THE IMPACT OF HUMAN RESOURCES MANAGEMENT …

THE IMPACT OF HUMAN RESOURCES MANAGEMENT PRACTICES ON THE JOB

SATISFACTION OF FRONT OFFICE EMPLOYEES IN FIVE-STAR HOTELS,

AMMAN-JORDAN

By

Omar Yousef Rida AL-Hourani A Thesis Submitted in Partial Fulfillment of the

Requirements for the Degree of

Master of Business Administration

At University of Petra,

Amman-Jordan

August 2014

I

ABSTRACT

The Impact of Human Resources Management Practices on the Job Satisfaction of Front office Employees in Five- Star Hotels,

Amman-Jordan By

Omar Yousef Rida AL-Hourani University of Petra 2014

Under the Supervision of Prof. Hala Abulqader

This study aims to examine the impact of the human resources management practices

(Recruitment and selection, Remuneration, Teamwork, Training, Performance Appraisal,

Employee Involvement, and Employment Security) on the job satisfaction of the front office

employees working in 8 of the five- star hotels in Amman –Jordan. To achieve these objective

,were distributed questionnaires distributed to measure the application of the HRM practices

and the job satisfaction of a sample unit of 176 front office employees working in five star

hotels in Amman-Jordan with regard to HR practices. Results of the study revealed the

following:

1. The Human Resources Management practices have a significant impact on front office

employees’ job satisfaction.

2. Front office employees who are less than 25 years old seem to be the most satisfied

with the employment security.

3. Assistant managers seem to have the most general job satisfaction among the sample.

4. There are differences according to marital status (between married and single front

office employees) with all aspects of the HRM practices except for satisfaction with

recruitment and selection and satisfaction with remuneration.

Based on these results the researcher recommends the following:

1. The HRM practices would be applied more efficiently if there is a national policy with

respect to human resource management in Jordan to be designed written and adopted.

II

2. The researcher recommends a benchmark process to improve the level of applying the

HRM practices in Jordan; this could be done by putting the best HRM practices in

Jordan as standards and measuring the performance according to these standards.

3. The researcher also recommends that it is important for HRM practices to be

continuously improved in the five star hotels in Amman-Jordan as they appear to have

a significant impact on front office employees’ job satisfaction.

4. The research reveals demographic differences between the front office employees due

to age, job level, and marital status, so it’s better to take these factors into consideration

when developing the HRM practices.

Keywords: Human Resources Management, Job Satisfaction, Front Office Employees, Five-

Star Hotels, Amman, Jordan

Supervisor: Prof. Hala Abdulqader

Signature: ---------------------

Date: -----------------------

III

فيالأمامي مكتب یفي للعاملین في الأثر ممارسات إدارة الموارد البشریة على الرضا الوظ

الأردن - نجوم في عمانفنادق الخمسة

الملخص

، عمل الفریق الأجور، نظام ممارسات إدارة الموارد البشریة (التوظیف والاختیار، اختبار أثرتهدف هذه الدراسة إلىفي التدریب، تقییم الأداء، إشراك الموظفین، والأمن الوظیفي) على الرضا الوظیفي للموظفین العاملین في المكتب الأمامي

. لتحقیق هذا الهدف وزعت استبیانات لقیاس مدى تطبیق ممارسات الأردن- فنادق الخمس نجوم في عمان) من8ثمانیة ( الأمامیة في فنادق یعملون في المكاتب موظف176 من تتكونالرضا الوظیفي لعینة قیاس درجة إدارة الموارد البشریة و : ما یلينتائج الدراسةالأردن. أظهرت ن-الخمسة نجوم في عما

على الرضا الوظیفي مهم لها تأثیر التي تم تنناولها في هذه الدراسة ممارسات إدارة الموارد البشریة أن .1 .ةتب الأمامياموظفي المكل

عن الأمن الوظیفي. سنة یبدو أنهم الأكثر رضا 25الذین تقل أعمارهم عن المكاتب الأمامیةموظفي .2

. الدراسة عینةفي الرضا الوظیفي العام مساعدو المدراء یظهرون أعلى درجة من .3

من حیث الحالة الاجتماعیة(بین موظفي المكتب الأمامي هناك اختلافات بین موظفي المكتب الأمامي .4 التوظیف والاختیار الرضا عنباستثناءنب الرضا الوظیفي جمیع جواالمتزوجین وغیر المتزوجین) في

ر. و الأج نظاموالرضا عن

بما یلي: ستنتاجات یوصي الباحث الانتائج وال الىاستنادا

تعلق بإدارة الموارد ت وجود سیاسة وطنیة ستطبق ممارسات ادارة الموارد البشریة بكفاءة أكبر في حال .1 .حیث یستحسن ان تصمم وتكتب و تعتمد البشریة في الأردن

لمستوى تطبیق ممارسات إدارة الموارد البشریة في مقارنة مرجعیةیوصي الباحث بضرورة وجود .2 وقیاس كمعاییر الأردن في البشریة الموارد إدارة ممارسات أفضل وضع خلال من وذلك الأردن .المعاییرلتلك ا وفق الأداء

مستمر أنه من المهم مراجعة وتطویر ممارسات ادارة الموارد البشریة بشكل یوصي الباحث أیضا .3على الرضا الوظیفي ا هام أن لها تأثیر والتي تبین لأردن- افي فنادق الخمس نجوم في عمان

.يموظفي المكتب الأمامل

، من حیث العمر بین موظفي المكتب الأمامي في الرضا الوظیفي اختلافات الدراسة كشفت .4 الاعتبار عین أن تؤخذ هذه العوامل فيك من الأفضلالمستوى الوظیفي، والحالة الاجتماعیة، لذل

عند تطویر ممارسة إدارة الموارد البشریة.

ب لفةئحي ة ئك لئ الخمس نجوم، الأردن، عمان فنادق، المكتب الأماميموظفي إدارة الموارد البشریة، الرضا الوظیفي، :ئكقك

IV

DEDICATION

I dedicate this thesis to the soul of my father; Dr.Yousef Rida Al Hourani who nurtured in me the passion for science and learning.

V

ACKNOWLEDGEMENT

First of all, I thank ALLAH, for giving me patience and perseverance to conduct this thesis.

I would like to thank my supervisor Prof. Hala Abdulqader for sharing her invaluable

experience in scientific research, and for her guidance in conducting and writing this thesis.

My special thanks go to my mother who encouraged and supported me throughout this thesis.

My grateful thanks for Mr. Hisham Dairanieh, Manager and Founder of the Consulting Service

Team, who provided assistance that helped me, complete this thesis.

I would also like to thank all of the human resources managers/ assistant managers and front

office staff in the hotels included in this thesis for their cooperation.

VI

AUTHARIZATION

I, Omar AL-Hourani authorize the University of Petra to supply copies of my research to libraries / establishment and/ or individuals whenever is required.

Signature

Omar Yousef Rida AL-Hourani

Date:

VII

TABLE OF CONTENTS Section Page

APPROVAL PAGE I ABSTRACT II ABSTRACT IN ARABIC LANGUAGE IV

DEDICATION V ACKNOWLEDGEMENT VI AUTHARIZATION VII

TABLE OF CONTENTS X LIST OF TABLES XI ABBRIVIATIONS XII

CHAPTER I

INTRODUCTION, SCOPE AND OBJECTIVES

1

1.1 Introduction 1 1.2 Problem Statement 2 1.2.1 Questions of the Research 3 1.3 Significance of the Research 3 1.4 Objective of the Research 4 1.5 Hypotheses of the Research 4

1.5.1 First Main Hypothesis H1 4 1.5.1.1 Sub Hypothesis H1.1 4 1.5.1.2 Sub Hypothesis H1.2 5 1.5.1.3 Sub Hypothesis H1.3 5 1.5.1.4 Sub Hypothesis H1.4 5 1.5.1.5 Sub Hypothesis H1.5 5 1.5.1.6 Sub Hypothesis H1.6 5 1.5.1.7 Sub Hypothesis H1.7 5

1.5.2 Second Main Hypothesis H 2 5 1.5.2.1 Sub Hypothesis H2.1 6 1.5.2.2 Sub Hypothesis H2.2 6 1.5.2.3 Sub Hypothesis H2.3 6 1.5.2.4 Sub Hypothesis H2.4 6

1.6 Definition of Terms 6 16.1 Front office employees 6

1.6.2 Human Resources Management (HRM) Practices 6 1.6.2.1 Recruitment and Selection 7 1.6.2.2 Remuneration 7 1.6.2.3 Teamwork 8

VIII

1.6.2.4 Training 8 1.6.2.5 Performance Appraisal 8

1.6.2.6 Employee Involvement 9 1.6.2.7 Employment Security 9

1.6.2 Job Satisfaction 10 1.7 Limitation of the Research 10 1.8 The Methodological Framework 11

CHAPTER II REVIEW OF RELATED LITERATURE AND PREVIOUS STUDIES

12

2.1 Introduction 12 2.2 Literature Review 13

2.2.1 Human Resources Management Practices 13 2.2.2 Job Satisfaction 18 2.2.2.1 The Minnesota Satisfaction Questionnaire (MSQ) 23

2.3 Previous Research 24 2.3.1 Arab Research 25 2.3.2 International Research 30

2.4 Conclusion 37 2.5 Contribution of the Research to Knowledge 37

CHAPTER III

METHODOLOGY

39

3.1 Research Methodology 39 3.2 The Research Design 39 3.3 Statistical Techniques in Data Analysis 40 3.4 Population and Sample 41

3.4.1 Population 41 3.4.2 Sampling and Sampling Methods 41

3.5 Research Instrument 43 3.6 Procedure for Data Collection 44 3.7 Reliability And Validity 45

3.7.1 Reliability 45 3.7.2 Validity 46

CHAPTER IV

PRESENTATION OF RESULTS, DISSCUSSION AND INTERPRETAION

47

4.1 Introduction 47 4.2 Demographic Profile of Respondents 47

IX

4.3 Results Pertaining to First Main Hypothesis H1 48 4.4 Results Pertaining to Second Main Hypothesis H2 49

4.4.1 Results Pertaining to Sub Hypothesis H2.1 49 4.4.2 Results Pertaining to Sub Hypothesis H2.2 52

4.4.3 Results Pertaining to Sub Hypothesis H2.3 53 4.4.4 Results Pertaining to Sub Hypothesis H2.4 56

CHAPTER V

SUMMARY , CONCLUSION AND RECOMMENDATIONS

58

5.1 Introduction 58 5.2 Summary 58 5.3 Conclusions 59 5.4 Recommendations 60 5.5 Suggestions for Further Research 60

BIBLIOGRAPHY

61

APPENDICES

79

Appendix (A) Demographic Questions to Front Office Employees 79 Appendix (B) Questionnaire 80

X

LIST OF TABLES

Table Table Caption Page 1 Arab Research 29

2 International Research 35 3 Topics Addressed in Distributed Questionnaire Related HRM Practices 43

4 Topics Addressed in Distributed Questionnaire Related to Job Satisfaction 43 5 Distributed and Used Questionnaires

44

6 Cronbach’s Alpha of the Questions Related to the HRM Practices

45

7 Cronbach’s Alpha of the Questions Related to Job Satisfaction 45 8 Demographic Profile of Respondents 47

9 Multiple Regression Test to Check the Impact of HRM Practices on Front Office Employees’ Job Satisfaction

48

10 The Means of Front Office Employees’ Job Satisfaction Due to Age 50

11 Results of the ANOVA Analysis to Detect Differences Between Front Office Employees’ job satisfaction due to Age

51

12 Scheffe' Test to Check to What Age Category Do the Differences Belong 52 13 Results of the Independent Sample T-test Analysis to Detect Differences

Among Front Office Employees due to Gender 52

14 The Means of Front Office Employees’ Job Satisfaction Due to Job Level 53

15 Results of the ANOVA Analysis to Detect Differences Between Front Office Employees’ job satisfaction due to Job Level

54

16 Scheffe' Test to Check to What Job Level Category Do the Differences Belong

55

17 Results of the independent Sample T-test Analysis to Detect The Differences in the Level of Job Satisfaction among Front Office Employees according to Marital Status

56

XI

ABBRIVIATIONS

Abbreviation Meaning AMO Ability –Motivation- Opportunity BIAJS Brief Index of Affective Job Satisfaction CRM Customer Relationship Management DOS Department of Statistics ELAC Enterprise Life Assurance Company GPA Grade Point Average HR Human Resources HRM Human Resources Management IT Information Technology JDI Job Descriptive Index JSS Job Satisfaction Survey MSQ Minnesota Satisfaction Questionnaire NUM Nurse Unit Manager SHRM Strategic Human Resources Management SMEs Small to Medium Enterprises SPSS Statistical Package for Social Sciences TQM Total Quality Management UK United Kingdom

XII

CHAPTER I

INTRODUCTION, SCOPE AND OBJECTIVES

1.1 Introduction

Human Resources Management (HRM) is considered a key function to the survival and

competitive nature of organizations, especially in light of the changing nature of the new work

environment as a result of globalization and technological advancement, where employees’

qualities, attitudes, and behaviors in the workplace have become essential aspects to the

organizational performance (Bataineh and Al-Hazaymeh, 2011).

Specifically, the importance of managing human resources to increase competitiveness of

organizations has become a crucial factor in the success of the service hospitality and industries

(Bataineh and Al-Hazaymeh, 2011). In this context, effective utilization of human resources in

the hotel industry is a main support to organizations in their struggle to gain competitive

advantage. Hence, success of the hotel industry depends on the effective utilization and

management of employees, and the extent that employees are satisfied and their satisfaction is

reflected on customers’ service to help the organization achieve its objectives (Chand and

Katou, 2007). This research examines the impact of HRM practices; (Recruitment and

selection, remuneration, teamwork, training, performance appraisal, employee involvement and

employment security) on employees’ job satisfaction and their feeling of security about their

job in five stars hotels in Amman-Jordan. According to Jordan’s Department of Statistics

(2013), there are 45,866 employees working in tourism industry in Jordan. 16,810 (36.7%) of

them work in hotels. 9648 of these employees work in Amman which makes a percentage of

57.4%.

There are 512 hotels in Jordan 226 (about 44%) of them are in Amman. 14 of these hotels are

five star, 19 are four star 34 are three star , 34 are two star as well, and 27 are one star and the

rest are un- classified hotels (Department of Statistics, 2013). 1

The hotel industry suffered from the external shocks of the war on Iraq beginning in 2003, and

the suicide bombings which killed at least 67 and injured almost 150 in the Radisson SAS,

Days Inn and Grand Hyatt hotels in Amman, Jordan in 2005. The human resources

management practices covered in this research have been discussed by many researchers such

as (Shivarudrappa et al.,(2010) ; Pfeffer (1998); Sarma, (2009) ; Redman and Matthews

(1998). These practices have proven to positively influence job satisfaction include:

Recruitment and selection (Absar, 2012) remuneration, (Shivarudrappa et al.,2010), teamwork

(Pfeffer 1998) ,Training (Sarma, 2009), performance appraisal (Shivarudrappa et al.,2010),

employee involvement (Redman and Matthews 1998) and Employment security (Pfeffer,

1998).

1.2 Problem Statement

In Order to identify the problem of the research, the researcher conducted a pilot study which

showed that there is no national policy with respect to Human Resources Management in

Jordan, so each hotel has its own HRM practices, HR departments in the hotels in Jordan are

poorly involved in the strategic planning process. Moreover, there are several hotels in Jordan

where the remuneration practices are not clearly established and weakly applied. In addition,

there are poor efforts to guarantee teamwork. Employees are not given the freedom to do the

job in their own way.

Numerous hotels in Jordan don’t offer training for their employees, and surprisingly there are

several five star hotels that don’t allocate any specific money for training also they don’t offer

any training manuals; others don’t conduct any training at all.

There is a number of hotels in Jordan, including some five- star hotels, that don’t do any

efforts to guarantee teamwork, nor conduct performance appraisals, or protect their employees

from unfair dismissals.

2

In this research the researcher measures the impact of HRM practices on front office

employees job satisfaction in five – star hotels in Amman Jordan; he also reveals the

differences between front office employees’ job satisfaction due to age, gender, job level and

marital status.

1.2.1 Questions of the Research:

1.2.1.1 What is the level of applying the Human Resources Management

practices in five star hotels in Amman Jordan?

1.2.1.2 What is the level of front office employees’ job satisfaction?

1.2.1.3 Do the HRM practices have an impact on front office employees’ job

satisfaction in five star hotels in Amman-Jordan?

1.2.1.4 Are there any differences in job satisfaction due to age, gender, job

level and marital status?

1.3 Significance of the Research Human resources management (HRM) practices are deemed to play an important role in

enhancing employee satisfaction at work, however, offering more or better HRM practices will

not automatically yield increased job satisfaction as employees’ expectations differ with regard

to what they feel they deserve. This research measures the impact of HRM practices on

employees’ job satisfaction. It provides a good background for those who are eager to do more

research about human resources management in Jordan. This research also provides important

recommendations for the managements of the studied hotels, if the management is concerned

about making employees more satisfied. This research provides certain recommendations to the

higher management of the chosen hotels in this research, on their current HRM practices and

the level of their employees job satisfaction, for consideration in their future plan for

developments of their human resources it also contributes to knowledge and the science of

3

management, specially the human resources management, based on the results attained through

this research which could be reference for HRM managers and researchers.

1.4 Research Objectives

This research aims to achieve the following objectives:

1.4.1 Identifying the level of applying the human resources management practices in five star

hotels in Amman – Jordan

1.4.2 Identifying the level of front office employees’ job satisfaction in five star hotels in

Amman-Jordan.

1.4.3 Examining the impact human resource management practices on front office employees’

job satisfaction

1.4.4 Investigating the differences between front office employees’ job satisfaction with regard

to their demographic factors (age, gender, job level & marital status) in five star hotels in

Amman-Jordan.

1.5 Research Hypotheses

1.5.1 First Main Hypothesis H1

Null Hypothesis H01: there is no significant evidence (at α ≤ 0.05) of the impact of human

resources management practices (recruitment and selection , remuneration , teamwork ,

training , performance Appraisal , employee Involvement, and employment Security ) on front

office employees’ job satisfaction in five star hotels in Amman – Jordan

This main hypothesis has been subdivided into the following sub hypotheses:

1.5.1.1 Sub hypothesis H1.1

Null HypothesisH01.1: there is no significant evidence (at α ≤ 0.05) of the impact

of HRM Recruitment and Selection practices on front office employees’ job

satisfaction.

4

1.5.1.2 Sub Hypothesis H1.2Null Hypothesis: H01.2 there is no significant

evidence (at α ≤ 0.05) of the impact HRM Remuneration practices on front office

employees’ job satisfaction in five star hotels in Amman – Jordan.

1.5.1.3 Sub Hypothesis H1.3

Null Hypothesis H01.3: there is no significant evidence (at α ≤ 0.05) of the impact of

HRM Teamwork practices on front office employees’ job satisfaction

1.5.1.4 Sub HypothesisH1.4

Hypothesis H01.4: there is no significant evidence of the impact of (at α ≤ 0.05)

HRM Training practices on front office employees’ job satisfaction

1.5.1.5 Sub Hypothesis1.5

Null Hypothesis H01.5: there is no significant evidence of the impact of (at α ≤ 0.05)

HRM Performance appraisal practices on front office employees’ job satisfaction

1.5.1.6 Sub Hypothesis H1.6


HRM Employee Involvement practices on front office employees’ job satisfaction in

five star hotels in Amman – Jordan.

1.5.1.7 Sub hypothesis H1.7


HRM employment security practices on front office employees’ job satisfaction in five

star hotels in Amman – Jordan.

1.5.2 Second Main Hypothesis 2

Null Hypothesis H 02: there are no significant differences (at α ≤ 0.05) of the job satisfaction

of front office employees due to their age, gender, job level and marital status of the five star

hotels in Amman. This main hypothesis has been subdivided in to the flowing sub hypotheses:

1.5.2.1 Sub Hypothesis 2.1 5

Null Hypothesis H02.1: there are no significant differences (at α ≤ 0.05) of the job

satisfaction due to age among front office employees of the five star hotels in Amman.

1.5.2.2 Sub Hypothesis 2.2


satisfaction due to the demographic factor gender among front office employees.

1.5.2.3 Sub Hypothesis2.3

Null HypothesisH02.3: there are no significant differences (at α ≤ 0.05) of the job

satisfaction due to the demographic factor job level among front office employees.

1.5.2.4 Sub Hypothesis 2.4


satisfaction due to the demographic factor marital status among front office

employees.

1.6 Definition of Terms

1.6.1 Front Office Employees: are those employees working in the hotels’

front office department which includes; the front desk employees, the receptionists,

the operators, the concierges, and the guest relations employees.

1.6.2 Human Resources Management (HRM) Practices

Human resources are the most important assets an organization has ,and their effective

management is the key to its success, this success is most likely to be achieved if the

personnel policies and procedures of the enterprise are closely linked with each other ,

and make a major contribution to the achievement of corporate objectives and

strategic plans ,the corporate culture and values, organizational climate and

6

managerial behavior that originate from that culture will apply a major influence on

the achievement of excellence.

This culture must, therefore, be managed which means that organizational values may

need to be changed or reinforced, and that continuous effort, starting from the top, will

be required to get them accepted and acted upon. Finally, HRM is concerned with

integration - getting all the members of the organization involved and working

together with a sense of common purpose (Sarma 2009).HRM is the process of

acquiring, training, appraising and compensating employees, and attending to their

labor relations, health, safety and fairness concerns (Dessler, 2011).Managing human

resources in hotel industry must support the need of responsiveness ,polices

procedures and job definitions have to be simple and flexible ,since hotels and service

companies have to be less structured than manufacturing companies (Wheelhouse

1989 p.11)

1.6.2.1 Recruitment and Selection Recruitment is the process of developing a pool of qualified applicants who are interested in

working for the organization and from which the organization might reasonably select the best

individual or individuals to hire for employment'' (Denisi and Griffin, 2001, p. 170).

In hotel industry human resources department send the best available candidates among those

who apply for the job opening the required department (Wheelhouse 1989 p.50)

Selection is : A rational set of procedures by which employers collect information about

individuals seeking jobs and use the information to make hiring decisions (Berry, 2003, p. 2).

Recruitment and selection are conducted to get the right persons for the right jobs in an

organization. (Absar, 2012). When the researcher met the HR managers in the studied hotels

he concluded that skill, knowledge and attitude are the main factors that influence recruiting an

employee in hospitality industry.

7

1.6.2.2 Remuneration Remuneration is the total compensation that an employee receives in exchange for the services

he/she performed for the employer. Typically, this consists of monetary rewards, also referred

to as wage or salary. Remuneration of an employee comprises; wages and salaries, incentives,

fringe benefits, perquisites, and nonmonetary benefits (Shivarudrappa et al., 2010). In hotel

industry, employees who are on the service line ought to be adequately compensated ,

establishing the structure and design of a wage and salary program involves many elements as

managers must set starting rates , look at job design , create the staffing guide , analyze labor

costs, implement pay guards and determine what to pay salaried employees and weather to pay

commissions and bonuses (Wheelhouse 1989 p.37, p.42)

1.6.2.3 Teamwork

It is the work done by several associates with each doing a part but all subordinating personal

prominence to the efficiency of the whole (Merriam- Webster,2013). In hotel industry,

teamwork is every manager’s responsibility (Wheelhouse 1989 p.226)

1.6.2.4 Training Training may be defined as any organizationally planned effort to change the behavior or

attitudes of employees so that they can perform jobs at better standards. Training provides

knowledge and skills required to perform the job (Sarma, 2009). In hotel industry the

responsibility of the training and development people rest squarely on the ought toer of the

training managers but this does not mean that the department manager must assume the

responsibilities and duties of a trainer. (Wheelhouse 1989 p.226)

1.6.2.5 Performance Appraisal Performance Appraisal is a systematic evaluation of a worker's performance on a job in terms

of its requirements and his potential for development (Shivarudrappa et al.,2010).

8

The process of performance appraisal involves evaluating employees’ performance due to

performance standards (Palaiologos, et al., 2011). It is important that members of the

organization know exactly what is expected from them, and the yardsticks by which their

performance and results will be measured. A formalized and systematic appraisal scheme will

enable a regular assessment of the individual’s performance, highlight potential, and identify

training and development needs (Aspridis and Kyriakou, 2012) . In hotel industry, employee

appraisals are integral element of every managers job. Managers must evaluate their employees

on broad spectrum of issues and concerns. (Wheelhouse 1989 p.295)

1.6.2.6 Employee Involvement

Employee Involvement means the regular participation of employees in: (1) deciding how their

work is done, (2) making suggestions for improvement, (3) goal setting, (4) planning, and (5)

monitoring of their performance. Encouragement to employee involvement is based on the

thinking that people involved in a process know it best, and on the observation that involved

employees are more motivated to improve their performance (Business dictionary, 2013)

Another definition by Quagraine, (2010), employee involvement is a process for empowering

employees to participate in managerial decision-making and improvement activities

appropriate to their levels in the organization. People in hotel industry won’t commit

themselves if they are unable to contribute, they want to be involved and have a voice in what

affects them. (Wheelhouse 1989 p.207)

1.6.2.7 Employment Security Employment security means that employees are not quickly put on the street for issues, such as

economic downturns or the strategic mistakes of senior management, over which they have no

control. The policy focuses on maintaining total employment, not on protecting individuals

from the consequences of their individual behavior on the job (Pfeffer, 1998). A hotel’s policy

ought to avoid ought to forbid on the spot firing , it ought to clarify that only the department

9

head can terminate an employee , it ought to also require the department head to obtain

approval from the director of human resources and in many instances even the general manager

(Wheelhouse 1989 p.370)

1.6.3 Job Satisfaction

Different authors presented different definitions to Job satisfaction. (Robbins (1999); Locke

(1976); Janssen( 2001; Wheelhouse 1989) ) , but mostly all agree that it is an individual’s

general attitude towards his/her job (Robbins, 1999),however, Vroom (1964) contemplates that

job satisfaction is the emotional orientations of individuals towards work roles which they are

presently occupying. For Locke (1976) job satisfaction is the feeling of pleasure which resulted

from the appraisal of the person’s job, or facilitating the achievement of one’s job values. Job

satisfaction is defined as the employees‟ positive and negative feelings toward one’s work. It is

also refer to the extent of positive emotional response to the job resulting from an employee’s

appraisal of the job as fulfilling or congruent with the individual’s values (Janssen, 2001). In

hospitality industry .Job satisfaction is the best predictor for the job longevity and one of the

best guarantees to performance. The future job satisfaction depends on the skills the managers

use during the selection process. (Wheelhouse 1989 p.42)

1.7 Limitations of the Research

o The researcher faced difficulties in getting access to the needed information in most of

the hotels, since the management of the hotels considers the required data confidential

and declared that revealing such data is against the policy of the hotel. These hotels

include: (1) Crowne Plaza, (2) Four Season, (3) Grand Hyatt Amman, (4) Le Royal, (5)

Sheraton Amman AL-Nabil Hotel and Towers and(6) Millennium Hotel Amman.

10

o Another limitation was that some managers didn’t attend their questionnaires on time

which was a waste of time for the researcher

o In addition, the responses by the employees might provide twisted results based on their

personal interest in the survey. Better cooperation would have provided more realistic

results.

o Finally, a lot of employees have ignored to fill in the demographic variables which forced

the researcher to remove their data from the collected questionnaires.

1.8 The Methodological Framework

Figure 1 Methdoligical Framework

Source: The model has been developed by the researcher after reviewing the literature:

(Absar, (2012); Shivarudrappa et al. (2010); Pfeffer (1998); Sarma (2009))

Job Satisfaction

Recruitment and Selecion

Remuneration

Teamwork

Training

Performance Appraisal

Employee Involvement

Employment Security

11

CHAPTER II

REVIEW OF RELATED LITERATURE AND PREVIOUS STUDIES

2.1 Introduction

Human resources are the most important asset for any organization and the source of achieving

its competitive advantage. Managing human resources is a very challenging function compared

to managing technology or financial capital. For its effective management, an organization

requires effective HRM system. HRM system ought to be backed up by sound HRM practices.

HRM practices refer to organizational activities directed at managing the pool of human

resources and ensuring that the resources are employed towards the fulfillment of

organizational goals (Alkalha and Al-Zu’bi, 2012, p.44).

The development of HRM has its origins in the large manufacturing sector and much of the

literature reflects this orientation (Worsfold, 1999 p.301). It is important to recognize that

HRM in hotels pertains to small to medium organizations, where the pluralist debate may be

considered of less importance in an industry that has never had a strong union presence (Nadiri

and Tanova 2009 p.33). In addition, Cheng and Brown (1998) argue that the hospitality

industry essentially comprises both a production and a service aspect; both the creation and the

rendering of services from the hotel to the customer are primarily achieved through the

employee. The success of this industry depends on the quality of employees and how

effectively they are managed, which enables an organization to achieve its objectives

(Nankervis and Debrah, 1995 p.507). Therefore, it is essential for the hotels to develop

efficient HRM practices and policies that enable them to recruit, select and retain competent

employees who contribute to the achievement of organizational objectives.

12

2.2 Literature Rreview

2.2.1 Human Resources Management Practices

Different patterns of human resource management practices could be used, depending on the

type of diversity that the organization faces, and the specific effects that it wished to manage

(Martín-Alcáza ,2012) .

In his book Human Resource Management (12th Edition), Dessler (2011) debated that

Human Resources (HR) department in any organization is concerned with the concepts and

techniques, that are needed to perform the people or personnel aspects of the management

which include:

o Conducting job analysis

o Planning labor needs and recruiting job candidates

o Selecting job candidates

o Orienting and training new employee

o Managing wages and salaries, providing incentives and benefits, appraising performance,

communicating, training and developing managers, building employee commitment.

Human resources are the source of achieving competitive advantage because of its capability to

convert the other resources (money, machine, methods , material, manpower , market known

as the 6Ms ) in to output (product/service) (Tiwari, and Saxena, 2012) .The competitor can

imitate other resources like technology and capital but the human resource are unique. Due to

Tiwari, and Saxena, (2012) people are one of the most important factors providing more

flexibility and adaptability to organizations than technology or capital (Tiwari, 2011), however

those firms that have learnt how to manage their human resources well would have an edge

over others for a long time to come because acquiring and deploying human resources

effectively is cumbersome and takes much longer (Wright et al., 1994). In order to develop a

sound HRM system, the organization ought to have effective HRM practices. HRM practices

13

refer to organizational activities directed at managing the pool of human resources and

ensuring that the resources are employed towards the fulfillment of organizational goals

(Amrutha Valli and Subbarayudu, 2013). HRM practices may differ from one organization to

another. In hospitality industry people are the most competitive edge , no matter how much

money the company invests or how well the facility is built the employees will ultimately

determine success .( wheelhouse ,1989 P.6)Researchers variously refer to certain sets of HRM

practices influenced by the HRM profession as “best practice, or “high-performance” (Huselid,

1995), “formal” (Aldrich and Langton, 1997; de Kok and Uhlaner, 2001), “sophisticated”

(Golhar and Deshpande, 1997) or as “professional” (Gnan and Songini, 2003). Chandler and

McEvoy (2000) , one of the lingering questions in HRM research is whether or not there is a

single set of policies or practices that represents a ‘universally superior approach’ to managing

people . Theories on best practices or high commitment theories suggest that universally,

certain HRM practices, either separately or in combination are associated with improved

organizational performance. Researchers have also found that those well-paid, well-motivated

workers, working in an atmosphere of mutuality and trust, generate higher productivity gains

and lower unit costs (Boxall, 1996; Lowe and Oliver, 1991. Pfeffer (1998) argued the most

appropriate term is “Best HRM Practices” identified 16 practices which denote best practice.

This was later refined to the following seven practices:

1. Employment security

2. Selective hiring

3. Self-managed teams/team working

4. High compensation contingent on organizational performance

5. Extensive training

6. Reduction in status difference

7. Sharing information.

In another research, Redman and Matthews (1998) identify an ‘HRM bundle’ of key practices

which support service organizations quality strategies, these being: 14

o Careful recruitment and selection, for example, ‘total quality recruitment’, ‘zero defects

recruitment’, ‘right first time recruitment’

o Extensive remuneration systems, for example, bonuses available for staff willing to be

multi-skilled.

o Team working and flexible job design which includes:

• Encouraging a sense of cohesiveness

• Designing empowered jobs.

o Training and learning, for example, front line staff having enhanced interpersonal and

social skills.

o Employee involvement, for example, keeping employees informed of key changes in the

organization.

o Performance appraisals with links to contingent reward systems, for example, gathering

customer feedback to recognize the work by employees over and above their expected

duties, which in turn is likely to lead to a bonus for staff.

Designing integrated human resources systems is one of the most powerful ways to insure the

creation of value for customers and profitability for owners. In today’s competitive

environment, high-performing organizations have learned how to deploy HR practices to

enhance competitive advantage. The most successful firms create a bundle of employee

practices that are customer focused, are aligned with each other, and reinforce the

organizations strategic position. Innovative hotel companies are developing their human-

resources practices to help build and sustain organizational effectiveness. Enz and Siguaw(

2000) claimed that there are five categories of best practices:

1. Leader development

2. Training and knowledge building

3. Employee empowerment

15

4. Employee recognition

5. Cost management

They found that there is a positive relationship between (recruitment, selection, training,

performance appraisal) and organizational service quality and employee job satisfaction

(Bataineh and Al-Hazaymeh, 2011). HRM practices such as training and development,

employee career planning, and recruiting and selection had the greatest significant influences

on the implementation of total quality management and job satisfaction. (Abu-Doleh 2012)

Katou and Budhwar, (2007) found that recruitment and selection was positively related to all

organizational performance variables such as effectiveness, efficiency, innovation, and quality.

Aswathappa (2008) argued that an organization ought to have better HR plans to motivate its

employees. Sound HR planning can enhance job satisfaction of the employees by providing

opportunities for the employees to participate in planning their own careers (Weeratunga,

2003).

Prior studies have shown that teamwork is critical to organizational success (Lau and Ngo

2004). Teamwork activities do not only enhance problem solving abilities, improve

cooperation and communication among employees but also help to create an appropriate work

culture in the organization. (Lau and Ngo, 2004). Training programs help employees to obtain

the necessary knowledge, skills, and abilities to work effectively in sustaining and improving

current work activities. Employees may be provided with extensive training programs in

multiple functions and training on job skills (Ahmad and Schroeder 2003). Performance

appraisal as a process also demonstrates the effectiveness of human resources policies in an

organization (Aycan 2001). Human Resource Practices have a positive effect on employee

involvement (Abutayeh and Al-Qatawneh 2012).

Petrescu and Simmons (2008) investigated the relationship between HRM practices and

workers overall job satisfaction and pay satisfaction. The research showed that several HRM

16

practices raise workers’ overall job satisfaction and their satisfaction with pay ,however, these

effects were only significant for non-union members. Satisfaction with pay is higher where

performance related pay and seniority based reward systems are in place. A pay structure that

is perceived to be un-equal is associated with a substantial reduction in both non-union

members overall job satisfaction and their satisfaction with pay.

HRM practices differ from one country to another and the factors which affect the HRM

practices include external and internal factors. Factors affecting HR practices differ

significantly across countries (Ozutku and Ozturkler 2009).

Technology changes the way people work, the roles people undertake and the interactions

through which work gets done (DeFillippi, 2002). Verkinderen and Altman (2002) argued that

technology facilitates the growth of a multinational enterprise but generates simultaneous

problem of “unpluggedness” among a geographically dispersed workforce.

Chandrakumara and Sparrow (2004) found that culture has crucial importance in organizations

preferences in developing appropriate structure and methods for HR practices affectivity .Every

country has developed a set of regulations for the management of human resources, so, the

HRM practices have to be designed or modified due to these regulations. There are many ways

in which companies can gain a competitive edge or a lasting and sustained advantage over their

competitors, among them being the development of comprehensive human resource practices

(Narasimha, 2000). Evidence suggests that there is a large number of small firms that do not

institute formal HR practices (McPherson,2008)

A firm’s strategy and structure are important in determining HR practices flexibility and

integration. There are important structural differences among firms that affect the way in which

HR practices are designed and implemented (Hudson et al.,2001).

As a rule HR practices are shaped in accordance with HR strategy. A number of closely related

factors, such as history, traditions and past practices tend to generate resistance to change in

17

most organizations (Del Val and Fuentes, 2003).O’Donnell et al. (2012) Claimed that More

effective HRM practices could improve performance in terms of staff satisfaction. Diamantidis

and Chatzoglou (2011) indicated that job characteristics and workplace characteristics directly

affected satisfaction and firm performance, while HRM involvement had a direct impact on job

characteristics and workplace characteristics and an indirect effect on satisfaction and firm

performance.

Sudin (2011) discussed how perceived fairness in the performance appraisal process affects

employees' satisfaction. The perception of fairness on performance appraisal was discussed and

analyzed in the light of theory of organizational justice which consist of procedural,

distributive, interpersonal and interaction justice as the independent variables, and employees'

satisfaction as the dependent variable. This research explored employees' satisfaction as consist

of satisfaction with the last performance appraisal ratings, satisfaction towards supervisor in

relation with appraisal process and satisfaction toward the performance appraisal system.

Menon (2012) argued that flexible job descriptions, team organization, teamwork training, and

the use of performance metrics to determine rewards, are significantly related to satisfaction

with supply chain performance.

Although HRM practices could increase workers’ job satisfaction if work place pay in equity

widened as a consequence the non-union members may experience reduced job satisfaction.

More effective HRM practices could improve performance in terms of staff satisfaction, (Del

Val and Fuentes, 2003).

2.2.2 Job Satisfaction Despite its wide usage in scientific research, as well as in everyday life, there is still no general

agreement regarding what job satisfaction is. In fact there is no final definition on what job

represents. Griffin and Moorhead (2011) debated that people in many organizations form

attitudes about many different things for example their salary, their benefits , even the food

18

offered at the company cafeteria ,and one of the most important attitudes is the Job

satisfaction since it reflects the extent to which people find gratification or fulfillment to their

work ,a satisfied employee tends to be absent less often, to make positive contributions and to

stay with the organization , while a dissatisfied employee may be absent more often ,

experience stress that disturbs co-workers and could be continually looking for another job .

Herani (2009) mentioned that in the year 1935 Hoppock provided some of the most

commonly cited definitions on job satisfaction. He defined job satisfaction as any combination

of psychological, physiological and environmental circumstances that cause a person truthfully

to say I am satisfied with my job. Due to this approach although job satisfaction is under the

influence of many external factors, it remains something internal that ought to do with the way

the employee feels. Job satisfaction presents a set of factors that cause a feeling of satisfaction.

Bhavsar, (2013) mentioned a definition that focuses on the role of the employee in the

workplace. Thus he defines job satisfaction as affective orientations on the part of individuals

toward work roles which they are presently occupying. It represents the extent to which

expectations are and match the real awards. Job satisfaction is closely linked to that individual's

behavior in the work place (Usmani, and Jamal, 2013).

Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s

efforts. Job satisfaction further implies enthusiasm and happiness with one’s work. It is the key

ingredient that leads to recognition, income, promotion, and the achievement of other goals that

lead to a feeling of fulfillment (Kaliski, 2007).

Job satisfaction can be defined also as the extent to which a worker is content with the rewards

he / she gets out of his or her job, particularly in terms of intrinsic motivation (Statt, 2004). The

term job satisfactions refer to the attitude and feelings people have about their work. Positive

and favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable

attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).

19

Job satisfaction is the collection of feeling and beliefs that people have about their current job.

People’s levels of degrees of job satisfaction can range from extreme satisfaction to extreme

dissatisfaction, this in addition to having attitudes about their jobs as a whole. People also can

have attitudes about various aspects of their jobs such as the kind of work they do, their

coworkers, supervisors or subordinates and their pay (George et al, 2008).

Job satisfaction is a complex and multifaceted concept which can mean different things to

different people. Job satisfaction is usually linked with motivation, but the nature of this

relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more of

an attitude, an internal state. It could, for example, be associated with a personal feeling of

achievement, either quantitative or qualitative (Mullins, 2005). It is considered that job

satisfaction represents a feeling that appears as a result of the perception that the job enables

the material and psychological needs (Aziri, 2008).

Job satisfaction can be considered as one of the main factors when it comes to efficiency and

effectiveness of business organizations. In fact the new managerial paradigm which insists that

employees ought to be treated and considered primarily as human beings that have their own

wants, needs, personal desires is a very good indicator for the importance of job satisfaction in

contemporary companies. When analyzing job satisfaction the logic that a satisfied employee is

a happy employee and a happy employee is a successful employee (Verma, 2014). The

importance of job satisfaction specially emerges to surface if had in mind the many negative

consequences of job dissatisfaction such a lack of loyalty, increased absenteeism, increase

number of accidents etc. Spector (1997) listed three important features of job satisfaction.

1- Organizations ought to be guided by human values. Such organizations will be

oriented towards treating workers fairly and with respect. In such cases the assessment of job

satisfaction may serve as a good indicator of employee effectiveness. High levels of job

satisfaction may be sign of a good emotional and mental state of employees.

20

2- The behavior of workers depending on their level of job satisfaction will affect the

functioning and activities of the organization's business. From this it can be concluded that job

satisfaction will result in positive behavior and vice versa, dissatisfaction from the work will

result in negative behavior of employees.

3- Job satisfaction may serve as indicator of organizational activities. Through job

satisfaction evaluation different levels of satisfaction in different organizational units can be

defined, but in turn it can serve as a good indication regarding in which organizational unit

changes that would boost performance ought to be made.

Eagly and Charken (2003) described the attitude as: a psychological inclination shown by

assessing the degree of liking or disliking a particular entity. Robbins and Coulter (2004)

clearly defined the attitude as of certain things, people, and events. This statement could be

approval or disapproval. It reflects the inside feelings of individual towards a particular object.

The attitude, as a constitutional concept, consists of three parts; the cognitive components, the

affective components, and the behavioral components. Here, the cognitive components of the

attitude are composed by the faith, the opinion, the knowledge or the information. The

affective components of the attitude are the feelings and the emotions. The behavioral

components of the attitude are the inclination of an individual to take action towards certain

people or event in certain way.

In practice, managers are not interested in all attitudes of employees. They only care about the

attitudes that have connections with the work. The most important attitude is the job

satisfaction. Locke (1976) proposed the definition of the job satisfaction with far-reaching

influences, i.e. the job satisfaction is a kind of pleasant or positive affection state, which grows

in the process of evaluating an individual’s work experience. At this point, the job satisfaction

is gradually taken as an affective reflection to the work.

21

Tsai et al. (2009) indicated that job satisfaction for casual employees in the hospitality industry

might well be increased when employers offer flexible rewards such as bonuses paid due to

performance .Another conclusion was that hospitality organizations had lower staff turnover if

the organization employs more internal employees. The research also found a significant

positive relationship between internal employment modes and productivity.

Moorman et al.(1993) clearly pointed out: from the affective perspective, that job satisfaction

is an overall positive affective evaluation; from the cognitive perspective, the job satisfaction is

a more logic and rational evaluation of working conditions. Cognition does not depend on

affective judgment. The cognitive perceptive of job satisfaction is an evaluation of working

conditions, opportunities, and output. The measures of job satisfaction do not include the

description of feelings.

In summary, the affection-based job satisfaction is an overall positive affective evaluation on

the job. Due to this definition, the job satisfaction is about whether the job stimulates

employees’ pleasant emotions and positive feelings. The affection-oriented job satisfaction is to

measure the feelings and emotions of employees during work. The positive feelings or

emotions mean high job satisfaction.

The cognition-based job satisfaction is a more logic and rational evaluation on the working

conditions. Due to this definition, the perception-oriented job satisfaction contains a

comparison process. It is a relative impression. The evaluation is from the comparison with

references. It does not depend on emotional judgment. It is the evaluation on working

conditions, development opportunities, as well as working output. The cognition-based job

satisfaction is to measure whether the nature of job, the working conditions, and development

opportunities satisfy individuals’ needs.

Relevant indicators are mostly about the evaluations on jobs, instead of the descriptions of

feelings. Reviewing the studies of job satisfaction, it can be found that the institutional concept

22

of job satisfaction, describing employees’ working attitudes, evolves gradually concerning the

definitions. The development of definition follows the line from single perspective to multiple

perspectives and also reflects a cognitive process from overall perception to specific cognition.

Due to studies of job satisfaction, some scholars argued that the job satisfaction is a single

concept and employees produce the overall attitude or opinion to the work. One of the

representatives of this view is :

Kalleberg (1977) argued that the job satisfaction is an employee’s normal attitude to his or her

job. The employee balances his or her satisfaction or dissatisfaction to different parts of the job

and finally forms an overall conclusion about the job, satisfying or not. To sum up, regardless

the researchers research the concept of job satisfaction from which perspectives, their

definitions of the job satisfaction are more or less about personal affections. If the employees

have positive and pleasant feelings in work, their attitudes to the work will be defined as job

satisfaction. In summary, scholars presented different opinions from various perspectives. The

development of defining the job satisfaction follows a line from one single perspective to

multiple perspectives.

2.2.2.1 The Minnesota Satisfaction Questionnaire (MSQ)

The MSQ is designed to measure an employee’s satisfaction with their particular job. The

MSQ makes it feasible to obtain an individualized picture of worker job satisfaction, as well as

providing an accurate measurement of job satisfaction for groups of individuals on numerous

workplace factors. The MSQ is designed to measure an employee's satisfaction with his or her

job. Three forms are available: two long forms (1977 version and 1967 version) and a short

form. The Long form questionnaires (both the 1977 version and the 1967) contain 100 items

while the short form contains only 20 items (Weiss, et al..1970).

The MSQ is globally used and it provides more specific information on the aspects of a job that

an individual finds rewarding than do more general measures of job satisfaction, it is a paper-

23

and-pencil inventory of the degree to which occupational needs and values are satisfied on a

job, it can be administered to groups or to individuals, and is appropriate for use with

individuals who can read at the fifth grade level or higher (Weiss, et al..1970).

There are many other tools that could measure job satisfaction such as Brief Index of Affective

Job Satisfaction (BIAJS) and the Job Descriptive Index (JDI)) (Thomson and phua ,2012), and

the Job Satisfaction Survey (JSS) (Bakan et al. ,2014) . The researcher decided to use the MSQ

short form scale in his questionnaire because it accurately measures job satisfaction plus it is

easy to use, easy to understand, valid and reliable. It is applicable to managers, supervisors, and

employees in any organization (J. S. Evans Consulting, INC., 2013).

2.3 Previous Research Several researchers have discussed human resource management practices and Job

Satisfaction AL- Sarayrah and AL- Graeb (2010); ALQadi (2012) ;Hasan (2012) AL-

Sarayrah and AL- Graeb (2010); ALQadi (2012) the role of HRM practices was also studied by

Zatari ( 2013) AL Kassasbeh (2009) .Other researchers have made precious studies about other

aspects in the hotel industry in Jordan AL-Ajjo (2007); Kana (2009); Al Mouasher (2009).

International journals have contained many studies about HRM practices and job satisfaction

Absar et al. (2010); Syed and Yan (2012) ; Abutayeh and Al-Qatawneh (2012) and many

international studies have discussed hotel industry in Jordan lockwood (2010) ; Zeglat and

Zigan, (2013); Hashem ( 2012); Aldehayyat et al. (2011).

few studies have also studied the impact of human resource management practices on

employee job satisfaction such as ( Verma et al. (2012); Absar et al. (2010) Majumder (2012).

24

2.3.1 Arab Research 1. AL-Ajjo (2007) reseach entitled “The Impact of the External Environment on Staffing

Strategy Formulation for Five and Four Stars Hotels in Amman and Aqaba Cites”.

Aimed to investigate the HR staffing strategy in 5&4 star hotels in Jordan a questionnaire

was distributed among the studied sample represented by 224 head departments in five-star

and four star hotels , the researcher distributed 150 questionnaire and retained 94 of them

with a response rate equals 62%. The researcher concluded that there is an impact of

societal environment on staffing strategy, and there is an impact of task environment on

staffing strategy.

2. AL-Halabi(2010) research that entitled “The Impact of Work Stress on Job

Performance in Jordanian Islamic Banks”. This research investigated the impact of

Work Stress on Job Performance in Jordanian Islamic Banks. In order to achieve the

research objectives , the researcher the main conclusions of the research were (1) There is a

significant impact of Work Stress (Workload; conflict and ambiguity of roles; physical

working conditions) on Job Performance in Jordanian Islamic Banks (Motivation; ability to

deliver; growth opportunities and career advancement) at the level (0.05). (2) There is a

significant impact of Workload on Job Performance in Jordanian Islamic Banks

(Motivation; ability to deliver; growth opportunities and career advancement) at the level

(0.05) (3) There is a significant impact of conflict and ambiguity of roles on Job

Performance in Jordanian Islamic Banks (Motivation; ability to deliver; growth

opportunities and career advancement) at the level (0.05)(4) There is a significant impact of

physical working conditions on Job Performance in Jordanian Islamic Banks (Motivation;

ability to deliver; growth opportunities and career advancement) at the level (0.05).

25

3. Al-Mouasher (2009) research entitled “The Effect of Work Stress on Employee's

Performance in the Jordanian's Five Stars Hotels (Field Study)”. This research aimed

to identify the level of stress and pressure of work on employees in the Jordanian's hotel

sector, and the impact of these stress on their performance, and to identify the sources of

these pressures, and try to develop scientific solutions possible, and also make

recommendations that contribute to the alleviation of these pressures. The research ends up

with the following results: 1. the absence of a relationship with statistical significance at the

level of significance 0.05 between the independent variables, of workload and

organizational structure on the one hand and the performance of workers in those hotels on

the other. 2. That there is a relationship with statistical significance at the level of

significance 0.05 between the two independent variables salaries, bonuses and work

environment on the one hand and the dependent variable is performance on the other.

Tantamount to a rejection of the hypothesis that the second and fourth nihilism and accept

the alternative hypothesis for each variable.

4. Al Qadi (2012) research entitled “Relationship of Strategic Human Resource

Management Practices and Performance of Employees and Their Impact on

Organization Performance: Applied research on Private/universities in Jordan”.

This research investigated the impact of strategic Human Resource Management Practices

(SHRMS) on private universities performance in Jordan. The results have shown that there

is a significant impact of SHRM Practices on employee performance. (2)There is a

significant impact of recruitment and selection, Training and development, and employee

participation on employee performance. (3) The is no significant impact of compensations

on employee performance.(4)There is a significant impact of SHRM practices on private

universities performance in Jordan. (5) There is a significant impact of recruitment and

selection, companions, and training and development on private universities performance.

26

(6) There is no significant impact of employee participation on private university

performance. (7) There is a significant impact of employee performance private

universities performance in Jordan. (8)There is a significant impact of HRM practices on

private universities performance in Jordan Through employee as an intermediate variable

(9) There is a significant impact of recruitment and selection, training and development,

and employee participation in Jordan Through employee performance as an intermediate

variable.(10) There is no significant impact of compensative on private universities

performance in Jordan through employee performance as an intermediate variable .

5. Hasan (2010) research entitled “Human Resource Management Practices and their

impact in Achieving Organizational Excellence: An Applied research in Kuwait Zain

Company for Cellular Telecommunications”. This research aimed to investigate the

impact of human resource management practices on achieving (organizational excellence

leadership excellence; service provider excellence). In Kuwait Zain company for cellular

telecommunications. Results have shown that (1) There is a There is significant impact to

recruitment and selection on achieving organizational excellence (leadership excellence;

service provider excellence) (2) There is significant impact to training and development on

achieving organizational excellence (3)There is significant impact to performance

appraisal on achieving organizational excellence (4) There is significant impact to

compensation on achieving organizational excellence (leadership excellence; service

provider excellence) (5)There is significant impact to health and safety achieving

organizational excellence

6. Kana (2009) ‘The Impact of Compensation on Employee’s Turnover on Hotels

Performance in Jordan’. Aimed to examine the impact of a series of compensations and

keeping of rotations in work on the dimensions of performance in the series of working

groups of hotels, five four and three star hotels. The results have shown that there is an

27

impact of compensation and rotation of work on the performance of the categories of hotels

of five , four and three star hotel

7. Zatari (2013) research entitled “Practices of Human Resource Strategies and Their

Role in Strategic Flexibility in the Palestinian Islamic Banks “. This research aimed to

measure and analyze the impact of Practices of human resource strategies(Recruitment and

Selection, Training and Development and Sustain of Human Resources) on strategic

flexibility(Market flexibility, enlargement flexibility and New Product flexibility) from the

perspective of managers working in the in the Islamic banks in Palestine.(1) The

importance level of practices of human resource strategies in the Islamic Banks in Palestine

was high and there was little variation among participants regarding practices of human

resource management strategies dimensions. The research also concluded that sustain of

human resources the most important, followed by training and development and finally

Recruitment and Selection. (2) The importance level of strategic flexibility within the

Palestinian Islamic Banks was high. The importance of each dimension was varied as

follows: innovative processes variable was first, Market flexibility, and followed by

enlargement flexibility, finally New Product flexibility. (3)There was an impact of

practices of human resource strategies on all dimensions of strategic flexibility in the

Islamic Banks in Palestine. The research concluded that all the components of Practices of

human resource strategies are highly importance, and the sustainability of human resources

has the greatest impact, followed by training and development, then and finally recruiting

and selection. Finally, the research concluded that all the components of strategic flexibility

are medium importance, and the market flexibility has the greatest impact, followed by

enlargement flexibility then finally new product flexibility.

28

Table 1: Arab Research

Researcher Title of The Research Results of the research

1 AL-Ajjo (2007)

The Impact of the External Environment on Staffing Strategy Formulation for Five and Four Stars Hotels in Amman and Aqaba Cites”.

there is an impact of societal environment on staffing strategy, and there is an impact of task environment on staffing strategy .

2. AL-Halabi(2010)

“The Impact of Work Stress on Job Performance in Jordanian Islamic Banks”

There is a significant impact of Work Stress (Workload; conflict and ambiguity of roles; physical working conditions) on Job Performance in Jordanian Islamic Banks (Motivation; ability to deliver; growth opportunities and career advancement) at the level (0.05).

3. Al-Mouasher (2009)

“The Effect of Work Stress on Employee's Performance in the Jordanian's Five Stars Hotels (Field Study)”

the absence of a relationship with statistical significance at the level of significance 0.05 between the independent variables, of workload and organizational structure on the one hand and the performance of workers in those hotels on the other. That there is a relationship with statistical significance at the level of significance 0.05 between the two independent variables salaries, bonuses and work environment on the one hand and the dependent variable is performance on the other.

4. Al Qadi (2012)

“Relationship of Strategic Human Resource Management Practices and Performance of Employees and Their Impact on Organization Performance: Applied research on Private/universities in Jordan”.

there is a significant impact of SHRM Practices on employee performance.

5.

Hasan (2010)

entitled “Human Resource Management Practices and their impact in Achieving Organizational Excellence: An Applied research in Kuwait Zain Company for Cellular Telecommunications”

There is a There is significant impact to recruitment and selection on achieving organizational excellence (leadership excellence; service provider excellence) (2 There is significant impact to training and development on achieving organizational excellence There is significant impact to performance appraisal on achieving organizational excellence There is significant impact to compensation on achieving organizational excellence (leadership excellence; service provider excellence)There is significant impact to health and safety achieving organizational excellence

29

6. Kana (2009)

The Impact of Compensation on Employee’s Turnover on Hotels Performance in Jordan’

there is an impact of compensation and rotation of work on the performance of the categories of hotels of five , four and three star hotel

7. Zatari (2013)

“Practices of Human Resource Strategies and Their Role in Strategic Flexibility in the Palestinian Islamic Banks “.

The importance level of practices of human resource strategies in the Islamic Banks in Palestine was high and there was little variation among participants regarding practices of human resource manag ement strategies dimensions.

2.3.2 International Research

1. Absar et al. (2010) research entitled “Impact of Human Resources Practices on

Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh.” This

research explored the impact of HRM practices on job satisfaction in the context of

Bangladesh total of 60 responses from 20 manufacturing firms were collected and

analyzed objectively. The research concluded that HRM practices had significant

impact on job satisfaction. In addition, human resources planning, and training and

development were found to have an impact on job satisfaction.

2. Abutayeh and Al-Qatawneh (2012) research entitled” The Effect of Human

Resource Management Practices on Job Involvement in Selected Private

Companies in Jordan”. This research examined the effect of Human Resource

Practices on employee involvement in Jordan. Six of the major Human Resource

Practices were included which are: job analysis, selection, training, performance

appraisal, compensation, and career management. The researcher administered surveys

to 15 companies in Jordan and acquired a sample of 272 valid cases. Results show that

all Human Resource Practices have a positive effect on employee involvement. When

considering employee involvement, selection exhibits the highest effect whereas

training has the lowest effect.

30

3. Aldehayyat et al. (2011) research entitled “The Use of Strategic Planning Tools

and Techniques by Hotels in Jordan”. Aimed to understand the use of strategic

planning tools and techniques by hotels in Jordan and the nature of its relationship with

managers' views of the strategic planning process. The empirical research was

conducted via a questionnaire survey of Jordanian hotels in two cities; namely, Petra

and Aqaba. The main findings of this research are that the Jordanian hotels engage in

the strategic planning process by using a number of techniques. The use of strategic

planning tools and techniques relates more to the size of hotel and less to age and

ownership type. There is a positive relationship between the use of strategic planning

techniques and size of hotel. The managers of these hotels have generally positive

attitudes towards the strategic planning process. The managers who believe in the

benefits of strategic planning engage more in the practice of it.

4. Byrne et al. (2010) research entitled”Trait Entitlement and Perceived Favorability

of Human Resource Management Practices in the Prediction of Job Satisfaction”.

This research examined the moderating effect of trait entitlement on the relationship

between the favorability of HRM practices and job satisfaction. Self-report survey data

found that perceived favorability of recruitment and selection practices were positively

associated with job satisfaction. For those low in trait entitlement, favorability

regarding this practice was not significantly related to job satisfaction. For those high in

trait entitlement, perceived favorability of Safe Working practices was negatively

associated with job satisfaction. For those low in trait entitlement, favorability

regarding this practice was positively related to job satisfaction.

5. Gürbüz (2009) research entitled “The effect of high performance HR practices on

employees' job satisfaction” .This research investigated potential impacts of high

performance HRM practices on employee's job satisfaction. The research hypotheses

31

were tested using sample data collected from 480 blue-collar employees of 35 larger

firms in Istanbul, Turkey. Hierarchical regression analysis revealed that except

contingent compensation the all other practices (participation, empowerment, job

rotation, and self-directed work teams) account for unique variances in job satisfaction.

6. Hashem ( 2012) research entitled “The Impact of Customer Relationship

Marketing on Customers' Image Form Jordanian Five Star Hotels. The survey

method was used the application of a self-administrated questionnaire which was

distributed to a convenience sample amounting 500 customers: 366 questionnaires were

collected, 12 questionnaires were disregarded. Therefore 354 were used for proper

statistical analysis; that is 70.8% of the total sample. The study results indicated that

that there are positive attitudes toward CRM used in five star hotels in Jordan. There is

an impact of using CRM on customers' Image of Jordanian Five star Hotels.

7. Lim and Ling (2012) research entitled” Human resource practices of contractors

that lead to job satisfaction of professional staff”. This research investigated the

effect of contractors' human resources management (HRM) practices on job satisfaction

of their professional staff. They aimed to determine the effectiveness of contractors'

HRM practices; to find out the level of job satisfaction that professional staff have, and

research the relationship between HRM practices and job satisfaction. Their research

revealed that professional workers have significant job satisfaction in terms of career

opportunities, nature of their jobs and overall working environment. The results also

showed that many of the HRM practices were significantly correlated with job

satisfaction.

8. Lockwood (2010) research entitled “The influence of managerial leadership style

on employee job satisfaction in Jordanian Resort Hotels “. This research explored

the link between the style of leadership adopted by managers and the job satisfaction of

32

their subordinates. Data were collected from 220 respondents (110 line employees and

110 managers). The findings indicated significant differences in job satisfaction based

on the employees’ demographic characteristics. It was also found that the most

prevalent style was democratic, but that once again style varied due to the managers’

demographic profile. While it is not possible from the data to claim a direct relationship

between leadership style and job satisfaction, but neither is the data able to refute that

assertion.

9. Savaneviciene and Stankeviciute, (2011) research entitled “Human Resource

Management Practices Linkage with Organizational Commitment and Job

Satisfaction revealed the nature of HRM practices and the content of

organizational commitment and job satisfaction”. In this research the researchers

proposed an answer to the question - how HRM practices can influence organizational

performance. The approach of impact was based on AMO framework, which discloses

the importance of employees’ abilities, motivation and opportunity to participate.

Besides, the researchers presented empirical results which showed that skill-enhancing,

motivation-enhancing and engagement enhancing HRM practices had positive relations

with affective human resource reactions: organizational commitment and job

satisfaction.

10. Syed and Yan (2012) research entitled “Impact of High Performance Human

Resource Management Practices on Employee Job Satisfaction: Empirical

Analysis”. This research explored potential impacts of high performance Human

resource management practices on employee's job satisfaction , the data was collected

from 320 employees of 7 telecommunication companies' in Pakistan, they studied

employee participation, merit-based promotions and performance-based pay and

grievance handling procedures which appeared to be positively correlated with

33

employee's job satisfaction. Multiple regression analysis revealed that all the practices

except grievance handling procedures accounted for unique variances in job satisfaction

of the surveyed firm's employees.

11. Verma et al.( 2012) research entitled “Exploring the Relationship Between HR

Practices and Job Satisfaction Across Selected IT Companies”. This research

attempted to determine the relationship between HRM practices and job satisfaction in

selected IT companies in India. Three IT companies in Northern India were covered as

part of this research. The results showed that in the IT industry, 82% of the HRM

practices are driven by three dimensions of job satisfaction specifically, information

variety, closure and pay. Sample characteristics show that satisfaction with security

provided by the job and satisfaction with organization as a whole were the two

variables which had the maximum positive response from the respondents. The least

preferred determinant was career planning being done for all employees and

satisfaction from recruitment process in the organization. It was found that male and

female respondents have different perceptions of HR practices and job satisfaction.

After applying the t-test on the differences between the mean scores of both groups, it is

noticed those in 7 out of 37 factors, the differences are statistically significant at the

95% level. Thus, the organizations ought to take care of HR practices catering to

satisfaction of employees with Information, variety, closure and pay in their jobs to

insure job satisfaction in the organization. Moreover, variation in employee gender

brings out significant perception differences in terms of HR practices and job

satisfaction in an organization. Hence, while HR practices are being formulated, the

gender differences ought to be kept in mind.

34

12. Zeglat and Zigan, (2013) research entitled”Intellectual capital and its impact on

business performance: Evidences from the Jordanian hotel industry”. Aimed to

examine the relationship between intellectual capital and business performance in the

Jordanian hotel industry. The data were collected from 116 managers of four- and five-

star hotels. Regression analyses were conducted to test different research hypotheses.

The findings showed that all dimensions of intellectual capital have a positive and

significant impact on the business performance of Jordanian hotels. In particular,

structural capital as one of the intellectual capital dimensions had the strongest and

largest contribution to business performance. The extended knowledge about the

importance of intellectual capital and its impact on business performance enables

practitioners to develop adequate strategies to better manage organizational

performance.

Researcher Title of The Research

Results of the research

Absar et al. (2010)

Impact of Human Resources Practices on Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh.”

The research concluded that HRM practices had significant impact on job satisfaction. Human resources planning, and training and development were found to have an impact on job satisfaction.

Abutayeh and Al-Qatawneh (2012)

” The Effect of Human Resource Management Practices on Job Involvement in Selected Private Companies in Jordan”

All Human Resource Practices have a positive effect on employee involvement. When considering employee involvement, selection exhibits the highest effect whereas training has the lowest effect.

Table 2 International Research

35

Aldehayyat et al. (2011)

“The Use of Strategic Planning Tools and Techniques by Hotels in Jordan”

There is a positive relationship between the use of strategic planning techniques and size of hotel. The managers of these hotels have generally positive attitudes towards the strategic planning process. The managers who believe in the benefits of strategic planning engage more in the practice of it.

Byrne et al. (2010)

“Trait Entitlement and Perceived Favorability of Human Resource Management Practices in the Prediction of Job Satisfaction”.

Perceived favorability of recruitment and selection practices were positively associated with job satisfaction. For those low in trait entitlement, favorability regarding this practice was not significantly related to job satisfaction. For those high in trait entitlement, perceived favorability of Safe Working practices was negatively associated with job satisfaction. low in trait entitlement, favorability regarding this practice was positively related to job satisfaction.

Gürbüz (2009) “The effect of high performance HR practices on employees' job satisfaction”

Participation, empowerment, job rotation, and self- directed work teams account for unique variances in job satisfaction.

Hashem ( 2012) “The Impact of Customer Relationship Marketing on Customers' Image Form Jordanian Five Star Hotels.”

There are positive attitudes toward CRM used in five star hotels in Jordan. There is an impact of using CRM on customers' Image of Jordanian Five star Hotels.

Lockwood(2010) “The influence of managerial leadership style on employee job satisfaction in Jordanian Resort Hotels “.

There are significant differences in job satisfaction based on the employees’ demographic characteristics. It was also found that the most prevalent style was democratic, but that once again style varied due to the managers’ demographic profile.

Lim and Ling (2012)

“Human resource practices of contractors that lead to job satisfaction of professional staff”

Their research revealed that professional workers have significant job satisfaction in terms of career opportunities, nature of their jobs and overall working environment. The results also showed that many of the HRM practices were significantly correlated with job satisfaction.

Savaneviciene and Stankeviciute (2011)

Human Resource Management Practices Linkage With Organizational Commitment And Job Satisfaction revealed the nature of HRM practices and the content of organizational commitment and job satisfaction”.

Skill-enhancing, motivation-enhancing and engagement enhancing HRM practices had positive relations with affective human resource reactions: organizational commitment and job satisfaction.

36

2.4 Conclusion Previous studies and research published in Arab journals have shown great interest in studying

the HRM practices in Arab countries, for example their impact on organizational creativity was

studied by AL- Sarayrah and AL- Graeb (2010), their impact on performance was studied by

ALQadi (2012) and their impact on organizational excellence was studied by Hasan (2012), the

role of HRM practices was also studied by Zatari ( 2013) AL Kassasbeh (2009) . Studies about

Hotel industry in Jordan was also mentioned in Arab journals such as AL-Ajjo (2007); Kana

(2009); Al Mouasher (2009).

International journals have contained many studies about HRM practices and job satisfaction

Absar et al. (2010); Syed and Yan (2012) ; Abutayeh and Al-Qatawneh (2012) and many

international studies have discussed hotel industry in Jordan lockwood (2010) ; Zeglat and

Zigan, (2013); Hashem ( 2012); Aldehayyat et al. (2011)

The findings of this research are compatible with the previous studies that the HRM practices

have a significant impact on job satisfaction The results were incompatible with the results of

Syed and Yan (2012)

Impact of High Performance Human Resource Management Practices on Employee Job Satisfaction: Empirical Analysis”.

HRM practices except grievance handling procedures accounted for unique variances in job satisfaction of the employees.

Verma et al.( 2012)

“Exploring the Relationship Between HR Practices and Job Satisfaction Across Selected IT Companies”.

It male and female respondents have different perceptions of HR practices and job satisfaction.

Zeglat and Zigan, (2013)

Intellectual capital and its impact on business performance: Evidences from the Jordanian hotel industry”.

All dimensions of intellectual capital have a positive and significant impact on the business performance of Jordanian hotels.

37

Verma et al.(2010)which have shown significant differences in job satisfaction between male

and female employees , while this show no significant differences in job satisfaction between

and female employees.

2.5 Contribution of the Research to Knowledge

o This research highlights important indications on the prevailing human resource

management practices and their relation to the satisfaction of front office employees in the

hotel industry which will produce important recommendations to higher management of

the five stars hotels in Amman.

o This contributes in insuring the importance of HRM practices in organizations in general

(specially hotels ).

o It is also hoped that results of the research will provide guidance for other researchers

interested to conduct similar studies inside or outside Jordan.

38

CHAPTER III

METHODOLOGY 3.1 Research Methodology

This research collected both primary and secondary data, primary data was collected by

questionnaires filled by front office employees in the studied five –star hotels in Amman

Jordan. The secondary data was collected by meeting the HR managers and asking them about

the HRM practices in the studied hotels as well as going through Arab and international

academic journals & theses and the World Wide Web.

This is a field applied research that used the descriptive and analytical methodology. The

researcher used multiple regression, independent sample t-test and one way ANOVA to

analyze data (which are explained further in this chapter). The results of descriptive studies

provide implications for decision making (Shaughnessy and Zechmeister, 1985). The

researcher measured the impact of HRM practices on front office employees’ job satisfaction

by using the above mentioned techniques.

In this chapter, the researcher describes in details the instruments used to collect the data , and

how they are designed , then he describes in details how the collected data has been analyzed.

This chapter also contains a detailed description of the population used in the research and how

the sample has been chosen. The chapter also contains how the reliability and validity of the

research instruments has been insured.

3.2 The Research Design

To achieve the objective of this research, the researcher used a questionnaire to measure both

of the dependent and independent variables:

o The first part of the questionnaire contains of 21 questions about 7 topics about the 7

HRM practices mentioned in the research that contain questions from the research of

39

Ghebregiorgis and Karsten, (2006) ( 11of the questions were taken from the research of

Ghebregiorgis and Karsten, (2006) , the other questions have been developed by the

researcher .

o In the second part of the questionnaire which is designed to measure job satisfaction the

researcher included questions of Minnesota Satisfaction questionnaire(MSQ) short form

scale in a total forty one (41) items that are designed to measure job satisfaction(twenty

(20) of them are the MSQ short form scale and twenty one( 21) are developed by the

researcher) job satisfaction of the front office employees of eight hotels

3.3 Statistical Techniques in Data Analysis

1. Multiple regression is an approach for modeling the impact of more than one independent

variable on a dependent variable was used to examine the impact of HRM practices on

employee job satisfaction (IBM, 2013). The Multiple regression test was used to measure

the impact of the HRM practices on the satisfaction with this practices

2. The Independent-Samples T Test procedure compares means for two groups of cases.

Ideally, for this test, the subjects ought to be randomly assigned to two groups (IBM,

2013).It was used to differentiate front office employees’ job satisfaction; due to gender and

marital status wise in the studied hotels.

3. The one way A One-Way (ANOVA) produces a one-way analysis of variance for a

quantitative dependent variable by a single factor. Analysis of variance is used to test the

hypothesis that several means are equal (IBM, 2013). The One –Way ANOVA test was

made to differentiate front office employee’s job satisfaction with regard to their age and

job level.

4. The job satisfaction differences due to gender, job level and marital status, was used by

getting the t value. After the using the ANOVA test, the Scheffe test which is a method is a

single-step multiple comparison procedure which applies to the set of estimates of all

40

possible contrasts among the factor level means, was conducted to know to whom the

differences belong. (IBM, 2013).

3.4 Population and Sample

3.4.1 Population

The population included all 14 five star hotels in Amman which are : (1) Amman Marriott

Hotel , (2) Bristol Hotel , (3) Crowne Plaza Amman , (4) Four Seasons Hotel , (5) Grand Hyatt

Amman Hotel, (6) Holiday Inn Hotel ,(7) Hotel Intercontinental Jordan, (8) Kempiski Hotel

Amman ,(9) Landmark Amman Hotel, (10) Le Meridian Amman Hotel , (11) Le Royal ,

(12)Sheraton Amman AL-Nabil Hotel and Towers , (13) The Regency Palace Hotel and(14)

Millennium Hotel Amman.

Information and data of the following hotels is included in the research:

o Holiday Inn

o Le Meridian

o Amman Marriott Hotel

o Landmark

o Hotel Intercontinental Jordan

o Bristol

o Regency Palace

o Kempiski Hotel Amman

3.4.2 Sampling and Sampling Method

The researcher studied eight (8) out of 14 five star hotels as a sample This research consists of

A sample unit consists of 176 front office employees ; including front desk employees

,receptionists the operators , head of concierge , guest relations director in the eight (8) studied

hotels mentioned before ; twenty(20) questionnaires were distributed at each hotel, 122 of these

41

questionnaires were usable with a response rate of 69.3% for the purpose of collecting the data

related to the dependent variable (employee job satisfaction with the studied HRM practices).

The researcher has taken the previously mentioned hotels as a sample of five star hotels in

Amman, because the Human Resources Management Departments in other five- star hotels

considered the required data confidential and declared that revealing such data is against the

policy of the hotel. As previously mentioned in (item 1.8 Limitations of the research), these

hotels include: (1) Crowne Plaza, (2) Four Season, (3) Grand Hyatt Amman,(4) Le Royal , (5)

Sheraton Amman AL-Nabil Hotel and Towers and (6) Millennium Hotel Amman.

The questionnaire which contained 21 items is developed by the researcher with the use of

some questions from the research of Ghebregiorgis, and Karsten (2006). A job satisfaction

questionnaire developed by the research which contains the Minnesota satisfaction

questionnaire (MSQ) short form scale was distributed to the front office staff comprising

employees (males and females), married and single, different age groups and different job

levels. This was conducted with the aim to measure their job satisfaction (general job

satisfaction and the satisfaction with each of the 7 HRM practices).The researcher chose the

front office department as a sample from each of the studied hotels as front office staff are a

vital entity, in the sense that they are required to handle all the formalities of reservation,

registration, departures etc. of the guest right from the time guest steps in the hotel. They are

also required to handle the guest complaints, public relations and liaison works with other

departments of the hotels (Perry and Lewis 2009).

42

1.5 The Research Instrument

The following table shows sections and questions of questionnaire:

Table 3: Topics Addressed in Distributed Questionnaire Related HRM practices

Section No. of Questions A Recruitment and selection 6 B Remuneration 3 C Teamwork 2 D Training 3 E Performance appraisal 3 F Employee involvement 2 G Employment security 2 Total 21

The questionnaire contained 21 questions based on seven (7) topics taken from the research of

Ghebregiorgis and Karsten, (2006) eleven (11) of the questions were taken from the research of

Ghebregiorgis and Karsten, (2006), the other questions are developed by the researcher .

Table 4: Topics Addressed in Distributed Questionnaire Related to job satisfaction

TOPIC No. of Items A General job satisfaction 14 B Satisfaction with recruitment and selection 5 C Satisfaction with remuneration 6 D Satisfaction with teamwork 3 E Satisfaction with training 4 F Satisfaction with performance appraisal 3 G Satisfaction with employee involvement 4 H Satisfaction with employment security 2 Total 41

The Minnesota Satisfaction Questionnaire short form scale was included in the used

questionnaire. A self-administered questionnaire developed by the researcher that contains 41

items about eight (8) topics 20 of them are the MSQ short form scale and 21 are self-

constructed and developed by the researcher to measure job satisfaction.

Likert scale was used to measure items of the questionnaire, as it is designed to examine how

strongly agree or disagree with the statement about the HRM practices on a five point scale

43

with the following anchors:1=strongly disagree ,2=disagree ,3=neutral ,4=agree ,5=strongly

agree. And on a five point Likert to examine how much the employees are satisfied or not

about the job satisfaction statements with the following anchors:1=strongly unsatisfied

,2=unsatisfied ,3=neutral4=satisfied ,5=strongly satisfied. The questionnaire was modified to

suit this research. Both, the questionnaires and they were translated to Arabic by professional

translators.

3.6. Procedure For Data Collection

In order to guarantee an adequate response, the researcher got a written permission from the

University to gain access to the data. The researcher contacted the HRM department at each

hotel by phone and requested permission to obtain some information from the HR manager and

to distribute questionnaires to front office employees in the studied hotels and discussed the

questionnaire distribution procedures. The researcher conducted the questionnaires on the

agreed upon time.

Table 5: Distributed and Used Questionnaires

Hotel Questionnaires Distributed Usable Un usable

Kempinski Hotel Amman 22 15 7 Holiday Inn Hotel Amman 24 20 2 Hotel Intercontinental Jordan 20 18 2 Amman Marriott Hotel 21 15 6 Le Meridian Hotel 23 15 7 Landmark Hotel 24 13 11 Bristol Hotel Amman 20 13 7 The Regency Palace Hotel 22 13 9 Total 176 122 (69.3%) 51

The job satisfaction questionnaires were being distributed on the front office

employees, a number of questionnaires were distributed in each hotel based on the

number of the employees of the sample unite which makes a total of 176

44

questionnaires. The usable questionnaires were 122 (69.3% of total). This is shown in

table ( 5).

3.7 Reliability and Validity

3.7.1 Reliability

The reliability of the measure is established by testing consistency and stability. Consistency

measures how well the items measuring a concept hang together in a set are positively related

to one another.

Table 6: Cronbach’s Alpha of the Questions Related to the HRM Practices

No. No. of Statements

Cronbach’s Alpha

Recruitment and Selection 122 7 0.949 Satisfaction with Remuneration 122 2 0.970 Satisfaction with Teamwork 122 2 0.960 Satisfaction with Training 122 3 0.970 Performance Appraisal 122 2 0.965 Employee Involvement 122 2 0. 970 Employment Security 122 2 0. 970

Table 7: Cronbach’s Alpha of the Job Satisfaction Questions Related to Job Satisfaction

No. No. of Statements

Cronbach’s Alpha

General Job satisfaction 122 14 0.905 Satisfaction with Recruitment and Selection 122 5 0.775 Satisfaction with Remuneration 122 6 0.940 Satisfaction with Teamwork 122 3 0.872 Satisfaction with Training 122 4 0.920 Satisfaction with Appraisal 122 3 0.968 Satisfaction with Employee Involvement 122 4 0.872 Satisfaction with Employment Security 122 2 0.846

Cronbach’s alpha is a reliability coefficient that indicates how well the items are related to one

another .The closer the Cronbach Alfa to 1.00, the higher internal consistency reliability

(Sekaran and Bougie 2009, P 324). In general reliabilities less than 0.6 are considered to be 45

poor, while those around 0.7 are acceptable and 0.8 and above are considered good (Sekaran

and Bougie 2009, P 325). Reliability results are shown in table (6) for the questions that

measures the HRM practices and table (7) for the questions that measures job satisfaction.

3.7.2 Validity o The researcher insured the content validity (Haynes et al.1995) by making sure that both the

the questions related to the HRM practices and questions include all the right items that

would measure each of the discussed HRM practices and job satisfaction this was done by

showing the questionnaire to experts in field of Human resources management . ( Foxcroft

et al.,2004)

o The researcher insured the convergent validity which refers to the degree to which two

measures of constructs which are supposed to measure the same aspect are in fact related ,

by comparing it to the Job Satisfaction Survey (JSS) developed by Spector (1997) . The

researcher insured that both of these questionnaires use quite similar items to measure each

of the aspects of employees’ job satisfaction

46

CHAPTER IV

PRESENTATION OF RESULTS, DISSCUSSION AND INTERPRETAION

4.1 Introduction

After collecting the data and analyzing it, testing the hypothesis is the next step. In order to

test the hypothesis the regression analysis were used for questionnaires and questionnaires. The

regression analysis measures the impact between both.

4.2 Demographic Profile of Respondents

Table 8: Demographic Profile of Respondents

Respondents by Age Group Sample Number Percentage %

Less than 25years 40 32.8 25-34 Years 52 42.6 35-44 Years 25 20.5 45-54 Years 5 4.1 Total 122.0 100.0 Respondents by Gender Sample

Number Percentage % Male 84 68.0 Female 38 32.0 Total 122 100.0 Respondents by Job Level Sample

Manager 16 13.1 Assistant Manager 26 21.3 Other 80 65.6 Total 122 100.0 Marital Status Sample

Frequency Percentage % Married 48 39.3 Single 74 60.7 Total 122 100.0

Characteristics of the sample by age group show that 32.8% of respondents were less than 25

years of age and 42.6 % were in the 25-34 years age group. 20.5 % were in the 35-44 age group

and 4.1% were in the45-54 year age group. It is noticed that those aged from 45-54 are very few, 47

this could be explained that people in this age group have reached a high level of experience , so

they most probably have reached higher job levels in the hotels. The sample consisted of males

(68.0%) and females (32%). This could be explained due to the conservative culture in Jordan in

which females are not allowed to work at night shifts in which the front office job requires. With

regard to job level, shows that 13.1 % of questionnaires were managers, 21.3% were assistant

managers and the rest (65.6%) had other titles as shown in table (8):

Characteristics of the sample by marital status shows 39.3% of the sample were married while

60.7% of the sample was single as shown in table (8). This could be explained due to the

responsibilities of marriage which makes it difficult for married people to work overnight shifts

the in which the front office job requires.

1.3 Results Pertaining to First Main Hypothesis H1: The Impact of HRM

Practices on Front Office Employees’ Job Satisfaction

Before the starting the multiple regression analysis , it is worthy to note the value of R and

R2 dictates how well data points fit a statistical model .It provides a measure of how well

observed outcomes are replicated by the model, as the proportion of total variation of

outcomes explained by the model. F is a test for statistical significance of the regression

equation as a whole. It is obtained by dividing the explained variance by the unexplained

variance. By rule of thumb, an F-value is > 4.0 is usually statistically significant as shown in

table (9).

Table 9: multiple regression analysis to measure the impact of HRM practices on job satisfaction R

R2

β F T Sig

Result

Impact of HRM Practices on job satisfaction

.778

.605

8.410 35.530 131.357 .000 The null hypothesis is not supported

Sig Level ( =α) 0.05

48

The table shows that there is a significant impact of HRM practices on front office employees

job satisfaction ; the value of R, is between 0 and 1(0% and 100%) which indicates that the

statistical model fits the collected data , The value of F is F>4.00 and which is statistically

significant the value of significance is α≤0.05 so the results prove that the null Hypothesis of

no impact of HRM practices (recruitment and selection , remuneration , teamwork ,

performance appraisal, employee involvement , and employment security ) on front office

employees’ job satisfaction is not supported.

4.4 Results Pertaining to Second Main Hypothesis H2 the Differences

among Front Office Employees’ Job Satisfaction Due to the

Demographic Factors (Age, Gender, Job level and Marital Status

4.4.1 Results Pertaining to Sub Hypothesis H 2.1: The Differences in the

Level of Job Satisfaction among Front Office Employees Due to Age.

Before conducting the ANOVA analysis table (10) blow is designed to show the

means of front office employees’ job satisfaction due to age.

Table 10: The Means of Front Office Employees’ Job Satisfaction Due to Age

N Mean

General Job Satisfaction

less than 25 40 4.0286

25-34 52 3.8201 35-44 25 4.1029 45-54 5 4.4429 Total 122 3.9719

Satisfaction With Recruitment And Selection

less than 25 40 4.2550

25-34 52 4.0538 35-44 25 4.1680 45-54 5 3.8800 Total 122 4.1361

Satisfaction With Remuneration

less than 25 40 3.5583

25-34 52 3.2596 35-44 25 3.7467 45-54 5 3.7667

Total 122 3.4781

49

Satisfaction With Teamwork

less than 25 40 3.8083

25-34 52 3.4359 35-44 25 3.7200 45-54 5 4.3333 Total 122 3.6530

Satisfaction With Training

less than 25 40 3.7063

25-34 52 3.4519 35-44 25 3.7500 45-54 5 4.4000 Total 122 3.6352

Satisfaction With Performance Appraisal

less than 25 40 3.2500

25-34 52 3.2372 35-44 25 3.1867 45-54 5 4.1333 Total 122 3.2678

Satisfaction With Employee Involvement

less than 25 40 3.6688

25-34 52 3.5673 35-44 25 3.8500 45-54 5 4.0500 Total 122 3.6783

Satisfaction with Employment Security

less than 25 40 4.2500

25-34 52 3.4423 35-44 25 3.9200 45-54 5 4.0000 Total 122 3.8279

In order to test the hypothesis, researcher used ANOVA analysis to know the differences of the

research sample due to Age. Table (11) shows that there are no differences in all the

dimensions due to age except in the satisfaction with employment security since the

significance is α <0.05.

Table 11: Results of the ANOVA Analysis to Detect Differences Among Front Office Employees’ job satisfaction due to Age

Significance

F value Square means

Degree of Freedom

Sum of Squares

Source of variance Dimensions

.060

2.536

.955 4 2.865 Between groups General Job Satisfaction

.377 118 44.447 Within groups

122 47.312 Total

50

.112

2.040

.451 4 1.353 Between groups Satisfaction With Recruitment And Selection


122 27.440 Total

.143

1.843

1.665 4 4.994 Between groups Satisfaction With Remuneration .903 118 106.560 Within groups

122 111.554 Total

.068

2.433

2.214 4 6.641 Between groups Satisfaction With Teamwork .910 118 107.359 Within groups

122 114.000 Total

.381

1.031

1.139 4 3.416 Between groups Satisfaction With Training

1.104 118 130.291 Within groups

122 133.707 Total

.410

.969

1.693 4 5.079 Between groups Satisfaction With Performance Appraisals

1.746 118 206.070 Within groups

122 211.148 Total

.490

.812

.691 4 2.072 Between groups Satisfaction With Employee Involvement

.851 118 100.363 Within groups 122 102.435 Total

.020 3.398

5.073 4 15.218 Between groups Satisfaction With Employment Securit 1.493 118 176.167 Within groups

122 191.385 Total

Significance level (α =0.05)

In order to check the resources of the significant Scheffe' Test, it was performed to indicate for

whom the differences belong as shown in table (12). By using Scheffe' Test it is found that the

differences belong to the category of (Less than 25 years old) where employees are the most

satisfied with employment security. This could be explained that people in this age group has

less life responsibilities, as a result people in this age group care less about their employment

security. So, the results confirm that the null hypothesis of (there are no significant differences

in job satisfaction between employees due to age) is not supported.

51

Table 12: Scheffe' Test to Check to What Age Category Do the Differences Belong.

Fields Streams Mean Less than 25 years Old

25-34 years old

35- 44 years old

45-54 year old

Satisfaction With Employment Security

Less than 25 years ol 4.25 25-34 years old 3.44 .80769(*)

35-44 years old 3.92 .33000 47769 45-54 years old 4.00 .25000 55769 .08000

4.4.2 Results Pertaining to Sub Hypothesis H 2.2 the Differences in the

Level of Job Satisfaction among Front Office Employees Due to Gender.

Table (13) shows that there are no differences in the two means of the males and

females due to the significant which was bigger than (0.05) in all field of job

satisfaction this could be explained that males and females are being treated equally.

The results confirm that the null hypothesis of no differences between employees due

to gender is supported.

Table 13 Results of the Independent Samples T-test Analysis to Detect Differences Among Front Office Employees due to Gender

Sig t means Gender

.535 -.623 3.95 Male General Job Satisfaction 4.02 Female

.670 .427 4.15 Male Satisfaction With Recruitment And Selection 4.11 Female

.231 -1.203 3.41 Male Satisfaction With Remuneration 3.64 Female

.093 1.691 3.77 Male Satisfaction With Teamwork 3.45 Female

.917 .105 3.61 Male Satisfaction With Training 3.59 Female

.053 1.956 3.46 Male Satisfaction With Performance Appraisals 2.96 Female

.788 .270 3.69 Male Satisfaction With Employee Involvement 3.64 Female

52

.704 .381 3.86 Male Satisfaction With Employment Security 3.76 Female

Sig Level )=α0.05(

4.4.3 Results Pertaining to Sub Hypothesis H2.3 the Differences in

the Level of Job Satisfaction Among Front Office Employees

Due to Job Level

Before conducting the ANOVA analysis table (14) blow is designed to show the means of front

office employees’ job satisfaction due to job level.

Table 14: The Means of Front Office Employees’ Job Satisfaction Due to Job Level

N Mean


Manager 16 4.2455 Assistant manager 26 4.2582 Other 80 3.8241 Total 122 3.9719

Satisfaction With Recruitment And Selection


Satisfaction With Remuneration


Satisfaction With Teamwork


Satisfaction With Training

Manager 16 3.7344

Assistant manager 26 3.8462 Other 80 3.5469 Total 122 3.6352

Satisfaction With Performance Appraisal

Manager 16 3.1875

Assistant manager 26 3.4872 Other 80 3.2125

53

Total 122 3.2678

Satisfaction With Employee Involvement

Manager 16 3.9531


Satisfaction With Employment security

Manager 16 4.0000


In order to test the hypothesis, researcher used ANOVA analysis to know the differences of the

research sample due to Job Level. The ANOVA analysis shown in table (15) shows the

differences of the research sample due to the Job Level. The table shows that there are no

differences in all the dimensions due to the job level except in the General Job Satisfaction.

Table 15: Results of the ANOVA Analysis to Detect Differences Between Front Office Employees’ job satisfaction due to Job Level

Significance F value Square

means Degree of

Freedom

Sum of Squares

Source of variance Dimensions

.001

7.153

2.539 3 5.077 Between groups General Job Satisfaction


122 47.312 Total

.327

1.129

.256 3 .511 Between groups Satisfaction With Recruitment

and Selection


122 27.440 Total

.030

3.616

3.196 3 6.392 Between groups Satisfaction With Remuneration


122 111.554 Total

.075

2.642

2.424 3 4.848 Between groups Satisfaction With Teamwork


122 114.000 Total

54

.466

.769

.853 3 1.706 Between groups Satisfaction With Training 1.109 119 132.002 Within groups

122 133.707 Total

.279

1.292

2.243 3 4.486 Between groups Satisfaction With Performance

Appraisals 1.737 119 206.663 Within groups

122 211.148 Total

.228

1.497

1.257 3 2.514 Between groups Satisfaction With Employee

Involvement .840 119 99.921 Within groups

122 102.435 Total

.720 .329

.526 3 1.052 Between groups Satisfaction With Employment

Security 1.599 119 190.334 Within groups

122 191.385 Total


By using Scheffe' Test table (16) found that the differences were at the General Job

Satisfaction field (Assistant Managers) which means that assistant managers have the most

general job satisfaction. This could be explained that assistant managers have already built a

career in the hotels, their job level is relatively high compared to those in lower job levels (such

as front desk, operators, receptionists...etc,), at the same time they don’t have as much

responsibilities as the general managers. The results confirm that the null hypothesis of no

significant differences in job satisfaction between employees due to job level) is not supported.

Table 16: Scheffe' Test to Check to What Job Level Category Do the Differences

Belong

Fields Streams Mean Manager Assistant manager

Others


Manager 4.25 Assistant manager 4.26 -.01271 Others 3.82 .42143(*) 43413(*)

55

4.4.4 Results Pertaining to Sub Hypothesis H2.4 The Differences in The

Level of job satisfaction among Front Office Employees Due to Marital

Status.

In order to check the differences within the research due to the marital status, T-test analysis

used. Table (17), shows that there are differences in the two means of the married and single

employees with the general job satisfaction , satisfaction with teamwork , training ,

performance appraisal , employee involvement , employment security due to the significant is

α ≤0.05.as the married employees seem to be more satisfied than the single employees. but the

results show that there are differences in the two means of the married and single employees

with the satisfaction with recruitment and selection and satisfaction with remuneration) due to

the significant is α ≤ 0.05. Single employees are more satisfied with recruitment and selection ,

remuneration than married employees this could be explained that married employees have

more life responsibilities and more expenses than single employees , they would most likely

prefer that . the process of recruitment to be faster and they want their remuneration to become

better. The results confirm that the null hypothesis of (there are no significant differences in

job satisfaction among Front Office Employees due to marital status is not supported.

Table 17: Results of the independent Samples T-test Analysis to Detect the Differences in the Level of Job Satisfaction among Front Office Employees Refer to the Demographic Factor

Marital Status

Sig T means Marital Status

.005 2.828 4.17 Married General Job Satisfaction

3.85 Single

.798 .257 4.15 Married Satisfaction With Recruitment And Selection 4.12 Single

.070 1.829 3.68 Married Satisfaction With Remuneration 3.35 Single

.012 2.537 3.94 Married Satisfaction With Teamwork 3.49 Single

.000 3.848 4.03 Married Satisfaction With Training

3.32 Single

56

.001 3.284 3.78 Married Satisfaction With Performance Appraisals 3.00 Single

.035 2.134 3.90 Married Satisfaction With Employee Involvement 3.54 Single

.035 2.132 4.13 Married Satisfaction With Employment Security

3.64 Single


57

CHAPTER V

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

After analyzing the data of the questionnaires, and revealing the results, the researcher reached

several conclusions and recommendations which are hoped to improve the HR practices not

only in five (5) star hotels in Amman, but also the HR practices in Hotels of Jordan in general,

and the HR practices in other sectors as well. Since these HR practices have a significant

impact on Front Office employees’ job satisfaction, these conclusions and recommendations

provide good base for those who are eager to know more about the HR practices in Jordan.

5.2 Summary

This research focuses on studying the impact of seven (7) HRM practices ( Recruitment &

Selection , remuneration, teamwork ,training ,performance appraisal ,employee involvement ,

employment security ) on front office employees’ job satisfaction in five-star hotels in

Amman –Jordan as well as The Differences in the Level of Job Satisfaction among Front

Office Employees refer to the demographic factors age , gender , job level and marital status .

Chapter 1 discusses the research objectives, the hypotheses of the research the limitations of

the research, the contribution of the research to knowledge and the methodological frame work

Chapter 2 discusses the literature review and points out to previous studies conducted about the

same subjects (Abutayeh and Al-Qatawneh (2012);; Absar et al. (2010);. Lim and Ling(2012) ;

Syed and Yan (2012) ; Gürbüz (2009); Savaneviciene and Stankeviciute, (2011) lockwood

(2010) ; Zeglat and Zigan, (2013); Hashem ( 2012); Aldehayyat et al. (2011) .

Chapter 3 is the Methodology it explains the methodology of the research, the research design,

the research instrument, the research population and sample, the procedures of data collection

and the way the data was analyzed.

58

Chapter 4 reveals the demographic variables of the studied sample (age, gender, job level and

marital status) it also discusses the research hypotheses and reveals the results.

In this chapter the researcher discusses the main conclusions based on the results shown in the

previews chapter, the researcher also provides important recommendations that would be

useful for decision making in the studied hotels. This chapter includes suggestions for

academics and researchers who are willing to conduct further research in similar subjects.

5.3 Conclusions

Based on the results of the data analysis the researcher concluded that there is a significant

impact of the HRM practices ( recruitment and selection , remuneration , teamwork , training ,

performance appraisal , employee involvement and employment security ) on job satisfaction

This conclusion is compatible with conclusions of previous studies such as Absar et al.

(2010).; Syed and Yan , that recruitment and selection training , employee involvement

,performance appraisal and remuneration have an impact on job satisfaction.

The study has added to the previous studies done on the hotel industry in Jordan such as AL-

Ajjo (2007); Kana (2009); Al Mouasher (2009) lockwood (2010); Zeglat and Zigan, (2013);

Hashem (2012); Aldehayyat et al. (2011).The front office employees who are less than 25

seem to be the most satisfied with employment security .The assistant managers seem to

have the highest General Job satisfaction. There are differences in job satisfaction between

the married and single front office employees in all aspects except for satisfaction with

recruitment and selection as well as the satisfaction with remuneration.

5.4 Recommendations

Based on the results and the conclusions the researcher recommends that the HRM practices

would be applied more efficiently if there is a national policy with respect to human resource

management in Jordan to be designed written and adopted. The researcher recommends a

59

benchmark process to improve the level of applying the HRM practices in Jordan; this could be

done by putting the best HRM practices in Jordan as standards and measuring the performance

according to these standards. The researcher also recommends that it is important for HRM

practices to be continuously improved in the five star hotels in Amman-Jordan as they appear

to have a significant impact on front office employees’ job satisfaction .

The research reveals demographic differences between the front office employees due to age

,job level , and marital status , so it’s better to take these factors into consideration when

developing the HRM practices .

5.5 Suggestions For Further Research

o The researcher suggests that similar research to be conducted on five star hotels in other

locations in Jordan (such as Aqaba, Petra, and the Dead Sea), and compare the results to

this research.

o The researcher suggests that similar research to be conducted on four and three star hotels

in Amman

o The researcher suggests a research that figures out what is the most preferred way of

performance appraisal in these hotels.

60

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78



APPENDICES

Appendix (A) Demographic Questions to Front Office Employees( in English)

Choose the suitable answer:

1. Gender :

Male Female

2. Job level:

Manager (including front office manager, guest relations manager)

Assistant manager (including assistant guest relations manager and assistant front office manager)

Others (front desk employees, operators, receptionists head of concierge , guest relation employees )

3. Marital status:

Married

Single

4. Age:

Less than 25 years old 25-34 years old 35-44 years old 45-54 years old 55 and above

5. Educational level:

University graduate

Non University graduate

79

Describe your degree of your agreement / disagreement about the following

Strongly disagree

Disagree Neutral agree Strongly agree

A. Recruitment And Selection

*1. The recruitment is planned with the overall business plan

*2. There is an exam/test conducted before hiring

*3.

Employees have a good opportunity for internal hiring

*4. Employees are interviewed many times before being hired

*5. Employees are hired based on their skill , knowledge and attitude

*6. Employees are put under probation period before being hired

Remuneration

7. There are clear remuneration practices in the hotel

8. Remuneration is based upon specific standards

*9. The remuneration is related to performance

B. Teamwork

10. Employees often work in teams

*11. There are huge efforts to guarantee teamwork

C. Training

*12 There is a training manual given to employees before training

*13 The management allocates a specific amount of money for training

*14 There is a training need analysis done before the training

Independent Variable : HRM practices

80

*Questions adapted from: Ghebregiorgis, F., and Karsten, L. 2006, Human Resource Management in Eritrea: Current and Future Trends (No. 24), University of Groningen, Centre for Development Studies (CDS), viewed on 20 February2013 online from www.cds.eldoc.ub.rug.nl .The other questions are developed by the researcher

D Performance Appraisals

1. There is a specific method for performance appraisal

2. The performance appraisal is done many times a year

3. The management helps employees who have poor performance appraisal

E. Employee Involvement

4. The HR department insures that employees do the job their own way

5. The HR department is insures that good ideas are applied at work

F. Employment Security

6. Dismissals are done due to laws and regulations

7. Employees are not quickly laid off during economic downturns

Describe your degree of satisfaction about the following

Very satisfied

Satisfied Neutral Unsatisfied Very unsatisfied

A. General Job Satisfaction

*1. Being able to keep busy all the time

*2. The chance to work alone on the job

*3. The chance to do different things from time to time

*4. The chance to be somebody in the community

*5. the way your boss handles his / her workers

*6. The competence of your supervisor in making decisions

Dependent Variable : Job Satisfaction

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*7. Being able to do things that don’t go against your conscience

*8. The chance to do things for other people

*9. The chance to do something that makes use of your abilities

*10. The way company’s policies are put into practice

*11. The working conditions

*12. Praise you get for doing a good job

*13. The feeling of accomplishment you get from the job

*14. The chances for advancement on your job

B. Satisfaction With Recruitment And Selection

15. The questionnaire you have done before being hired

16. The probation period you went through before being hired

17. The exam/Test you went through before being hired

18. The recruitment process of the organization

19. The fairness of the recruitment process

C. SatisfactionWith Remuneration

*20. Your pay and the amount of work you do

21. The fringe benefits provided in the hotel

*22. The amount of rewards and recognition provided in the organization

*23. The organizational policy in linking between remuneration and performance

24. The degree of motivation you get from the remuneration practices

25. The fairness of the remuneration

D. Satisfaction With Teamwork

26. The sense of cohesiveness between employees

27. The efforts of Human resources management department for creating a team spirit

82

*Questions adapted from the Minnesota Satisfaction questionnaire short form scale the other questions are developed by the researcher

*28. The way your co-workers get along with each other

E. Satisfaction With Training

29. The skill development you get from the training

30. The way the training is evaluated

*31. The chance to have a continuous training related to your job

32. The equity of training opportunities

F. Satisfaction With Performance Appraisals

33. the system the organization uses for performance appraisal.

34. the process of performance appraisal in the organization

35. The equity of the performance appraisal

G. Satisfaction With Employee Involvement

36. The chance for your ideas to be applied at work

*37. The chance to tell people what to do

*38. The freedom to use your own judgment

*39. The chance to try your own methods of doing the job

F. Satisfaction With Employment Security

*40. The way your job provides for steady employment

41. The efforts made by the human resource management department to protect your career during layoffs

83

84