Drivers of Hospitality Industry Employees' Job Satisfaction, Organizational Commitment, and Job Performance

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African Journal of Business Management Vol. 4(18), pp. 4118-4134, 18 December, 2010 Available online at ISSN 1993-8233 ©2010 Academic Journals

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Drivers of hospitality industry employees’ job satisfaction, organizational commitment and job performance
Ming-Chun Tsai1, Ching-Chan Cheng2* and Ya-Yuan Chang3
Department of Business Administration, Chung Hua University, No. 707, Sec.2, WuFu Road, Hsinchu City, Taiwan 300, Republic of China. 2 Department of Food and Beverage Management, Taipei College of Maritime Technology, No. 212, Sec.9, Yen Ping N, Taipei City, Taiwan 111, Republic of China. 3 Department of Business Administration, National Chung Hsing University, No. 250, Kuo
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Finally, the company can make a profit (Zeithaml et al., 2009). Therefore, satisfied employees make satisfied customers. Service personnel satisfaction significantly influences organizational commitment and job performance on customer satisfaction and corporate operational performance (Ladkin, 2002; Dunlap et al., 1988; Tansuhaj et al., 1988; Chowdhary, 2003; Yang and Chen, 2010). How to enhance service personnel satisfaction, organizational commitment and job performance is a critical issue in service industry management. In past research on employee satisfaction, organizational commitment and job performance, many scholars (Babin and Boles, 1998; Bernhardt et al., 2000; Van Scotter, 2000; Koys, 2003; Testa, 2001) have validated that employees’ job satisfaction positively influences job performance and organizational commitment. In studies on factors of employees’ job satisfaction, job performance and organizational commitment, the service profit chain proposed by Heskett et al.(1994) and service marketing management model indicated by Tansuhaj et al.(1988) on overall service industry both demonstrated that management's internal marketing activities produce job satisfaction and commitment to the organization. In addition, many studies have found close relationships between leadership, employee satisfaction, organizational commitment and job performance (Billingsley and Cross, 1992; Yammarino and Dubinsky, 1994; Burton et al., 2002; Avolio et al., 2004; Chen and
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