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JOB SATISFACTION AND WORK LIFE QUALITY AMONG EMPLOYEES OF HOTEL
INDUSTRY IN MALAYSIA
Farah Laili Muda Ismail
Faculty of Economics & Muamalat & Centre for Core Studies, Universiti Sains Islam Malaysia
Nor Ailis Abd Wahab
Faculty of Economics & Muamalat, Universiti Sains Islam Malaysia
Anita Ismail
Faculty of Economics & Muamalat & Centre for Core Studies, Universiti Sains Islam Malaysia
Latifah Abdul Latiff
Faculty of Leadership & Management & Centre for Core Studies, Universiti Sains Islam Malaysia
ABSTRACT
Being in a competitive industry, the hotel employers/managers have to be strict and firm with the discipline and performance of the employees. This situation sometimes may affect the job satisfaction and quality of work life among the employees. This study focuses on the job satisfaction and quality of work life among employees in the hotel industry. 100 employees from three 4-star hotels in Klang Valley were selected in the survey. The results show that working conditions, feeling accomplishment, using their own ability; and being ‘somebody’ in the community as among important elements in job satisfaction. Besides, in retaining the quality of work life, the employees need a pleasant work environment, fair pay, jobs that match their skills; and working with cooperative employees.
Key words: hotel, employees, job satisfaction, quality of work life
Cite this Article: Farah Laili Muda Ismail, Nor Ailis Abd Wahab, Anita Ismail and Latifah Abdul Latiff, Job Satisfaction and Work Life Quality among Employees of Hotel Industry in Malaysia. International Journal of Civil Engineering and
Technology, 10(04), 2019, pp. 2285-2293
http://www.iaeme.com/IJCIET/issues.asp?JType=IJCIET&VType=10&IType=04
1. INTRODUCTION
Hotel industry is part of services trade, which deals directly with human. It is associated with hospitality and service quality that should satisfy customers. People always perceive hotels as a subject matter of comfort and luxury. To achieve customer satisfaction and wants, hoteliers need to ensure that the services provided are at the proper level. Thus it is very certain that the staffs that are working in this industry hold very important and significant roles in getting good reviews from customers (Hassan, et al., 2015)
For instance, the customers always evaluate the behavior and attitude of the staffs when they interact at the counter. Besides, the way the staffs entertain those when they seek for information or assistance are also important (Saleh, et al., 2013). All aspects such as cleanliness, provision of facilities and services are assessed based on the staffs’ work attitude and performance. Therefore, the duty of a hotel staff is very challenging as they deal directly with the various characters and customers' woes.
2. LITERATURE REVIEW
2.1. Challenges Working in Hotel Industry
Tourism and hospitality industries create many employment opportunities in different areas like accommodations, transportation, attractions sites. Therefore, the availability of skilled and trained manpower is a crucial element in the success of any tourism development plan or program. However, some constraints of employment in tourism industry such as unstable employment, low job status, long antisocial working hours and low pay may occur. As the consequence, this industry may face the difficulty of recruiting suitable staff and high staff turnover due to the nature of the jobs (Fernandez & Worasuwan, 2017).
It is an unwise action when staffs that are working in tourism and hospitality sectors are given less attention by the employers. This is because the staffs are the heart for excellent and prompt service delivery system. According to Aynalem, Birhanu and Tesefay (2016) the relationship between human resources and tourism can be expressed in two main aspects. First, tourism can only flourish if the industry can employ an adequate supply of good quality staff or sustainable workforce. The other issue is that the way in which staffs are treated by both managers and customers and vice versa should be in line with social equality and justice. The service providers must always bear in mind that the quality of tourists’ experiences and images in a destination is highly depending on employees’ professionalism.
When discussing on employees’ responsibilities to deliver quality service and their contribution to the customers, the employers also need to consider on the happiness and satisfaction of working among the employees. Two important aspects in work are job satisfaction and quality of work life.
2.2. Job Satisfaction (JS)
The concept of JS has been defined in many ways. However, the most frequently used definition of JS in organizational study is Locke (1976), who describes JS as a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences. Statt (2004) definition is parallel with Locke (1976) particularly in terms of intrinsic motivation. Spector (1997) added up that JS is the extent to which people like (satisfaction) which means positive feelings or dislike (dissatisfaction), their negative feelings to their jobs. When an employee is employed in an organization, he/she brought the needs, desires, experiences as well as expectations. If these desires and expectations are met, they will have positive feelings and tend to be loyal (Kerber and Campbell, 1987). It also represents the extent to which
expectations are and match the real awards. Lastly, JS is closely linked to individual's behavior in the work place (Davis et. al 1985).
JS is a complex variable and is influenced by situational factors of the job as well as the dispositional characteristics of the individual (Sharma and Ghosh, 2006). JS is the key ingredient, which leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment (Kaliski, 2007). According to Kerber and Campbell (1987), measurements of job facet satisfaction may be helpful in identifying which specific aspects of a job require improvements. Spector (1997) lists three important features of JS which are; (i) organizations should be guided by human values; (ii) the behavior of workers depending on their level of JS will affect the functioning and activities of the organization's business; and (iii) JS may serve as indicators of organizational activities.
On top of that, Spector (1997) comes to an understanding that high level of JS may be a sign of good emotional and mental state of employees. They believe that the organization would have a tremendous future in the long run and care about the quality of their work. Hence, if they are more committed to the organization, higher retention rates and productivity are the tangible consequences (Ishigaki, 2004).
Management conditions. Malhotra and Mukherjee (2004) highlight the significant impact on service quality from the affective commitment of the top management. A study by Seta et al. (2000), Abdul & Raheela (2015) and Celik (2013) point out that if the management knows the factors contributing to the employees’ satisfaction; they can plan things properly. Antoncic and Antoncic (2011) advise the management to share relevant and sufficient information with employees toward effectiveness in services. Kvist (2012) stresses on low level of JS also reflect in lacking of opportunities to participate in organizational decision-making due to bureaucracy.
Personal Fulfillment. Droussiotis and Austin (2007) opine the influence of JS levels for employees. They also develop recommendations for employees to improve their JS. Bhuian et al. (1996) through their work show that indifference respect in employee will benefits an organization. Rafikul and Ahmad Zaki (2008) also agree that improvement in productivity depends largely on the motivation of the employees.
Using ability in the job. Nurul Muniroh & Sentot (2014) and Christen et al. (2006) show the effort in maintaining high job performance would influence JS. Through training, it prepares employees with knowledge and skills required by the job, and at the same time it holds a stable position in the future. As a result, it is expected that they will perform better by completing tasks hence satisfaction would be an outcome towards their job.
Job conditions. Roznowski (1989) says that it includes work atmosphere, job content and work technology. There is a tendency to increase productivity by increasing quantity and quality of output per hour. Abdul & Raheela (2015) in their study find that job safety, security and hours have positive relation with JS.
2.3. Quality of Work Life
The quality of work life refers to the level of satisfaction, motivation, involvement, experience and individual talent as they are related closely to their work (Singhapakdi et al., 2015). The central thrust to this perspective is that organizational productivity can be served by providing people with the opportunity to use their human capacities, pursue self-improvement. Thus, quality of work life responds to both organizational needs and worker growth needs for improved work and working conditions.
Today, quality of work life is seen as an important dimension of quality of life for the organization to attract and retain workers. It is considered as an "asset" to an organization rather
than cost the incurred when organizations look for new ways of conducting businesses in order to meet the challenges of a dynamic business environment (Indumathy and Kalamraj, 2012).
For an organization to be successful and achieve the company's objectives, it is important that workers are satisfied with their work, because work occupies an important place in the lives of many people. The condition may affect not only their physical but also their social, psychological and faith well (Wright and Bonett 2007).
Organizations should contribute the development of workers’ sense of coherence by providing information in a consistent, structured, ordered and understandable format. In order for workers to perceive that work expectations are manageable and within their, or important other peoples power, they should ensure the necessary knowledge, skills, material, instruments and other resources, and that there is a balance in the load of tasks to be handled (Zulkarnain Amin 2013).
Fair and adequate pay and benefits rights, observance of safety and health factors, opportunities to continue growth and security of staff, acceptance work organization, work life and social dependence on society and individual life, governing the overall living space in the environment, integration of social improved human abilities (Seyed Mehdi 2010).
3. RESEARCH METHODOLOGY
This preliminary study adopted surveys to 100 employees who are working in three hotels in Klang Valley, Malaysia. The number of employees selected were equal between male and female. Majority of them fell in the age range of 21 to 30 years old. They were also selected from various position such as general managers, departmental managers and line employees.
The description of the respondents is shown in Table 1.
Table 1: Demographic Information of the Respondents
Profile Item Total
Gender Male
Female
50 50 Age
20 years old and less 21-30 years old 31-40 years old 41 years old and over
12 64 18 6
Marital Status Married
Single
36 64
Monthly Income
RM1,000 and less RM1,000- RM3,000 RM3,001- RM10,000 RM10,001 and above
32 53 12 3 Education Level
Primary education Secondary education Certificates/Diploma University Graduate
7 23 47 23
Department
Front office Food and beverages
Housekeeping Accounting
33 20 17 7
Technical Sales and Marketing
Human Resources Others
4 7 5 7
Task
General Manager/Assistant Department Manager
Chief Line employee
11 12 9 68 Tenure in Organization
2 years and/or less 3-5 years 6-8 years 9 years and over
57 29 12 2
Tenure in Tourism Sector
2 years and/or less 3-5 years 6-8 years 9 years and over
64 27 6 3 Frequency Job Changes
2 times or less 3-5 times 6 times and/or over
72 25 3
The employees were asked to fulfill a questionnaire about the job satisfaction and work life quality in hotels they were working. Based on the literatures, there are four factors that lead to job satisfaction: (1) management condition, (2) personal fulfillment, (3) using ability in the job and (4) job conditions. While for the work life quality, it is identified through the fulfillment of (1) health and safety, (2) economics needs; (3) self-actualization and esteem needs; and (4) social, knowledge and aesthetic needs.
4. RESULTS AND DISCUSSION
4.1. Job Satisfaction
The result received is showed in Table 2. Based on the result, management condition was seemed as the most influencing factor for employees’ job satisfaction. Among the management condition items, working condition was the most preferable element for the employees. When discussing on job satisfaction among employees in hotel industry, the working condition is very important to influence the happiness of the employees. The result is in lined with the finding by that indicates a positive relationship between working environment and employee job satisfaction (Abdul Raziq & Raheela, 2015).
In the factor of personal fulfillment, the employees chose the feeling of accomplishment that they received from the job as the most preferred element. This point can be related to the above explanation when the employees felt satisfied and happy after fulfilling the personal goals in their career. Besides, satisfaction of an employee is very much related to the feeling of accomplishment that one gets from the job even though for some people it is just a common thing. The accomplishment may create a positive vibes to employees as they work happily. The finding is similar to a study by Charoensukmongkol, et al. (2016) that identifies a direct positive effects between employees’ accomplishment and job satisfaction.
The next factor that made the employees satisfied and happy with their job was when they were given opportunity to use their ability in the job. It is true for some situations that the
employees appreciate the nature of the job more than the amount of salary they receive (Smith
& Shields 2013). The employees gain their own satisfaction when they are trusted and recognized by the organization by showing their ability performing the job. In this item, among five elements, the highest score was when the employees were given chance to do things for other people. This shows that the employees feel proud and meaningful when they can contribute the best to the customers.
Finally, among four elements in factor of job condition, the employees mentioned that the chance to be “somebody” in the community could be the highest contributor for their job satisfaction. This shows the employees were happy working when their presence in the organization would be part of reasons they could benefit the community surrounding.
Table 2: Job Satisfaction among Employees in Hotel Industry
Category Item Mean
Management conditions
The competence of my supervisor in making
decisions 3.5279
The way my boss handles his/her workers 3.6338 Working conditions (warming, clearing, air
condition) 3.7667
The way my co-workers get along 3.7049 The praise I get for doing a good job 3.5840
Personal fulfillment
The feeling of accomplishment I get from the job 3.5881 Being able to do things that don’t go against my
conscience 3.5041
The freedom to use my own judgment 3.4053 The way my job provides for steady employment 3.5132 Being able to keep busy all of the time 3.4913
Using ability in the job
The chance to do something that makes use of my
abilities 3.5884
The chance to work alone on the job 3.5345 The chance to do things for other people 3.6870 The chance to try my own methods of doing job 3.5610 The chance to tell people what to do 3.5390
Job conditions
The chance to do different things from time to time 3.5043 The chance to be “somebody” in the community 3.5391 The chance for advancement on this job 3.5347 The way company policies and put into place 3.5473
4.2. Quality of work life
For the quality of work life, in the category of health and safety needs, the employees chose the pleasant work environment as the most preferable factor. Environment that is surrounded with happiness and comfort may improve the health quality of employees. The result suits with the finding by Nafei (2015) that sees the impacts of psychological capital on the quality of work life.
In terms of economic needs, fair pay is the most important factor to motivate the employees happily and sincerely to work in hotel industry. When the employees are being treated justly this may affect to positive work life quality among them as agreed by Seyed Mehdi (2010).
To fulfill the self-actualization and esteem needs, the jobs assigned to employees should match with the employees’ skills. Most employees chose this factor as the priority for them to enhance their work performance. When the job fulfills the employees’ needs, the quality of work life will be positively affected (Rastogi et al. 2018).
Finally, cooperative employees are very important to fulfill the social, knowledge and aesthetic needs. A good cooperation among employees may influence the quality of work life when everyone understands the roles and responsibilities of jobs (Lee, 2015).
Table 3: Work Life Quality among Employees in Hotel Industry
Category Item Mean
Health and safety needs
Enough working space 3.7238
Good air quality 3.7705
Physically safe workspace 3.7694 Pleasant work environment 3.7803 Economic needs
Fair pay 3.4412
Time for social life 3.4099
Time for family life 3.3717
Self- actualization and
esteem needs
Realized employee potential 3.5275 Job matches with employee skill 3.6091 Adequate decision-making power 3.4746 Fair appraisal policies 3.5205
Good reward system 3.4517
Appreciated at work 3.5800
Social, knowledge and aesthetic needs
Supportive supervisor 3.6453
Cooperative employees 3.7234
Good orientation 3.6464
Effective training system 3.6228 Opportunities for professional development 3.5981 Opportunities for developing professional skills 3.5800
5. CONCLUSION
In conclusion, job satisfaction and quality of work life are the both important aspects in retaining employees in hotel industry. To maintain highly- engaged and loyal employees, the hotel providers have to focus on satisfying the employees and providing a quality work life.
The employers’ fair treatment, working conditions and authority are seemed significant to them.
Besides, the employees are also the real reflections of a service quality of a hotel. Therefore, there is a serious need for the providers to ensure the employees are happy and enjoy performing their jobs.
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