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Abstract
The study explores the relationships among work engagement, work locus of control, passion, and perceived parasitism through the job demands-resources model (JD-R). Data were collected from five-star hotel employees in Cesme, Turkey using a structured questionnaire while the research hypotheses were tested by structural equation modelling. The results revealed that hospitality business employees’ perceived community-directed parasitic relations decreased their work engagement while leading them to have an external work locus of control. In contrast, employees with internal work locus of control felt harmonious passion for their work, which increased work engagement. In addition, internal work locus of control led to harmonious and obsessive passion whereas external work locus of control led to obsessive passion. Regarding engagement, parasitic relations can be prevented, and harmonious passion can be created through the fair behaviours of managers, good assignment by the authorities, and the responsibility of employees. This requires feedback and performance monitoring processes based on objective criteria. Increasing the number of engaged employees which in turn improves business performance may also help reduce workforce turnover, which is a significant issue for hospitality businesses.
Highlights
Today, hotels are supposed to increase the number of repeat guests, improve customer loyalty and maximize their profit in a high competitive environment of hospitality and service industry
This study was conducted within the framework of the job demands-resources model (JD-R) model to determine the effects on work engagement of the relationships between perceived self- and community-directed parasitism, internal and external work locus of control, harmonious and obsessive passion
The validity and the reliability of the scales were confirmed by confirmatory factor analysis and structural equation modelling was used to test the models
Summary
Hotels are supposed to increase the number of repeat guests, improve customer loyalty and maximize their profit in a high competitive environment of hospitality and service industry. Schaufeli, Salanova, Gonzalez-Roma, and Bakker (2002) defined engagement as a positive, fulfilling psychological state that deeply affects employees’ job performance providing several organizational benefits It improves employee performance (Arakawa & Greenberg, 2007; Bakker & Bal, 2010; Bakker, Van Emmerik, & Euwema, 2006; Rich, Lepine, & Crawford, 2010), job satisfaction (Lee, 2012), emotional organizational commitment (Schaufeli & Bakker, 2004), extra role behaviour and organizational citizenship behaviour (Kang, 2014), productivity (Attridge, 2009), and profitability (Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2009), service recovery and creative performance (Karatepe, 2012). Such employees can improve team performance by spreading their engagement through collaborative effort (Bakker, Demerouti, & Xanthopoulou, 2012)
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