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Analysis of Job Satisfaction in the Hotel

Industry: A Study of Hotels in Spain
a b
Francisco González Santa Cruz , Tomás López-Guzmán & Sandra
a c
M Sánchez Cañizares
a
Department of Business Administration, Faculty of Sciences Work ,
University of Cordoba , Cordoba , Spain
b
Department of Applied Economics, Faculty of Labour Sciences ,
University of Cordoba , Cordoba , Spain
c
Department of Business Organization, Faculty of Law and
Business , University of Cordoba , Cordoba , Spain
Published online: 07 Dec 2013.

a
To cite this article: Francisco González Santa Cruz , Tomás López-Guzmán & Sandra M Sánchez
Cañizares (2014) Analysis of Job Satisfaction in the Hotel Industry: A Study of Hotels in Spain, Journal
of Human Resources in Hospitality & Tourism, 13:1, 63-80, DOI: 10.1080/15332845.2013.807394

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 Journal of Human Resources in Hospitality & Tourism, 13:63–80, 2014
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DOI: 10.1080/15332845.2013.807394

Analysis of Job Satisfaction in the Hotel

Industry: A Study of Hotels in Spain

FRANCISCO GONZÁLEZ SANTA CRUZ

Department of Business Administration, Faculty of Sciences Work, University of Cordoba,
Cordoba, Spain

TOMÁS LÓPEZ-GUZMÁN
Department of Applied Economics, Faculty of Labour Sciences, University of Cordoba,
Downloaded by [90.165.184.154] at 00:21 08 December 2013

Cordoba, Spain
SANDRA Ma SÁNCHEZ CAÑIZARES
Department of Business Organization, Faculty of Law and Business, University of Cordoba,
Cordoba, Spain

Employees play a key role in the success of businesses today. In

the hotel industry, in particular, the study of job satisfaction is of
interest as the dedication, effort, and commitment of employees
is an essential factor in ensuring customer satisfaction. This re-
search aims to investigate the level of job satisfaction among hotel
employees in the province of Cordoba, Spain, and its relationship
with specific organizational aspects of hotel businesses. To achieve
this goal, a series of hypotheses are proposed and tested using a
variety of statistical techniques. The research finds that job satisfac-
tion increases with higher family dependence on employee wages,
and that permanent contracts or greater length of service do not
increase job satisfaction levels, but working part time does.

KEYWORDS job satisfaction, hotels, human capital, Spain

INTRODUCTION

Throughout history, companies have evolved and adjusted to changing

conditions in many spheres considered to be crucial to their success
and survival, such as culture, the economy, technology, demographics,
migratory movements, and others (Werther & Davis, 1995). Particularly in

Address correspondence to Tomás López-Guzmán, Ph.D., Lecturer, Department of

Applied Economics, Faculty of Labour Sciences, University of Cordoba, C/Adarve 30-14071,
Cordoba, Spain. E-mail: tomas.lopez@uco.es
63
 64 F. G. Santa Cruz et al.

the 20th century, the focus turned towards organizational variables, such
as improving job performance and reducing costs (Gibson, Ivancevich,
Donnelly, & Konopaske, 2002).
In developed countries today, people dedicate approximately one-third
of their day to work. Due to the key role human resources play in organiza-
tional aspects of work, they are considered a source of long-term sustainable
competitive advantage. Although human resources were once considered an
additional cost to be minimized, they are now viewed as one of the best and
most productive business investments. As a result, most businesses which
are successful during economic downturns such as the current one recog-
nize the importance of human capital in their organizational culture and the
strategic gains that can be made from such capital. As highlighted by Alas
(2007), organizations are much more than a means of providing goods and
services to society. While human capital is important for all businesses, it is
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especially so for those in the tourism industry, whose management practices

differ greatly from other types of companies and organizations.
But how can organizations develop skills, enhance knowledge, and pro-
mote teamwork and cooperation among their employees, in short, transform
the capacity, knowledge, and creativity of people into tangible results? Ba-
sically, this can be achieved through human resource management (Lepak
& Snell, 1999), and more specifically through greater job satisfaction, which
is an important determinant of organizational commitment. According to the
study by Hawkins and Lee (1990) on hotel professionals, job satisfaction and
professional commitment are two factors that exert a positive influence on
the level of organizational commitment. It is therefore necessary to reflect
upon the relevance of job satisfaction, given its relationship with the be-
haviors and outcomes of importance to individuals, businesses, and society
in general, and ensure that managers and directors of hotels listen to the
thoughts and concerns of their employees (Chiang, 2010).
Despite the current global financial crisis, tourism is a robust industry
which should be sustained, as it is proving to be resilient to the worst
consequence of the economic crisis: unemployment. According to data from
the latest WTO World Tourism Barometer (World Tourism Organization,
2011), tourism is directly responsible for 5% of the world’s GDP, 6% of
total exports, and employing one out of every 12 people in advanced and
emerging economies.
The purpose of this research was to examine job satisfaction among
hotel industry employees in the province of Cordoba, Spain. Using job satis-
faction as the dependent variable, and family dependence on hotel employee
wages, type of contract, type of employment, and length of service as inde-
pendent variables, the specific research objectives are to:

(1) Determine how family dependence on wage level affects employee job
satisfaction.
 A Study of Hotels in Spain 65

(2) Analyze the impact of type of contract (in terms of job stability and hours
worked) on job satisfaction.
(3) Correlate length of service with job satisfaction levels.

The significance of this research lies in that it can help hotel managers in
understanding, promoting, and managing job satisfaction. More specifically,
hotel managers can gain insight into job-related variables that impact on
satisfaction with a view to using them as a tool in hotel management. In
doing so, managers can foment the variables that are causally related to job
satisfaction.

LITERATURE REVIEW
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Organizations are conceived as a set of behaviors which are influenced by

personal and organizational factors. For this reason, it is important to study
these behaviors, particularly the factors that determine them in the hotel
industry. By doing so, the appropriate organizational practices to promote
positive behaviors through job motivation and satisfaction can be identified.
Like motivation, job satisfaction is one of the most widely studied vari-
ables in the field of organizational behavior, but there is little agreement as
to its definition. Some theorists (Seashore, 1974, among others) argue that
the concept of job satisfaction is lacking in theory and that there is not a
comprehensive doctrine regarding job satisfaction. Most of the definitions
proposed of job satisfaction paint a complex and multidimensional picture
(Volkwein & Parmley, 2000). In spite of this, Ivancevich and Donnelly (1968)
argued that researchers construct a somewhat different, but basically identi-
cal definition of job satisfaction, and identified a common denominator that
permits categorizing job satisfaction according to two approaches. Some au-
thors have conceptualized job satisfaction as an emotional state, a feeling, an
attitude or an affective response to a job situation (see Breckler, 1984; Crites,
Fabrigar, & Petty, 1994, among others), while others view job satisfaction
as the result of comparing or balancing the expectations, needs or actual
outcomes of the position and the benefits of the job (Mason & Griffin, 2002;
Wright, 2006).
Andersen, Domsch, and Cascorbi (2007) are among the most recent re-
searchers who follow the first approach. For these authors, job satisfaction
is a pleasant or positive emotional state resulting from the work experience
which is produced when the job satisfies certain individual needs. One year
later, Lee and Chang (2008) defined job satisfaction in the broad sense as a
general attitude a person has or holds towards his or her job. According to
this conceptualization, attitudes should be understood as positive or nega-
tive appraisals of objectives, people, and events, and reflect how individuals
interpret them. With regards to the second approach, Wright (2006, p. 270)
 66 F. G. Santa Cruz et al.

notes that job satisfaction represents “an interaction between employees and
their work environment by gauging the congruence between what employ-
ees want from their jobs and what employees feel they receive.” Finally, it is
important to highlight a third approach, which analyzes job satisfaction at the
group level. In this line, Mason and Griffin (2002) argue that there are many
processes in organizations that occur within groups and that it is important
to conceptualize job satisfaction at the group or organizational level.
Given that there is no unanimously accepted definition of job satisfac-
tion, it is a difficult task to develop a single, universal method to measure it.
As a result, job satisfaction is measured using direct and indirect approaches
(Harpaz, 1983). Of the direct approaches, the subjective method is the most
common. This method uses job satisfaction questionnaires to identify and
estimate employees’ values and needs in their daily life and within the or-
ganization. Furthermore, the analysis of determinants of job satisfaction or
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dissatisfaction has become an area of social interest among researchers. Rah-

man and Sanzi (1995) found that job satisfaction is not influenced by the
same factors across all industries. It is therefore necessary to focus on works
dealing specifically with the hotel industry in order to draw relevant conclu-
sions.
According to Lee and Way (2010), hotel managers must evaluate and
determine the factors that play an important role in fulfilling the expectations
employees have of their job. Moreover, they must develop group-oriented
programs aimed at improving specific areas of work according to the job-
related characteristics of the group. Based on that premise, hotel industry
researchers and professionals must find effective ways of measuring the
factors which mediate employee job satisfaction levels.
Going beyond the individual sphere, job satisfaction should be analyzed
in a more general context as the result of interactions between individuals
and their job positions. By doing so, each member of the organization will
have a set of prescriptions and instructions in accordance with his or her
post and functions. According to Linz (2003), attitudes towards work are, in
general, more influential than the objective characteristics of workers (i.e.,
age, sex, etc.) in explaining job satisfaction.
In light of the review of the literature, the general aim of this research
is to examine the concept of employee job satisfaction and determine its
importance within the hotel industry of the province of Cordoba, Spain. To
achieve this goal, a series of hypotheses related to job position variables are
tested to determine if these variables have an effect on employee satisfaction.
The hypotheses are described below.

Hypothesis 1: Greater family dependence on wages is related to higher job

satisfaction levels.

A large portion of the scientific literature has shown that job satisfaction
is determined in part by employees’ satisfaction with the wages they receive,
 A Study of Hotels in Spain 67

as wages satisfy a series of physiological needs, are a status symbol and a

source of recognition and security, provide more freedom, and are a means
to acquire other values and services. Given the limitations in analyzing the
relationship between absolute wage level and job satisfaction, this hypothesis
tests the degree of dependence the family unit has on the wages earned by
the hotel employee as an indicator or relative income (Lam, Zhang, & Baum,
2001; Leung, Smith, Wang, & Sun, 1996; Simon & Enz, 1995 ).

Hypothesis 2: Employees with permanent contracts are more satisfied.

Despite the discrepancies regarding the relationship between job tempo-

rality and level of satisfaction, recent studies (Bardasi & Francesconi, 2003;
Booth, Francesconi, & Frank, 2002; Kaiser, 2002) have demonstrated that
permanent contracts (contracts to provide services for an unlimited period
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of time) have a positive impact on job satisfaction as they provide greater

stability and permit individuals to plan their personal and professional de-
velopment in the long term. This hypothesis therefore holds that employ-
ees with permanent contracts are more satisfied, as this type of contract
has an impact on emotional attachment to the organization (Buonocuore,
2010).

Hypothesis 3: Job satisfaction is higher among part-time employees.

The hypothesis that part-time workers (employees who work less hours
per day, week, month, or year than full-time employees) are more satisfied
complements Hypothesis 2. Once again, the literature (Eberhardt & Shani,
1984; Edwards & Robinson, 2011; Miller & Terborg, 1979, among others)
arrives at opposing results. Nevertheless, this hypothesis was put forward
given that the increasing importance of reconciling work and family life has
a clear impact on part-time contracts in so far as they permit employees to
balance both facets of their lives due to the negative correlation between
working hours and job satisfaction.

Hypothesis 4: Job satisfaction decreases with length of service.

The scientific literature on the relationship between length of service

and job satisfaction has produced two opposing results. The first suggests
that length of service is positively associated with job satisfaction, while
the second (which justifies the hypothesis), based on more theoretically
grounded works (Smith, Gregory, & Cannon, 1996, among others), holds
that length of service has a negative impact on job satisfaction. The basic
idea is that monotonous jobs or repetitive work can erode a worker’s interest
and hence decrease job satisfaction, or in contrast, that employees with less
length of service in the organization are more enthusiastic about the job (or
landing their first job) and hence more satisfied.
 68 F. G. Santa Cruz et al.

METHODOLOGY
Description of the Study Area
Spain ranks among the global leaders in tourism, not only in terms of in-
ternational tourist arrivals and tourism expenditure, but also in terms of its
broad experience in providing quality tourism services. In 2011, 56.7 million
foreign tourists visited Spain, representing a year-on-year increase of 7.6%,
or four million more tourists compared to 2010 (NSI, 2012). Total tourism
expenditure in 2011 amounted to almost US $79.78 billion, representing a
year-on-year increase of 7.9%. Therefore, 2011 marks the year when the
Spanish tourism industry finally recovered following a decline in tourism in
2008 and 2009.
According to tourism figures for Andalusia—where Cordoba is
located—21.4 million tourists visited the region in 2010. The average ex-
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penditure per trip was US $1,446.73, with an average length of stay of nine
days. The main items of tourism expenditure were transportation (26.3%),
followed by day trips or outings (22.3%), and accommodation (19.7%), with
the remaining 15.3% dedicated to food and drink, package travel, and oth-
ers. Based on these figures, Andalusia ranks fourth on the list of regions
with most overnight stays, behind the Balearic Islands, the Canary Islands,
and Catalonia. Moreover, the region ranks first in terms of domestic tourism,
accounting for more than 20% of the total domestic tourism market in Spain
(NSI, 2012).
Cordoba is a province of southern Spain, which is located in the central-
northern part of the region of Andalusia. Cultural and rural tourism are the
main types of tourism offered in the province, and stand out for their clear
commitment to differentiation based on quality. In contrast to other provinces
of Andalusia, where the “sun and beach” mass tourism model predominates,
in 2010, Cordoba’s commitment to quality led to a 6% increase in the number
of hotels in the province over the previous year (NSI, 2012), while the total
number of beds increased by 0.52% in the last year and by 29.21% over the
course of the last decade.

Sample and Fieldwork

The research consisted of an empirical study of all the hotel establishments
in the city and province of Cordoba, with the exception of hostels (es-
tablishments that are not independent but occupy a number of floors of
a building and offer the same services as a hotel except meals, although
some may provide breakfast) and guesthouses (establishments of a lower
category than hostels, which often have fewer rooms with only a sink and
shared bathrooms). Data on the hotels (location, category, postal address,
and telephone number) were provided by HOSTECOR, a non-profit business
 A Study of Hotels in Spain 69

association that brings together a wide variety of hospitality professionals in

Cordoba and the province.
Due to the importance and complexity of the variables that impact
employees in the hospitality industry in Cordoba, the study was extended
to include the whole population. The fieldwork, which was carried out
from April to October 2010, began by dividing the total area into smaller
geographical units to facilitate the subsequent phases of the study. Following
this first step, the general managers of the hotels (for whom data were lacking
and who in some cases, especially in small hotels, were also the owners
of the hotels) were contacted by telephone to inform them of the research
project, request their collaboration, and arrange an initial meeting (in person)
to explain the aims and methods of the research and deliver the survey. The
survey was administered to both the hotel workers and managers.
Following the initial meeting and the delivery of the questionnaires, the
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general managers (or the person in whom they delegated the task) were
responsible for explaining the research project and administering the ques-
tionnaires to the hotel employees. Participation was voluntary. To ensure
confidentiality and increase response rates, the completed questionnaires
were placed in a blank envelope and sealed immediately. Approximately
two weeks after the first meeting, and upon confirmation by telephone, a
member of the research team (the authors of this article) visited each of
the hotels again to collect the sealed envelopes containing the completed
questionnaires.

Measurement Instrument and Statistical Analysis

Once the initial questionnaire was revised and the appropriate changes
made, related items were grouped together in four general sections follow-
ing a structured model with closed-ended questions. The questionnaire was
an adapted version of the questionnaire developed by Sánchez Cañizares,
López-Guzmán Guzmán, and Millán Vázquez de la Torre (2007). The struc-
ture and items of the questionnaire are described below.

PART 1, INSTRUCTIONS
In this section, respondents were given information regarding the confiden-
tiality and anonymity of the questionnaire and general instructions for its
completion. At the end of the section, respondents were thanked for their
participation.

PART 2, DATA ON JOB POSITION

In this section, respondents were asked a series of questions about the
characteristics of their job with a view to analyzing the influence of these
 70 F. G. Santa Cruz et al.

variables on job satisfaction. The data on job characteristics included the

following items:

• Type of contract: permanent or temporary

• Type of employment: full-time or part-time
• Length of service in current workplace
• Length of service in the hotel industry in general
• Department in which the employee works
• Number of working hours per week
• If the employee is in charge of other staff and how many, and if the
employee must report directly to a superior
• Normal working shift
• Monthly salary (divided into 6 categories: less than €500, €500 to €750,
€750 to €1,000, €1,000 to €1,500, €1,500 to €2,500, and more than €2,500)
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PART 3, JOB SATISFACTION

This section aimed to obtain an overall view of the job performed and job
satisfaction. The main items included in this section were:

• Main reason for working in the hotel industry.

• Main disadvantages of the profession, in order of importance (1 or 2).
When talking about point 1 or 2, refers to a classification of aspects hotel
labor work, highlighting the two main disadvantages in this job is between
10 possible aspects (1, the most important, and 2, the next in that order).
These 10 aspects are: the salary, schedules/shifts, peer relationships, re-
lationships with superiors, lack of social importance and prestige of the
profession, lack of resources to perform the work, lack of interest work,
personal autonomy, other (which should be specified), and, finally, do not
know/no answer.
• Main advantages or positive aspects of the profession, in order of impor-
tance (1 or 2). Similar to the before point, when talking about point 1 or 2,
refers to a classification of aspects hotel labor work, highlighting the two
main advantages in this job is between 10 possible aspects (1, the most
important, and 2, the next in that order). These 10 aspects are: holidays,
salary, interest in work, peer relationships, relationships with superiors,
schedules/shifts, personal autonomy, social importance, and prestige of
the profession, other (which should be specified) and, finally, do not
know/no answer.
• Level of satisfaction/dissatisfaction with various aspects related to the job
measured on a 5-point Likert scale (from 1 = very dissatisfied to 5 =
very satisfied). The reliability of the scale is adequate (Cronbach’s alpha =
0.892).
 A Study of Hotels in Spain 71

• Degree of overall satisfaction considering all aspects jointly on a 5-point

Likert scale.

PART 4, SOCIODEMOGRAPHIC DATA

In this section of the questionnaire, the respondents were asked to provide
personal, sociodemographic, and job-related data to examine the influence
of these variables on job satisfaction. The items included in this section
were:

• Sex
• Marital status
• Age
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• Number of children
• Nationality
• Level of training
• Membership in trade unions
• Dependence on wages earned in hotel
• Sick leaves and number of days taken
• Ability to change jobs
• Previous employment in the sector and location

The data were processed using the SPSS (Version 15.0) program for
Windows and two groups of statistical techniques. To obtain the basic data
for the study, a descriptive statistical analysis was performed. To test the
hypotheses on the influence of the study variables on job satisfaction, con-
tingency tables and the chi-square test were used. In addition, the analysis of
variance (ANOVA) test for equality of means was used for the initial analysis
of the relationships between the variables, and logistic regression was used
to determine the relationship between these variables and job satisfaction.

RESULTS AND DISCUSSION

Seventy-three hotels of different categories were surveyed, accounting for

84% of the total number of hotels in the province. A total of 585 valid ques-
tionnaires were collected (response rate 54%). The main aggregate quanti-
tative results by hotel category obtained from the fieldwork are shown in
Table 1.
As regards the main reason for working in the hotel industry (Table 2),
the majority of respondents (62.4%) stated that they like the work, while
only 16.6% of the respondents said that they could not find a better job.
The results of the survey reveal an important vocational component (as
 72 F. G. Santa Cruz et al.

TABLE 1 Main Quantitative Results

Number of
Total Number Number of Response Number of Employees Response
Category of Hotels Hotels Surveyed Rate Employees Surveyed Rate

5-star 3 3 100% 65 53 82%

4-star 17 16 94% 506 211 42%
3-star 23 20 87% 283 167 59%
2-star 27 22 81% 135 93 69%
1-star 17 12 71% 85 61 72%
TOTAL 87 73 84% 1,074 585 54%
Note. Based on National Statistics Institute [NSI] data (2012).

the majority said they enjoyed the work); data which could potentially be
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used by organizations to increase the organizational commitment of their

employees.
This vocational component suggests that management strategies should
be targeted at developing employees’ skills in the medium and long term
with a view to achieving the desired organizational objectives and increasing
profits. Indeed, in enhancing their human capital, companies can improve
the quality of the service they offer and gain a competitive advantage in the
long term.
The overall job satisfaction level of employees in the hotel industry is
shown in Table 3. As can be seen, more than half of the respondents (58.4%)
stated that they were satisfied or very satisfied with their work overall, while
8.4% said they were dissatisfied or very dissatisfied. Moreover, one in three
respondents stated that they were neither satisfied nor dissatisfied. In line
with the work of authors such as Spinelli and Canavos (2000) on the re-
lationship between employee satisfaction and guest satisfaction, these data
suggest that the satisfaction of hotel employees in the province of Cordoba
could contribute to building hotel customer loyalty.
The results of the bivariate analysis to determine the influence of specific
job characteristics on job satisfaction are shown in Table 4. The data were

TABLE 2 Reasons for Working in the Hotel Industry

Main Reason for Working in the Hotel Industry %

I like the work 62.4%

I couldn’t find a better job 16.6%
Don’t know/Don’t answer 6.0%
Others 3.4%
Autonomy 2.3%
Job security 7.5%
Vacation time 0.3%
TOTAL 100%
 A Study of Hotels in Spain 73

TABLE 3 Overall Job Satisfaction Level

Satisfaction level %

Very satisfied 18.20%

Satisfied 40.20%
Neither satisfied or dissatisfied 33.20%
Dissatisfied 6.50%
Very dissatisfied 1.90%
TOTAL 100%

used to test whether the above hypotheses are true or not. The results of
the ANOVA test (Table 5) and the binary logistic regression model (Table 6)
used to test the hypotheses are also shown below.
Table 4 shows employee job satisfaction levels in percentage terms for
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each of the variables studied, the chi-square statistic (χ 2), and its p-value.
The probability distribution of all the variables is shown to the right of the
responses by employees who stated that they were very satisfied with their
jobs (administration, housekeeping, reception desk/concierge, management
departments, etc.). This confirms that, on average, hotel industry employees
in Cordoba are reasonably satisfied with their jobs.
The ANOVA test (Table 5) shows that the relationship between job
satisfaction and family dependence on employee wages is increasing, and
reaches its peak when the family depends on more than 75% (3.72 points)
of the total wages earned by the hotel employee. This result can determine
greater employee involvement, given the importance of the job to the family’s
economic stability. As regards type of employment, the ANOVA test shows
that part-time employees are more satisfied (0.30 points higher than those
who work full time). This result is not surprising, considering the long hours
and shifts so characteristic of this sector, which make it difficult to achieve a
work life balance. A part-time position, on the other hand, permits workers
to reconcile these two facets of their lives; particularly women, who account
for a large portion of the hotel industry labor force.
Finally, the results of the binary logistic regression model for the inde-
pendent variables are shown in Table 6. Each of the variables is described
and assigned a code as follows:

• Dependence on wages: level of dependence (in percentages) of total fam-

ily income on hotel employee wages
• Type of contract (contract): 1-permanent contract
• Type of employment (employment): 1-full time
• Length of service: number of years worked

Based on the analysis of the results, in what follows, each of the hy-
potheses stated in the literature review is accepted or rejected.
 Downloaded by [90.165.184.154] at 00:21 08 December 2013

74
TABLE 4 Job Satisfaction Levels by Variables and Categories

Not
Very Somewhat Satisfied or Somewhat
Dissatisfied Dissatisfied Dissatisfied Satisfied Very
Variable Category (%) (%) (%) (%) Satisfied (%) X 2 (p-value)

Family dependence on salary <40% 2.8% 11.0% 33.9% 42.2% 10.1%

40% –75% 1.4% 4.2% 34.7% 42.7% 16.9% 14.409
>75% 1.8% 6.7% 32.0% 36.4% 23.1% (0.072)∗∗
Type of contract Permanent 1.1% 5.0% 34.3% 44.3% 15.2% 15.423
Temporary 3.1% 9.4% 30.7% 33.3% 23.4% (0.004)∗
Type of employment Full time 2.6% 8.1% 32.9% 41.9% 14.5% 16.151
Part time 2.8% 34.3% 35.2% 27.8% (0.003)∗
Length of service (in years) <10 2.1% 7.4% 33.6% 39.8% 17.1%
10–30 3.5% 43.9% 38.6% 14.0% 12.783
20–30 6.3% 37.5% 43.8% 12.5% (0.385)
>30 8.3% 4.2% 16.7% 45.8% 25.0%
∗∗
Note. ∗ Significant at 5%. Significant at 10%.
 A Study of Hotels in Spain 75

TABLE 5 ANOVA Test

Variable Category Mean Satisfaction F (p-value)

Family dependence on wages <40% 3.46 3.412

40%–75% 3.69 (0.034)∗
>75% 3.72
Type of contract Permanent 3.68 0.137
Temporary 3.65 (0.711)
Type of employment Full time 3.58 9.600
Part time 3.88 (0.002)∗
Length of service (in years) <10 3.62 0.134
10–20 3.63 (0.934)
20–30 3.63
>30 3.75
∗
Note. Significant at 5%.
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Hypothesis 1: Greater family dependence on wages is related to higher job

satisfaction levels.

Summarizing the results, the chi-square test supports the relationship

between degree of family dependence on wages and job satisfaction, with
a significance level of 10%. The analysis of variance also showed significant
differences in mean satisfaction in relation to dependence on wages. This
can be observed in the mean satisfaction levels, which increase as family
dependence on wages increases, and reach a peak when the family depends
on more than 75% (3.72 points) of the wages earned by the hotel employee.
This result suggests that family dependence on employee wages could be
a determinant in employee involvement given the importance of the job to
the family’s economic stability.
In contrast, the logit model shows a negative coefficient, which could
suggest an inverse relationship. Given that the coefficient is not significant,
however, the hypothesis that greater family dependence on wages is related
to higher satisfaction levels is accepted, thus confirming the findings of Grund
and Slivka (2001).

TABLE 6 Logit Model for Total Sample

Variable B coefficient p-value Odds Ratio

Family dependence on wages −0.055 0.708 0.946

Type of contract
Permanent 0.361 0.126 0.697
Temporary reference reference reference
Type of employment
Full time −0.678 0.030 1.969
Part time reference reference reference
Length of service (in years) −0.014 0.931 0.986
Constant 20.903 1.000 1E+009
 76 F. G. Santa Cruz et al.

Hypothesis 2: Employees with permanent contracts are more satisfied.

Although the chi-square test rejects independence between the two

variables, the results of the test for equal means and the logit model are not
statistically significant. It is surprising to note that both types of contracts
(permanent and temporary) show similar mean levels of satisfaction (0.03
points higher for permanent contracts). As stated above, this may due to the
greater enthusiasm of employees for whom this may be their first contact
with the world of work. Hence, the hypothesis is rejected, and the findings
of Clark (1996), Allen and Van der Velden (2001), and Benfield and Harris
(2002) are confirmed.
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Hypothesis 3: Job satisfaction is higher among part-time employees.

The result of the chi-square test rejects independence between type of

employment and job satisfaction. The ANOVA test is also statistically signif-
icant for the difference of means between full-time and part-time workers.
This result is logical, given the long hours and changing shifts characteristic
of the hotel industry, which make it difficult to reconcile work and family
life, something which is easier for part-time workers to achieve (particularly
women, who make up a significant share of the hotel industry labor force).
Finally, the logit model shows a negative and statistically significant
coefficient (the variable was coded 1 = full-time employment and 0 = part-
time employment), indicating that full-time employees are less likely to be
satisfied with their jobs. Hence, the hypothesis is accepted and confirms the
results of Eberhardt and Shani (1984) and Edwards and Robinson (2001),
who found a positive relationship between job satisfaction and part-time
employment.

Hypothesis 4: Job satisfaction decreases with length of service.

The chi-square test supports the independence of the variable length

of service in relation to job satisfaction. The means do not show a clear
pattern for this relationship, with job satisfaction levels remaining virtually
unchanged from the moment the employee begins to work until the age
of 30, when satisfaction reaches a peak. The logit model does not show
a significant coefficient for this variable, either. Hence, the hypothesis that
there exists an inverse relationship between job satisfaction and length of
service is rejected, and no dependence between these variables is found.
 A Study of Hotels in Spain 77

CONCLUSIONS AND IMPLICATIONS

Due to the importance of human capital in the success of organizations,

it is essential to optimize human resource management. Following in this
line, this analysis focuses on the close relationship between job satisfaction,
quality of service, and customer satisfaction. A hotel whose employees are
dissatisfied will be unable to offer a competitive and quality service, as job
satisfaction is an important factor in the success of businesses.
The results of the research show that motivation to work in the hotel in-
dustry is an important factor in job satisfaction. When hotel employees were
asked about their main reason for choosing to work in the hotel industry,
the majority of respondents (62.4%) stated that it was because they liked
the work, while only 16.6% said it was because they had been unable to
find a better job. As regards overall job satisfaction, more than half of those
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surveyed (58.4%) stated they were satisfied or very satisfied with their job. In
contrast, only 8.4% stated that they were dissatisfied or very dissatisfied with
their job. Satisfaction is therefore a means to increase employee commitment,
and in turn, customer loyalty. To do so, hotel managers must promote job
satisfaction among their “internal customers,” that is, their employees.
As regards the hypotheses tests, it is interesting to note that, firstly,
family dependence on hotel employee wages bears a direct and increasing
relationship to employee job satisfaction. This result is logical, given that
greater dependence implies a higher commitment to the organization and
a greater sense of belonging. Secondly, employees with permanent con-
tracts do not show higher satisfaction levels. Although this finding is quite
surprising, it may be due to the fact that temporary workers are anxious to
please their employers or have voluntarily chosen to work part time. Thirdly,
part-time employment is related to higher job satisfaction levels. A possible
explanation for this could be the large presence of females in the hotel in-
dustry and the fact that part-time contracts permit workers to better balance
family and work life.
The overall aim of this article was to provide insight that could serve to
inform hotel managers about job satisfaction and understand how specific
job characteristics (i.e., dependence on wages, type of contract, type of
employment, and length of service) may influence satisfaction. Using this
knowledge, hotel managers of the province of Cordoba (and, in general, any
other hotel business), should implement policies to improve the motivational
potential of jobs and ensure that they suit the characteristics of the employees
in these positions. This can be achieved by matching employees with the
right job, comparing the different factors and components of job satisfaction,
and identifying the strengths and weaknesses of their employees with a view
to providing the training and developing the skills needed to do the job well.
Moreover, a better understanding of the impact of these variables on
employee job satisfaction would permit hotel managers to recruit and select
 78 F. G. Santa Cruz et al.

the appropriate staff by establishing the psychological and professional

requirements of individuals with the highest job satisfaction potential, and
in turn, improve the organizations’ results. These objectives could also
be achieved by determining the actual training needs of employees and
incorporating the job-related variables studied in this research that promote
job satisfaction in training schemes. Furthermore, if training is targeted at
more satisfied employees, organizations can better match their training
objectives to those of their employees.

LIMITATIONS OF THE STUDY AND FUTURE RESEARCH

One of the main limitations of the study is the lack of official statistical data.
More data are needed to perform further research and studies on the job
satisfaction construct that can aid in designing labor policies to improve the
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well-being of workers. Moreover, many of the self-administered question-

naires used to measure both job satisfaction and employee well-being have
been designed taking into account current circumstances. A study spanning
a larger time period and/or geographical area could yield different results
and conclusions.
Future lines of research could be directed at exploring employees’ eval-
uations of job stability, given that type of contract as an indicator of job
satisfaction could lead to significant biases in terms of employees’ subjective
perception of job satisfaction. Finally, with a view to enhancing job perfor-
mance, it would be interesting to study how certain organizational practices
can promote teamwork and instill in employees a sense of autonomy and
control over their work.

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