TO CRITICALLY EVALUATE THE EXTENT TO WHICH JOB SATISFACTION

CONTRIBUTES TO THE ORGANISATIONAL COMMITMENT OF RESTAURANT

EMPLOYEES, IN JAMAICA.

A CASE STUDY ON SUNSET JAMAICA GRANDE RESORT AND SPA,

RESTAURANT DEPARTMENT

Hospitality with Tourism Management

University College of Birmingham

February, 2010
MwTHM Jamaica BLOCK

Abstract

The purpose of this study is to gain a better understanding of the relationships between job

satisfaction and organisational commitment of employees at Sunset Jamaica Grande Resort

and Spa in Ocho Rios, Jamaica.

This study also focuses on revealing demographic characteristics these employees exhibit

that affect their satisfaction level. Research was conducted through a survey instrument

consisting of demographic, job-satisfaction, an organisational commitment questions

adopted from the validated Minnesota Job Satisfaction and Organisational Commitment

Questionnaires. The study generated a 74 percent response rate from 144 employees who

had worked at this foodservice operation for more than one month.

The use of the triangulation approach has lead to findings that relates to other researches that

were conducted on job satisfaction and organisational commitment. Results of the study

indicate that factors such as pay; promotion; working conditions; use of skills; work

relationships; level of education and years of experience affected satisfaction. Further,

satisfaction with policies, compensation, work conditions, and advancement were found to

have a significant relationship to organisational commitment.

In conclusion, tourism is a critical industry which accommodates an increasing number of

visitors to Jamaica, positioning itself as Jamaica- Once You Go, You Know found in the

Caribbean. Studies have confirmed that satisfied employees will be more committed to their

organisations and offer high quality service to the customers. This study should help

foodservice managers understand the relationship job satisfaction has with commitment.

Table of Contents
ii
MwTHM Jamaica BLOCK

Abstract......... .i

Table of Contents....... iv

Charts..............v

Tables........................................................................................................vii

Appendices .........vii

List o Acronyms and Abbreviations..........viii

Introduction........1

Aim & Objectives ...........4

Aim.4

Objectives......................4

Rationale............5

Literature Matrix...........9

Literature Review........13

Summary.........34

Methodology..............37
iii
MwTHM Jamaica BLOCK

Secondary Research.........39

Theoretical Framework................42

Primary Research............42

Research design.........44

Questionnaires.............................48

Un-Structured Interviews............54

Findings and Analysis .........57

Impact of Job Satisfaction on Organisation Commitment............65

Conclusions and Recommendations.. .........68

List of References .......84

Charts

Chart 1- Conceptual Model of Job Satisfaction and Organisational Commitment............30

iv
MwTHM Jamaica BLOCK

Chart 2- Response rate ...52

Chart 3- Gender and age categories of respondents... .... .58

Chart 4- Respondent number of years in organisation . 59

Chart 5- Qualification of respondents ....62

Chart 6- Respondents who have been promoted.............63

Chart 7- Respondents number of years in current position.........64

Chart 8- How the respondents find their work environment .....66

Chart 9- Factors most influence commitment.............................68

Tables

Table 1- Job level and position of respondents.............................................45

v
MwTHM Jamaica BLOCK

Table 2- Employee Breakdown.....................................................................51

Table 3- Satisfaction with general work conditions......................................70

Table 4- Satisfaction level with pay and promotion opportunities................72

Table 5- Satisfaction level with work relationships.......................................73

Table 6- Satisfaction level with use of skill and abilities...............................74.

Table 7- Organisational commitment factors.................................................75

Appendices

Appendix A- Permission letter to conduct research at Sunset Jamaica Grande and

Spa...........................................................................................................99

vi
MwTHM Jamaica BLOCK

Appendix B- Questionnaire Sample .. .........102

Appendix C- Interview Questions Sample.......109

List of Acronyms and Abbreviations

HEART/NTA Human Employment and Resource Training/National Training Agent

MSQ. Minnesota Satisfaction

vii
MwTHM Jamaica BLOCK

OCQ. Organisational Commitment Questionnaire

viii
MwTHM Jamaica BLOCK

INTRODUCTION

Tourism is a critical industry which accommodates an increasing number of visitors to

Jamaica. The Tourism Minister, Edmund Bartlett revealed that there was 1, 831,000 stop

over visitors in the year 2009, the largest number in the country's history, 74,000, more than

the previous year. A report by Dublin, Ireland-based R&M notes that "Tourism is by far the

country's largest foreign exchange earner, contributing US$870 million to the economy

annually or 11.8% of the Gross Domestic Product (GDP). Moreover, the government of

Jamaica plans to increase tourisms contribution to the GDP to 15% by 2010 Mintel Report

(2005). Jamaica performed surprisingly strongly, with growth of 3.9%, despite ongoing

concerns about rising levels of crime. International tourist arrivals for business, leisure and

other purposes are said to have declined worldwide by four per cent in 2009. With

experience showing that tourism earnings generally follow the trend in arrivals, earnings for

2009 are believed to have declined by six per cent to an estimated US$886 billion. Edmund

Bartlett, tourism minister, said Jamaica's tourism sector has managed to hold its own and

even enjoy modest growth in the worst recession the world has seen in recent time.

While recognising the challenges being faced by the industry worldwide, The Jamaica

Observer (2010) featured Edmund Bartlett in a recent article where he maintains that growth

in the Jamaica Tourism industry can be achieved even in a recession. He states;

"For us here in Jamaica even though our key responders US and UK are having great
challenges ...Jamaica was still able to achieve at the end of 2009, 3.6 per cent increase.

At the same time, Bartlett said Jamaica still struggles to communicate effectively the impact

of tourism on the economy and its overall contribution to Gross Domestic Product.
1
MwTHM Jamaica BLOCK

According to Jamaicas statistical report; hotels, rooming houses and lodging places had an

increase of 10.40%, accounting for a significant proportion of 34.26% of total employment

in September 2005. Ocho Rios accounted for 8,794 persons with direct jobs. The massive

increase of employment opportunity in the tourism sector is beneficial to the Jamaican

people, whereas, the number of persons employed directly in the hotels and restaurant sub-

sector increased from 55,413 in 2006 to 54,523 in 2007.

Hence, highly satisfied and committed employees in the tourism industry, delivering high

quality service to tourists, are of paramount importance as they are often seen as an integral

part of the service experience, Lovelock and Wright (2002).

A growing interest towards job satisfaction in organisations is a matterof discussion. It is

only one of the reasons for such a concern evolving because the concept of job satisfaction

is fairly related to the cost efficiency for businesses, such as non-attendance and labour

turnover (Meyer et al., 2002). Managers of hotels who identify their employees job

satisfaction levels would enable to arrange necessary preparations in order to make working

environment more productive.

AIM AND OBJECTIVES

Aim
2
MwTHM Jamaica BLOCK

To critically evaluate the extent to which job satisfaction contributes to the organisational

commitment of restaurant employees in Jamaica. A focus on Sunset Jamaica Grande Resort

and Spa, Restaurant Department.

Objectives

Hence, the main objectives of this study are to:

1. To critically investigate the existent literatures on Job satisfaction, and organisational

commitment.

2. To assess current job satisfaction and the factors that impact on them; employees

perspective.

3. To assess current organisational commitment level and the factors that affect employees.

4. To evaluate the strategies (use by the organisation) that significantly affects their job

satisfaction level and organisational commitment.

5. To draw conclusion about restaurant employees levels of job satisfaction influence on

organisational commitment in the restaurant division of Sunset Jamaica Grande Resort

and Spa.

RATIONALE

With reference to the service industry such as that of the tourism, the link between job

satisfaction of employees and organisation commitment has also been well demonstrated by
3
MwTHM Jamaica BLOCK

the service profit chain which showed an explicit link between satisfied employees and

loyalty to their employers and degree of productivity. In short, employee satisfaction can

contribute to customer loyalty through a series of links referred to as the service profit

chain Heskett et al (1994).

For long, the impact that individuals, groups and social structure have on behaviours and

attitudes within organisations have interested researchers. This is because work attitude

affects an organisations performance and the belief that satisfied employees are more

productive than dissatisfied ones Ostroff (1992). Job satisfaction is the second most

frequently published topic in organisational behaviour, Oreilly (1991).

However, the search for an understanding of the causes of job satisfaction or dissatisfaction

is an ongoing area of interest for social scientists and managers; the premise being that

satisfied workers will be more productive remain with the organisation longer, whereas

dissatisfied workers will be less productive and more inclined to quit, Sarker, et al (2003).

Ostoff (1992) shows that organisations with highly satisfied, committed, adjusted and

relatively unstressed members have higher levels of organisational performance than

organisations with less satisfied, less committed, less adjusted and more stressed members.

He, therefore, recommends that enhanced job satisfaction should be an organisations goal.

Other authors such as Nasurdin (2003) commented that there were very few studies that

focused on the relationship between job satisfaction and organisational commitment.

Moreover, there are very few studies about job satisfaction among hotel employees in

Caribbean, primarily Jamaica, reported in literature, examples being Simons and Enz (1995)

and Sui et al. (1997) on what motivates hotel employees in the United States and Canada as

well as Hong Kong respectively. However, these studies did not examine the relationship

4
MwTHM Jamaica BLOCK

between job satisfaction and organisational commitment. Hence the second objective of this

proposal is to assess certain factors to see the impact they have on job satisfaction. In

addition, Meyer (1984) in earlier studies suggested that older workers tend to be more

committed to an organisation since they are likely to experience greater satisfaction with

their jobs. Therefore, the third objective of this research paper is to assess the demographic

factors as a moderator in the relationship between job satisfaction and organisational

commitment.

It is in the interest of an organisation to retain employees and minimize turnover. However,

many foodservice managers have little understanding of how to satisfy their employees and

how these employees satisfaction levels influence their intent to leave their position. In fact,

because of this limited understanding, managers efforts towards employee satisfaction can

sometimes create more discord than cohesion between employees and management, leading

to poor performance and excessive employee turnover.

One significant reason that the cost of turnover in the food and beverage industry remains

high is due to the high cost of training new employees. This problem is compounded with

the fact the food and beverage outlets are labour-intensive, National Restaurant Association

(2000).

One way to address the issue of turnover is to understand the levels of job satisfaction

employees have to their operation and to determine what affects these levels of satisfaction.

To do this, we must have a clear definition of job satisfaction and identify variables that

might influence it.

5
MwTHM Jamaica BLOCK

Robbins (1994) opines that managers should be concerned with the level of job satisfaction

in their organisations for at least three reasons: there is clear evidence that dissatisfied

employees skip work more often and are more likely to resign; it has been demonstrated that

satisfied employees have better health and live longer; and satisfaction on the job carries

over to the employees life outside the job.

The researchers concern with hotels restaurant employees job satisfaction stemmed from

mounting evidence and hypotheses that most restaurant employees in Jamaica are not

satisfied with their job.

With the inadequacy of findings and suggestions about the topic many Jamaican restaurant

employers do not have many facts to work with, instead would appear to work with what

suit everyone.

It is with this in mind that the researcher intends to fill this gap regarding the levels of job

satisfaction of Jamaicas restaurant employees by carrying out this study.

Literature Matrix
Source

Authors Key Year Job Organisation Determinant Facets of Theory or

Focus Satisfaction Commitment of Job Job Framework
Satisfaction Satisfaction

6
MwTHM Jamaica BLOCK

Herzberg Work and the B 1966

et al nature of
man.
Maslow Motivation B 1970

Lawler Job J 1973

satisfaction

Porter Job 1974

et al satisfaction J
and
organisational
commitment
Locke Organisational J 1976
behaviours
Mowday Employee- J 1982
Steer Organisation
Linkages
Young Theory J 1983

Allen, Antecedents of J 1990

Meyer organisation

commitment

Spector Job satisfaction B 1997

survey

Lilly Organisational B 1997

commitment

Heskett et Service profit J 1997

7
MwTHM Jamaica BLOCK

al chain

Lease Work attitude J 1998

Owing Job satisfaction A 1999

Yousef Job J 2000
performances
Oshagbem Employee J 2000
i relations
Griffith Satisfaction J 2001
Weiss HRM J 2002

Arnett et Marketing tool J 2002

al

Mester Leadership J 2003

Nasurdin The Link J 2003
Ramayah Between
Satisfaction and
Commitment
Dorman Social support J 2004
Zapf
Gagne et Work J 2004
al motivation
Saari Employee J 2004
Judge attitudes

Hoy Research B 2004

Miskel
Wild et al Characteristics J 2005
job
satisfaction

Kacel et al Measurement J 2005

Onu et al Factors of job 2005
satisfaction
Smith measurement 2005
Johnson
Smith et al Predicting the J 2005
effects of job
satisfaction

8
MwTHM Jamaica BLOCK

Tutancu Factors job J 2006

Kozak satisfaction
Quizon- Critical J 2006
Guatno Reflections on
Job
Satisfaction
Crow Satisfaction 2006
Chimaniki Factors J 2007
et al affecting job
satisfaction
Schiestel Job J 2007
satisfaction
Key: J- Journal

B- Book

A- Article

LITERATURE REVIEW

Locke (1976) defined job satisfaction as ... a pleasurable or positive emotional state

resulting from the appraisal of ones job or job experience. That is, it is the discrepancy

between what an employee values and what the situation provides. Smith et al. (1969, p. 6)

suggested that ... job satisfaction are feelings or affective responses to facets of the

situation. (Dawis and Lofquist 1984) defined job satisfaction as the result of the workers

appraisal of the degree to which the work environment fulfils the individuals needs. These

9
MwTHM Jamaica BLOCK

definitions, as (Lease 1998) pointed out, are similar to other definitions where job

satisfaction is viewed as the degree of an employees affective orientation toward the work

role occupied in the organisation. Employee satisfaction has always been important issues

for organisations. Few organisations have made job satisfaction a top priority, perhaps

because they have failed to understand the significant opportunity that lies in front of them.

Satisfied employees tend to be more productive, creative and committed to their employers.

More recent literature, Wikipedia (2007) notes that job satisfaction describes how content an

individual is with his or her job. Job satisfaction has also been defined as a pleasurable

emotional state resulting from the appraisal of ones job, an affective reaction to ones job

and an attitude towards ones job (Brief, 1998). (Weiss, 2002) argued that it is an attitude but

pointed out that researchers should differentiate between the objects of cognitive evaluation

which affect (emotion), beliefs and behaviours. Other authors argue that job satisfaction may

include factors such as workload, physical conditions, and career aspirations of individuals.

Job satisfaction is often described as the quality of life at work as experienced by the

employee and the condition that could be promoted by social responsibility programs

executed by the employer, (Chimanikire et al, 2007).

The job satisfaction research literature has been thoroughly reviewed at intervals of about a

decade in the past half century by authors such as, (Brayfield and Crockett, 1955; Vroom,

1964; and Locke, 1976) each summarized the field extensively and observed the limited

influence of satisfaction on work output. Nevertheless, continuing the tradition of once-a-

decade revisits to the subject, (Iaffaldano and Muchinsky, 1985) confirmed the limited

causal relationship between worker satisfaction and work output, lamenting that "empirical

10
MwTHM Jamaica BLOCK

support for the satisfaction-performance relation does not approximate the degree to which

this relation has been espoused in theories of organisational design." With so much

disconfirmation, it would seem that the presumed relation of job satisfaction and

organisational commitment should long ago have been left behind as a dead-end issue.

In investigating job satisfaction, a distinction is usually made between a global feeling of

liking ones job in general and a constellation of attitudes about various facets of the job

where individuals indicate their satisfaction with parts of their job, such as pay, promotion,

work, supervisors and co-workers, ( Ironson, Smith, Brannick, Gibson & Paul, 1989; Lease,

1998).

Considering job satisfaction as an attitude is also shared by (Mester, 2003) who viewed, job

satisfaction as an attitude, which has been extensively researched, and has in many studies

been considered a dependent and an independent variable. (Mester, 2003) cited researchers

such as (Agho and Price 1992, p. 185) who defined job satisfaction as the extent to which

employees like their work.

Locke, (1976) Spector, (1997) view job satisfaction from two perspectives. One is the

employees assessment of what the job and work environment are currently providing; the

second is what the employee wants the job to provide or believe the job should provide,

Heneman (1981). Belasco and Alutto (1972, p.4) perceive it as the; willingness to remain in

a current organisation despite the inducement to leave.

11
MwTHM Jamaica BLOCK

These definitions, as Lease (1998) pointed out, are similar to other definitions where job

satisfaction is viewed as the degree of an employees affective orientation toward the work

role occupied in the organisation.

Spector (1997, p.2) also considers job satisfaction as a related constellation of attitudes

about various aspects or facets of the job. He believes that employees can feel very

differently about the various aspects of their jobs; therefore, he is a proponent of the facet

approach for determining job satisfaction. Spector argues that it provides a more complete

illustration of an employees job satisfaction.

In exploring Edwin Lockes work on job satisfaction, specifically the definition stated

above, it reflects three important aspects of job satisfaction. Firstly, job satisfaction as a

function of values, defined as what a person consciously or unconsciously desires to

obtain. For example, some hotel culture might value hiring people and helping them

develop, rather than firing them and leaving them jobless. Secondly, this definition

emphasizes that different employees have different views of which values are important,

which is critical in determining the nature and degree of their job satisfaction. The third

important aspect of job satisfaction is perception. The researcher views this perception as not

a completely accurate reflection of reality, as different people may view the same situation

differently. In a more tangible form job satisfaction is often considered in terms of intrinsic

and extrinsic factors, as proposed by (Herzberg 1966). Intrinsic factors (e.g., opportunities

for advancement and growth, recognition, responsibility, achievement) promote job

satisfaction, whereas extrinsic factors (e.g., supervision, pay, policies, working conditions,

interpersonal relations, security) prevent job dissatisfaction (Szymanski & Parker, 1996,

12
MwTHM Jamaica BLOCK

p.24). In order to prevent job dissatisfaction and retain employees in their current jobs,

employers need to keep up with changing values related toward work. (Kremer, et al, 2003)

mentioned in reference to Herzbergs theory that:

Causes of job satisfaction were usually located in the level of interest in the work,
autonomy, responsibility, achievement, recognition or professional advancement. Causes of
dissatisfaction were usually to do with job insecurity, poor working relationships with
colleagues and supervisors and inadequate pay. Job satisfaction lay in the intrinsic factors
and the causes of dissatisfaction lay in extrinsic factors and the opportunities for workers to
exercise discretion should be reintroduced to jobs., Herzberg coined the term job
enrichment to refer to an approach that emphasized the enhancement of job content as a
means to increasing satisfaction, commitment and motivation and thereby productivity (p.
144).

Job satisfaction pioneer researcher (Locke 1975), pointed out in regard to Herzbergs theory

that there is a tendency forthose who choose to work in large firms to be more likely to

report hygienes and less likely to report motivators as sources of satisfaction (p. 469).

Overall Herzbergs theory provided a great deal of information on what motivates people in

general. However, it seems logical to the researcher the theory lacks the distinction between

individual people and cannot applied to everyone in all situations.

Nevertheless, the researcher opine that Herzbergs theory is worth utilizing in this study in

order to further understand those factors that can lead to dissatisfaction and satisfaction in

employees.

Numerous studies have shown that dissatisfied employees are more likely to quit their jobs

or be absent than satisfied employees (Crow et al. 2006; Kacel et al. 2005; Saari and Judge

2004; Wild et al. 2006). Numerous job satisfaction studies since have utilized Herzberg's

13
MwTHM Jamaica BLOCK

model of job satisfaction (Kacel et al. 2005; Koelbel et al. 1991; Moreno 1998; Owings

1999; Quizon-Guatno 2006; Schiestel 2007; Smith Randolf and Johnson 2005), providing

the understanding that overall satisfaction level is an indicator of the balance of motivating

and dissatisfying factors.

Job satisfaction in organisations has been receiving increasing attention because it reduces

employee turnover, absenteeism, tardiness, and health setbacks due to stress. Workers who

are satisfied at their workplaces show positive attitudes in their homes and make a

psychologically healthy society. Many of the studies on job satisfaction have been done

focusing on different economic sectors and perspectives such as agriculture, commerce,

health and education. According to DeVaney and Chen (2003), demographic

variables such as age, gender, race, and education have an effect on job satisfaction. It has

been shown, for instance, that older workers are more likely to be satisfied than younger

workers and also that non-white employees are less satisfied than white employees. Work

related variables such as whether the job is interesting, good relations with management, job

security (permanent or contract jobs), higher pay, a sense of control over ones work were

identified as important factors underlying job satisfaction (Miller, 1980; Souza-Poza, 2000).

Onu et al., (2005) examined the factors affecting job satisfaction of field extension workers

in Enugu State Agricultural Development Programme in Nigeria using a sample of Forty-

two extension staff randomly selected across three agricultural zones. The field extension

workers indicated low level of satisfaction with their job content, conditions of service and

working environment, which were subsequently identified as key factors that could enhance

job satisfaction among extension personnel in Nigeria.

14
MwTHM Jamaica BLOCK

Tutuncu and Kozak (2006) measured job satisfaction in the Turkish Hotel industry using a

job satisfaction index. Attributes such as the work itself, supervision, and promotion were

noted as the determinants of the level of overall job satisfaction among Turkish hotel

workers ( Salazar, Pfaffenberg, 2006).

Employee satisfaction with the organisation, their supervisor, and work environment has

been found to contribute to the employee's appraisal of the work situation and work related

behaviours (Testa et al., 1998). The extensive literature available contains potentially

informative findings concerning job satisfaction that merit mention.

Dissatisfaction is consistently associated with higher levels of labour turnover. Those

workers who are most dissatisfied also exhibit a higher frequency of absence. The

explanation most frequently offered for this correlation is the likelihood that people escape,

even if only temporarily, from unpleasant work circumstances. Many other factors are also

influential here. Absences, for instance, often increase around holidays. Absences may also

be the result of dissatisfactions outside the workplace that have nothing to do with one's job.

Thus, while absences and dissatisfaction are sometimes statistically correlated, costly and

extensive redesign of work to increase satisfaction with the purpose of reducing absenteeism

would be difficult to justify in many if not most instances. (Salazar, 2006) points out that

employee satisfaction with the organisation, their supervisor, and work environment have

been found to contribute to the employee's appraisal of the work situation and work related

behaviours. These work related behaviour according to (Testa et al., 1998) can be a leading

contributor to the success of a service industry employer. It is axiomatic that satisfied

employees tend to lead to satisfied guests. Another benefit of job satisfaction is reduced

turnover. Research has shown that satisfied employees are more likely to stay in the
15
MwTHM Jamaica BLOCK

organisation than those who are dissatisfied (Mobley et al., 1979; and Salazar and Hubbard,

2000). Therefore, by focusing on what contributes to job satisfaction, an organisation can

reduce turnover. Numerous studies have shown that dissatisfied employees are more likely

to quit their jobs or be absent than satisfied employees (Crow et al. 2006; Kacel et al. 2005;

Saari and Judge 2004; Wild et al. 2006).

A recent study of Auckland hospitality workers (Poulston, 2006) indicated short lengths of

employment are common (87% have been in their current job fewer than five years), and

that the majority work part-time. The latest survey conducted by the Restaurant Association

(March 2006) indicates an average annual staff turnover of 29%, up from 26% in 2005. A

New Zealand study of productivity found that high-involvement work practices and

employee retention were strongly associated with strong enterprise performance (Guthrie,

2001). While turnover increases exposure to disruptions associated with the loss of

employees in high involvement work practices this damage is greater than in settings where

processes are more automated, for example the preparation areas of fast food establishments

(Krackhardt & Porter, 1986). Since staff turnover is costly and time consuming and involves

extra training, large hotels are the most pro-active in developing strategies to cope with

turnover and to increase retention. Such strategies include succession planning, valuing

internal communication to develop teams, and offering incentives for staff to stay. Training

and flexible hours are also seen to be important in improving retention.

The term organisational commitment is defined as a state in which an employee identifies

with a particular organisation and its goals, and wishes to maintain membership in the

16
MwTHM Jamaica BLOCK

organisation. So, high job involvement means identifying with one's specific job, while high

organisational commitment means identifying with one's employing organisation.

Organisational commitment has been described as consisting of two constructs affective

and continuance (Allen & Meyer, 1990). As defined by (Mowday, Porter, and Steers, 1982,

p.27), affective organisational commitment is a strong belief in and acceptance of the

organisations goals and values; a willingness to exert considerable effort on behalf of the

organisation; and a strong desire to maintain membership in the organisation. The

counterpart to affective organisational commitment is continuance organisational

commitment, which considers the idea that individuals do not leave a company for fear of

losing their benefits, taking a pay cut, and not being able to find another job (Murray,

Gregoire, & Downey, 1991).

As an attitude, (like job satisfaction), organisation commitment is viewed in several ways

(Mowday, et al., 1982). Since commitment is a more global response to an organisation and

job satisfaction is more of a response to a specific job or various facets of the job author

such as (Wiener, 1982), relates job satisfaction to an attitude toward work-related conditions,

facets, or aspects of the job. Therefore, commitment suggests more of an attachment to the

employing organisation as opposed to specific tasks, environmental factors, and the location

where the duties are performed (Mowday, et al., 1982). When discussed on these terms,

commitment should be more consistent than job satisfaction over time. (Mowday et al.,

1982, p.28) argues that, Although day-to-day events in the work place may affect an

employees level of job satisfaction, such transitory events should not cause an employee to

reevaluate seriously his or her attachment to the overall organisation

17
MwTHM Jamaica BLOCK

In a study by Andrew Hale Feinstein Assistant Professor of University of Nevada, Las Vegas

Relationships Between Job Satisfaction And Organisational Commitment Among

Restaurant Employees (1998), he proved that the several scores for Job satisfaction; store

location had a significant effect on the level of satisfaction with policies; and the level of

education significantly affected satisfaction with recognition. Further, satisfaction with

policies, compensation, work conditions, and advancement were found to have a significant

relationship to organisational commitment (Bhatti & Qureshi, 2007).

An individual's level of organisational commitment is a better indicator of turnover than the

far more frequently used job satisfaction predictor. Organisational commitment is probably a

better predictor because it is a more global and enduring response to the organisation as a

whole than is job satisfaction. An employee may be dissatisfied with his or her particular job

and consider it a temporary condition, yet not be dissatisfied with the organisation as a

whole. But when dissatisfaction spreads to the organisation itself, individuals are more likely

to consider resigning. Researchers have found that job satisfaction is correlated with

turnover but not to the extent that a predictive model can be created (Kraut, 1975).

Other author such as, (Lilly, 1997) believes that organisational commitment is also a result

of job satisfaction. The positive indicators of commitment are productivity and health and

the more satisfied an employee is with their job, the more they will produce and the healthier

they will be (Lilly, 1997).

However, studies have also shown that in some cases, high production itself causes high job

satisfaction. The negative indicators of organisational commitment include absenteeism,

sabotage, and violence. These factors obviously indicate low commitment towards the

organisation and low job satisfaction. Surprisingly enough, turnover (another indicator) is
18
MwTHM Jamaica BLOCK

neither positively nor negatively related to organisational commitment nor job satisfaction,

(Lilly, 1997).

Therefore, it is important to find solutions to these serious organisational issues. As

employee job dissatisfaction and poor dedication to hospitality organisations have been

identified as significant problems, it is fundamental to explore avenues that may improve

them. This paper takes the position that job satisfaction is a contributor factor to

organisational commitment of foodservice workers.

Restaurant managers should be interested in their employees' attitudes because attitudes give

warnings of potential problems and because they influence behavior. Satisfied and

committed employees, for instance, have lower rates of turnover and absenteeism. Given

that managers want to keep resignations and absences down, especially among their more

productive employees, they will want to do those things that will generate positive job

attitudes.

Hence, managers in todays organisations have to place great importance on the issue of job

satisfaction of their employees. One of the hypotheses of this study is that employees who

are satisfied are more likely to be committed to their organisations. Another hypothesise is

that, these workers, in return, are more likely to take pride in organisational membership,

believe in the goals and values of the organisation and, therefore, exhibit higher levels of

performance and productivity ( Steinhaus and Perry 1996). Various authors (Heskett;

Sasser, & Schlesinger, 1997) and (Weaver, 1994) agree with the view that satisfied

employees are also more productive. Productivity results from how hard employees work

plus how smart they work (Reichheld, 1996). According to Reichheld, three criteria drive

19
MwTHM Jamaica BLOCK

how hard employees work. They work the hardest when: (1) they have job pride, (2) when

they find their jobs interesting and meaningful, and (3) when they are recognized for their

work and benefit from the work they have accomplished. He states that employees work

smart when they are adequately trained and have been on the job long enough to reap the

benefits from their training.

Satisfied employees provide a higher level of external service quality, the service experience

that customers receive and evaluate, which leads to increased customer satisfaction, (Arnett,

Laverie & McLane 2002), (Griffith, 2001), (Heskett;, Sasser, & Schlesinger, 1997) .

(Arnett, Laverie and McLane, 2002) found that employee satisfaction is linked to positive

employee behaviour such as having a customer orientation.

Job satisfaction has been recognized as a component of organisational commitment

(Kovach, 1977). Further, since restaurant employees deal with very specific tasks on a daily

basis, there may be a link between individuals demographic characteristics and their job

satisfaction or commitment to a particular type of work.

Employee satisfaction has always been important issues for organisations. Few practices (in

fact, few organisations) have made job satisfaction a top priority, perhaps because they have

failed to understand the significant opportunity that lies in front of them. Satisfied

employees tend to be more productive, creative and committed to their organisations. For

generations, employers and labour unions focused on salaries and fringe benefits as the

rewards that would keep workers producing at top efficiency. However, research done by

(Spector, 1997) has shown that money is not always the primary ingredient of satisfying job

or the sole motivator for working and achieving. Employers fail to realize that

20
MwTHM Jamaica BLOCK

commendations of accomplishments provide psychological rewards that are critical to

satisfaction in any profession, including food service.

Job satisfaction traditionally has followed a single underlying continuum. On the end of the

continuum is supposed to represent a high level of satisfaction with the job while the other

end is purported to reflect a high level of dissatisfaction with the job (Young, 1983).

However, studies on job satisfaction have been premised on a wide range of theoretical

frameworks including need-fulfilment theory (Maslow, 1970), motivation-hygiene theory

(Herzberg, 1966), discrepancy and equity theories (Lawler, 1973), expectancy theory

(Vroom, 1964), facet satisfaction theory (Lawler, 1973), and value theory (Locke, 1976).

These studies have shown that human behaviours in organisations are influenced by both

organisational (extrinsic) and personal (intrinsic) factors. For many years behavioural

scientists believed that satisfaction led to job performance. In later years, (Porter and Lawler,

1968) turned this position around and contend that job performance leads to job satisfaction.

Hence, if employees do a good job and are rewarded for doing so, job satisfaction will

result. While some researchers continue to rely on Maslows need-fulfilment approach, its

limited utility for satisfaction has been underlined by several critics, (Miskel, 1992). The

most widely used conceptualisation of job satisfaction is Herzbergs motivation-hygiene

theory but it has attracted widespread criticisms. Vrooms expectancy theory has been

criticised mostly for the short-lived usefulness of the detailed information that it generates,

(Scott et.al, 1972). Some studies, for example, (Johnson and Holdaway, 1991) used the

Lawler facet satisfaction approach to inform their work. Regardless of the theoretical

framework they use, many researchers have shown keen interest in the study of job

21
MwTHM Jamaica BLOCK

satisfaction. Many of these studies use different facets of satisfaction to predict employee

attributes such as performance, organisational commitment, service quality (Dienhart et al,

1993; Oshagbemi, 2000; Yousef, 1998). Whereas extrinsic factors (e.g., supervision, pay,

policies, working conditions, interpersonal relations, security) prevent job dissatisfaction

(Szymanski & Parker, 1996, p.24). In order to prevent job dissatisfaction and retain

employees in their current jobs, employers need to keep up with changing values related

toward work. (Kremer, et. al, 2003) mentioned in reference to Herzbergs theory that:

(Nasurdin and Ramayah, 2003), citing the work of (OReilly and Caldwell, 1980), indicated

that both task and organisational rewards contribute to job satisfaction. Task rewards are

intrinsic rewards directly associated with the job such as interesting and challenging work,

variety and opportunities to use ones skills. Organisational rewards are the tangible rewards

that are visible to others such as pay, promotion and comfortable working conditions.

(Hoppock, 1935) forwarded a traditional approach to job satisfaction. Here, job satisfaction

is a result of various factors in the working environment and if these factors are present, job

satisfaction will arise, otherwise job dissatisfaction will emerge. The same factors will

influence job satisfaction and job dissatisfaction. In contrast, (Herzberg et al., 1959)

distinguished the factors like work environment, pay and company policies that eliminate

job dissatisfaction as the hygiene factors while the factors creating job satisfaction like

challenging work, responsibility, recognition and achievement as motivators. Hence, the job

satisfaction construct can be considered to be a function of work-related rewards and work

values (Dorman & Zapf, 2001).

Such widespread empirical investigation has led to increasingly complex interpretations and

uncertainty about theoretical meanings (Hodson, 1991). Researchers, therefore, must specify
22
MwTHM Jamaica BLOCK

their theoretical perspective. This studys perspective will be based on Herzbergs

motivation-hygiene theory. According to this theory satisfiers describe a person's

relationship with what she or he does, many related to the tasks being performed.

Dissatisfiers, on the other hand, have to do with a person' relationship to the context or

environment in which she or he performs the job. The satisfiers relate to what a person does

while the dissatisfiers relate to the situation in which the person does what he or she does.

Investigating the availability of literature on job satisfaction and organisational commitment

in the Caribbean or specifically Jamaica was futile. However, since this study perception is

based on Herzberg motivator-hygiene theory the author review other information related to

the topic under consideration.

Motivational preferences of Caribbean hotel workers and the impact of individual

differences on these preferences, Charles and Marshall conducted a survey in seven hotels in

the Bahamas. Hotel workers were motivated most by higher wages but differences in age,

organisational level and number of years in the same job position also influenced workers

motivational preferences in their study of job satisfaction and motivation, Herzberg et al.

(1959) identified a number of attitudinal factors concerning job satisfaction and motivation.

The motivators relate to the work itself and represent sources of satisfaction at work, such as

achievement, recognition, work itself, responsibility, advancement and growth, whereas the

hygiene factors relate to the work environment as potential sources of dissatisfaction, such

as company policy and administration, supervision, salary, interpersonal relations, working

conditions, status and security. These general job satisfaction factors if are positive will lead

to organisational commitment. In addition, the demographic variables also contribute to

23
MwTHM Jamaica BLOCK

general satisfaction. This information is outlined graphically in a conceptual Model, Figure

1.

Satisfaction with
Hygiene Factors
Satisfa
Job

ction

Satisfaction with
Organisational
Motivator Factors
Commitment

Demographic Variables

Age

Marital Status
Education

Tenure

Position

Yrs. Food
Service

24
MwTHM Jamaica BLOCK

Figure 1. Conceptual Model of Job Satisfaction and its effects on Organisational

Commitment.

Job satisfaction and employee commitment receive considerable attention from industrial

and organisational psychologists, management scientists, and sociologists (Bhatti and

Qureshi, 2007). Two theories have presented differentiated views of organisational

commitment. First, (OReilly and Chatman 1986) used (Kelmans 1958) typology to

distinguish three forms of organisational commitment, including (a) identification with the

organisation, (b) internalization of the organisations values, and (c) compliance. Affective

commitment refers to employees identification with, emotional attachment to, and

involvement in the organisation, which is the type of commitment in their taxonomy that is

theoretically most aligned with autonomous motivation. (Gagne, Boies, Koestner, and

Martens, 2004) thus predicted that affective commitment would be facilitated by employees

autonomous motivation. The researcher found this literature relevant as it shows the same

pattern of correlations of intrinsic, identified, and external motivation with affective

commitment that (Gagne and Koestner ,2002) had found when they related the types of

motivation to OReilly and Chatmans measure of identification and internalization. Thus,

the type of organisational commitment that encompasses accepting the organisational goals,

being committed to the organisation, and feeling engaged with and attached to the

organisation appear to be facilitated by autonomous motivation.

Although there is certainly a chicken-and-egg debate over issues regarding the relationship

between job satisfaction and organisational commitment, several researchers have made the

case that job satisfaction is a predictor of organisational commitment, (Porter, Steers,

Mowday, & Boulian, 1974; Price, 1977; Rose, 1991).

25
MwTHM Jamaica BLOCK

In a study of job security as a predictor of commitment, a significant positive correlation

was found to exist, (Yousef, 1998). Also, in a later study by (Yousef, 2000); it was revealed

that leadership behaviour was affected by commitment, which was affected by job

satisfaction and job performance.

When discussed on these terms, organisational commitment should have some relationship

with job satisfaction over time. Although day-to-day events in the work place may affect an

employees level of job satisfaction, such transitory events should not cause an employee to

re-evaluate seriously his or her attachment to the overall organisation (Mowday et al.,

1982p.28).

Further, since restaurant employees deal with very specific tasks on a daily basis, there may

be a link between individuals demographic characteristics and their job satisfaction or

commitment to a particular type of work. Therefore, demographic data on employees must

be considered. Perhaps a better understanding of these issues and their relationships can aid

further research, pinpoint better strategies for recruiting, promotion, and training of future

restaurant employees, and for reducing the amount of turnover. The scope of this study

focuses upon job satisfaction and its relationship with organisational commitment. Similar

studies were sought in reviewing the literature with few found by the researchers. However,

the researcher hopes to fill the gap in the Caribbean and Jamaica regarding the level of job

satisfaction and its influence on organisational commitment.

26
MwTHM Jamaica BLOCK

Summary

Job satisfaction has numerous definitions. One common theme that pervades most of them is

the affective character of satisfaction and dissatisfaction. In the broadest sense, job

satisfaction refers to a persons personal general attitude towards the job or towards specific

facets of the job, Hodson (1991) Employee satisfaction has always been important issues for

organisations. Few practices (in fact, few organisations) have made job satisfaction a top

priority, perhaps because they have failed to understand the significant opportunity that lies

in front of them.

The term organisational commitment is defined as a state in which an employee identifies

with a particular organisation and its goals, and wishes to maintain membership in the

organisation. So, high job involvement means identifying with one's specific job, while high

organisational commitment means identifying with one's employing organisation.

27
MwTHM Jamaica BLOCK

Restaurant managers should be interested in their employees' attitudes because attitudes give

warnings of potential problems and because they influence behavior. Satisfied and

committed employees, for instance, have lower rates of turnover and absenteeism. Given

that managers want to keep resignations and absences down-especially among their more

productive employees - they will want to do those things that will generate positive job

attitudes.

Hence, managers in todays organisations have to place great importance on the issue of job

satisfaction of their employees. This is because employees who are satisfied are more likely

to be committed to their organisations. These workers, in return, are more likely to take

pride in organisational membership, believe in the goals and values of the organisation and,

therefore, exhibit higher levels of performance and productivity Steinhaus and Perry (1996).

Theorists and practitioners seem to accept the assumption that nearly everybody seeks

satisfaction in his or her work. Satisfaction and success are considered as the two summary

markers of adult vocational adjustment Crites, (1969); Osipow et al, (1996).

Theorists and practitioners seem to accept the assumption that nearly everybody seeks

satisfaction in his or her work. Satisfaction and success are considered as the two summary

markers of adult vocational adjustment Crites, (1969); Osipow et al, (1996).

The most widely used conceptualisation of job satisfaction is Herzbergs motivation-hygiene

theory, Vrooms expectancy theory and Lawler facet satisfaction approach to inform their

work.

Regardless of the theoretical framework they use, many researchers have shown keen

interest in the study of job satisfaction.

28
MwTHM Jamaica BLOCK

The utilization of Herzbergs motivation-hygiene theory as it pertains to factors that affect

foodservice workers. Factors such as work conditions, compensation, and recognition are

some of the main ones that this study explored and seek to justify the literature presented.

METHODOLOGY

The prime focus of this study is to establish whether or not there are any significant

relationships between levels of job satisfaction, and organisational commitment (dependent

variables) among restaurants employees of Sunset Jamaica Grande. This was based on

theoretical and philosophical assumptions that the research had made. In sum, their overall

level of job satisfaction constituted the main independent variable. According to Wiersma

(1991), this is an ex post factor research design because the independent variables have

already occurred. The observation was made on the dependent variables followed by a

retrospective study of possible relationship.

According to Rowley (2002, p. 18 a research design is defined as ...the logic that links the

data to be collected and the conclusions to be drawn to the initial questions of the study; it

ensures coherence.

29
MwTHM Jamaica BLOCK

The main study sample was consisting of a number of employees from a total of five

restaurants. This provided an ample amount of data which contributed to the research

validity and reliability.

Reliability and validity are sometimes used interchangeable; however, they mean different

things. Reliability according to (Moskowitz et al 2005, p. 161) is the degree to which the

same result occurs when the experiment is repeated. While validity refers to whether a

particular indicator measures what it is intended to measure rather than some other

phenomenon (Carmines et al, 1979).

Moskowitz et al (2005) stipulated that reliability is not investigated nor established, rather,

most researcher simply choose a method that they believe to be reliable as well as valid (

162).

The researcher used the mixed methods designs, also known as triangulation; in other words,

both qualitative and quantitative research was used to investigate the relationship between

job satisfaction and organisational commitment. The use of a mixed method facilitates the

procedures for collecting, analyzing, and relating both quantitative and qualitative data in a

single study, (John Creswell 2005).

Through the use of the triangulation approach the researcher was able to study the issues in

its entirety and provide conclusions. According to (Creswell, 2006) the reason for using this

mixed-method approach is to provide strength to offset the weakness of the other form.

Author such as (Saunders, 2006) agrees that triangulation, enhances reliability and validity.

Frechling et al, (1992) also agree that the use of triangulation approach for an evaluation can

30
MwTHM Jamaica BLOCK

increase both validity and reliability of evaluation data. Reliability is increased if results are

consistent, as it demonstrates that the same data collection method yields the same results

even from different participants or sources. Also, validity is increased when there is a

balance in the similarities or differences inherent in each approach as a result of the

combination of the research approaches.

Quantitative methodology was used to assess the demographic variables, while qualitative

methodology was sought to explain the findings of the quantitative research.

Secondary Research

Job satisfaction and organisational commitment have been well documented in numerous

studies discussing how each variable affects the other, (Porter et al., 1974; Mottaz, 1987;

Williams and Anderson, 1991; Vanderberg and Lance, 1992; Knoop, 1995; Young, Worchel

and Woehr, 1998; Testa, 2001).

Job satisfaction and organisational commitment often lead itself to the development of

various ideologies. Secondary data, as being defined by Saunders et al (2007, p. 611) means:

data used for a research project that were originally collected for some other purpose.

(Kamins and Stewart 1993, p.1) defines secondary research as secondary information

consisting of sources of data and information collected by others and archived in some

form. The acquisition of these data has been beneficial to studies that require national or

international comparison that will provide the main source to answer research questions and

to address ones objectives, (Saunders et al. 2007).

31
MwTHM Jamaica BLOCK

Therefore, the secondary research is presented in the form of a literature review which

utilizes detailed review and assessment of prior research concerning job satisfaction and

organisational commitment.

Various literatures were sourced in an effort to compile the literature review. The research

project requires some combination of primary and secondary data sources. Primary source

literature, according to (Wiersma, 2000, pg. 221) is first-hand accounts of the event or

experience under study. The researcher reviewed primary source literatures that include:

government statistics and reports, Jamaica master plan for tourism report, and geographical

data.

Creswell (2005, p. 82) described secondary literature as a literature that summarizes

primary sources. Secondary sources were taken from international journals, articles and

reports, these provided information that were common to Jamaica and the area of study.

Anne P. Crick, for instance, faculty in the Department of Management Studies at the

University of West Indies, Jamaica, writes several reports on the issue hotel workers

behaviour towards their organisation and factors which might influence their level of job

satisfaction. (Crick, 2007) reports show commonalities between Jamaica and other regions.

This the researcher found quite applicable to study.

A vast amount of journals were used throughout the study to develop the theoretical

framework and to make comparison between studies that were already done in the area of

study. The journals provided both up-to-date and outdated information on job satisfaction

and organisational commitment to choose from. The researcher was able critically evaluated

the literature and made comparison, similarities and develop conclusions from materials

32
MwTHM Jamaica BLOCK

selected. (Saunders, et al, 2007 and Creswell 2006); all suggest that books may contain

information that is not current and could be useful to clarify the research questions.

Therefore, books also formed as part of the secondary sources. The researcher adopted the

deductive approach because of the widely used theoretical literature. The deductive

approach according to Saunders et al (2007, p.117)

involves the testing of a theoretical proposition by the employment of the research

strategy specifically designed for the purpose of its testing.

Deductive reasoning is from general principle and narrows to specific situations, (Wiersma

2000).By using this approach the researcher was able to use analyzed data and test them

against the information carried out from the secondary and primary research, thus

developing a theory from the evidence collected.

In addition, the use of the deductive approach has aid the researcher in testing the adequacy

of the framework by explaining the findings base on theoretical information gathered in the

literature review.

Theoretical framework

Theoretical framework according to (lecture note 2009) encompasses two or more

distinctive but simultaneously contributory theories. (Kumar, 2005) also suggests that it

includes all the theories that have been put forward in the literature review. The theories that

were considered by the researcher include: Maslows need-fulfilment approach, Vrooms

expectancy theory, Lawler facet satisfaction approach and Herzbergs motivation-hygiene

33
MwTHM Jamaica BLOCK

theory. This studys perspective will be mostly based on Herzbergs motivation-hygiene

theory.

Primary Research

Primary research involves the collection of data that does not already exist

http://en.wikipedia.org/wiki/primary_research). This can be through numerous forms,

including questionnaires and telephone interviews amongst others. The data collected could

lead to new findings and theories. Primary research can speak to unanswered questions from

secondary research and can also be used to complement and to enhance the findings from

the secondary research.

In order to achieve reliability and validity in the study; the researcher facilitates objectivity

and subjectivity in the nature of the research, in an effort to avoid personal biases and

opinions.

34
MwTHM Jamaica BLOCK

Research Design

A survey research design was used in this study to investigate job satisfaction and

organisational commitment of restaurant employees in Jamaica. The research was carried

out at Sunset Jamaica Grande and Spa. The hotel is located in one of Jamaicas main resort

area, Ocho Rios. Sunset Jamaica Grande and Spa is one Jamaicas largest hotel with 730

rooms.

Sunset Jamaica Grande was selected as an appropriate organisation to conduct the research

because; firstly, the hotel has a number of five different restaurants. This has increased the

amount of data that were collected, thus increasing its validity and reliability. Secondly, the

hotel has a number of restaurant employees who have been with the organisation from the

previous Renaissance Jamaica Grande to now or over fifteen years. Organisational

commitment refers to some form of attachment and loyalty to the organisation. ( Meyer &

Allen 1997) define a committed employee as being one who stays with an organisation.

Finally, Sunset Jamaica Grande was very accommodating and had no problem allowing the

researcher to carry out the survey at short notice.

35
MwTHM Jamaica BLOCK

Participants were 80 employees and their direct supervisors working in the Restaurant

division of the Food and Beverage department, as well as the Human Resources Manager.

The participants held a variety of job positions within this department at various

qualification levels, as can be seen in Table 1.

Job Level Restaurant Service

Third-Level Restaurant manager

Positions Bar manager

Restaurant Supervisors

Captain
Second-Level Headwaiter

Positions Host/Hostess

Waiter/waitress

First-Level Bus person

Positions Runner

Barback
Table 1. Job Level Positions in the Restaurant Department

The researcher gathered data from most of the different positions identified. These positions

can be grouped according to first-level (entry, unskilled and semi-skilled), second level

(skilled) and third level (executive and supervisory), as being represented in Table 1. This

wide category of employees allows the researcher to produce a bias free, complete and

decisive research.

36
MwTHM Jamaica BLOCK

Case study was the research strategy used. A case studies according to (Yin, 1994, p.9) cited

in the work of (Rowley, 2002):

Is the how or why question about contemporary set of events over which the investigator

has little or no control.

This statement emphasises that a case study is good for contemporary event when the

relationship behaviour cannot be manipulated.

Therefore as defined by (Yin,1994, p13) cited in the work of (Rowley, 2002):

A case study investigates contemporary phenomena within its real life context...when the
boundaries between phenomenon and context are not clearly evident.

Case study research can be based on any mix of quantitative and qualitative approaches,

(Rowley, 2002). Therefore these multiple data sources of evidence were gathered through

the use of descriptive and explanatory case study methods, which include interviews and

documents. Typically, the descriptive aspect described the current practices, while the

explanatory aspect seeks to use theories as means of understanding and explaining these

current practices.

There as been numerous scepticism about case studies, (Rowley, 2002; Easton, 1982) have

declared that case studies were viewed as lacking scientific feel and objectivity.

This is a somewhat narrow conception of the application of case study research, (Rowley,

2002). As discussed above case studies according to (Rowley, 2002) are useful in providing

answers to How? and Why? questions.

In addition, (Saunders, 2007) points out that a well-constructed case study strategy can

enable one to challenge an existing theory. In order to challenge existing theories, data must

37
MwTHM Jamaica BLOCK

be collected and analyzed. Consequently, because the case study strategy was employed the

collection of the data was done through the use of quantitative and qualitative method.

Quantitative methodology has described the characteristic of the Restaurant Department

population, such as the number of years employed, and employees level of satisfaction. The

qualitative methodology has sought to explain the findings from the quantitative research.

The researcher was therefore enabled to study the issues in depth and provide conclusions.

Therefore, the triangulation approach was used; the results were used to understand the

extent to which job satisfaction influence organisational commitment. According to

(Creswell, 2006) the reason for using this multi-method approach is to provide strength to

offset the weakness of the other form. Multi method an example of the concept

Triangulation enhances reliability and validity (Saunders, 2007).

The data was collected through the use of questionnaires and semi-structured interviews.

INSTRUMENT

Questionnaires

The questionnaire was administered in the form of an analytical survey. Analytical surveys

attempt to describe and explain why certain situations exist. In this approach two or more

variables are usually examined to test research hypotheses Wimmer and Dominick (2005).

The results according to Wimmer and Dominick (2005) allow researchers to examine the

interrelationships among variables and to draw explanatory inferences. Therefore, by using

38
MwTHM Jamaica BLOCK

this survey the researcher was able to analyze the relationship between the different facets of

job satisfaction in the sample group.

The questionnaires were delivered and collected by the researcher. Adequate time was given

the participants to answer the questions, which were partly open-ended and closed-ended. A

clear and concise explanation about the intentions and confidentiality of the research was

presented in a cover letter as well as in an introductory note to the participants.

The questionnaire instrument was structured using the Minnesota Satisfaction Questionnaire

(MSQ). This scale was modified to include questions on, age, education level, tenure,

position, marital status, years in foodservice, and hours per week.

The Minnesota Satisfaction Questionnaire according to Weiss, et al (1967) is questionnaire

designed to measure an employee's satisfaction with his or her job. The MSQ short form

consists of 20 questions focusing on intrinsic and extrinsic reinforcement factors of

employee attitude were adapted for use in this study. This is because, it has been shown that

the long form is too long to acquire information on subject that is already stressed Sarkar

(1997). This form can be scored on three scales: intrinsic satisfaction, extrinsic satisfaction

and general satisfaction Weiss, et al., (1967) as shown in Table 2. The MSQ short form

utilizes a Likert-type scale with five response alternatives ranging from "Very Dissatisfied"

(weighted 1) to "Very Satisfied" (weighted 5) for each of the 20 factors. The researcher also

adapted the Organisational Commitment Questionnaire (OCQ). Porter and Smith (1970)

created the OCQ by identifying certain factors that could be correlated with their definition

of organisational commitment:

(1) An acceptance of an organisations goals and values,

(2) A willingness to put forth effort on behalf of an organisation,

39
MwTHM Jamaica BLOCK

(3) A fervent desire to maintain membership in the organisation.

These factors were rated by participants on a 7-point Likert-type scale ranging from

Strongly Disagree (weighted 1) to Strongly Agree (weighted 7).

The distribution and collection of the questionnaires were administered through a two day

visit.

Between the five restaurants, there were 144 employees as of January 1, 2010; Table 1 gives

a breakdown of all the employees found in this department. Out of the 144 employees, seven

were in their first week of employment and were excluded from the study. The

questionnaires were randomly distributed to (137) respondents by using random sampling

strategy.

Table 2. Sunset Jamaica Grande and Spa Restaurant Employee Breakdown

Job/Position Male Female Total

Restaurant Manager 1 0 1
Assistant Restaurant 4 2 6
Manager
Shift Leader 7 6 13
Waiter/Waitress 40 25 65
Hostess 0 10 10
Bar back 8 0 8
Buffet runner 6 0 6

Breakfast buffet 5 4 9
Lunch buffet 4 4 8
Dinner buffet 5 1 6
Commissary 6 6 12
TOTAL 86 58 144

However, after careful examination of the collected questionnaires it was realized that the

study generated a 74% percent response rate providing a pool of 102 respondents.

40
MwTHM Jamaica BLOCK

Chart 2. Response rate

Response rate, according to (Phillips, 1941) is the single most important indicator of how

much confidence can be placed in the results of a survey. (Edwards et al 1996) also defines a

response rate as the percentage of people who complete and return a survey. A low response

rate can be devastating to the reliability of a study (Benson, 1946; Phillips, 1941; Robinson,

1952). Therefore the researcher must do everything possible to maximize response (Berdie,

Anderson, and Neibuhr, 1986, p. 17). However, Jones and Lang (1980) point out that

increasing the response rate does not necessarily improve the precision of the survey results.

Chart 1 shows a breakdown and an account for the total questionnaires that were distributed.

After the collection and examination of the questionnaires 12% were not returned, 5% of the

41
MwTHM Jamaica BLOCK

questionnaires were out of scope, that is, person outside of the target group answered them

and 9% were partially answered. The remaining 74% were used as the sample population.

With a response rate of 50% and greater it is adequate to conduct a research as agreed by

authors such as (Babbie, 1973) who was cited by (Edwards et al, 1996) in their work.

(Edwards et al 1996) argue that response rate reported in the published research literature

rangefrom 35% to 80%. In other words between the five restaurants, there were

Therefore the researcher is confident that the 74% response rate was adequate to use as the

sample population with a 90% confidence level.

The questionnaires were distributed across the population, in an effort to determine

particular demographic factors (age, education level, tenure, position, marital status, years in

the foodservice, and hours worked per week) of the restaurant employees which may

significantly affect their job satisfaction and organisational commitment. Wiener (1982)

states that job satisfaction is an attitude toward work-related conditions, facets of the job.

Although difference in gender was considered in the total population, it was not a variable

under review. However, the researcher noted that the sample size of the male almost double

that of the female, as shown in table 1. These data were found useful in the analysis and

interpretation of the data and help in building a theory from the findings.

Un-structured Interviews

An interview is a purposeful discussion between two or more people (Kahn and Canneil,

cited in Saunders 2007, p310). The interview is probably the most widely employed method

of qualitative research. The use of the un-structured interview was sought because it allows

flexibility and ensures an understanding of the respondents point of view rather than

42
MwTHM Jamaica BLOCK

generalisations about behaviour. The researcher conducted the research in a conversational

approach. Firstly, the interviewees were asked to give their perspective on the relationship

between job satisfaction and organisational commitment in an effort to make the participant

feel comfortable and relaxed.

The interview, although was like a normal conversation, the interviewees were encouraged

to focus on specific points that relate to job satisfaction and organisational commitment of

restaurant workers.

The researcher used a focus group type interview, which according to (Quinn, 1987) take

place with a small group of people on a specific topic. Focus groups can be thought of as an

unstructured interview with several people at the same time. They can contain from 6 to 20

participants and a group leader (usually the researcher). The way in which members of the

focus group related to each other and engaged with what each other are saying will help to

determine the success of the interview. A focus group consisting of the Food and Beverage

Manager, the Human Resource Manager (HR), the Restaurant Manager and three assistance

Restaurant Managers was considered to be useful in exploring values, beliefs, and attitudes

towards the organisations policies. The group fall in the category of the third level of job

position which carries out mostly management, operational and supervisory roles. This has

enabled the researcher to acquire information from a higher stratum of the organisation that

practices the top down operational strategy approach to decision making. (Slack, 2008)

points out that this approach is one which allows the operation to be governed by decisions

taken at the top of the organisation and set the overall strategic direction of the organisation.

Therefore the managers in this department are given authority to make decision that can

affect human resource. These decisions can affect the relationship between individual staff,

43
MwTHM Jamaica BLOCK

their shared values and understanding of the overall objectives, and an understanding of

who knows what and who can get things done, (Slack et al 2008). The outcome may result

in satisfaction or dissatisfaction with the job.

The interviews were carried out after the data from the questionnaire was reviewed. The

interviewees were assured of confidentiality throughout the entire research, and were

reminded that all identity and information will be for the sole purpose of this research.

44
MwTHM Jamaica BLOCK

Findings and Analysis

This chapter presents an analysis of the research findings from the data collected. The

integration of the findings with the literature to establish similarities and differences with

others research findings is the prime focus of this section of the study. The main aim of this

study is to evaluate the extent to which job satisfaction contributes to the organisational

commitment of hotel employees in Jamaica

A twenty four question survey was developed to explore whether there is a relationship

between job satisfaction and organisational commitment.

The un-structured interviewed questions were also an important element in the analytical

process, whereby, the researcher was able to make conclusion concerning the level of job

satisfaction and its influence on organisational commitment in hotel restaurant employees in

Jamaica: a case study on Sunset Jamaica Grande and Spa.

The data was analysed and discussion was done to justify or answer each objective. Hence

objective number one that seeks to find out the factors that impact on current job satisfaction

was done first. This analysis focuses on demographic factors such gender and age group

which provided a possible indicator to the correlation of job satisfaction and further,

organisational commitment.

The findings of the questionnaires show that the restaurant department employees

population surveyed at Sunset Jamaica Grande Resort and Spa consist of sixty seven (68)

males equivalent to 67%, while (34) thirty four or 33% are females. 24% of the
45
MwTHM Jamaica BLOCK

respondents were between the age group 18-25 years, 60% within the 26-36 age group,

16% between the 36-45 age group and in the 46-55 and over age group only 1%. This is

representative of a young workforce, dominated by male with 68% of the population within

restaurant department at Sunset Jamaica Grande, Chart 3.

Chart 3. Gender and Age categories.

With the hotel in existence for over 10 years, (during which, there has been changes in

ownership), 65.69% of employees surveyed were employed for 2-4 years, another 15.69%

for under 1year, 12.75% employees for 5-7 years , 3.92% employees for 7-10 years, and

only 1.96% of employees have been at the property 10 years and over, Chart 4.

46
MwTHM Jamaica BLOCK

Chart 4. Number of years in the organisation.

The demographic data was truly representative of the population when compared with

employee files. A total 124 line staff participated in the research complemented by 7

managers which includes only one restaurant manager who is a male, and 13 supervisors

who are referred to as shift leaders. Of all the 7 managers surveyed only 1 has worked at the

hotel for more than 10 years, the other 6 have worked 2 years and more. This also represents

a male dominated restaurant management team truly representative of the population.

Of the 68 males respondents 24% were of the 18-25 age group, 60% of the 26-35 age

group, and 16% of the 36-45 age group and 1% of the over 46 years age group. This is also

indicative of a young male dominated population. Martin et al (2007) revealed that the

highest percentage of young workers is situated within the restaurant sector. Some

Herzberg et al., 1957; Clark et al., (1996) suggest that job satisfaction is U-shaped in age,

47
MwTHM Jamaica BLOCK

with higher levels of morale among young workers but that this declines after the novelty

of employment wears off and boredom with the job sets in.

In terms of years service 1% of males surveyed have been at the property for more than ten

years compared to 0% of the male population, while 75% of the respondents are with the

company for 2-4 years. This shows a low turnover rate for restaurant staff which could be

an indication that there is some amount of job satisfaction. A benefit of job satisfaction is

reduced turnover. Research has shown that satisfied employees are more likely to stay in the

organisation than those who are dissatisfied (Mobley et al., 1979; and Salazar and Hubbard,

2000). Numerous studies have shown that dissatisfied employees are more likely to quit

their jobs or be absent than satisfied employees (Crow et al. 2006; Kacel et al. 2005; Saari

and Judge 2004; Wild et al. 2006). (Chiu et al, 2005) expressed that the tourism and

hospitality sector has historically had a relatively high staff turnover rate.

In relation to the level of qualification of the restaurant employees, it is important that food

service worker have the required skills and competencies to effectively carry out their duties

efficiency, (Bassett, 1994). Jayawardena (1994) in presenting the Model of the hotel school

in Guyana stated that the higher demand is usually for graduates with practical skills in hotel

and catering operations. With the development of various training institutions offering

accredited and unaccredited programmes, the opportunity is there for foodservice worker to

improve on themselves. As reflected in the data collected 47.06% of the respondents have a

certificate in the related field, 35.29% are HEART/LEVEL 1 or 2 trained, 11.76% holds an

Associate Degree and 0.98% holds a Bachelor of Science Degree, 4% have the basic

training, Chart 5.

48
MwTHM Jamaica BLOCK

Chart 5. Level of Qualification

As reflected in the data the most qualified persons have the management positions and

were also considered for and given promotion. This the researcher theorises, would have

contributed to a great deal of satisfaction towards their jobs. As proposed by (Herzberg,

1966) intrinsic factors (e.g., opportunities for advancement and growth, and achievement)

promote job satisfaction. According to (Reichheld, 1996) employees work smart when they

are adequately trained and have been on the job long enough to reap the benefits from their

training. Ben Henry, (2004) argues that enhancing employee value through training and

development will motivate and empower them and then reward them thereafter.

49
MwTHM Jamaica BLOCK

Chart 6. Promotion

Chart 7. Number of years in current position

As shown Chart 7 despite the labour intensiveness of the hotel and tourism sector 73.53%

of restaurant employees have retained their jobs for up to four years and a total of 6%

retained their jobs between 5-10 years. This shows some amount of stability in the

restaurant industry and suggests that employees are appreciation of the industry through
50
MwTHM Jamaica BLOCK

their commitment to the organisation and hence is able to cope with the demands of the

industry.

Impact of Job satisfaction on Organisational Commitment

The restaurant department of Sunset Jamaica Grande success is dependent on the high

quality of service given to the guests at all times. The main stakeholders responsible for

ensuring that this quality service is maintained are the restaurant employees of this

organisation.

In order to evaluate the level of job satisfaction and its contribution to organisational

commitment of the restaurant employees a number of factors were taken into consideration.

Firstly, the employees level of satisfaction with the aspect of job was analysis, related and

compared to secondary data on the variables. Job satisfaction has been recognized as a

component of organisational commitment Kovach, (1977). Further, since restaurant

employees deal with very specific tasks on a daily basis, there may be a link between

individuals demographic characteristics and their job satisfaction or commitment to a

particular type of work. Spector (1997, p.2) also considers job satisfaction as a related

constellation of attitudes about various aspects or facets of the job. He believes that

employees can feel very differently about the various aspects of their jobs; therefore, he is a

proponent of the facet approach for determining job satisfaction. Spector argues that it

provides a more complete illustration of an employees job satisfaction. The researcher in an

effort to link the outcome of job satisfaction with organisational commitment also explored

the findings with secondary data in order to justify the objectives of this study.

51
MwTHM Jamaica BLOCK

Organisational commitment is defined as a state in which an employee identifies with a

particular organisation and its goals, and wishes to maintain membership in the organisation,

(Allen & Meyer, 1990).

To better understand the perspective of the employees as it relates to how they view their

environment in an effort to determine the level of satisfaction that exist at the hotel, they

were asked to identify how the best feel about their job. Remarkable 88.24% of the total

sample population expressed that they find it enjoyable, while only 11.76% find it

manageable and amazingly 0.0% respondents found it stressful and boring (see Chart 8).

Chart 8. How do you find your work environment?

Herzberg theorized that, job satisfaction contributes to job enrichment an approach that

emphasized the enhancement of job content as a means to increasing more satisfaction,

commitment and motivation and thereby productivity. Herzberg two hygiene factors were

the foundation on which this study builds it theories. According to the data collected, work

conditions one of the hygiene factors was rated satisfied. This is a positive indication

towards job satisfaction.

52
MwTHM Jamaica BLOCK

According to Reichheld, who believes that when employees find their jobs interesting and

meaningful they tend to value their job more, hence the organisation. Therefore, the data

from the 88.24% respondents (see Chart 8) can be interpreted as an indication of the

employees level of satisfaction with the job and also an ability to cope with the working

environment.

In order to further examine both job satisfaction and organisation commitment of the

respondents, factors that were theorised could have an influence on commitment to

organisation were compared. This comparison is important because it helps to understand

why employees choose to continue enjoying their jobs within the hospitality industry. After

carefully examining the data is was revealed that 41% of the total respondents feel that pay

influence their commitment to the organisation, while 29% feels promotion, 11%

cooperation, 10% good work environment, 7% secured employment and only 2% believe

benefits package does, (As shown in Chart 9). This reveals that extrinsic factor such a pay

has an important role to play in influencing the staff commitment to the organisation and

preventing job dissatisfaction, (Szymanski & Parker, 1996, p.24).

Chart 9. Factors that influence commitment.

53
MwTHM Jamaica BLOCK

In order to prevent job dissatisfaction and retain employees in their current jobs, employers

need to keep up with changing values related toward work. (Kremer, et al, 2003) mentioned

in reference to Herzbergs theory that:

(Nasurdin and Ramayah, 2003), citing the work of (OReilly and Caldwell, 1980), indicated

that both task and organisational rewards contribute to job satisfaction.

Task rewards can be intrinsic rewards directly associated with the job such as interesting and

challenging work, variety and opportunities to use ones skills. Organisational rewards are

the tangible rewards that are visible to others such as pay, promotion and comfortable

working conditions. Despite the fact the working environment conditions are found to be

enjoyable, payment for job done is seen as the greatest reason for influencing organisational

commitment.

It can be argued that the responses that were given from all the respondents reflect what is

felt within the industry. Although the pay might not be quite attractive, it was pointed out

during the interview person expressed that it better than nothing and most time ends are

54
MwTHM Jamaica BLOCK

able to be met. There has also been a great reduction of the employment among Jamaican;

therefore many are willing to remain with a job once there are some rewards.

Therefore, the responses that were given could have been a misconception about the

industry on a whole. However, it is this facet of the job that causes one to feel satisfied or

dissatisfied and show commitment to the organisation.

In relation to the MSQ. the findings from the primary research tool indicated an average

level satisfaction with the jobs within restaurant department of Sunset Jamaica Grande.

Each factor has been individually discussed based on the specific question asked in relation

to that factor and comparisons made between different aspects of the job. Calculating the

findings as a percentage of that level helps to determine the level of satisfaction, by placing

a score on a scales: Weiss, et al., (1967).

The MSQ short form utilizes a Likert-type scale with five response alternatives ranging from

"Very Dissatisfied" (weighted 1) to "Very Satisfied" (weighted 5) for each of the 14 factors.

Table 3. Satisfaction with general working conditions.Error! Not a valid link.

58% of the respondents indicated a higher satisfaction with the factor of hours worked each

week than the other general working conditions factors. However, 64% and 34% of the

respondents indicated a high and medium level of dissatisfaction (consecutively), with the

amount of paid vacation time and sick leave offered. Fortunately, that was the only factor

that most respondent indicated such high dissatisfaction.

Overall, the level of satisfaction of general working condition could be ranked as marginal,

as on the scale used, 32% of the score indicated satisfied, 28% of the score indicated very

satisfied, 16% of the score reflected only slightly satisfied, while at lowest point on the scale
55
MwTHM Jamaica BLOCK

19% scored not satisfied at all and on the highest point of the scale 4% indicated extremely

satisfied. This data reveals that there is some amount of satisfaction with the factors related

to general working conditions.

It is therefore justifiable for the researcher to theorise that there must be some amount of

organisational commitment to the organisation based on findings in Table 3. (Bhatti and

Qureshi, 2007) points out that satisfaction with, work conditions, were found to have a

significant relationship to organisational commitment.

Table 4: Satisfaction level with pay and promotional opportunities.

Pay and Promotion Not satisfied Only slightly Satisfie very extremely
Potential at all 1 satisfied 2 d3 satisfied 4 satisfied 5

Salary 20% 15% 59% 5% 2

Opportunity for
promotion 80% 15% 3% 1% 1

Job security 92% 5% 2% 1% 0

Recognition for work
accomplish 23% 25% 35% 12% 5

% of satisfaction level 41% 17% 33% 7% 2%

56
MwTHM Jamaica BLOCK

When employees were asked how they felt about the pay and promotion potential in the

restaurant department, 33% of the population indicated that they were satisfied, compared to

a marginal 41% who indicated that were not satisfied at all. The factor which indicated the

highest percent of satisfaction is that of pay, which indicated 59% of the population. Job

opportunity indicated the factor with the highest level of dissatisfaction, revealing 92%, as

shown in table 4. This information reveals that the employees of the restaurant department

at Sunset Jamaica Grande are somewhat dissatisfied with the pay and promotion strategies

employed at the hotel.

Table 5: Level of satisfaction with

work relationships.

not
satisfied at only slightly Satisfi very extremely
Work relationships all satisfied ed satisfied satisfied

Relationships with co-workers 3% 5% 44% 38% 10%

Relationships with
supervisors 12% 27% 46% 12% 3%

Relationships with subordinates 5% 10% 1%

Total 15% 32% 95% 60% 14%

57
MwTHM Jamaica BLOCK

% of level of satisfaction 7% 15% 43% 27% 6%

When employees were asked to rate work relationships within their department, of the

population 95% indicated that they were satisfied, 60% were very satisfied, while 7%

were not satisfied, as shown in table 5. Overall satisfaction was above average with

43% and 27% being the highest, indicating range of satisfied to very satisfy.

Table 6: Level of satisfaction with use of skills and abilities

not
satisfied at only slightly satis very extremely
Use of skills and abilities all satisfied fied satisfied satisfied
Opportunity to utilize your
skills and talents 95% 5%
Opportunity to learn new skills 49% 44% 7%
Support for additional training
and education 4% 9% 63% 20% 5%

% of level of satisfaction 18% 18% 65% 8% 2%

When employees were asked to rank the opportunities available to them to use their skills

and abilities, as much as 95% indicated that they were satisfied and 5% were very satisfied,

2% were undecided. On the other hand 49% expressed that they were not so satisfied at all

with the opportunities available to them to learn new skills. Overall a very high 65% were

satisfied with the factor. Table 6.

Table 7. Level of Organisational Commitment

58
MwTHM Jamaica BLOCK

Somewhat Somewhat
Statements Agree agree Disagree Disagree

My job is appreciated 96% 4% 0% 0%

I feel stressed in my job 2% 10% 88%
I am recognized as an individual 94% 4% 2% 0%
I understand the company's objectives and
try to achieve the same. 90% 10% 0% 0%
Management is flexible and understands the
importance of balancing my work and
personal life. 5% 74% 20% 2%
I am willing to put in a great deal of effort
beyond that normally expected in order to
help this organisation be successful. 92% 8% 0% 0%
I am proud to tell others I am part of this
organisation 98% 2% 0% 0%
I would accept almost any type of job
assignment in order to keep working for this
organisation. 10% 78% 10% 2%
I could just as well be working for a different
organisation as long as the type of work was
similar 41% 49% 10%
There is not much to gain by sticking with
this organisation's 2% 98%

% Of overall organisational commitment 48% 22% 9% 20%

Interestingly, the data that was represented in the literature review correspond with the

findings from the population. Examinations of the results reveals the extent to which the

restaurant department employees commitment to the organisation. A large proportion of

population 48% identified with the factors that show a high level of organisational

commitment. There was a marginal level of 22% and 20% of the population you somewhat

disagrees with certain factors which would reveal commitment to the organisation. Table 7

above gives a detail description of the statements asked and the total respondents for each

level, ranging from agree to disagree.

59
MwTHM Jamaica BLOCK

To further examine the relationship between job satisfaction and organisational commitment

and by making a linkage between the factors that could consider to impact on job

satisfaction the Human Resource Manager was asked in the interview to rate the restaurant

staff level of commitment to the organisation. Her response was very good, this she said is

because there is a low staff turnover in this department and that they understand the values

of the organisation. When asked if the hotel has specific strategies to deal with job

satisfaction of its staffs. The response was that the operation considers everyone as a

shareholder and whatever they do will affect or impact on the whole operation. This she said

they are reminded of and also there certain incentives and rewards that set out to recognise

and compensate the individual whether through staff of the month or tangible

incentives.

In closing, achieving total job satisfaction is very difficult, because there are individuals

with different intrinsic motivating factors. However, for the organisations benefit, managers

and employers have to find ways to promote and maintain job satisfaction even if it is above

average. If employees are satisfied with their jobs they will become committed to the

organisation, moreover, they will work towards achieving the organisations goal and

objectives.

Conclusions and Recommendations

Job satisfaction and organisational commitment have been a widely researched and an

interesting topic throughout various areas of studies. However, there has been minimum

research on the relationship between job satisfaction and organisational commitment within

Food Service establishments, most noticeable, within Jamaica.

60
MwTHM Jamaica BLOCK

This study was undertaken because of the researchers interest in determine the aspects of

the foodservice employees job satisfaction that affect commitment to that organisation. It

was also believed that foodservice managers need a more in-depth understanding of the

relationships these variables have with one another.

Although this study is limited in its generalizability, it suggests that particular demographic

characteristics can affect a persons level of satisfaction with a foodservice operation.

Further, certain factors of a foodservice employees job satisfaction can predict his or her

commitment that organisation. It is suggested that more homogenous demographic traits in

participants should be identified that moderate this relationship and that a larger sample of

foodservice operations be used. The components of job satisfaction should also be

reevaluated. Seeing that MSQ was created in 1967, many changes that have occurred in

society might not be accommodated. Further, perhaps a better questionnaire could be

developed for the purposes of determining commitment one that might provide scope of

this construct as the MSQ did with job satisfaction.

This study may also suffer from reverse causality and common method variance problems

that sometimes present themselves in satisfaction and commitment studies. Both

independent and dependent variables were obtained from respondents and measured with

case study, survey.

These findings are especially intriguing since the general satisfaction levels in this operation

are at the satisfied level;

However, a number of employees at this foodservice operations cannot decide whether they

are satisfied or not with their job.

61
MwTHM Jamaica BLOCK

This study has also shown that there is a significant relationship between the education level

of employees and their satisfaction with recognition. These findings suggest that as

employees acquire more education, managements regard to the value of their educational

Accomplishments increases. This should not come as a surprise to many individuals who

have been employed in foodservice. High levels of educational attainment are now

becoming important and necessary for many supervisors and management positions in a

foodservice operation, especially in the hotels. However, for positions at the skilled level

high educational attainment is not necessary.

These findings are also consistent with several studies in which education was found to have

reverse relationship with organisational commitment (Angle & Perry, 1981; Morris &

Sherman, 1981; Mathieu & Zajac, 1990; Morris & Steers, 1980; Steers, 1977). However, the

results of these research findings were not completely consistent (Lee, 1971; Steers &

Spencer,

1977).

In an effort to increase satisfaction levels as individuals acquire higher levels of educational

attainment, management might try to reward individuals by providing a structure for

advancement consistent with the researchers recommendations. Management might also

become more flexible in schedules that work around academic classes or even provide some

level of monetary compensation for courses that enhance their employees job skills.

Courses in customer service, wine service, management, and culinary arts might assist both

the employee and the establishment.

62
MwTHM Jamaica BLOCK

Research findings also identified that employees with less experience in foodservice were

less extrinsically satisfied in promotional potentials at the initial stage of employment than

those in the operation for five (5) or more years. From the findings, pay was shown to have a

significant relationship with organisational commitment, than promotion, or even job

security. The findings are consistent with that of the level of satisfaction with pay and

promotional factors, as this area revealed a high level of satisfaction. Therefore, based on the

significant relationship with pay, the researcher can then present pay as a factor that

influence organisational commitment and job satisfaction. These positive linkages between

organisational commitment and job satisfaction may be due to the findings by Hrebiniak and

Alutto (1972) as well as Angle and Perry (1983) that organisational commitment is

considered to be the result of an individual-organisation relationship, where individuals

attach themselves to the organisation in return for certain valued rewards or payments from

the organisation.

The findings of this study also revealed that although most employees (95%) were satisfied

with their ability to use their skills on the job, some 44% (as shown in table 6) are not

satisfied at all with the opportunities for training and development of these skill. This cause

the satisfaction levels to become less stabilize due to lack of learning or challenges. In this

instance, foodservice operators could try to compensate for this dilemma by cross-training

their employees in these positions or by providing a structure for advancement.

The findings also suggested that management might be able to increase the level of

commitment in the organisation by increasing satisfaction with compensation, job security

policies, and promotional potentials. One way of addressing this could be by increasing the

63
MwTHM Jamaica BLOCK

interactions with employees in staff meetings and increasing guided discussions of topics

related to these issues. Employees were interviewed to determine their perceptions of

managements ability to address these issues. Overall, they expressed uncertainty about all

the issue, because there was not much being said by management. The employee uncertainty

was also as a result of the decline of stopover tourists in Jamaica and other Caribbean

destinations. This problem has caused hotels such as Ritz Carlton, Sandals Ocho Rios to lie

of a number of their staff, with a high number from the food and beverage department.

Therefore, changes in organisational variables, such as pay scales for leaves, employee input

in policy development, and job security measures could then be made in an effort to increase

organisational commitment and decrease subsequent turnover.

To increase satisfaction with compensation, management can teach staff how to increase the

check average through suggestive selling of wine and other services outside of the

foodservice department, for example the use of the spa. Many restaurants use incentive

programs to motivate employees to up-sell. Managers can also help employees learn why

policies are important and identify employees perceptions of current policies through

discussion, meetings, and interviews. Some restaurants give employees an opportunity to

become involved in the policy development process, thereby creating a feeling of

ownership.

The researchers found no significant components of intrinsic satisfaction that affected

commitment. Perhaps the scale measuring intrinsic satisfaction could be considered as a tool

to measure motivational levels in future studies.

This study contributes a conceptual model graphically depicting the relationship between job

satisfaction and organisational commitment (Figure 1). It also identifies several variables

64
MwTHM Jamaica BLOCK

that significantly affect job satisfaction in a small sample of participants and suggested

others that might be found to be significant in other studies. Future studies by the

researchers or others interested in the relationship of these two constructs can use this model

to formulate new research or increase the generalizability of this study in the foodservice

industry.

References

Agho, A.O. & Price, J.L. (1992) Discriminates validity of measures of job satisfaction,
positive affectivity and negative affectivity. Journal of Occupational and Organisational
Psychology, 65 (4), 185-197.

Allen, N. J. & Meyer, J. P. (1990) The measurement and antecedents of affective,

continuance and normative commitment to the organisation. Journal of Occupational
Psychology. Vol. 63, No.1, pp.1-18.

65
MwTHM Jamaica BLOCK

Alutto, J. A. & Belasco, J. A. (1972) A typology for participation in organisational decision-making,

Administrative Science Quarterly, Vol. 9 No.1, pp 27-41.

Arnett, D.B., Laverie, D.A., & McLane, C. (2002) Using job satisfaction and pride as
internal-
marketing tools. Cornell Hotel and Restaurant Administration Quarterly. pp.87-96.

Bassett, G. A. (1993) The Evolution and Future of High Performance Management Systems:
Westport, CT, Quorum Books.

Berry, L.M., (1997). Psychology at Work. San Francisco: McGraw Hill Companies Inc.

Bhatti, K. K., & Qureshi, T. M., (2007) Impact of Employee Participation on Job
Satisfaction: Employee Commitment and Employee Productivity. International Review of
Business Research Papers Vol.3 No.2 June 2007, Pp. 54 - 68 54

Brayfield AH, Crockett, W.H., (1955) Employee Attitudes and employee

performance. Psychology Bulletin. 52: 396-424.

Brief, A.P., (1998) Deconstructing job satisfaction. Separating evaluation, beliefs and
affective experiences, Human Resource Management Review. 12: 173-194

Carmines, E. G., and Zeller, R. A. 1979. Reliability and Validity Assessment. Beverly

Hills: Sage Publications

Chimanikire, P. Mutandwa E , Gadzirayi, C.T., Muzondo, N., & Mutandwa, B., (2007)
Factors affecting job satisfaction among academic professionals in tertiary institutions in
Zimbabwe. African Journal of Business Management Vol. 1 (6), 166-175.

Crewell W. J., (2003) Research design, Sage Publications

66
MwTHM Jamaica BLOCK

Crick, A.P. (2002). Glad to meet you, my best friend: relationships in the hospitality
industry. Journal of Contemporary Hospitality Management Vol. 20 No. 1, 2008 pp. 79-89q:
Emerald Group Publishing Limited.

Crites, J. O., (1969) Vocational psychology: The study of vocational behaviour and
development. New York: McGraw-Hill.

Crow, S.M., S.J., Hartman, S. J., & Henson, S. W., (2006) "Satisfaction for Health Care
Employees: A Quest for the Holy Grail?" Health Care Manager 25(2): 142-54.

Dawis, R.V., & Lofquist, L. H., (1984) A psychological theory of work adjustment: An
individual-differences model and its applications. Minneapolis, MN: University of
Minnesota Press.

DeVaney, S.A., & Chen, Z.S., (2003) Job Satisfaction of recent graduates in Financial
services, US Department of Labour. Bureau of Labour Statistics, Compensation and
Working Conditions Online.

Dienhart, J. R. & Gregoire, M. B. (1993). Job satisfaction, job involvement, job security, and
customer focus of quick-service restaurant employees. Hospitality Research Journal, Vol.
16.No. 2. pp. 29-44.

Dorman, C. & Zapf, D. (1999). Social support, social stressors at work, and depressive
symptoms: Testing for main and moderating effects with structural equations in a three wave
longitudinal study. Journal of Applied Psychology, Vol. 84 No.6, pp. 874-884.

Edwards J.E., Rosenfeld P., Kewley S. B., (1996) How to conduct organisational surveys,
Sage Publisher

Gagne, M., Boies, K., Koestner, R., & Martens, M., (2004) How work motivation is related
to organisational

67
MwTHM Jamaica BLOCK

commitment: a series of organisational studies. Manuscript, Concordia University.

Gagne, M., & Koestner, R., (2002) Self-determination theory as a framework for
understanding organisational
commitment. Paper presented at the annual meeting of the Society for Industrial and
Organisational

Griffith, J., (2001) Do satisfied employees satisfy customers? Support-services staff morale
and satisfaction among public school administrators, students, and parents. Journal of
Applied Social Psychology Vol.31 No.8. pp.1627-1658.

Herzberg, F., Mausner, B., & Snyderman, B., (1959) The Motivation to Work. John Wiley
and
Sons Inc., New York, NY.

Herzberg, F., (1966) Work and the nature of man. Cleveland, OH: World.

Herzberg, F., Mausner, B., Peterson, R., & Capwell, D., (1957). Job Attitudes: Review of
Research and Opinion: Psychological Service. Pittsburgh, PA.

Heskett, J.L., Sasser, W.E., Jr., & Schlesinger, L.A. (1997) The service profit chain. New
York: Free Press.

Heskett, J.L., Jones, T.O., Loveman, G.W., Sasser, W.E. & Schlesinger, L.A., (1994) Putting
the Service Profit Chain to Work. Harvard Business Review, March-April 1994.

Hodson, R., (1991) Workplace Behaviours: Good Soldiers, Smooth Operators, and
Saboteurs. Work and Occupations, Vol. 18 No.3, pp 271-290.

Hoppock, R. (1935) Job satisfaction, N.Y., Harper

68
MwTHM Jamaica BLOCK

Hoy, W K and C G, Miskel. (2004) Educational Administration: Theory, Research and

Practice. New York: McGraw-Hill.

https://wwwacademic/mintel.com/jamaica -accessed, January, 2009.

https://wwwjamaicaobserver.com/jamaica -accessed, January, 2010

Iaffaldano, M.T., & Muchinsky, P.M., (1985) "Job Satisfaction and Job Performance: A
Meta-Analysis," Psychological Bulletin, 97, 2: 251-273.

Ironson, G.H., Smith, P.C., Brannick, M.T., Gibson, W.M. & Paul, K.B., (1989)
Construction of a job in general scale: A comparison of global, composite, and specific
measures. Journal of Applied Psychology, Vol.74 No. 2, pp. 193-200.

Jayawardena C., (2003) The All-inclusive Concept in the Caribbean, International Journal
of Contemporary Hospitality Management. Vol. 15 No: 3. Pp: 167-71.

Kacel, B., Miller, M and Norris, D., (2005) "Measurement of Nurse Practitioner Satisfaction
in a Midwestern State." Journal of the American Academy of Nurse Practitioners 17(1): 27-
32.

Kamins, M. & Stewart, D. (1993) Secondary Research Information Sources and Methods,
Second Edition, Sage Publication, Inc California

Koelbel, P., Fuller S. & Misener T., (1991) "An Explanatory Model of Nurse Practitioners'
Job Satisfaction." Journal of American Academy of Nurse Practitioners 3(1): 17-24.

Kovach, K. A., (1977) Organisation size, job satisfaction, absenteeism and turnover.
Washington, D.C.: University Press of America.

Kraut, A. J., (1975) Predicting turnover of employees from measured job attitudes.
Organisational Behaviour and Human Performance, Vol.13 No.2. pp 233-243.

69
MwTHM Jamaica BLOCK

Lawler, E.E., (1971) Pay and organisational effectiveness. New York: McGraw-Hill,
1971.

Lawler, E. E. & Suttle, L., (1973) Expectancy theory and job behaviour. Organisational
Behaviour and Human Performance, Vol. 9, pp. 482-503.

Lease, S., (1998) Work attitudes and outcomes annual review. Journal of Vocational
Behaviour. Vol. 53 No.2. pp.154-183.

Lee, R. & Wilber, E.R., (1985) Age, education, job tenure, salary, job characteristics, and
job
satisfaction: a multivariate analysis, Human Relations, Vol. 38, pp. 781-91.

Locke, E. A., (1969) What is job satisfaction? Organisational Behaviour and Human
Performance, 4, pp.309-336.

Locke, E. A., (1976) "The Nature and Causes of Job Satisfaction," in M.D. Dunnette, ed.,
Handbook of Industrial and Organisational Psychology pp. 1297-1349. Chicago: Rand
McNally

Martin E, Gardiner K., (2007) Exploring the UK hospitality industry and age
discrimination International Journal of Contemporary Hospitality Management; Volume: 19
Issue: 4

Maslow, A. H., (1943) A theory of Human Motivation. Psychological Review, Vol.50, p.

370.

Maslow, A., (1970). Motivation and Personality. 2nd Edition. New York: Harper & Row.

Mester, C., Roodt, G., & Visser, D., (2003) Leadership style and its relation to employee
attitudes and behaviour. Journal of Industrial Psychology, pp 72-82.

70
MwTHM Jamaica BLOCK

Meyer, J.P. and Allen, N.J., (1997), Testing the side-bet theory of Organisational
Commitment:
Some Methodological Considerations. Journal of Applied Psychology, Vol. 69 No.3. pp.
372-378.

Miller, J. (1980) Individual and Occupational Determinants of Job Satisfaction, Work and
Occupations. August 1980: 337-66.

Mobley, W.H., Horner, S.O., & Hollingsworth, A.T. (1978). An evaluation of precursors
of hospital employee turnover. Journal of Applied Psychology, 63: 408-414.

Moreno, S., (1998) Job Satisfaction of Nurse Practitioners in the National Health Service
Corps. University of Nevada. Dissertation Abstracts International: UMI No. 1389825.

Morris, J., & Sherman, J. D., (1981) Generalizability of an organisational commitment

model. Journal
of Vocational Behavior, 24, 512-526.

Mowday, R.T., Porter L.W. and Steers, R.M., (1982) Employee-Organisational Linkages:

The

Psychology of Commitment, Absenteeism and Turnover. New York: Academic Press.

Mowday, R.T., Steers, R.M. and Porter, L.W., (1979) The Measurement of Organisational

Commitment. Journal of Vocational Behaviour, Vol.14, 224-247.

Murray, L. P., Gregoire, M. B., & Downey, R. G., (1991) Organisational commitment of
management employees in restaurant operations. Hospitality Research Journal, 14, 339-348.

Nasurdin, A.M. and Ramayah, T., (2003) The Link between Satisfaction and Commitment:
Is It

71
MwTHM Jamaica BLOCK

different for old and young workers? The National Human Resource Development
Conference
Proceedings, 15th-16th December 2003, Kuching, Malaysia.

National Restaurant Association., (2000) Restaurant industry pocket fact book. Retrieved
June 8, 2009
from the World Wide Web: http://www.restaurant.org/research/pocket/index.htm.

Onu, M.O., Madukwe, M.C., & Agwu, A. E., (2005) Factors affecting Job Satisfaction of
front-line extension workers in Engunu State agricultural development program, Nigeria,
Agro-Sci. 4: 19-22

ORielly, C. A. & Caldwell, D.F., (1991) People and organisational culture: A profile
comparison approach to assessing person-organisational fit. Academy of Management
Journal. Vol. 34 No. 3, pp 487-516.

O'Reilly, C., & Chatman, J., (1986) Organisational commitment and psychological
attachment: The effects of compliance, identification, and internalization on prosocial
behavior. Journal of Applied Psychology,
71, 492-499

Oshagbemi, T. (2000a). Is length of service related to the level of job satisfaction?

International Journal of Social Economics. Vol. 27, pp. 213-26.

Oshagbemi, T. (2000b) Satisfaction with co-workers behaviour. Employee Relations. Vol.

20, pp. 88-106.

Osipow, S., (1968) Theories of career development. New York: Appleton-Century-

Crofts.

72
MwTHM Jamaica BLOCK

Ostroff, C., (1992) The relationship between satisfaction, attitudes, and performance: An
organisational level analysis. Journal of Applied Psychology Vol. 77, pp. 963-974.

Owings, J., (1999) Job Satisfaction among Family Nurse Practitioners in the United States
Air Force. Uniformed Services University of the Health Sciences. Dissertation Abstracts
International (UMI No. 1399530).

Porter, L. W., & Lawler, E. E. III., (1968) Managerial attitudes and performance.
Homewood, IL: Irwin-Dorsey.

Porter, L. W. & Smith, F. J., (1970) The etiology of organisational commitment .

Unpublished paper. University of California, Irvine.

Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V., (1974) Organisational
commitment, job satisfaction, and turnover among psychiatric technicians. Journal of
Applied Psychology, Vol. 59. pp 603-609.

Price, J. L., (1977) The study of turnover. Ames, IA: Iowa State University Press.

Quizon-Guatno, J., (2006) Critical Reflections on Job Satisfaction of Nurse Practitioners

Employed by the Department of Veterans Affairs. University of San Francisco. Dissertation
Abstracts International (UMI No. 3232857).

Reichheld, F.F., (1996) The loyalty effect: The hidden force behind growth, profits, and
lasting value. Boston: Bain & Company, Inc.

Robbins, S.P., (1994) Organisational behaviour. Upper Saddle River, NJ: Prentice Hall.

Rose, R. W., (1991) Comparisons of employee turnover in food and beverage and other
departments in hotel properties. Ann Arbor, MI: UMI Dissertation Services.

73
MwTHM Jamaica BLOCK

Rowley, J., (2002) Using Case Studies in Research. Management Research News. vol. 25,
no.1 pp. 16 27.

Saari, L.M. & T.A. Judge, T.A., (2004) Employee Attitudes and Job Satisfaction. Human
Resource Management 43(4): 395-407.

Sarker, J. Shah et al. (2003). The relationships of age and length of service with job
satisfaction: An examination of hotel employees in Thailand, Journal of Managerial
Psychology, Vol. 18, pp. 745-758.

Saunders, M., Lewis, P., & Thornhill, A., (2007) Research methods for business students. 4th
Edition. Pearson Ed. Ltd. England

Savery, L.K. (1996), The congruence between the importance of job satisfaction and the
perceived level of achievement, Journal of Management Development, Vol. 15, pp. 18-27.

Schiestel, C., (2007) "Job Satisfaction among Arizona Adult Nurse Practitioners." Journal of
the American Academy of Nurse Practitioners 19(1): 30-34.

Slack, N., & Lewis, M., (2008). Operation Strategy.2nd Edition, Pearson Ed. Ltd. England.

Simons, T. & Enz, C.A. (1995) Motivating Hotel Employees. Cornell Hotel and Restaurant
Administration Quarterly. Vol. 36 No. 1. pp 20-27

Siu, V., Tsang, N. and Wong, S., (1997) What Motivates Hong Kongs Hotel Employees?
Cornell Hotel and Restaurant Administration Quarterly, Vol. 38 No. 5. pp. 44-49.

Smith, K., Hulin, (1969) The measurements of satisfaction in work and retirements. Randy
McNally, Chicago

74
MwTHM Jamaica BLOCK

Sousa-Poza A, 2000) Well-being at Work A Cross- National Analysis of the Levels and
Determinants of Job Satisfaction. Journal of Socio-Economics. Vol. 12 pp. 517-538.

Spector, P.E., (1994) Job satisfaction survey. Tampa, FL: University of South Florida,
Department of Psychology.

Spector, P.E., (1997) Job satisfaction: Application, assessment, causes, and consequences.
Thousand Oaks, CA: Sage.

Steers, R. M., (1977). Antecedents and outcomes of organisational commitment.

Administrative Science
Quarterly, 22, 46-56.

Steers, R. M., & Spencer, D. G., (1977) The role of achievement motivation in job design.
Journal of

Applied Psychology, 62(4), 472-479.

Steinhaus, C.S. and Perry, J.L., (1996) Organisational Commitment: Does sector matter?
Public
Productivity and Management Review, Vol.19 No.3. pp. 278-288.

Testa, M.R., (2001).Organisational Commitment, Job Satisfaction and Effort in the Service
Environment. Journal of Psychology, 135(2), 226-236.

Tutuncu, O, Kozak, M., (2006) An investigation of factors affecting job satisfaction,

International Journal of Hospitality and Tourism Administration: Vol. 08 No. 01 pp.1-19

Tutuncu, O., & Demir, M., (2002) Human resources management and labor turnover
analysis in hotels (in Turkish) Ankara: Turhan Kitabevi.

75
MwTHM Jamaica BLOCK

Ugboro, I. O., & Obeng, K., (2000) Top management leadership, employee empowerment,
job satisfaction, and customer satisfaction in TQM organisations: An empirical study,
Journal of Quality Management, Vol.5 No.2, pp. 247-272.

Vroom, V. H., (1964). Work and motivation. New York: John Wiley HR Magazine & Sons

Wasmuth, W. J., & Davis, S. W., (1983) Managing employee turnover. Cornell Hotel and
Restaurant
Administration Quarterly, 23(4), 15-22.

Weaver, J.J., (1994, February) Want customer satisfaction? Satisfy your employees first. HR
Magazine, 110, 112.

Weiss, D. J., Dawis, R. V., England, G. W., & Lofquist, L. H., (1967) Manual for the
Minnesota
Satisfaction Questionnaire. Minneapolis, MN: University of Minnesota Industrial Relations
Center.

Wiersma, W., (2000) Research Methods in Education: An introduction. Seventh edition

Allyn and Bacon: Pearson Ed. Company.

Wagner, A.J., (1994) Participations effects on performance and satisfaction: A

reconsideration of research evidence, Academy of Management Review, vol.19, pp. 312
30.

Wild, P., Parsons, V., & Dietz, E., (2006) "Nurse Practitioners' Characteristics and Job
Satisfaction." Journal of the American Academy of Nurse Practitioners 18(11): 544-49.

Wiener, Y., (1982) Commitment in organisations: A normative view. Academy of

Management Review, Vol. 7 No. 3. pp 418-428.

76
MwTHM Jamaica BLOCK

Wikipedia, (2007). Job Satisfaction http://en.wikipedia.org/wikipedia/ accessed January,

2010.

Young, I. P., Davis, B., (1983) The Applicability of Herzberg's Dual Factor Theory (ies) for
Public School Superintendents. Journal of Research and Development in Education Vol.16
No. 4 pp. 59-66

Young, B.S., Worchel, S. and Woehr, D., (1998) Organisational Commitment among Public
Service
Employees. Public Personnel Management, 27(3), 339-348

Yousef, D. A., (1998) Satisfaction with job security as a predictor of organisational

commitment and job performance in a multicultural environment. International Journal of
Manpower. Vol. 19
No.3. pp 184-194.

Yousef, D. A., (2000) Organisational commitment: a mediator of the relationships of

leadership
Behaviour with job satisfaction and performance in a non-western country. Journal of
Managerial Psychology. Vol.15 No.1. pp. 6-24.

77
MwTHM Jamaica BLOCK

Appendices

Appendix A-Permission letter to conduct research at Sunset Jamaica Grande and

Spa, Ocho Rios

Top Milford Road

Ocho Rios P.O., St. Ann

(876) 974-0990/416-3630

fmuffet2002@yahoo.com

December 30, 2009

Clifton Reader

General Manager

Sunset Jamaica Grande Resort and Spa

78
MwTHM Jamaica BLOCK

Main Street, Ocho Rios

St. Ann

Dear Mr. Reader,

My name is Muffet Forsythe-LlewelIyn. I am completing a Masters dissertation with

University College Birmingham. The dissertation title is: To critically evaluate the extent
to which Job Satisfaction contributes to Organisational Commitment of hotel
employees in Jamaica.

I am seeking your assistance in granting me the permission to use Sunset Jamaica Grande Ocho
Rios Resort as the medium in which to conduct my research. I intend to explore the relationship
between job satisfaction and organisational commitment, to understand the factors that contribute
to job satisfaction and organisational commitment, and to explore the strategies used by the hotel
that may have contribute to organisational commitment of employees.

In order to allow for different patterns of information needs and behaviors to emerge, and
see if job satisfaction contributes to organisational commitment, this study employs case
study research design. The target population for this study is workers in the Food and
Beverage Department, specifically the Restaurant division. The research to be conducted
will include the distribution and collection of questionnaires to recruiters and semi-
structured interviews to the supervisors and managers in the Restaurant Division.

Sunset Jamaica Grande is the chosen organisation, because the hotel has a number of
restaurant/dining room employees. In addition, the hotel has a total of five restaurants. This will
increase the amount of data that will be collected, thus increasing its validity and reliability.

This research is being conducted under strict confidentiality. Therefore, the information gathered
will be confidential, whereas, names, places and other distinguished trademarks will remain
anonymous throughout the research process.

Should you have any questions or concerns regarding this letter or research, please contact
me at my email address or telephone number above. You may also contact Beverly
79
MwTHM Jamaica BLOCK

McMahon, coordinator for the programme and my immediate supervisor for the dissertation,
at b.mcmahon@bcftcs.ac.uk. If these arrangements meet with your approval, please sign this
letter where indicated below.
Anticipating your favourable response.

Yours truly,

_____________

Muffet Forsythe-Llewellyn (Mrs.)

PERMISSION GRANTED FOR THE USE REQUESTED ABOVE:

Clifton Reader

Date: ______________________________________________

Appendix B- Questionnaire Sample

QUESTIONNAIRE

This questionnaire is designed to investigate the extent to which job satisfaction

influences organisational commitment in the Restaurant Department. The Data

collected will be used for the partial fulfilment of the MSc. in Hospitality with Tourism

Management.

Instruction: The following information will be used only for the purpose of analysis and will
not be shared with anyone. In order to maintain confidentiality, please do not write your
name on the questionnaire.

Please choose the answer which represents your opinion by placing a tick in the relevant

box.

80
MwTHM Jamaica BLOCK

1. Gender

Male Female

2. What age category do you belong?

under 18 26-35 36-45

46-55 over 56

3. Marital status

Single Married Cohabitating

Engaged Separated Widowed

4. What level of qualification do you have?

High school certificate HEART/NTA Level One -Two Certificate

Diploma Associate degree Degree

Other ______________________________

5. How long have you been working for this company?

Under 1 year 2-4 years 5-7 years

7.10years Over 10 years

6. What is your present job position?

Dining room supervisor Dining room Manager Chef

Waiter/waitress Hostess/Host

81
MwTHM Jamaica BLOCK

Other ______________________________

7. How long have you held your current position?

Under 1 year 2-4 years 5-7 years

7.10years Over 10 years

8. Have you ever been promoted?

Yes No

9. Which of the following factors do you think influence your commitment to the
organisation MOSTLY?

Promotion Pay Cooperation among coworker

Good Work environment Secured employment Benefits package

10. How do you find your working environment?

Manageable

Stressful

Enjoyable

Boring

For the questions below, please use the following scale to express the extent to
which you agree or disagree with the statement given in the questionnaire. Please
tick:

S. No. Statements Agree Somewhat Somewhat Disagree

Agree Disagree

11) My job is appreciated

82
MwTHM Jamaica BLOCK

12) I am completely happy and enjoy my

job

13) I feel stressed in my job

14) I am recognized as an individual

15) I understand the companys objective

and try to achieve the same.

16) In this organisation the tasks

performed by an individual is
assessed with reference to ones
experience and expertise.

17) Management has created an open

and comfortable work environment.

18) Management is flexible and

understands the importance of
balancing my work and personal life.

19) I am willing to put in a great deal of

effort beyond that normally expected
in order to help this organisation be
successful.

20) I would accept almost any type of

job assignment in order to keep
working for this organisation.

83
MwTHM Jamaica BLOCK

21) I am proud to tell others I am part of

this organisation.

22) I could just as well be working for a

different organisation as long as the
type of work was similar.

23) There is not much to be gained by

sticking with this organisations

24. How would you rate your level of satisfaction with the following aspects of
your job? Do you find that any of the following cause problems? Please tick.

Not Only Very Extremely

satisfied slightly Satisfied satisfied satisfied
at all satisfied

1 2 3
4

GENERAL WORKING
CONDITIONS
Hours worked each week
Flexibility in scheduling
Location of work
Amount of paid vacation
time/sick leave offered

PAY AND PROMOTION

POTENTIAL
Salary
Opportunities for
promotion
Job security
Recognition for work
accomplish

84
MwTHM Jamaica BLOCK

WORK RELATIONSHIPS

Relationships with your co-

workers

Relationships with your

supervisors

Relationship with your

subordinates

(if applicable)

USE OF SKILLS AND

ABILITIES

Opportunity to utilize your

skills and talents

Opportunity to learn new

skills

Support for additional

training and education

THANK YOU FOR COMPLETING THIS QUESTIONNAIRE

85
MwTHM Jamaica BLOCK

Appendix C -Interview Questions Sample

The researcher used an unstructured interview method. Therefore, questions were asked
based on the flow of the conversation as it relates to the topic. The following are questions
that were asked.

1. Do you the restaurant employees are satisfied with their jobs?

2. What are the strategies used by the organisation to ensure employees are satisfied
with their jobs.

3. How would you rate the level of commitment the restaurant employees are to the
organisation?

4. Do you think the hotel has a high turnover of restaurant employees?

5. What are the hotels policies on leave with pay?

6. Are employees encouraged to upgrade themselves? If yes what are the hotels
policies on time needed to do so?

86
MwTHM Jamaica BLOCK

87