EXAMPLE PRESENTATION EXAMPLE PRESENTATION: Title of the Article (Number 7): The Effects of Job...
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EXAMPLE PRESENTATION : Title of the Article (Number 7): The Effects of Job Demands, Job Resources and Intrinsic Motivation on Emotional Exhaustion and Turnover Intentions: A Study in the Turkish Hotel Industry COURSE: ORGANIZATIONAL BEHAVIOR IN THE TOURISM AND HOSPITALITY COURSE CODE: TOUR 501 LECTURER: PROF. DR. HUSEYIN ARASLI Submitted by: MARYAM VALA115647 MOHAMMAD MANOUCHEHRI 126208 FATEMEH NOORIOUR 115732 Spring 2013
EXAMPLE PRESENTATION EXAMPLE PRESENTATION: Title of the Article (Number 7): The Effects of Job Demands, Job Resources and Intrinsic Motivation on Emotional
EXAMPLE PRESENTATION EXAMPLE PRESENTATION: Title of the Article
(Number 7): The Effects of Job Demands, Job Resources and Intrinsic
Motivation on Emotional Exhaustion and Turnover Intentions: A Study
in the Turkish Hotel Industry COURSE: ORGANIZATIONAL BEHAVIOR IN
THE TOURISM AND HOSPITALITY COURSE CODE: TOUR 501 LECTURER: PROF.
DR. HUSEYIN ARASLI Submitted by: MARYAM VALA115647 MOHAMMAD
MANOUCHEHRI 126208 FATEMEH NOORIOUR 115732 Spring 2013
Slide 2
The Effects of Job Demands, Job Resources and Intrinsic
Motivation on Emotional Exhaustion and Turnover Intentions: A Study
in the Turkish Hotel Industry Emin Babakusa; Ugur Yavasb; Osman M.
Karatepe Published in International Journal of Hospitality &
Tourism Administration, Vol. 9(4) 2008 Available online at
http://www.haworthpress.com 2008 by The Haworth Press.
Slide 3
Aim of the Study: This study investigates the simultaneous
effects of job demands, job resources, and a personal resource on
emotional exhaustion and turnover intentions. Results show that job
demands trigger frontline employees emotional exhaustion and
turnover intentions. Job resources and intrinsic motivation reduce
emotional exhaustion.
Slide 4
Dimensions: : physical, psychological, social, or
organizational aspects of a job that require sustained physical
and/or psychological effort. ( Bakker et al., 2003) :Job resources
refer to those physical, psychological, social or organizational
aspects of the work environment that assist achievement of work
goals, or stimulate personal growth and development. ( Bakker et
al., 2004;Halbesleben & Buckley, 2004). Job Demands (JD) Job
Resources (JR)
Slide 5
: (Intrinsic motivation): refers to an individual's feeling of
challenge or competence derived from performing a job. (Keaveney,
1992, p. 151). : Emotional exhaustion, which is defined as the
feeling of being emotionally overextended and exhausted by ones
work, along with depersonalization and lack of personal
accomplishment. (Maslach & Jackson,1981, p.101) : intend to
leaving and changing your current job. Personal Resources (PR ):
Emotional Exhaustion Turnover Intentions
Slide 6
Research context In todays competitive marketplace, delivery of
quality services to customers is a top priority for many service
organizations. Because of their boundary-spanning roles, frontline
employees play the most critical role in the delivery of quality
services. ( Yavas & Shemwell, 1998). Frontline employees are
often underpaid, typically work long hours with irregular
schedules, and carry heavy workloads (Babin & Boles,1998).
Slide 7
They also often receive incompatible demands from co-workers,
managers and customers and lack specific information to perform
their job-related tasks effectively. (Singh, 2000) Our study
extends the domain of inquiry to the hospitality sector (hotels) in
Turkey. Because of unsocial work hours, low pay, heavy workloads,
low training, job insecurity, high turnover and poor management
practices, the hotel sector provides an interesting setting for
examining the issues we address here (cf. Guerrier & Deery,
1998; Tsaur & Lin, 2004).
Slide 8
Specific Dimensions in our study are: The effects of (Intrinsic
Motivation) are specifically examined in this study along with job
demand and job resources on frontline employees 'emotional
exhaustion and turnover intentions and also the effect of on
Turnover intention. Personal Resources (PR) Emotional
Exhaustion
Slide 9
Contribution of the Study : First, the literature review shows
that, in their conceptualization, none of the extant studies using
this framework includes personal resources (e.g., intrinsic
motivation) as antecedents and examines their simultaneous effects
(along with job demand and job resources) on frontline employees
'emotional exhaustion and turnover intentions.
Slide 10
Second, empirical studies have been conducted insurance
services, pension funds, occupational health and safety services,
home-care services, education, government,transportation,
manufacturing and health care services. (Bakker, Demerouti, &
Verbeke, 2004; Demerouti et al., 2001). A shortage of studies
utilizing this theory in the hospitality sector persists.
Slide 11
Third, much of our extant knowledge on job demands- resources
theory is based on studies undertaken in the West, primarily in
Europe. There is a lack of research examining job demands-resources
theory in countries beyond the North American-European axis.
(Bakker et al., 2004; Schaufeli & Bakker, 2004). Mardan Hotel
in Turkey
Slide 12
Context of the Study The investigation was conducted in 3,4 and
5 star hotels. Location of the Hotels: Ankara Population of the
Hotels in Ankara in Total: 5 five-star hotels 10 four-star hotels
27 three-star hotels The Sampling was conducted in: all the
five-star hotels 9 four-star hotels 23 three-star
Slide 13
The specific theory of this study: the purpose of the current
study is to develop and test a model that examines the simultaneous
effects of job demands, job resources and a personal resource
(intrinsic motivation) on emotional exhaustion and turnover
intentions by using the organizing framework of job
demands-resources theory (Bakker, Demerouti, Taris, Schaufeli,
&Schreurs, 2003).
Slide 14
RESEARCH MODEL AND HYPOTHESES What is Job demands-resources
theory?
Slide 15
Our model also proposes that emotional exhaustion results in
higher turnover intentions. Hence, job demands, job resources and
intrinsic motivation impact turnover intentions both directly as
well as indirectly through the mediating role of emotional
exhaustion. Past research suggests that 1. age 2. education 3.
tenure 4. gender may impact the key constructs in our study.
Slide 16
Job Demands Job demands also referred to as role stressors.
(Thompson, Kirk & Brown, 2005) physical, psychological, social,
or organizational aspects of a job that require sustained physical
and/or psychological effort and include: (Bakker et al., 2003) role
conflict role ambiguity interpersonal conflicts role overload
Slide 17
Role conflict occurs when an individual receives incompatible
job demands from his/her role partners such as customers,
co-workers and managers and cannot satisfy all the demands
simultaneously. (Churchill, Ford, & Walker, 1976). Role
ambiguity occurs when an individual lacks information about his/her
job and experiences a great deal of uncertainty about how to
perform job- related tasks. (Churchill et al., 1976).
Slide 18
For example, research by Posig and Kickul (2003) and Jaramillo,
Mulki, and Locander (2006) show that employees who experience high
levels of role conflict and role ambiguity become emotionally
exhausted.
Slide 19
Job Resources Job resources refer to those physical,
psychological, social or organizational aspects of the work
environment that assist achievement of work goals, or stimulate
personal growth and development. (Bakker et al., 2004;Halbesleben
& Buckley, 2004). It includes: performance feedback skill
variety autonomy training salary supervisory support rewards
empowermentservice technology
Slide 20
Supervisory support refers to the degree to which employees
perceive that supervisors offer employees support, encouragement
and concern. (Babin & Boles, 1996, p. 60). supervisory support
can serve as an antidote to job demands such as role overload and
role ambiguity, and consequently reduce emotional exhaustion. (Lee
& Ashforth, 1996)
Slide 21
Training programs Lack of task-related skills and behavioral
skills are the factors, which makes the frontline employees
emotional exhausted. (cf. Karatepe, 2006; Wilk & Moynihan,2005)
In addition, training enhances employees affective commitment to
their organization and reduces their turnover intentions. (Tsui,
Pearce, Porter, & Tripoli, 1997)
Slide 22
Empowerment is the freedom and ability to make decisions and
commitments. ( Forrester,2000, p. 67). Employees can respond to
customer requests and complaints quickly without a long chain of
command. (Babakus et al., 2003) Empowered employees are less likely
to be emotionally exhausted. (Ben-Zur & Yagil,2005)
Slide 23
Forrester (2000,p.69) argument that money counts a lot,
especially for those who have little of it, is highly relevant to
frontline service jobs in hotels, which are low-paying positions
with minimal tangible rewards despite long work hours.
Slide 24
Having appropriate levels of pay and related rewards in place
is important in inducing frontline employees to deliver high
quality service and to deal with customer complaints effectively.
An organizations reward structure has a significant impact on
employee loyalty and commitment. (Lawler, 2000 ).
Slide 25
Intrinsic motivation refers to an individual's "feeling of
challenge or competence derived from performing a job. (Keaveney,
1992, p. 151). Intrinsically motivated employees seek enjoyment and
self-expression.They perform an activity for itself in order to
experience the pleasure, stimulation and joy inherent in the
activity. (Amabile, 1993). Such employees have better
problem-solving skills and are more innovative. (Miller,
2002).
Slide 26
Intrinsic motivation may create a positive impact of stress
caused from long working hours, irregular work schedules etc. that
characterize frontline jobs in hotels. ( Deci and Ryan,1985)
Slide 27
Emotional Exhaustion Emotional exhaustion, which is defined as
the feeling of being emotionally overextended and exhausted by ones
work, along with depersonalization and lack of personal
accomplishment. (Maslach & Jackson,1981, p.101) employees who
are emotionally exhausted feel as though they lack adaptive
resources to perform their job. (McManus et al., 2002).
Slide 28
Hypothesis:
Slide 29
H1: Job demands are positively related to frontline employees
'emotional exhaustion. H2: Job demands are positively related to
frontline employees turnover intentions. H3: Job resources are
negatively related to frontline employees 'emotional exhaustion.
H4: Job resources are negatively related to frontline employees
'turnover intentions. H5: Intrinsic motivation is negatively
related to frontline employees 'emotional exhaustion. H6: Intrinsic
motivation is negatively related to frontline employees 'turnover
intentions. H7: Emotional exhaustion is positively related to
frontline employees 'turnover intentions.
Slide 30
Methodology Sampling=which sampling method used. Write here!
From 1,316 723 usable questionnaires were collected. Data for the
study were collected from the frontline employees such as: 1. food
servers 2. front desk agents 3. concierges 4. and bartenders
Response rate of 54.9%. A pilot sample of 30 frontline employees
were conducted for pre-testing the questionnaire.
Slide 31
Design of the Survey: Multiple item indicators from
well-established scales were used to operationalize the study
constructs: Intrinsic motivation was measured via four(4) items
from Low, Cravens, Grant, and Moncrief (2001). Job demands were
operationalized via seven (7) role conflict and six Six (6) role
ambiguity items from Rizzo, House, and Lirtzman (1970). Job
resources were measured via five (5) supervisory support items from
Babin and Boles (1996),
Slide 32
Six(6)training items from Boshoff and Allen (2000) Five
(5)empowerment items adapted from Hayes (1994). Five (5)rewards
items from Boshoff and Allen (2000). Emotional exhaustion was
operationalized via eight (8) items from the Maslach Burnout
Inventory (Maslach & Jackson, 1981). Three (3) items were
adapted from Boshoff and Allen (2000) to measure turnover
intentions.
Slide 33
Hypothesis:
Slide 34
Results of analysis
Slide 35
DISCUSSION The seven hypotheses we tested, six received full
and one partial (H4) support from our data. (H4: Job resources are
negatively related to frontline employees 'turnover intentions).
(t-value= -1.83)
Slide 36
Results of analysis
Slide 37
RESULTS job demands construct exerts significant direct
influences on emotional exhaustion and turnover intentions: JD
TIT-value: 11.54 JD EET-value: 6.47 emotional exhaustion showed a
significant positive effect on turnover intentions: EE TIT-value:
12.03
Slide 38
Results of analysis
Slide 39
An examination of the standardized total effects in Table of
results reveals that Job demands has the strongest impact on
turnover intentions: JD TI Standardized Estimate: 0.43 which is
followed by job resources Standardized Estimate:.21 and intrinsic
motivation Standardized Estimate:.14
Slide 40
Of the demographic control variables, education and tenure had
significant negative impacts and gender had a significant positive
impact on job demands where females perceived higher job demands.
Education JD T-value: -4.48 Tenure JD T-value: -1.97 Gender JD
T-value: 6.27
Slide 41
On a broader front, the current findings in the context of the
Turkish hospitality sector are consistent with those from different
industries in Europe and North America. For instance, based on an
extensive study of four occupational groups in the
Netherlands,Schaufeli and Bakker (2004), concluded that job demands
and job resources exert significant effects on emotional exhaustion
and emotional exhaustion significantly influences turnover
intentions regardless of industry.
Slide 42
DISCUSSIONS Who found what ? In line with or contradict to the
articles' findings!!!!
Slide 43
Implications Managers should: Try to reduce their employees
emotional exhaustion and turnover intentions. Take concerted
actions to establish a work environment where imbalance between job
demands and job resources is minimized. To reduce Role Ambiguity
and Conflict management can carefully prepare or revise job
descriptions
Slide 44
Enhance supervisory support and start sending strong signals to
employees regarding managements commitment to training, empowerment
and rewards. Setting clear organizational policies about the
indicators of job resources can potentially pay dividends by
reducing employee's emotional exhaustion and turnover intentions.
In feeling vacant positions seek, screen and recruit individuals
with high intrinsic Motivation. Enhance the basic orientations of
current employees who are already intrinsically motivated.
Slide 45
Future Research Directions Future studies employing
longitudinal designs would be helpful in establishing causal
relationships. Replications in other regions of Turkey and other
countries among frontline employees in the hotel sector as well as
other hospitality/tourism settings are in order to broaden the
database for further generalizations.