Does Participative Management through Communication Satisfaction and Job Satisfaction Affect Employee Morale in the Hospitality Industry?

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ABSTRACT

Today's leadership has become more complicated primarily because of continuum reconstruction that a great number of enterprises frequently apply in order to improve their business, hereupon because of growing global competition, demographic changes of employees and rapid development of technology. Hospitality industry is a specific field of economy, which is very complex because of the nature of hotel operations, competitiveness and transformable environments and because of the changes that happens in a tourism demand. This paper will show that because of these differences, leadership style in hospitality industry is considerably different from other economic fields.

Employees' performance in any organization depends on the productivity level because it is a vital and major concept to evaluate organization. As a matter of fact, no organization would be able to achieve its goals if the matter of productivity is neglected.

The study undertook the review of the literature and formulated 13 Research Questions in three different sections. The first part of this study is designed to determine the levels of job satisfaction, communication satisfaction, and organizational commitment of the employees in an organization which supports employee participation. The secondary focus of the study is to investigate the difference between management and non-management worker perceptions of their own level of participation, their perceived ideal level of participation, and their perception of how the other group would say they label their level of participation (management perception of non-management's view of self level of participation and vice versa). And third center of attention of this study is to determine the levels of job satisfaction, communication satisfaction, and organizational commitment of the employees in an organization which supports employee participation has a negative relationship to the intent to turnover.

Various methods were adopted in collection of data and analyzing data, the sources of data collection include primary source and secondary. The data collected were analyzed using correlation and ANOVA analysis. Yet the greatest problem facing an organization today is how best to motivate their employees and consequently achieve job satisfaction among them especially with the complex nature of man.

Table of Contents

ABSTRACTII

CHAPTER 4: ANALYSIS AND FINDINGS1

Introduction1

Qualitative Analysis1

STATISTICAL ANALYSIS10

Measurement of Reliability11

Utilization of Likert-Type Scales14

Measurement of Communication Satisfaction16

Measurement of Job Satisfaction17

Measurement of Organizational Commitment17

Measurement of Turnover18

Reliabilities in the Current Study18

Descriptive Analysis18

Measures of Central Tendency26

Analysis of Variance28

Summary of the Findings46

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS51

Introduction51

Conclusions51

Management Style53

Communication53

Compatible with Theory Y of McGregor54

Different findings of the Study58

Organizational Commitment59

Limitations of the Study60

Recommendations61

Managerial Implications63

Future Aspects66

REFERENCES69

CHAPTER 4: ANALYSIS AND FINDINGS

Introduction

This chapter is divided into two main sections namely, qualitative analysis and statistical analysis. In the qualitative analysis section, critical reviews of different management styles and theories have been discussed. And in the statistical analysis section, the data collected through survey has been analyzed statistically and then the summary of all the findings have been mentioned.

Qualitative Analysis

From the review of the literature in chapter 2, it clear that the concept of participative management plays a vital part in the administering of hospitality industry all ...