We explore a special case of electronic word of mouth that of employees' online reviews to study the determinants of job satisfaction and employee turnover. We perform our analysis using a novel ...dataset of 297,933 employee online reviews from 11,975 US tourism and hospitality firms, taking advantage of both the review score and text. Leadership and cultural values are found to be better predictors of high employee satisfaction, while career progression is critical for employee turnover. One unit increase in the rating for career progression reduces the likelihood of an employee to leave a company by 14.87%. Additionally, we quantify the effect of job satisfaction on firm profitability, where one unit increase leads to an increase between 1.2 and 1.4 in ROA. We do not find evidence supporting the reverse relationship, that growth on firm profitability increases job satisfaction. The feedback to management in employee reviews provides specific managerial implications.
•We use online reviews to evaluate job satisfaction and employee turnover factors for tourism and hospitality firms.•297,933 employee review ratings and texts for 11,975 U.S tourism and hospitality firms from Glassdoor are analyzed.•A recent extension of probabilistic topic modeling the Structural Topic Model (STM) is used for the text analysis.•A one unit increase of the rating for career opportunities decreases the likelihood of an employee to leave by 14.87%.•An increase by one star in the overall rating of a company is linked with an increase between 1.2 and 1.4 of ROA.
Given its direct influence on customer satisfaction and firm profitability, employee satisfaction has attracted much attention from scholars in the hospitality industry. However, the moderating ...variables that shape the asymmetric relationship between job attributes and employee satisfaction remain largely unexplored. We aim to fill this gap by considering the influence of employee position and organizational tenure on the relationship. We reveal the asymmetric relationships between employee satisfaction and various job attributes by performing an impact-asymmetry analysis and using a hybrid approach that integrates the big textual data from online reviews written by employees. Our results highlight some differences between managers and non-managers, with the former giving priority to organizational culture and work environment and the latter setting high expectations on employee benefits. These results also underscore the dynamic effect of organizational tenure on the aforementioned asymmetric relationships. Our empirical findings can guide managers in the hospitality industry in designing targeted strategies that can effectively maximize the satisfaction of their employees.
We find that firms experiencing improvements in crowdsourced employer ratings significantly outperform firms with declines. The return effect is concentrated among reviews from current employees, ...stronger among early firm reviews, and also stronger when the employee works in the headquarters state. Decomposing employer ratings, we find the return effect is related to changing employee assessments of Career Opportunities and views of senior management. It is unrelated to work-life balance. Employer rating changes are associated with growth in sales and profitability and help forecast one-quarter-ahead earnings announcement surprises. The evidence is consistent with employee reviews revealing fundamental information about the firm.
As employee satisfaction (ES) plays a critical role in the success of hospitality businesses, the factors influencing ES have been extensively investigated in the literature. However, considering the ...enterprises’ limited resources, it becomes crucial to allocate these resources based on the priority of factors in order to enhance ES. Importance-Performance Analysis (IPA) and Asymmetric Impact-Performance Analysis (AIPA) are the quantitative techniques used by scholars in the prioritization of attributes. Therefore, this study aimed to examine employees’ perceptions of various internal marketing (IM) practices and the influence of each practice on ES by comparing IPA and AIPA. The analysis results of both techniques revealed different results from each other based on a sample of 764 hotel employees in Antalya. A comparison of the two approaches’ results suggests that AIPA is more efficient than IPA in achieving higher ES.
•IPA considers the importance and performance of attributes.•AIPA classifies attributes into three groups•The influence of IM practices on ES are examined by IPA and AIPA.•AIPA is more efficient than IPA in achieving higher ES.
Organizational citizenship behaviour is a very important antecedent to ensuring organizational success. This study has focused on one of the major antecedent of OCB, which is altruism. The study has ...been conducted among the employees at L&T Construction, Chennai. The total population is 500 and a sample of 100 was taken based on convenience sampling. Exploratory research design was used. Data collection was done by means of questionnaire. The questionnaire focussed on measuring the altruistic behaviour of the employees and thereby figuring out the extent of satisfaction these employees enjoy, if there is a relationship between both. The result of the study indicated that altruism had a positive impact on satisfaction which in turn always has a positive effect on any job a person does. The findings of the study are important to impart motivation and further fuel altruistic behaviour
The service-profit chain (SPC) has served as a prominent guidepost for service managers and researchers alike. This meta-analysis provides the first comprehensive test of the SPC, showing that all ...the proposed links are statistically significant and substantial. However, the effect sizes vary considerably, partly according to the type of service provided. Meta-analytic structural equation models show that internal service quality translates into service performance through various mechanisms beyond employee satisfaction, and they highlight the importance of the service encounter and customer relationship characteristics for customer responses. The findings not only indicate the need to integrate complementary paths in the SPC framework but also challenge the implicit SPC rationale that firms should always maximize employee satisfaction and external service quality to optimize firm performance.
Purpose – This paper aims to develop and test a conceptual model that investigates the effect of psychological capital on job, career and life satisfaction, mediated by work engagement, drawing from ...the conservation of resources theory and the motivational process of the job demands-resources model. Design/methodology/approach – Based on data gathered from frontline employees in the international five- and four-star chain hotels with a time lag of two weeks in three waves in Romania, the relationships in the conceptual model were gauged through structural equation modeling. Self-efficacy, hope, optimism and resilience were treated as the indicators of psychological capital. Findings – The results suggest that optimism appears to be the best indicator of psychological capital, followed by resilience, self-efficacy and hope. Employees with high psychological capital are engaged in their work at elevated levels. Employees high in psychological capital are more satisfied with their job, career and life. The results reported in this study further suggest that psychological capital boosts work engagement that in turn leads to job, career and life satisfaction. Practical implications – The presence of rigorous selective staffing enables management to select a pool of employees high in psychological capital and work engagement. Inviting applicants to fill out an online questionnaire to identify their knowledge and skills and then using specific experiential exercises or short case studies to understand their tactics for handling service encounters can serve this purpose. Management can utilize the psychological capital questionnaire during and after the selection process. The availability of a resourceful work environment where there are training, empowerment, rewards and career opportunities is likely to stimulate employees’ positive emotions that in turn relate to psychological capital. Originality/value – Very little is known about psychological capital in the hospitality management literature. Therefore, this paper fills in this void by linking psychological capital to employees’ job, career and life satisfaction through work engagement.
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