Dimensions Of Employee Engagement Research Articles

THE MODERATING ROLE OF TELECOMMUTING ON THE NODE OF EMPLOYEE ENGAGEMENT, ITS DIMENSIONS AND EMPLOYEE PERFORMANCE

Objective: To investigate the moderating effect of telecommuting on the relationship between employee engagement, its physical, cognitive, and emotional dimensions, and employee performance within the South African Information and Communication Technology (ICT) sector. Theoretical Framework: This study adopted the Employee Engagement theory and Social Exchange Theory which provide a basis for understanding the variables under study. Method: A quantitative research design was adopted. An online survey was utilised to collect data. A combination of non-probability sampling methods was employed to gather a total of 478 complete responses from employees in the South African ICT sector. The data was analyzed using a range of statistical tools, including structural equation modelling, to derive empirical insights and test the proposed hypotheses. Results and Discussion: The results reveal that telecommuting moderates the relationship between cognitive engagement and employee performance, as well as the relationsip between emotional engagement and employee performance. However, telecommuting did not moderate the relationship between physical engagement and performance, nor the relationship between employee engagement and performance. These findings suggest that telecommuting enhances employee performance primarily through its impact on cognitive engagement and emotional engagement. Research Implications: The study's findings imply that organizations, particularly in developing economies, should tailor their remote work policies to strengthen cognitive and emotional engagement among employees to optimize performance outcomes. Originality/Value: This study contributes to the existing literature by providing empirical evidence on the moderating role of telecommuting in the relationship between different dimensions of employee engagement and performance within the ICT sector in South Africa.

Profiling employee engagement dimensions and outcomes: a person-centered approach

PurposeEmployee engagement (EE) continues to be one of the most difficult challenges for organizations today. Numerous factors have been linked to EE, according to studies. However, the necessary human resource management (HRM) strategies and systems for enhancing EE have not yet been developed. It is questionable if all employees inside the company require the same HRM strategies, to boost engagement as one size does not fit all. Therefore, it is necessary to create employee profiles based on factors associated with EE. This study aims to develop employee profiles based on engagement dimensions and outcomes. It seeks to comprehend the relationship between engagement level and factors such as age, years of service and employment grade.Design/methodology/approachUsing latent profile analysis (LPA), we identified five EE profiles (highly engaged, engaged, moderately engaged, disengaged and highly disengaged). These five profiles were characterized by five EE dimensions (Culture Dimensions, Leadership Dimensions, People Process, Business alignment Dimension and Job Dimension) and EE outcomes (Say, Stay and Strive).FindingsThe study revealed that Engaged profiles exhibited low stay outcomes. The highest percentage of disengaged employees fall under 25 years of age with less than 5 years of experience and are at the entry level.Research limitations/implicationsThe study highlights the significance of the people processes dimensions in enhancing engagement. Profiles with low people process dimensions showed high disengagement. Person-centered LPA adds and complements variable-centered approach to develop a better understanding of EE and help organizations devise more personalized strategies. The study would be of interest to both academics and practitioners.Originality/valueThe novelty of this study lies in its attempt to model the employee profiles to comprehend the relationship between engagement levels using LPA.

EXPLORING THE EFFECT OF EMPLOYEE ENGAGEMENT ON THE SOCIAL ASPECT OF FIRM SUSTAINABILITY: EVIDENCE FROM THE MALAYSIAN CONSTRUCTION INDUSTRY

This study examined how various dimensions of employee engagement influence the social sustainability of firms operating within the Malaysian construction industry. It focused on employees working in construction firms registered with the Construction Industry Development Board (CIDB) within the Federal State of Kuala Lumpur and Putrajaya. Simple random sampling was used for respondents selection followed by the distribution of an online questionnaire created using Google Forms. The data was analysed using Structural Equation Modelling via SmartPLS. The results indicated a favorable impact of behavioral employee engagement to firm social sustainability. In a broader sense, these findings shed light on the strategies required to enhance employee engagement for the sake of firm sustainability within the construction sector. It offers valuable insights into the leadership of construction organisations, specifically emphasising the significance of firm social sustainability and how it is influenced by employee engagement. A distinctive feature of this study is its segmentation of employee engagement into cognitive, behavioral, and emotional dimensions. Additionally, it addresses an aspect of sustainability that has received comparatively less attention—construction-related social sustainability—thus contributing to a more comprehensive understanding of the subject when compared to existing research.

Impact of Employee Engagement On Service Quality in Nigerian Public Agencies

This study investigates the connection between employee engagement and service quality in the Asset Management Company of Nigeria (AMCON), which is a key player in Nigeria's financial sector. This study examines three key dimensions of employee engagement – absorption, vigor, and dedication – and their effects on service quality, specifically focusing on the responsiveness dimension of the SERVQUAL model. This study is important because there is a lack of representation of AMCON and similar institutions in the existing literature, particularly within the context of Nigeria's unique financial landscape. This study utilized a mixed-methods approach that included quantitative surveys and qualitative interviews with AMCON employees. The analysis employed the SERVQUAL model to evaluate service quality and multiple regression analysis to explore the influence of each engagement dimension. The findings of this study are expected to contribute to a theoretical understanding of the impact of employee engagement on service quality within the asset management sector. Additionally, this study aims to provide practical insights for AMCON, potentially improving service delivery strategies and effectiveness in fulfilling its mandate. The broader implications of this study extend to similar asset management entities in emerging economies, providing a comparative perspective, and understanding of these dynamics in diverse economic and regulatory environments.

Impact of Organizational Culture and Employee Engagement on Intention to Quit Among Medical Professionals During Covid -19 Pandemic

Maintaining proactive health workers having the capabilities to be top performers is acknowledged as a pre-requisite for the long-term success and sustainability of expert doctors in hospitals in lieu of COVID-19 standardised procedures. The present study aims to fill the research gaps that have been identified and find out the impact of prevailing organizational culture on employee engagement and intention to quit. Employee engagement and organisational culture were anticipated to play a pivotal role in the connection among both proactive health workers and their intention to quit as per the undertaken study. The study was conducted on 156 Doctors from several Saudi Arabian hospitals with more than two years of experience and was used as a sample using purposive random sampling techniques. It was found that doctors are involved in experimentation during the Covid which we believe was the need of the hour to experiment with various possible techniques and tools for the sake of survival. Intellectual and affective engagement was also found to be high among doctors and intention to quit the job was found to be at a moderate level. Intention to quit was found to be negatively correlated with all the dimensions of employee engagement.

THE ROLE OF ORGANIZATIONAL CULTURE ON EMPLOYEE ENGAGEMENT

Despite the recognized importance of organizational culture (OC) for favorable organizational effects, empirically is relatively little known about its impact on employee engagement (EE), in Balkan countries, especially in the Republic of North Macedonia. To address this gap the purpose of this study is to explore the relationship between OC components and three dimensions of EE (vigor, dedication and absorption). To conduct this study a survey of 152 public secondary education employees who operate in the Republic of North Macedonia was done. The gathered data was analyzed using SPSS program. Results indicated that several components of the OC are significantly related to EE dimensions, such as employee vigor, dedication, and absorption. As a result, the study concludes that OC has a significant positive effect on EE dimensions both in and out of school. The outcomes of this study significantly contribute to a better understanding of the OC-EE relationship in the non-profit organizations.

Employee Engagement and Organisational Commitment in Nigeria: Does it Matters for Local Government Service Commission?

In the human resource literature, employee engagement and organisational commitment are very vital elements that propel organizational commitment, hence the need to empirically investigate if employee engagement matters for the organizational commitment of the local government service commission in Nigeria. The study was built on the social exchange and job demand-resources theories. A cross-sectional survey design and a sample size of three hundred and ninety-six (396) employees of the local government service commission were employed. The study used four (4) dimensions of employee engagement such as organizational learning, communication, leadership and job empowerment. Data obtained were analysed using simple percentages, frequency counts and Pearson correlation. The Pearson correlation results indicated that all four (4) dimensions of employee engagement employed in the study had a strong positive and significant relationship with organizational commitment. Impliedly, we contended that employee engagement matters for the organizational commitment of the local government service commission in Nigeria. Among others, it was recommended that the local government service commission should promote an effective learning environment, communication culture, and leadership and empower employees’ in-order to improve staff commitment to the council.

Employee Engagement and Talent Retention: A Review

This study examined employee engagement and talent retention. The objective of the study is to examine the influence of employee engagement on talent retention. Other specific objective is to determine the influence of cognitive engagement on employee competence, to determine the influence of emotional engagement on employee satisfaction and to determine the influence of behavioral engagement on employee turnover rate. The dimensions of employee engagement was reviewed as cognitive engagement, affective engagement and behavioral engagement while the measures of employee retention was reviewed as employee competence, employee satisfaction and employee turnover rate. The study revealed that engaged employees often experience positive emotions (e.g., happiness, joy and enthusiasm). Engaged employees experience better health, create their own job and personal resources which enhance their competence and thus enhance talent retention. The study thus concluded that there is a practical and literal relationship between employee engagement and talent retention. The study thus, recommended that organizations should from time to time investigate employee behavior in other to manage it properly and adequately. Organization’s plan of action should be intentional towards employee engagement for business success. While applying adequate retention strategies, organizations should be proactive and rational in other to identify and classify talented employees for retention.

Employee Engagement and Family Business Performance In South Eastern Nigeria: Is Organisational Cynicism A Moderator?

The causes of the unprecedented dwindling survival rate of family businesses in South-Eastern Nigeria are still not clear to both researchers and practitioners. Despite theoretically including employee engagement and organisational cynicism as the causes, the crux of the argument is that the literature is scant. Worst still, in the few existing studies, family and non-family businesses were lumped together. Consequently, this study seeks to investigate the moderating role of organisational cynicism in the relationship between employee engagement and family business performance. The study used vigour, dedication and absorption as the dimensions of employee engagement, while financial and non-financial performances were employed as the dimensions of family business performance. The study adopted a cross-sectional research design and a simple random sampling technique. The generated data were employed to test the research hypotheses based on (Baron and Kenny, 1986) approach to testing moderation. It was found that organisational cynicism can increase or decrease the relationship between the dimensions of employee engagement and the dimensions of family business performance. The study recommends fostering more resilient, inspired and immersed employees through workplace reinvention. To validate and generalise these results, further studies are advocated in different contexts.

Why employee engagement matters? Evidences from Delhi Metro Rail Corporation in India

PurposeThe purpose of this paper is to shed light on the relationship between organizational commitment (OC) and organizational citizenship behavior (OCB) as mediated by employee engagement (EE). The impact of different facets of OC (affective, continuance and normative) and EE (alignment, affectiveness and action-orientation) is examined with respect to OCB.Design/methodology/approachInsights from the literature underpin the hypotheses on how EE mediates the relationship between OC and OCB. Primary data using survey questionnaire were collected from 881 permanent employees of Delhi Metro Rail Corporation (DMRC) in India. Hayes' model 4 has been used for the mediation analysis.FindingsThe analyses show that only one facet of OC- affective commitment and the alignment and action-orientation dimensions of EE positively affect OCB. The relationship between OC and OCB is fully mediated by EE.Practical implicationsThe results imply that engaging employees is pivotal for effectively fostering citizenship behavior among employees. Organizations should be willing to implement strategies and interventions which enhance the emotional experience of employees to foster a sense of belongingness with the organization and engage them.Originality/valueThe paper draws on a unique data set of a prestigious organization in India to provide insights with substantial degree of generalizability into the relationship between OC, OCB and EE, whilst applying a comprehensive definition of these constructs. It is the first study to examine the inter-relationship among different facets of these constructs.

Internal communication satisfaction and employee engagement as determinants of the employer brand

PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.

Employee Engagement and Job Performance in Pasikuda Hotels: The Mediating Role of Creative Behavior of Employees

The hotel industry in Sri Lanka has been growing significantly in the past years. The need for creative behavior among the hotel employees is inevitable. Inducing creative behavior among the hotel employees is considered as very important strategy element in hotels. This study investigates the relationship between employee engagement and job performance and the mediating role of creative behavior of employees of selected Pasikuda hotels. This study is implemented with of three dimensions of employee engagement, namely vigor, dedication and absorption and job performance is as the dependent variable. Job performance is measured using two dimensions, task performance and contextual performance. Creative behavior functioned as a mediator between the two variables. Creative behavior included with two dimensions, namely idea exploration and idea generation. This study eliminates the empirical knowledge gap in the Pasikuda area regarding mediating role of creative behavior between employee engagement and job performance. Using questionnaire, the data were collected from 148 employees of 10 selected hotels in Pasikuda. The collected data were analyzed by using descriptive statistics, correlation, regression and mediating analyses. The questionnaire included established measures relating to employee engagement, job performance and creative behavior in addition to various demographic questions. The findings reveal that the employee engagement, creative behavior and job performance are in high level among the respondents. The analyses stated the strong positive relationship between the employee engagement and job performance, the strong positive relationship between the employee engagement and creative behavior and the strong positive relationship between job performance and creative behavior. Creative behavior has been found to cast a partial mediating effect on the relationship between employee engagement and job performance.
 Keywords: Employee Engagement (EE), Job Performance (JP), Creative Behavior (CB)

Religiosity, employee empowerment and employee engagement: an empirical analysis

PurposeThe purpose of this study was to enhance our understanding of the connection between religiosity, employee empowerment and employee engagement.Design/methodology/approachDrawing on the social exchange theory, a framework of hypotheses is developed that focusses on religiosity, employee empowerment and their impact on employee engagement. This research employed a quantitative survey and data obtained from 232 adults working in companies in Accra Ghana.FindingsThe results suggest that religiosity dimensions (extrinsic and intrinsic) have a counterbalancing effect on employee engagement dimensions (intellectual and affective). Employee empowerment predicts both intellectual and affective engagement.Research limitations/implicationsThis study has some limitations which provide opportunities for more research. First, the study is cross-sectional and focusses on employees in selected companies in Accra Ghana. More so, the participants were a convenience, majorly men (only 28% were women). This limits the generalisability of the findings and our confidence in ascertaining the “cause” and “effect” in the relationship. The present paper used a quantitative research approach; mixed method may provide in-depth insight into the subject. The study examined the direct relationship between religiosity, employee empowerment and employee engagement. Future research should explore how the effect of religiosity and employee empowerment on a relevant outcome changes according to other organisational characteristics.Practical implicationsOrganisations must develop more interest in religion's relevance and its impact on their employees' engagement. This should be done by providing the necessary platforms for employees to practice their religion. There is the likelihood of lack of engagement when an organisation fails to consider employee religious orientation or attempts to unduly regulate employees' religiosity. Empowering work environment can promote a higher level of employee engagement. It is obvious that empowered employees are focussed, energetic, enthusiastic and have positive disposition to work. These positive attitudes lead to a higher level of engagement which fosters productivity and overall organisational performance.Originality/valueThis study could contribute to the literature on religiosity, employee empowerment and employee engagement in the Ghanaian context. Therefore, there is a need to keep employees engaged and enhance productivity. This study underpins the importance of religiosity and employee empowerment in fostering employee engagement and productivity in the Ghana work setting.

Developing a measurement scale for employee engagement: a validation study in a South Korean context

PurposeThe purpose of this paper is to develop a reliable and valid measurement scale of employee engagement that can be used in human resources departments in any industry field.Design/methodology/approachThis study used the measurement development process with three steps. The first step was to generate items for measuring employee engagement. For this reason, the authors proposed an integrated conceptual model based on the results of a literature review and justify the concepts from self-determination theory and person-environment fit theory as the theoretical foundation. The second step was to determine the types of questions suitable for measurement, examining the content validity. Content validity was conducted two times by the group, academic experts and business practitioners. The last step was to examine the exploratory factor analysis (EFA), confirmatory factor analysis (CFA), multi-group analysis and reliability with 352 survey responses from the South Korean business context.FindingsFindings of the measurement scale development procedure, i.e. employee engagement, should be managed in a balanced manner in all dimensions, as it is composed of four dimensions (person engagement, work engagement, organization engagement and relation engagement) and 16 sub-factors. Additionally, organization engagement was the major factor among the four dimensions of employee engagement with the highest variance explanation. From the statistical standpoint, the employee engagement scale (EES) is possible to use in any industry field because it demonstrated not only content validity and internal consistency reliability but also the three steps of factor analysis (EFA, CFA and multi-group analysis).Research limitations/implicationsThis survey was conducted with an assistant manager located in Korea. Therefore, it will be necessary to analyze both leader and employee engagement for those who live in foreign countries. The EES is useful to leaders and human resource managers because it is applicable to managing engagement levels of employees and fosters customized training programs.Originality/valueThis is the first study to develop measurement tools for employee engagement in South Korea. In addition, most studies demonstrated that individual feeling was valued to drive employee engagement. This research, however, proposes an extended concept of employee engagement for four dimensions (person, work, relation and organization) and emphasizes the important relationship between individuals and colleagues in an organization. Based on these results, a theoretically integrated model of employee engagement was developed and a practically valid measurement tool for capturing comprehensive domains of employee engagement was proposed.

THE AFFECT OF VIGOR, DEDICATION AND ABSORPTION ON THE EMPLOYEE PERFORMANCE AT PT. MANDIRI UTAMA FINANCE

This research has purpose to revealed those affect from all dimensions of employee engagement, which is vigor, dedication and absorption on the performance of employees at PT. Mandiri Utama Finance. The aims of this research was to discovered an descriptive explanation relates to the vigor, dedication, absorption and also employees performance at PT. Mandiri Utama Finance and it affects towards the performance of employees at PT. Mandiri Utama Finance. The research population was all employees of PT. Mandiri Utama Finance, which amounted of 210 people. Due to the relatively small population, so all the employees were made as respondents (saturated sampling). The data analysis method used multiple linear regression analysis by SPSS (Statistical Package for The Social Sciences) software version 25. The results showed that vigor had a positive and significant affect on employee performance, dedication had a positive and significant affect on employee performance and absorption had a positive and significant affect on employee performance. All above variables has a weak impact with coefficient of determination (R²) only for 32%.

Zoom in on the levels of employee engagement, perception, satisfaction; employee roles influenced – health care sample study

Purpose The paper aims to considering quality that comes from quality employees taking discretionary efforts, having right perception towards quality, getting satisfied from their contribution. Exploring the relationship of engagement, perception and satisfaction, and mapping the levels and identifying managerial implications for improving the levels. Design/methodology/approach William Kahn’s employee engagement dimensions, Parasuraman and Zeithaml’s quality dimensions and Harter et al.’s satisfaction dimensions applied and variables framed in health-care context, tested and applied. Survey data collected from randomly selected medical and non-medical employees from south Indian state Tamil Nadu health-care organizations, using structured questionnaire. Findings Age, experience and roles of the respondents in work have a significant association with the levels. It explores a significant positive relationship of perception, engagement and satisfaction. The study explores an average 28% of employees have high level of engagement, perception (18%) and satisfaction (22%), and the rest fall under moderate and low levels. The roles of the respondents significantly predict the levels. Originality/value The study focuses on engagement, perception and satisfaction of employees, not of patients. It registered the responses of trained physicians, nurses and administrative staff. It illustrates human resource strategic importance to improve the levels concerning quality measures.

Analysing the Relationship Between Hotels’ Internal Marketing and Employee Engagement Dimensions

Purpose – In the hotel industry, as in all services, the goal is to have satisfied employees who are engaged in their job. From a marketing perspective, one of the possible ways companies can achieve that is by adopting internal marketing practices. Hence, the purpose of this paper is to research the relationship between internal marketing and different dimensions of employee engagement (emotional, cognitive and physical) in the hotel industry. Design/Methodology/Approach – The data was collected through a paper-and-pencil questionnaire on a sample of 573 hotel employees in Croatia. Adapted scales from previous research were used for measuring research constructs using the back-translation technique. Conceptual model and hypotheses were tested with covariance based structural equation modelling. Findings and implications – The results show that internal marketing had a positive and statistically significant impact on emotional and cognitive engagement. Cognitive engagement, in turn, had a positive impact on emotional and physical engagement, while emotional engagement had a positive impact on physical engagement. Limitations – The use of self-evaluations could potentially cause social desirability bias. The study is limited only to Croatian hotels, which might vary from hotel industries in other parts of the world. Originality – This paper contributes to the development of internal marketing, as it identifies the relationship between internal marketing and different forms of employee engagement. Employee engagement is approached multidimensionally as consisting of emotional, cognitive and physical engagement. By distinguishing different engagement dimensions, the paper contributes to the theory of personal engagement with testing employee engagement concept in the hotel industry.

Does Coworkers Support Matters? Employee Engagement Study in Malaysia Oil and Gas Offshore Operations

With the new norm in business environment post-COVID-19 outbreak in late 2019, most of the organisation struggles in adapting to address unprecedented changes that indirectly affect the organisation's relationships with its own employees. Thus, employee engagement still remains a relevant subject to be discussed. There were limited studies that have been carried out on the impacts of coworkers support on employee engagement, especially in the Malaysian oil and gas industry. Therefore, this study examines the effects of coworkers support towards employee engagement among the offshore employees in Malaysia. A study was conducted through an online questionnaire via Google Forms approach where 250 offshore employees participated and data were then analysed by utilizing Partial Least Squared-Structural Equation Modelling using SmartPLS 3.0. The findings suggest that coworkers support has a positive relationship with both employee engagement dimensions among offshore employees. This study had provided oil and gas companies with a better insight and understanding of the importance of the coworkers support aspect in improving employees’ level of employee engagement among offshore employees. Future studies should also consider examining whether supervisor support and management support at offshore locations play an important role in enhancing the level of employee engagement.

Exploratory study

PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.FindingsThe statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.Research limitations/implicationsThis includes low response rate from some groups.Practical implicationsThe importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.Social implicationsThe costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.Originality/valueEmployee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.

Organizational Citizenship Behavior as Mediation Effect of Employee Engagement Dimensions on Employee Performance (Study in Non-Star Hotel, Bali, Indonesia)

Organizational Citizenship Behavior as Mediation Effect of Employee Engagement Dimensions on Employee Performance (Study in Non-Star Hotel, Bali, Indonesia)