Resort Employee’s Satisfaction Driving Factors and

How Their Satisfaction Affects Their Hospitality Performance

Introduction
A. Front-line resort-level minimum wage jobs are often overlooked as non-important jobs.
B. However, the people who fulfill these roles are the people who love delivering good
services to us, customers, and want to give us the best experience possible. Resort
employees are affected by different factors, and these factors could alter the quality of the
service being delivered to us.
C. In this paper, three different factors that affect employees’ job satisfaction and their
influence on hospitality performance will be discussed.
First main point: Looking at the positive correlation between employees’ relationship with
management, coworkers, and their job satisfaction.
A. These hypotheses are quantitatively supported.
1. According to Azic’s paper (2017), the hypothesis that there is a positive correlation
between employees’ relationships with management is quantitatively supported by
data. (a = 0.47 and t-value = 9.160; I can look into explaining a and t-value, or I can
eliminate this information from my paper).
2. According to Azic’s paper (2017), the hypothesis that there is a positive correlation
between employees’ relationships with coworkers is quantitatively supported by data.
(a = 0.28 and t-value = 5.335).
B. Employees who perform good services also influence their coworkers to perform good
services too
1. Internal Marketing concept (Ieong, 2016) is a planned effort by the company to
enhance their business performance by attracting, motivating, and retaining qualified
employees by using job products to fulfill employees’ needs.
2. According to Internal Marketing concepts (Ieong, 2016), employees are the
organization’s internal customers who receive products and/or services from other
coworkers in the company.
C. Informal communication methods between employees can positively influence
employees’ work attitudes (Ieong, 2016).
1. Informal communication will make the employees feel less pressured to be formal
and polite all the time, resulting in a better state of mind.
2. Communication of clear vision will also raise their sense of belonging in the
company, increasing their motivation at work and quality of service.
Second main point: Looking at the positive correlation between job training, rewards, and
employees’ job satisfaction.
A. A well-organized reward and compensation structure are important in developing a
healthy and sustainable organizational environment. (Ieong, 2016)
 1. In Ieong, 2016’s paper, Podsakoff, and Williams (1986) found that good reward
systems could moderate employees’ relationship between their satisfaction and
performance.
2. In Ieong, 2016’s paper, Arnett, Laverie, and McLane (2002) reported that an
employee’s job satisfaction level and commitment will be improved if the rewards
and compensation system is fair.
B. Training could be used to help employees have a better understanding of their job duties,
thus being able to deliver the best service.
1. Training could be utilized to create a common ground for employees to understand
the vision of the organization.
2. During training, employees should be trained to complete their duties well while at
the same time, aiding the organization toward its objectives.
C. Employees’ job satisfaction level and the level of training they receive are positively
correlated.
1. Training and development could significantly improve the service and product that
employees deliver.
2. Employee training helps in reducing employee absences and increasing their turnover
rate.
Third main point: Looking at how job satisfaction has a positive correlation with their hospitality
performance.
A. This hypothesis is quantitatively supported.
1. According to Azic’s paper (2017), this hypothesis is quantitatively supported by data.
(b = 0.28 and t-value = 7.256; I can look into explaining the b value, or I can
eliminate this information from my paper).
B. Marketing starts from within the company. Happy and satisfied employees provide better
hospitality to customers, resulting in a higher customer satisfaction rating.
1. Happy employees benefit the organization in increasing business performance and
improving service quality
2. When the company treats its employees nicely, the employees will want to treat the
customers the same way they are being treated.
C. Employees play a significant role in high customer satisfaction
1. A study in a resort in Macau suggested that casino dealers who benefited from
training have a more comprehensive understanding of casino operations. Therefore,
they feel more confident helping customers, resulting in higher customer satisfaction.
2. In the same study, the employees who communicated positively with their coworkers
tended to be happier. When they are happy, they could provide better service to
customers.

Conclusion
A. In this paper, three different factors that affected employees’ satisfaction and how
they influence their hospitality performance have been evaluated.
B. Communication, job training, and rewards have all positively impacted employees’
satisfaction at work. Furthermore, the more satisfied an employee is, the better they
perform when delivering service to customers.
C. Based on the research, it could be said that hospitality employee is the face of the
organization, and their hospitality is the result of a successful organization that
succeeds in managing the relationship between employees, managers, and coworkers.
 Citation
Ali, Amin, M., & Cobanoglu, C. (2016). An Integrated Model of Service Experience, Emotions,
Satisfaction, and Price Acceptance: An Empirical Analysis in the Chinese Hospitality
Industry. Journal of Hospitality Marketing & Management, 25(4), 449–475.
https://doi.org/10.1080/19368623.2015.1019172
Azic, M. L. (2017). THE IMPACT OF HOTEL EMPLOYEE SATISFACTION ON
HOSPITABILITY PERFORMANCE. Tourism and Hospitality Management, 23(1),
105-117. doi: http://dx.doi.org/10.20867/thm.23.1.8
Ieong, C. Y., & Lam, D. (2016). Role of Internal Marketing on Employees’ Perceived Job
Performance in an Asian Integrated Resort. Journal of Hospitality Marketing &
Management, 25(5), 589–612.
https://doi-org.ezproxy2.library.drexel.edu/10.1080/19368623.2015.1067664
Lou, So, A. S. I., & Hsieh, Y. J. (2019). Integrated resort employee competencies: a Macau
perspective. International Journal of Contemporary Hospitality Management, 31(1), 247–
267. https://doi.org/10.1108/IJCHM-07-2017-0431