproperties in Asia.Practical implicationsv Considering level of polychronicity of the applicantsIncrease job satisfactionReduce employee turnover intentionv SuggestionsBehavioral interviewing technique (Asks ca

34、ndidates to describe whatthey actually experienced in previous job)Practical implicationsv Monochronic-oriented individuals are still necessary for employment in hotels.v SuggestionDifferent work situations in which polychromic/monochromicindividuals prefer to workingMatch each employee to a job that will capitalize on his/her abilitiesor personalityPractical implicationsPractical implicationsv Job performance cant be improved by enhancingjob satisfaction of employeesv Job satisfaction is not a driver of enhanced job performance behaviorsv Indicator of other potentially positive