Abstract
The main purpose of this study is to investigate the factors influencing employee well-being among employees. Specifically, the study is conducted to examine the relationships between workplace spirituality, work-family conflict, perceived organizational support, and employee well-being among hotel’s employees in Perak, Malaysia. A total of 140 questionnaires were used for data analysis. Pearson correlation analysis shows that workplace spirituality and perceived organizational support have positive relationships to employee well-being, and work-family conflict has a negative relationship to employee well-being. Based on multiple regression analysis, the study found that two independent variables, which are workplace spirituality and work-family conflict, have significant relationships with employee well-being among hotel’s employees. Meanwhile, perceived organizational support have no significant relationship with employee well-being. The implications and limitations of the study are also presented.
Highlights
The implications of employee well-being to organizational performance and success, received a growing research attention from scholars (De Cuyper, Van der Heijden, & De Witte, 2011; Taris & Schreurs, 2009)
Respondents’ current work position is obtained, where 45 respondents were from non-management position, 25 respondents were managerial management, 36 respondents were lower management, and six respondents were from top management
The main objective of the study is to examine the relationships between workplace spirituality, workfamily conflict, perceived organizational support, and employee well-being
Summary
The implications of employee well-being to organizational performance and success, received a growing research attention from scholars (De Cuyper, Van der Heijden, & De Witte , 2011; Taris & Schreurs, 2009) This is due to the importance of employees’ well-being for organizational quality, performance, business effectiveness and profit. As reported from other country, hotel managers experienced high level of stress, such as 23% represented the interpersonal tension and 20% stress from work overloads (O’Neill & Davis, 2011). This can be assumed that hotel managers at Malaysia as well may face the same situations.
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