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    호텔 종사원의 직무착근도와 역할스트레스원이 직무만족, 조직몰입 및 이직의도에 미치는 영향 = Effects of job embeddedness and role stressors of hotel employees on job satisfaction, organizational commitment and turnover intention

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    https://www.riss.kr/link?id=T11294181

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    다국어 초록 (Multilingual Abstract) kakao i 다국어 번역

    Hotel industry is generally characterized labor intensive industry since hotel products highly depend on personal service and are graded by hotel employees.
    In terms of financial aspect, the personal and organizational costs of turnover are often very high and actual turnover carries not only positive effects, but negative effects also. Then, talented employee retention has the attention of top-level managers in today's hotel industry. Over the years, researchers have developed partial answers to the question of why employee leave the organization. However, the research in scientific journals reports that work attitudes play only a relatively small role overall in employee retention and leaving. Other factors besides job satisfaction and organizational commitment are important for understanding turnover.
    This study researched on an investigation of the variables that may predictive of turnover intention and tested a model that includes mediating variable. The purpose of this study was to investigate how hotel employees' perceived job embeddedness (fit, link, sacrifice) and role stressors (role conflict, role ambiguity, role overload) affected their job satisfaction, organizational commitment and turnover intention. An extensive survey of hotel employees was conducted for this study and a total 503 current hotel employees completed questionnaires measuring job embeddedness, role stressors, job satisfaction, organizational commitment, attractiveness of alternative, and turnover intention. All the data employ SPSS 12.0 program in order to analyze frequency, average and standard deviation, reliability analysis, factor analysis, multiple regression analysis, and moderated multiple regression analysis.
    The conclusion of this study is as following. First, job embeddedness is categorized into three dimensions of fit, link, and sacrifice, and job embeddedness as independent variable significantly influenced on job satisfaction, organizational commitment and turnover intention, except sacrifice and link on job satisfaction and link on organizational commitment. Among three dimensions of job embeddedness, fit influenced strongest on all result variables.
    Second, role stressors are categorized into three dimensions of role conflict, role ambiguity and role overload, and role stressors as independent variable significantly influenced on job satisfaction, organizational commitment and turnover intention. except role conflict on job satisfaction. Among three dimensions of role stressors, role ambiguity influenced strongest on all result variables.
    Third, organizational commitment as one of work attitudes influenced on turnover intention statistically.
    Forth, attractiveness of alternative failed to influence as mediator between job satisfaction and turnover intention, and organizational commitment and turnover intention statistically.
    According to the statistical results, strategic suggestions can be made as following. First, top-level managers should be careful to hire employees based on job description, organizational culture to maximize "fit" to the expecting job and role and eventually to maximize job satisfaction and organizational commitment and minimize employees' turnover intention. Also, manager should have regular interview to increase individual "fit" for the job and organization, and offer mentor for newly hired employees and continuous job training, Hotel also should sponsor and support internal club or society activities, acknowledge team and evaluate team performance to strengthen team identity.
    Second, hotel managers need to manage role stressors of employees systematically those may incur decreasing job satisfaction and organizational commitment, and increase turnover intention. Especially, since role ambiguity strongly influenced on work attitudes and turnover intention, managers should hire and train based on detail and elaborate job description. Also, hotel should offer clear individual work assignment and target, the information how personal role related with whole operation, and advance clear and planned organizational goal
    번역하기

    Hotel industry is generally characterized labor intensive industry since hotel products highly depend on personal service and are graded by hotel employees. In terms of financial aspect, the personal and organizational costs of turnover are often very...

    Hotel industry is generally characterized labor intensive industry since hotel products highly depend on personal service and are graded by hotel employees.
    In terms of financial aspect, the personal and organizational costs of turnover are often very high and actual turnover carries not only positive effects, but negative effects also. Then, talented employee retention has the attention of top-level managers in today's hotel industry. Over the years, researchers have developed partial answers to the question of why employee leave the organization. However, the research in scientific journals reports that work attitudes play only a relatively small role overall in employee retention and leaving. Other factors besides job satisfaction and organizational commitment are important for understanding turnover.
    This study researched on an investigation of the variables that may predictive of turnover intention and tested a model that includes mediating variable. The purpose of this study was to investigate how hotel employees' perceived job embeddedness (fit, link, sacrifice) and role stressors (role conflict, role ambiguity, role overload) affected their job satisfaction, organizational commitment and turnover intention. An extensive survey of hotel employees was conducted for this study and a total 503 current hotel employees completed questionnaires measuring job embeddedness, role stressors, job satisfaction, organizational commitment, attractiveness of alternative, and turnover intention. All the data employ SPSS 12.0 program in order to analyze frequency, average and standard deviation, reliability analysis, factor analysis, multiple regression analysis, and moderated multiple regression analysis.
    The conclusion of this study is as following. First, job embeddedness is categorized into three dimensions of fit, link, and sacrifice, and job embeddedness as independent variable significantly influenced on job satisfaction, organizational commitment and turnover intention, except sacrifice and link on job satisfaction and link on organizational commitment. Among three dimensions of job embeddedness, fit influenced strongest on all result variables.
    Second, role stressors are categorized into three dimensions of role conflict, role ambiguity and role overload, and role stressors as independent variable significantly influenced on job satisfaction, organizational commitment and turnover intention. except role conflict on job satisfaction. Among three dimensions of role stressors, role ambiguity influenced strongest on all result variables.
    Third, organizational commitment as one of work attitudes influenced on turnover intention statistically.
    Forth, attractiveness of alternative failed to influence as mediator between job satisfaction and turnover intention, and organizational commitment and turnover intention statistically.
    According to the statistical results, strategic suggestions can be made as following. First, top-level managers should be careful to hire employees based on job description, organizational culture to maximize "fit" to the expecting job and role and eventually to maximize job satisfaction and organizational commitment and minimize employees' turnover intention. Also, manager should have regular interview to increase individual "fit" for the job and organization, and offer mentor for newly hired employees and continuous job training, Hotel also should sponsor and support internal club or society activities, acknowledge team and evaluate team performance to strengthen team identity.
    Second, hotel managers need to manage role stressors of employees systematically those may incur decreasing job satisfaction and organizational commitment, and increase turnover intention. Especially, since role ambiguity strongly influenced on work attitudes and turnover intention, managers should hire and train based on detail and elaborate job description. Also, hotel should offer clear individual work assignment and target, the information how personal role related with whole operation, and advance clear and planned organizational goal

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    목차 (Table of Contents)

    • 제1장 서론 = 1
    • 제1절 문제의 제기 및 연구의 목적 = 1
    • 1. 문제의 제기 = 1
    • 2. 연구의 목적 = 3
    • 제2절 연구의 범위 및 방법 = 6
    • 제1장 서론 = 1
    • 제1절 문제의 제기 및 연구의 목적 = 1
    • 1. 문제의 제기 = 1
    • 2. 연구의 목적 = 3
    • 제2절 연구의 범위 및 방법 = 6
    • 1. 연구의 범위 = 6
    • 2. 연구의 방법 = 8
    • 제2장 이론적 배경 = 9
    • 제1절 이직 = 9
    • 1. 이직의 개념 = 9
    • 2. 이직의 분류 = 10
    • 3. 이직 의도 = 12
    • 4. 이직에 관한 선행 연구 = 13
    • 제2절 직무 착근도 = 18
    • 1. 직무 착근도의 개념 = 18
    • 2. 직무 착근도의 구성요인 = 21
    • 3. 직무 착근도에 관한 선행 연구 = 23
    • 제3절 역할 스트레스원 = 25
    • 1. 역할의 개념 = 25
    • 2. 스트레스의 개념 = 26
    • 3. 직무 스트레스의 개념 = 27
    • 4. 역할 스트레스원에 관한 선행연구 = 30
    • 제4절 직무만족 = 35
    • 1. 직무만족의 개념 = 35
    • 2. 직무만족의 요인 = 36
    • 3. 직무만족에 관한 선행 연구 = 37
    • 제5절 조직몰입 = 39
    • 1. 조직몰입의 개념 = 39
    • 2. 조직몰입에 관한 선행 연구 = 40
    • 제6절 대안 매력도 = 41
    • 1. 대안 매력도의 개념 = 41
    • 2. 대안 매력도에 관한 선행 연구 = 43
    • 제3장 조사 설계 = 44
    • 제1절 연구 모형 및 가설 설정 = 44
    • 1. 연구 모형의 설계 = 44
    • 2. 가설 설정 = 45
    • 제2절 실증 조사의 설계 = 52
    • 1. 표본의 선정 및 자료의 수집 = 52
    • 2. 분석 방법 = 52
    • 3. 변수의 조작적 정의 = 53
    • 4. 설문지의 구성 = 55
    • 제4장 실증분석의 결과 = 59
    • 제1절 표본의 기초통계분석 결과 = 59
    • 1. 기초통계분석 = 59
    • 2. 신뢰성 및 타당성 분석 = 62
    • 3. 호텔 종사원이 지각하는 직무 착근도의 평균값 = 65
    • 제2절 연구가설 검증 결과 = 66
    • 1. 호텔종사원의 직무 착근도와 직무만족 = 66
    • 2. 호텔종사원의 직무 착근도와 조직몰입 = 67
    • 3. 호텔종사원의 직무 착근도와 이직의도 = 68
    • 4. 호텔종사원의 역할 스트레스원과 직무만족 = 69
    • 5. 호텔종사원의 역할 스트레스원과 조직몰입 = 70
    • 6. 호텔종사원의 역할 스트레스원과 이직의도 = 71
    • 7. 호텔종사원의 직무만족, 조직몰입과 이직의도 = 73
    • 8. 대안 매력도의 조절효과 분석 = 74
    • 제5장 결론 = 77
    • 제1절 연구결과의 요약 및 시사점 = 77
    • 1. 연구결과의 요약 = 77
    • 2. 시사점 = 79
    • 제2절 연구의 한계 및 향후 연구 과제 = 82
    • 참고 문헌 = 84
    • ABSTRACT = 103
    • 설문지 = 107
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    참고문헌 (Reference)

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