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Job satisfaction of managers in tourism: Cases in the Antalya region
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DOI: 10.1108/02686900510598830
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Managerial Auditing Journal
Job satisfaction of managers in tourism: Cases in the Antalya region of Turkey
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Ebru Gunlu, Mehmet Aksarayli, Nilüfer #ahin Perçin, (2010),"Job satisfaction and organizational
commitment of hotel managers in Turkey", International Journal of Contemporary Hospitality Management,
Vol. 22 Iss 5 pp. 693-717 http://dx.doi.org/10.1108/09596111011053819
Jagdish K. Dua, (1994),"Job Stressors and Their Effects on Physical Health, Emotional Health and Job
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Ahmad H. Abu Raddaha, Jafar Alasad, Zainab F. Albikawi, Khulood S. Batarseh, Eman A. Realat, Asia A.
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Job satisfaction of managers in
tourism
Job satisfaction
of managers in
tourism
Cases in the Antalya region of Turkey
A. Akin Aksu and Aylin Aktaş
479
Akdeniz University, School of Tourism & Hotel Management, Antalya, Turkey
Downloaded by Monash University At 11:52 26 November 2014 (PT)
Abstract
Purpose – To investigate job satisfaction of middle and upper level managers working in 5-star
hotels and first-class holiday villages and to note interests of tourism professionals regarding the
subject of job satisfaction.
Design/methodology/approach – Questionnaire technique was used for the sample of 102 middleand upper-level managers. For data evaluation SPSS program was used. T-tests, correlation, Anova
and Scheffe tests were carried out.
Findings – According to the findings it can be mentioned that there is a general satisfaction among
middle- and upper-level managers in the sample. This finding can be evaluated as being hopeful
according to Turkey’s working conditions. In Turkey, generally personnel have long working hours,
poor physical working conditions, lack of support from their colleagues and by international
standards, insufficient salaries. Therefore the research findings are surprising.
Research limitations/implications – The results are limited within the sampled middle- and
upper-level managers in 5-star hotels and first-class holiday villages, so the results cannot be
generalized.
Practical implications – This study can be evaluated as useful information for tourism industry
professionals regarding the subject of job satisfaction.
Originality/value – Identifies job satisfaction and dissatisfaction issues of hotel managers in
Turkey.
Keywords Tourism, Hotel and catering industry, Managers, Job satisfaction, Turkey
Paper type Research paper
Introduction
After the 1980s, Turkey faced a rapid growth in tourism, as did other countries. As a
result, there was a positive change in quality and quantity of manpower
Most work in the tourism sector is oriented towards delivery of service. In order to
motivate personnel, satisfying them and making them contented are important. Job
satisfaction is a key factor affecting the performance of manpower, labour turnover,
and the productivity of touristic establishments (Ehtiyar, 1996, p. 109). Additionally,
the diversity aspect of jobs in touristic establishments needs analyzing to determine
operational aspects and outcomes. In the event that are there are problems in the
operations, these will directly or indirectly affect other processes and the emotional
condition of staff. Hence, realizing job satisfaction is vital for success in the touristic
establishment’s overall performance (Oral, 1994).
Importance and dimensions of job satisfaction
Job satisfaction has been described as being related to individual values and their
feelings of satisfaction in their work. Under the social-dimension aspect, job
Managerial Auditing Journal
Vol. 20 No. 5, 2005
pp. 479-488
q Emerald Group Publishing Limited
0268-6902
DOI 10.1108/02686900510598830
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480
satisfaction can also be defined as resulting in positive feelings at the end of the job
(Ehtiyar, 1996, p. 110). The literature includes extensive research on job satisfaction.
Job satisfaction is defined by Chiu and Francesco (2003, p. 286) as how people feel
about their jobs and job components. According to the study of Kutaniş and
Bayraktaroğlu (2002, p. 616) management types and communication possibilities with
superiors are important for job satisfaction.
Job satisfaction has three dimensions:
(1) job satisfaction is an emotional response to the job; this cannot be observed, just
stated;
(2) job satisfaction is explaining how expectations are met; and
(3) job satisfaction represents contradictory behaviours. Here, job, salary,
promotion, management style, colleagues can all be thought of as examples
of contradictory behaviours (Şimsek, 1995, p. 92).
With job satisfaction, individuals want to realize their individual targets, gain
psychological satisfaction, escape from frustration, prevent down time;and thereby
raise their psychological wellbeing to a maximum level (Kaynak, 1990, p. 31).
Job satisfaction factors
Factors influencing job satisfaction are: salary, type of job, physical conditions,
relations with colleagues, security, promotion opportunities, empowerment, status,
financial and morale awards, training, being involved in decision making,
communication, social activities, policy and management of organizations. As a
general tendency, people leave establishments because of dissatisfaction with salary,
mobbing from peers or superiors, disagreement with human resources management
policies (Tanke, 1990).
Personnel are very sensitive to salary issues because of its impact on living
standards and to provide a sense of security. In this regard, touristic establishments
must provide a suitable salary system in order to satisfy their personnel and maintain
loyalty. From another perspective it can be thought that employers attempt to “buy”
personnel satisfaction with increased salary, but in today’s competitive environment
this approach must be investigated once more (www.performance-unlimited.com/
satisfy.htm – accessed 1 July, 2005).
Working conditions and factors that affect working conditions are the most
important factors affecting productivity. Working conditions and factors that affect
working conditions must be suitable for personnel needs, their expectations and
aspirations. In this way, personal targets and touristic establishments’ targets can be
combined; and consequently personnel satisfaction levels increased. Other factors such
as lighting, heating, air circulation, and noise of touristic establishments must be
suitable for all personnel (Aksu, 1995).
Personnel in touristic establishments want to have clear and transparent promotion
systems and possibilities for the future; and promotion decision making must be
equitable. Equitable promotions will automatically increase job satisfaction and the
productivity of personnel. Status is also important for increasing job satisfaction; and it
has an important place among personnel. Generally high status makes giving
instructions and finishing duties easier. However, when giving instructions to carryout
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duties, it is recognised that explaining the reasons for the task is a positive leadership
trait; and beneficial for personnel harmony (Selek, 1997).
Financial and morale awards can also be evaluated as satisfaction-increasing
factors. In order to initiate personnel to the job and develop loyalty to the touristic
establishment, successful personnel can be rewarded. Rewards can be financial or of an
appreciative type, giving thanks or promotion (morale ones) (Kutaniş and
Bayraktaroğlu, 2002, p. 607). Good relations among colleagues, having the support of
superiors and subordinates will generally create a feeling of contentment in touristic
establishments. Negative conditions could cause physiological and psychological stress
(İncir, 1993, p. 65).
Job satisfaction is a factor affecting productivity and future doubts personnel may
have for themselves and their families. Having the feeling of trust that their job is
guaranteed during their successful work period contributes to positive results for
personnel. Additionally, the trust of personnel in labour union directors has also been
evaluated as a factor in increasing job satisfaction (Bingöl, 1998). Generally, a work
culture denying empowerment, responsibility, and decision-making powers to personnel
will contribute to dissatisfaction and disloyalty to their work establishment. In contrast,
by consulting with personnel and giving importance to their decisions and emotions they
will be more content, loyal and interested in their establishment’s success.
From the personnel perspective, job satisfaction means enhancing physical and
mental health, increasing productivity from a micro perspective, and gaining economic
development taking a macro perspective. Normally it can be argued that job
dissatisfaction has negative impacts on the organizational structure and work flows of
establishments. Dissatisfaction generally causes:
.
feeling of irrelevance among personnel;
.
decline in goods and services;
.
increase in labour absenteeism and labour turnover;
.
increase in work accidents and uneasiness among the personnel, and
.
increase in non-conformance to procedures and policies of the touristic
establishment.
Importance, aim and content of the research
Job satisfaction is especially important in service-offering of touristic establishments.
Because of its multifarious service and heavy work load, then without job satisfaction it
is not possible for personnel to work effectively and efficiently in the tourism sector.
Upon this basis, the main aims of this research are to investigate job satisfaction levels
and orient them towards satisfaction and productivity increases through the help of
needed precautions. With this research the authors wish to impress upon managers and
supervisors in touristic establishments, how of critical importance job satisfaction is.
The research was carried out in 5-star hotels operating in the Antalya city center,
Turkey; and at first-class holiday villages in the Side and Belek Regions of Antalya,
Turkey. The sample consisted of middle and upper-level managers. For data collection,
a questionnaire was administered, with 102 managers responding. According to data
from the Antalya Official Tourism Office, in January 2005 there were ten 5-star hotels
operating in the city center of Antalya and 14 first-class holiday villages in the Side
and Belek Regions of Antalya.
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Methodology of the research
The methodology of the research involved application of data collecting tools,
calculation of data reliability and assessment of validity for the questionnaire results;
and completion of a range of appropriate statistical analyses.
Data-collecting tool
For data collection, the questionnaire was used. The first part consisted of questions
addressing demographic aspects. The second part consisted of questions to elicit the
perceptions related to their establishments, the organizational aspects that they
wanted to see in their establishments, their loyalty to their establishments, and their
job satisfaction levels. In the questionnaire the total number of job satisfaction related
questions was ten, and the questions were formed according to the JDI (job descriptive
index) (Karaüzüm, 2002). The job descriptive index is one of the techniques that
measures behaviours. The total number of questions in the questionnaire was 32. Some
of these questions were formulated in order to indirectly measure job satisfaction. The
aims of the questions were designed to measure social possibilities, promotion systems,
colleagues and friends, and job-satisfaction levels.
Reliability and validity of the questionnaire
The Alpha value of the questionnaire was 0.74. From this value it can be argued that
the questionnaire was reliable. For validity of the questionnaire, different validity tests
were applied. One of these tests is content-validity: that is principally based on an
expert’s decision. In this research for content-validity, the aid of two experts in human
resource management from the Turkish tourism industry was used. The questionnaire
was initially designed, with the final version being developed with the assistance of
human-resource experts. For measuring the validity of the questionnaire, the relation
between the sampled managers’ decisions related to leaving their establishments or not
and their average scores taken from the questionnaires was investigated. For every
sampled manager’s answers a score was calculated and then divided by the number of
questions. With this, average scores were calculated. The average scores will show job
satisfaction levels of the sampled managers. These average scores can also be regarded
as reflecting the resignation desires of the sampled managers. For the calculations of
the scores, the questions were given the following scales:
.
“I agree” has a score of 1;
.
“I disagree” has a score of 2; and
.
“I have no idea” has a score of 3.
For the questions having negative meanings, ratings are:
.
“I disagree” has a score of 1;
.
“I agree” has a score of 2; and
.
“I have no idea” has a score of 3.
Average scores were evaluated from a score table as follows:
.
Average score 1: shows that sampled managers want to leave their
establishments.
.
Average score 2: shows that sampled managers don’t want to leave their
establishments.
.
Average score 3: shows that sampled managers have no idea about leaving or
not.
For the relation between leaving desires and average scores, correlation coefficients
were measured. According to correlation coefficient analysis, between these two
variables there was only a meaningless relation at the 8 per cent level. It can therefore
be concluded that there is no relationship between leaving desires of sampled
managers and their job-satisfaction level.
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Hypotheses of the research
This research has six hypotheses:
H1/Ho. There is a meaningful relation between the gender of the sampled managers
and the general satisfaction levels of the sampled managers./There is not a
meaningful relation between the gender of the sampled managers and the
general satisfaction levels of the sampled managers.
H2/Ho. There is a meaningful relation between the ages of the sampled managers
and the general satisfaction levels of the sampled managers./There is not a
meaningful relation between the ages of the sampled managers and the
general satisfaction levels of the sampled managers.
H3/Ho. There is a meaningful relation between the education level of the sampled
managers and the general satisfaction levels of the sampled managers./There
is not a meaningful relation between the education level of the sampled
managers and the general satisfaction levels of the sampled managers.
H4/Ho. There is a meaningful relation between salary and general satisfaction levels
of the sampled managers./There is not a meaningful relation between salary
and general satisfaction levels of sampled managers.
H5/Ho. There is a meaningful relation between departments and general satisfaction
levels of sampled managers./There is not a meaningful relation between
departments and general satisfaction levels of sampled managers.
H6/Ho. There is a meaningful relation between the working years in the same
establishment and the general satisfaction levels of the sampled managers./
There is not a meaningful relation between the working years in the same
establishment and the general satisfaction levels of sampled managers.
Statistical analysis
Data from the questionnaire were evaluated using the SPSS 10.0 statistical package.
Initially, descriptive statistics were completed. Next, T-tests, correlation coefficient and
Anova tests were conducted in order to define whether demographic variables had any
effect on general satisfaction levels of middle and upper-level managers.
Findings
Findings of the research consist of demographic findings, descriptive statistics, and
effects of demographic variables on general satisfaction levels of the sampled
managers.
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Table I.
Demographic details
Demographic findings
The total number of middle and upper-level managers in the sample was 102. Of these
70 per cent were male and 30 per cent female. Some 65 per cent of the managers belong
to the 26-36 age group and 30 per cent to 37-47 age group. Approximately 79 per cent of
the managers are faculty and/or high school graduates and 16 per cent of them are
lycee graduates. In Table I the demographic details are shown.
Gender
Female
Male
Age group
Between 26-36
Between 37-47
Between 48-58
59 and over
Marital status
Married
Single
Education level
Primary school
Lycée
Faculty or high school
Other
Having tourism education
Short-term courses
Tourism Education Center
Tourism Lycée
School of Tourism & Hotel Management
Tourism Master’s or PhD program
Number of working years in tourism sector
Between 0-2 years
Between 3-5 years
Between 6-8 years
Between 9-11 years
Between 12-14 years
15 and over
Number of years working in the same establishment
Between 0-2 years
Between 3-5 years
Between 6-8 years
9 and over
Department
Front office
Food & beverages
Human resources
Housekeeping
Accounting
Sales
General management
Other
Number
Percentage (%)
30
72
29.4
70.6
66
31
4
1
64.7
30.4
3.9
1.0
62
38
60.8
39.2
1
17
81
1
1.0
16.7
79.4
1.0
24
4
1
38
4
23.5
3.9
1.0
67.7
3.9
6
6
16
23
23
28
5.9
5.9
15.7
22.5
22.5
27.5
44
22
20
16
43.1
21.6
19.6
15.7
16
15
20
14
11
10
6
10
15.7
14.7
19.7
13.7
10.8
9.8
5.8
9.8
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As seen in Table I, approximately 70 per cent of the managers have tourism education
from a school of tourism and hotel management; and short-term tourism courses. Some
28 per cent of the managers have 15 years and more experience, 15 per cent of them
between six to eight years’ experience in the tourism sector. In addition to this, 43 per
cent of the managers have been working for two years and 22 per cent of them have
been working between three and five years in the same establishment. According to
departmental distribution of the sampled managers 20 per cent of them are working in
human resources, 15 per cent in the front office, 14 per cent in food and beverages, 10
per cent in accounting; with the rest in “other” departments.
Job satisfaction
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Descriptive statistics
The average scores and standard deviations of ten questions are shown in Table II.
The scores can be evaluated as indicators of positive or negative approaches of the
sampled managers to the questions. Lower average scores mean negative response,
whereas higher average scores mean a positive response of the sampled managers.
Standard deviation scores give information about the difference between observed
scores and average scores of the sample.
As seen in Table II, the top four average scores are: “having promotion possibility”
equal to “personal skills”, “having morale awards beside financial ones”, “having
enough salary for the future”, “having satisfaction from working hours and extra
working hours”, respectively.
“Having equal work loads” and “having enough support from other colleagues”
statements also have higher than average scores. The less than average scores are for:
“having enough responsibility”, “giving importance to decisions”, and “having
communication possibilities from the news in the establishment” statements. “Having
decision of leaving the establishment” has an average score of 1.81. The average score
shows that sampled managers are loyal to their establishments and do not want to
leave them.
Effects of demographic variables on general satisfaction levels of sampled managers in
establishments
T-tests, correlation coefficients and Anova tests were conducted to test whether the
average scores of managers show any differences for demographic variables such as:
Having enough responsibility
Giving importance to decisions of sampled managers
Having promotion possibilities parallel to personal skills
Having enough support from other collegues
Having equal work loads
Having communication possibilities from the news in the
establishment
Having enough salary for the future
Having morale awards beside financial ones
Having satisfaction from working hours and extra working hours
Having decision to leave the establishment
Average score
Std dev.
1.24
1.47
1.86
1.60
1.61
0.60
0.85
0.98
0.91
0.90
1.51
1.77
1.86
1.71
1.81
0.85
0.92
0.91
0.90
0.50
Table II.
Descriptive statistics of
questions in the
questionnaire
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gender, age group, education level, salaries, the number of working years in the same
establishment and departments. All results are shown in Table III.
In order to test whether the gender of managers sampled had any effect on average
scores (in other words general satisfaction levels) the T-test was conducted. Of the 102
middle and upper-level managers, 30 were female and 72 male. The average score of
females was 12.2148; and 13.4846 for males. For the T-test, there was no statistically
meaningful difference. Gender differences have no effect on general satisfaction levels
in the sampled managers.
In order to define the effect of age groups in the sampled managers on general
satisfaction levels, the relationship between age groups and average score variables
was investigated. Correlation analysis was completed. The results indicated that there
was no statistically meaningful relationship between age groups and average scores.
Age-group differences have no effect on general satisfaction levels.
In order to explore whether education levels had an effect on the general satisfaction
levels of the sampled managers, the Anova was conducted. The Anova showed a
statistically meaningful relationship between education levels and the general
satisfaction level. Anova suggests that education levels have an effect on general
satisfaction levels in sampled managers.
To test if salary has an effect on general satisfaction levels of managers sampled,
Anova was completed. Anova showed that there is no statistically meaningful
relationship between salary and general satisfaction levels. Salary has no effect on
general satisfaction levels in managers sampled. Similiar results can be seen for
departmental distribution, the number of working years in the same establishment for
general satisfaction levels in managers sampled. Departments or the number of
working years completed in the same establishment have no effect on general
satisfaction levels in managers sampled.
Results and suggestions
This research has identified that there is “general satisfaction” in middle and
upper-level managers sampled. This finding can be regarded as important when
consideration is made to Turkey’s working conditions. In Turkey, generally, personnel
have long working hours, poor physical working conditions, lack of support from their
colleagues and, by international standards, insufficient salaries. These research results
are therefore surprising. This research, however, indicates that there is a need for
improving working conditions in the future. Promotion, the notion of morale and
financial rewards, salary and working hours appear to be of an acceptable standard for
managers sampled. However, for lack of responsibility, acknowledgement of taking
decisions and poor communication of corporate news events there is greater
pessimism. With more attention to these issues the general satisfaction levels will be
greater.
Whilst the findings have contributed to our greater understanding of the tourism
sector in Turkey, there are limitations. The sample was limited to 102 middle and
upper-level managers. With a longitudinal study conducted on a larger sample
population, results could be compared and generalised statements drawn.
An additional limitation can be related to information taken from the managers
sampled. With the possible fear of losing their job, they may not have given sufficient
detailed or totally truthful information regarding their current situation despite the
Anova
Anova
Anova
Anova
Correlation
T-test
Test type
Gender-independent variable
Average score – dependent variable
Age
Average score
Education level – independent variable
Average score – dependent variable
Salary – independent variable
Average score – dependent variable
Department – independent variable
Average score – dependent variable
The number of working years in the same
establishment – independent variable
Average score – dependent variable
Variables
0.779
0.860
0.571
0.025
0.412
0.173
Meaningful level
Explanation
From the gender perspective there is no difference
between average scores
There is no relation between age groups and average
scores
From the education level perspective there is a
difference in average scores
From the salary perspective there is no difference in
average scores
From the department perspective there is no
difference in average scores
From the number of working years in the same
establishment there is no difference in average scores
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Table III.
T-test, correlation and
Anova results
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authors’ efforts to put them at ease. Generally in this kind of research – with the
exception of the application of questionnaires – observational techniques and running
of focus groups prior to the research activity could provide additional useful
information.
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