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Work engagement, job satisfaction, and turnover intentions: A comparison between supervisors and line-level employees

Lu Lu (School of Hospitality Business Management, Washington State University, Pullman, Washington, USA)
Allan Cheng Chieh Lu (School of Tourism Management, Sun Yat-Sen University, Zhuhai, China)
Dogan Gursoy (School of Hospitality Business Management, Washington State University, Pullman, Washington, USA and School of Tourism and Hospitality, University of Johannesburg, South Africa)
Nathan Robert Neale (Department of Management, Marketing and Business Administration, University of Houston-Downtown, Houston, Texas, USA)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Article publication date: 11 April 2016

20343

Abstract

Purpose

This study aims to investigate the influence of employee positions (supervisor vs line-level employee) on work-related variables (e.g. work engagement, job satisfaction and turnover intentions).

Design/methodology/approach

Data were collected from line-level employees and supervisors of 29 mid- to up-scale hotels. A series of one-way ANCOVA were performed to test the position differences in work engagement, job satisfaction and turnover intentions. Hierarchical regression analyses were conducted to examine the moderating role of employees’ positions on the relationships between those variables.

Findings

Supervisors have significantly higher work engagement and lower turnover intentions than line-level employees, whereas job satisfaction does not differ across positions. Employee positions significantly moderate the relationship between absorption and job satisfaction, and the relationship between dedication and turnover intentions.

Practical implications

This study provides an in-depth analysis for hotel managers to capture work-related factors (i.e. work engagement, job satisfaction and turnover intentions) across employee positions. Dedication is the primary barometer that significantly leads to job satisfaction and reduced turnover intentions compared to vigor and absorption. Although job satisfaction may be boosted by improving employee work engagement (i.e. vigor, dedication and absorption), increasing absorption is not an effective solution to increase supervisors’ job satisfaction. Hotel managers need to carefully monitor supervisors’ levels of dedication, given its focal impact on turnover intentions.

Originality/value

This study is one of the first attempts to examine the differences between line-level employees’ and supervisors’ work engagement (i.e. vigor, dedication and absorption) and its consequences (i.e. job satisfaction and turnover intentions). Findings highlight the unique influence of the individual dimension of work engagement on job satisfaction and turnover intentions. This study reveals the moderating effect of employee positions on the links between engagement dimensions and consequences.

Keywords

Citation

Lu, L., Lu, A.C.C., Gursoy, D. and Neale, N.R. (2016), "Work engagement, job satisfaction, and turnover intentions: A comparison between supervisors and line-level employees", International Journal of Contemporary Hospitality Management, Vol. 28 No. 4, pp. 737-761. https://doi.org/10.1108/IJCHM-07-2014-0360

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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