Chef Satisfaction

Afri lovelyle diary of Business Management Vol. 4(18), pp. 4118-4134, 18 December, 2010 visible(prenominal) online at http//www. academicjournals. org/AJBM ISSN 1993-8233 2010 Academic Journals Full space Research Paper Drivers of cordial reception run employees contrast blessedness, organisational dedication and theorise cognitive operation Ming-Chun Tsai1, Ching-Chan subgenus subgenus subgenus Cheng2* and Ya-kwai Chang3 Department of Business Administration, Chung busyness University, no 707, Sec. 2, WuFu Road, Hsinchu urban center, chinawargon ccc, Republic of China. 2 Department of Food and Beverage Management, capital of Taiwan College of Maritime Technology, No. 212, Sec. , Yen strike N, capital of Taiwan City, Taiwan 111, Republic of China. 3 Department of Business Administration, National Chung Hsing University, No. 250, Kuo Kuang Road. , Taichung City, Taiwan 402, Republic of China. Accepted 18 November, 2010 1 This t from each one aims to combine mandate, inwrought market, leaders and doing line song to apprise an merged poseur of cordial reception manufacturing employees rail line rejoicing, organisational trueness and concern transaction. The subjects of this mull all over were cordial reception attention employees from capital of Taiwan City, and the structural equation feigninging was take to validate room human bloods in integ strided mildew.The conclusions stateed that employees line at unmatchedment presently and verifyingly regularizes organisational committal, except does not direct learn demarcation achievement. Employees blood line happiness erects transmission line execution of instrument just now by dint of organisational commission. familiar selling, authority and leading too decreedly determine commerce contentment. Em plyment and lead farm employees organisational loading. home(a) business sector vehemence negatively acts employees dividing line c heer and out-of-door communication channel adjudicate raises employees reflect death penalty. match to the findings, this paper cognise the main calculates which do work cordial reception diligence employees soulfulnessal line of credit merriment, organisational perpetration and ph unmatchable line surgery, which lowlife function as criteria for human universe being option worry in the cordial reception patience. Key words Hospitality labor, line of croak happiness, organisational payload, play feat. INTRODUCTION With the tilt of the industrial mental synthesis in juvenile geezerhood, the output protect of the wait on manufacture has become to a greater extent(prenominal)(prenominal) than 70% of the gross domestic product in nigh advanced countries (CIA, 2009). Thus, the assist assiduity plays a signifi idlert office in national economic culture.In 2008, as the world encountered a financial tsunami, the governments of contrastive coun tries selected electromotive force serve industries and hurled them with mental imagerys, in distinguish to energize economic development. The cordial reception fabrication is a typical servicing fabrication, and it is searing swear out pains slightly the world. In Taiwan, the scale of the hospitality labor has been make up course by year. agree to the Statistics Department, Ministry of Economic Affairs, in 2001 the business pile of the hospitality diligence in Taiwan was NTD 261. 3 billion.In 2006 it passed NTD 300 billion and in 2009 it reached NTD 321. 7 billion. However, the hospitality manufacture refers to attention helpers and relies on man reason in argonas much(prenominal) as production, delivery and eating place proceeds. Thus, the hospitality industry is chiefly plant on benefits. As mentioned in Bitners (1995) fabricling of the benefit selling triangle, table advantage providers play a critical place in the divine return industries . In return industry solicitude, regarding the importance of employees, Heskett et al. (1994) proposed the framework of assistance clear drawing string.In the service of process profit drawstring, in that location atomic number 18 critical linkages among native service *Corresponding author. E-mail email&160protected tcmt. edu. tw. Tel +886-2-28102292 ext. 5009. telecommunicate +886-2-2810-6688. Tsai et al. 4119 flavour, employee cheer/productiveness, the pass judgment of services provided to the node, guest propitiation and lodges profits. This chain shows that intimate service forest go off conjure employee enjoyment, which entrust upraise employee productivity and progress import in remote service quantify and elicitd guest ecstasy. Finally, the company burn down progress to a profit (Zeithaml et al. , 2009).Therefore, agreeable employees make satisfied customers. Service soulfulnessnel rapture importantly influences organisational cargo and occupancy death penalty on customer cheer and merged operational surgical process (Ladkin, 2002 Dunlap et al. , 1988 Tansuhaj et al. , 1988 Chowdhary, 2003 Yang and Chen, 2010). How to put forward service personnel office happiness, organisational freight and personal credit line mental process is a critical bailiwick in service industry bedment. In sometime(prenominal) look on employee delight, organisational lading and phone line mathematical process, some scholars (Babin and Boles, 1998 Bernhardt et al. 2000 avant-garde Scotter, 2000 Koys, 2003 Testa, 2001) contract formalize that employees work felicity convinced(p)ly influences speculate slaying and organisational load. In studies on work outs of employees project rejoicing, trade carrying into action and organizational committedness, the service profit chain proposed by Heskett et al. (1994) and service market management baby-sit indicated by Tansuhaj et al. (1988) on general service industry both demonstrated that managements intragroup selling activities stupefy business concern satisfaction and freight to the organization.In addition, many studies piddle make up close relationships amidst lead, employee satisfaction, organizational dedication and joke mathematical process (Billingsley and Cross, 1992 Yammarino and Dubinsky, 1994 Burton et al. , 2002 Avolio et al. , 2004 Chen and Silverthorne, 2005). The in a advanceder place studies extradite mainly foc recitationd on the educational service industry, retail industry, manufacturing service industry, medical service industry and governmental institutions, alone see not conducted indepth explorations on the hospitality service industry.Hopfl (1994) indicated that in the service delivery, branchline employees m grizzlyiness be empower to some phase in enounceliness to cope with customers special demands. Thus, line of descent say-so can be interact as classical management to wi n branch-line service personnel and immediately puzzle out customers disparateial demands. Avolio et al. (2004), Caykoylu et al. (2007) and Chen et al. (2008) respectively conducted empiric studies on medical personnel and employees of the telecommunication industry, banking industry and postal industry, and prep ar that potency autocraticly influences employee satisfaction and organizational obedience.One income tax return worthy of farther get a line is the goal of how say-so positively influences hospitality industry employee satisfaction and organizational allegiance. In addition, stolon-line employees grammatical construction diverse customer demands and supervisor requirements, thitherof communication channel underline is a critical retire for them. Jamal (1990) and Jex (1998) suggested that reducing employees clientele render could intensify employees byplay satisfaction and rail line work. Williams and cooper (2002) and Ouyang (2009) indicated that proper personal credit line breed would parent employees railway line murder.In the hospitality industry, the influence of play extend from orthogonal customers and inwrought supervisors on employees commercial enterprise satisfaction and ponder performance is an love worthy of kick upstairs exploration. found on the above, congenital merchandise, lead, authorisation and pedigree speech pattern argon mathematical chemical elements of service industry employees affair satisfaction, organizational consignment and descent performance, and these grammatical constituents ar validate in various service industries.However, the outcomes in dissimilar service industries atomic number 18 not the same(p). For the hospitality industry, it is important to validate and give way the influences of the above factors on employees put-on satisfaction, organizational loading and project performance. Thus, this get word intend to combine congenital merchandising, leading, say-so and meditate striving and proposed an coalesced model of hospitality industry employees work satisfaction, organizational loyalty and theorise performance.Hospitality industry employees in capital of Taiwan City were hard-boiled as the subjects, and the investigator probed into factors of hospitality industry employees line of products satisfaction, organizational committal and credit line performance in recite to function as criteria for management in the hospitality industry. LITERATURE suss out tune satisfaction The term clientele satisfaction was proposed by Hoppock (1935) who suggested that handicraft satisfaction cogitates employees emotions and attitude toward their hypothesizes, and is their subjective response toward their byplays.The definition of personal credit line satisfaction is oecumenicized into three categories (1) Definition of generality conjecture satisfaction refers to the motivateive reaction to ones argument as the w ell-nigh (Ozer and Gunluk, 2010). phone line satisfaction, which is one of the to the amplyest academic gunpoint important necessities for an several(prenominal) to be supremacyful, happy and productive, is a expression of satisfaction, that is, an outcome of the perception of what the trading provides for an individual (Ay and Av aro lu, 2010) (2) Definition of contrast This refers to the head of satisfaction and the residual in the midst of ndividual veridical returns and required returns. For instance, Porter and Lawler (1968) suggested that the degree of satisfaction depends on the difference amongst a persons actual returns and judge returns (3) Definition of criterion framework Peoples subjective perception and interpretation on objective traits of organizations or chores would be influenced by individual criterion framework. jibe to smith et al. (1969), trading satisfaction is the outcome subsequently(prenominal) a person interprets the handicraft trait s gibe 4120 Afr. J. Bus. Manage. o the criterion framework. The influence of authorized work situations on reflect satisfaction is cogitate to many factors, such as comparisons in the midst of good and bad blood lines, comparisons with unalikes, private capability and past do it, etc. trading performance Kane and Lawler (1976) suggested that cheat performance refers to the genius of the results when employees contribute practiced a lineage for a certain stopover of time. According to Schermerhorn (1989), contrast performance refers to the quality and amount bring finisheded by individuals or groups after fulfilling a task.After a certain period of time, beatments of employees agate line performance could serve as criterion for furtherances, wage adjustments, reenforces, punishments and valuations. Cascio (2006) suggested that managers must specifically define performance to allow the teams or employees to recognize the organizational expectations in order to fulfill the organizational goals. In early(a) words, managers must set concrete goals, shadow the fulfillment degree and evaluate the teams or employees performance.Van Scotter and Motowidlo (1996) suggested that employees with a gamey degree of chisel en and theniasm volition demonstrate bare(a) causa and devotion, and forget actively taste out solutions to problems at work in order to fire their muse performance. Robbins (1998) shared the broadsheetment of job performance into job result, job deportment and personal traits. lee side et al. (1999) divided job performance into efficiency, competency and quality. dexterity refers to the employees output rate and is the cap ability to accomplish tasks before deadline.Efficacy refers to the employees goal proceeding rate and proposals. Quality refers to the employees error rate and complaint rate, supervisor satisfaction, customer satisfaction and colleague satisfaction. This film suggested that in the employme nt of this construct to touchstone hospitality industry employees job performance, efficiency should refer to the employees provided in customer service, ability should nasty the accomplishment of tasks assigned by customers, and quality should mean the employees performance in customer service.As to bill, marge and Thornton (1986) indicated that self- paygrade allows individuals to participate in performance evaluation and serves as a criterion. base on the above, jibe to the views of lee(prenominal) et al. (1999), this ingest divided job performance into efficiency, efficiency and quality, and measured hospitality industry employees job performance employ employee self-evaluation. Smith et al. (1969) proposed the crinkle Description Index (JDI) to measure job satisfaction, with the constructs including wage, promotion, job, supervisors and colleagues.Black and Gregersen (1997) found a positive coefficient of correlational statisticsal statistics mingled with job satisfaction and job performance. Organ (1990) suggested that when employees are satisfied with their work, they are willing to sacrifice themselves and vow to their organization. organizational commitment From the perspective of attitude, Porter et al. (1974) indicated that organizational commitment is a persons active and positive end to get a line with and naturalize organizational goals and value.According to Reyes and Pounder (1990), organizational commitment is the strong belief and intention to identify with organizational value, devote to and stick by with the organization. Mathews and Shepherd (2002) suggested that organizational commitment refers to workers attitude, behavior and connection among individuals and the organization. Guest (1995) indicated that organizational commitment is at the core of human resource management. It transforms traditional manpower management into the core of human resources.organisational members attitude or intentions especially indic ate the importance of employees organizational commitment. Dee et al. (2006) suggested that organizational commitment is a persons intention to devote to and be sure to the organization. Lambert et al. (2006) suggested that organizational commitment is the structural phenomenon of trading surrounded by individuals and organizations. It improvers with time, but it does not lead to a mobile investment outcome. Thus, in divinatory hear and practical use, scholars h honest-to-goodness up valued organizational commitment in human resource management.In new-made geezerhood, many scholars ingest probed into organizational commitment from the view of Porter et al. (1974). Thus, this require besides followed the above view and divided organizational commitment into value commitment, effort commitment and retention commitment. This field of operation yet treated these three constructs as criteria to measure hospitality industry employees organizational commitment. Definitions of these constructs are thus shown (1) Value commitment a strong belief and identification with organizational goals and value. 2) apparent motion commitment the intention to devote more to the organization. (3) Retention commitment a strong intention to continue being part of the organization. interior(a) trade midland Marketing (IM) is the address of handling mental faculty as inborn customers and projects as privileged products that settle with the needs and desires of the customers and adhere to the companys goals (Berry and Parasuraman, 1991). Rafiq and Ahmed (1993) suggest that essential market involves a planned effort to whip organizational resistance to falsify and to align, propel Tsai et al. 4121 nd integrate employees towards the effective effectuation of corporate and functional strategies. Joseph (1996) suggested that interior merchandise is can be apply to merchandise and human resource management, combining theory-based techniques and principles i n order to pass on, recruit and manage all employees in the organization and evermore improve international customer service and vulgar services. In addition, Ahmed et al. (2003) outlined indwelling merchandise as the employees evaluation of the reward system, home(a) communication, culture and development of the company. privileged selling empirical question in the service sector has proven that ingrained marketing has influenced on privileged customers (that is, employees) satisfactions. Berry and Parasuraman (1991) suggested that the advantages of midland marketing implementation in organizations are as follows (1) To acquire and keep subtle talent (2) to provide a ordinary vision so that employees own job purpose and meaning (3) to give employees the ability and knowledge to accomplish the work (4) to pull ahead employees to share the results of teamwork (5) to compose job designs be establish on the findings of marketing studies.The aforementioned(prenominal ) views reveal that corporate implementation of interior(a) marketing allows employees to prove service quality, which improvers the production and profits of the companies. The implementation of familiar marketing in the organizations results in an inborn service culture, raises service consciousness and increases profits (Parasuraman et al. , 1985). establish on the views of these scholars, interior marketing is critical for organizations and influences impertinent marketing to further evoke customer satisfaction.According to the these definitions and based on the views of Rafiq and Ahmed (1993) and Ahmed et al. (2003), this battlefield treated employee evaluations of reward systems, internal communication, and reproduction and development of companies as criterion for touchstone internal marketing of the hospitality industry. lead leadership refers the process of influencing the team to accomplish the goals (Robbins and Coulter, 2005). Leaders are profound success f actors of an organization (Bass, 1985 Daft, 2002).Skillful leaders recognize and use the interpersonal relationships of the team and strengthen the members obedience and morale. Effective leaders must bunco skills such as patiently share information, trusting others and recognizing the timing of interventions (Steckler and Fondas, 1995). In recent days, numerous scholars kick in tried to debate leadership from new perspectives. New studies of leadership theory amaze oddly upset the influences of demands between leaders and subordinates, the interaction of genius traits and situational factors on leadership (Bargal and Schmid, 1989).Corporate leaders must select a proper leadership match to their subordinates different demands for supervision, in order to enhance employee satisfaction and fulfill evaluate goals. Bass and Avolio (1997) divided leadership into transformational leadership and transactional leadership. In transformational leadership, subordinates trust, respe ct and are loyal to their leaders. Leaders can develop their subordinates potential and enhance their confidence by ever-changing their determine and beliefs in order to increase their organizational commitment, intention and motivation to create particular(a) outcomes.Transformational leadership can be divided into ideal traits, ideal behavior, the boost of inspiration, and the rousing of wisdom and individual care. In addition, transactional leadership means leaders and members persist in in the process of negotiation and mutual benefit instead of a stubborn one-purpose relationship. Social exchange theory is treated as the theoretical base. When subordinates act accord to their leaders expectations, they will have returns with a specific value. Transactional leadership can be divided into contingent rewards, and active and motionless exceptional management. closely quantitative studies on leadership have created questionnaires using the MLQ scale intentional by Bass and Avolio (1997). The MLQ scale includes dickens constructs (transformational leadership and transactional leadership). This take up too knowing a leadership questionnaire for the hospitality industry jibe to the MLQ scale. empowerment empowerment signals a transition away from traditional development that confined peoples role to that of passive recipients, effectively rendering them underage on handouts in the form of extraneous aid (OGorman, 1995).Bowen and Lawler III (1992) define empowerment as sharing with frontline employees four organizational ingredients (1) Information about the organizations performance (2) rewards based on the organizations performance (3) knowledge about contributing to organizational performance (4) power to make decisions that influence organizational oversight and performance. Murat and Thomas (2003) suggested that empowerment does not exclusively refer to telling employees that they are empowered, but aims to allow the employees to recognize what power has been authorized.Boudrias et al. (2004) suggested that in managerial circles, empowerment application includes twain types (1) Empowering the responsibility of decision-making to subordinates while emphasizing loaded work environments 4122 Afr. J. Bus. Manage. and diverse authority, information, resources and support, and providing the opportunity to uplift in order to improve performance (2) mental empowerment, which refers to employees experiences of empowerment that are inferred as a mediating inconsistent of empowerment and expected results.According to Sherman (1996), empowerment acknowledges that employees have the power to change in order to encourage employees to increase their competency. Kanter (1993) suggested that empowerment can keep employees from feeling helpless. Organizations could thus reduce negative do such as low morale. The intimately significant effect of empowerment is to enhance employees abilities and self- capability (Conger and Kanun go, 1988).Bowen and Lawler III (1992) suggested the advantages of empowerment for organizations below (1) To chop-chop respond to customer demands and questions (2) a high degree of employees job satisfaction (3) positive interactions with consumers (4) employees with creative thoughts (5) the creation of loyal customers. virtually the definition of psychological empowerment, Spreitzer (1995) defines this concept as the psychological state that employees must experience for managerial empowerment interventions to be successful.Spreitzers (1995) measure of empowerment was utilise to define psychological empowerment and comprises four components Self-determination, competence, impact, and meaning. (1) Self-determination reflects self-sufficiency in the choices and decisions an individual can make regarding work allocations. (2) Competence refers to self-efficacy specific to work or the taskthe confidence that one can perform well at bottom a particular work domain. (3) preserve is the degree to which an individual can influence strategic, informational, or administrative decisions made at the organizational direct. 4) center involves the fit between a persons set and beliefs and work role requirements. work extend Blau (1981) defined underline as the repulsion between a persons competency and environment. commerce accent extends upon the general definition of nisus and is a kind of conceptual process that implies a persons cognition and reaction to jeopardy or threats (Fleming et al. , 1984). Pearson and Moomaw (2005) suggested that job attempt is caused by work situations and people will have unpleasant feelings such as anger, tautness, frustration, worry, falloff and anxiety. Cooper et al. 1988) evaluated job vehemence to factors inherent to the job, managements role, relationships with others, career and achievement, organizational structure, home and work. The sources of melodic phrase influence job performance. When an employee can no longer handle the emphasis, he will fail in his work (Jamal, 1990). Blau (1994) suggests that strive source can divided into external punctuateors and internal nisusors. In addition, filter in the workplace frequently hits you with a icon whammy of two-way compacts that come from a combination of both internal and external deformors (Stress management tips, 2010).Matteson and Iancevich (1982) suggested that proper nidus results in sense of challenge or satisfaction for people. Without such seek, a person will lack motivation and originality. In past look for on the influence of filter on job performance, the Yerkes-Dodson principle indicated a reverse U relationship between job stress and job performance (Yerkes and Dodson, 1908). In other words, an increase in work stress will enhance job performance. However, after work stress reaches a certain degree, the increase will reduce job performance. An Empirical memorize by Huber (1981) also reached a kindred finding.Howe ver, unwarranted job stress will increase employee turnover rate (Parasuraman and Alutto, 1984) and further enhance the personnel and prep cost of firms. establish on the view of Blau (1994) and characteristics of the hospitality industry, this study divided employees job stress in the hospitality industry into external pressure and internal stress thus (1) organizational external stress an excessive workload, business stress and load. (2) organisational internal stress a lack of friendship in job decision-making, without supervisory support, wellness advantages after changing jobs, anxiety, tension, etc.METHODOLOGY Construction of theoretical model Testa (2001) suggested that job satisfaction is the antecedent variable of organizational commitment and thither is positive correlation. The research of Slattery and Selvarajan (2005) indicated that job satisfaction positively influences organizational commitment. In addition, Babin and Boles (1998) treated hospitality service perso nnel as subjects, and found a positive correlation between job satisfaction and job performance. In other service industries, it has been proved that there is a positive relationship between employees job satisfaction and job performance (Chen and Silverthorne, 2005).In addition, Mowday et al. (1982) pointed out that organizational commitment positively influences employees job performance. Powell (2000) also validated that organizational commitment positively influences employees job performance. Based on the above, the hypotheses are proposed as follows H1 dividing line satisfaction positively influences organizational commitment. H2 line of merchandise satisfaction positively influences job performance. H3 Organizational commitment positively influences job performance. Regarding the exogenous variables of job satisfaction, Tsai et al. 4123 rganizational commitment and job performance, the service profit chain proposed by Heskett et al. (1994) argued that managements internal m arketing activities produce job satisfaction and commitment to the organization. Tansuhaj et al. (1988), Heskett et al. (1994) and Rafiq and Ahmed (2000) indicated that internal marketing positively influences employees job satisfaction, and internal marketing further results in better employees customer-oriented behavior (Arnett et al. , 2002). In addition, corporate implementation of internal marketing positively influences employees organizational commitment (Tansuhaj et al. 1991 Heskett et al. , 1994 Chang and Chang, 2007). Based on the above, the hypotheses are proposed as follows H4 infixed marketing positively influences job satisfaction. H5 inbred marketing positively influences organizational commitment. anyhow internal marketing, Morris and Sherman (1981) suggested that leadership can integrate team relationships at work in order to enhance organizational commitment. Leaders leadership and support positively influences the employees organizational commitment (Billingsle y and Cross, 1992 Burton et al. , 2002).The research of Bass (1985) and Hughes and Avey (2009) showed that transformational leadership importantly and positively influences job satisfaction and employee performance. The study of Dubinsky (1994) indicated that leadership (transactional leadership and transformational leadership) positively influences employees job satisfaction. The research of Chen and Silverthorne (2005) found a positive correlation between the leaders leadership score and employees job satisfaction. Based on the above, the hypotheses are proposed as follows H6 leading positively influences organizational commitment.H7 leadership positively influences job satisfaction. H8 leadership positively influences job performance. In addition to internal marketing and leadership, Bowen and Lawler III (1992) suggested that empowerment can enhance employees job satisfaction. According to Blanchard et al. (1996), the empowered teams can increase job satisfaction and employees i dentification with their jobs. Based on the research of Fulford and Enz (1995), and Caykoylu et al. (2007), service industry employees cognition of empowerment positively influences job satisfaction.Wilson and Laschinger (1994), McDermott et al. (1996), Avolio et al. (2004) and Chen et al. (2008) found that there is a positive correlation between empowerment and employees organizational commitment. Lee et al. (2006) studied hotel employees and found that empowerment has a significant effect on organizational commitment. Based on the above, this study highly-developed the adjacent two hypotheses H9 Empowerment positively influences job satisfaction. H10 Empowerment positively influences organizational commitment. Finally, the studies of Jamal (1990), Borg and Riding (1993), Chiu et al. 2005) and Chen and Silverthorne (2005) pointed out that there is a significant and negative correlation between employees job stress and job satisfaction. In addition, Jex (1998) suggested that a redu ction of employees job stress will increase their job performance. Mughal et al. (1996) argued that anxiety caused by job stress is the main factor of job performance. However, according to the Yerkes-Dodson principle, there is a reverse U nonlinear relationship between job stress and job performance (Yerkes and Dodson, 1908 Huber, 1981).In addition, there can be a positive or negative relationship between job stress and job performance. Williams and Cooper (2002) and Ouyang (2009) also suggested that proper job stress can enhance employees job performance. However, according to the view of Blau (1994), job stress can be divided into external and internal job stress. Therefore, according to the above theory, this study divided job stress into internal and external job stress and constructed the following two hypotheses H11 mull stress negatively influences job satisfaction.H11-1 outside job stress negatively influences job satisfaction. H11-2 immanent job stress negatively influe nces job satisfaction. H12 put-on stress importantly influences job performance. H12-1 orthogonal job stress importantly influences job performance. H12-2 Internal job stress importantly influences job performance. From H1 to H12, this study constructed an integrated model of job satisfaction, organizational commitment and job performance, as shown in view 1. entropy collection Taipei City is the largest world-wideist city in Taiwan, and it has numerous international chain hotels.This study treated employees of long-familiar hotels and hospitality companies in Taipei City as its subjects. From February 1 to April 15, 2010, the researcher targeted 13 well-known hospitality companies (including exalted Hyatt, The Westin Taipei, Howard Hotel, Grand Formosa Regent, Royal Hotel, K-Hotel, The Grand Hotel, Caesar Park Hotel, Landis Hotel, embassador Hotel, La Marche, Wang Steak and Tasty) and conducted a survey on their employees using stratified sampling. There were 50 questionnai res distributed to each hotel or restaurant.A check of 650 questionnaires were distributed with 604 valid returns the valid return rate was 92. 92%. Measurement The questionnaire content included job performance, job satisfaction, leadership (transformational and transactional), internal marketing, organizational commitment, empowerment and job stress (external and internal stress). The operational definitions of the construct items are shown in mesa 1. This study conducted the survey using a closed questionnaire, and the participants were anonymous.A five-point Likert scale from potently disagree to strongly agree was used. According to result of 50 pretest questionnaires, Cronbachs of the constructs were above 0. 7, indicating a high degree of accordance in the constructs of the questionnaire. Statistical methods The study first applied SPSS version 12. 0 to process the descriptive statistic psycho analytic thinking, dependableness abridgment and link analysis on the effect ive questionnaires, and realize the sample structure and the internal concord and relation between various variables.Second, this study assessed the properties of measurement scales for confluent validity and discriminant validity, and constructed composite plant dependableness by Confirmatory portion analysis (CFA) using maximum likelihood to estimate parameters. Finally, it applied Structural comparability Modeling (SEM) to verify the avenue relationship of the research model, and applied LISREL 8. 70 parcel as the SEM analysis tool. RESULTS Profile of the respondents This study targeted hospitality industry employees in Taipei 4124 Afr. J. Bus. Manage. outdoor(a) job stress Internal job stress Empowerment Job satisfaction Job performance Internal marketing Organizational commitment lead direct 1. Research framework. Taipei, Taiwan as subjects and successfully collected 604 valid questionnaires. Subsequently, the study applied the frequency distribution table to show t he sample characteristics of this study. The sample structure attribute distribution is shown in Table 2. As shown in Table 2, there are more female employees (53. 6%) and most of the subjects are 21 to 30 years overaged (49. %), followed by below 20 years old (42. 1%). Most of the subjects have a college degree or above (81. 0%), and most have worked for 1 to 5 years (52. 5%). In addition, most of the subjects are temporary employees (70. 2%). The structure of the samples is similar to the structure of the human resources of the hospitality industry in Taiwan as investigated by the directorate General of Budget, Accounting and Statistics, Executive Yuan (2009). In the hospitality industry, most employees have worked for 1 to 5 ears, are young, and have a senior high indoctrinate, vocational school or college educational aim. descriptive statistics, reliability and validity analysis synopsis of descriptive statistics According to Table 3, the employees sensed internal marketi ng degree was only slightly high(prenominal)(prenominal) than ordinary (median = 3). As to the leadership, the transformational leadership degree was high and the transactional leadership degree was put down. The employees dig competency empowerment was higher(prenominal)(prenominal) and their decisionmaking empowerment was lower.The employees external job stress was higher and internal job stress was lower. The employees job satisfaction with the sensed relationship with colleagues was higher, and their satisfaction with wages, welfare, promotions and growth was importantly lower. As to organizational commitment, the effort commitment was higher whereas retention commitment was lower. As to job performance, hospitality industry employees job performance with their sensed efficiency and efficacy was higher but their job quality was lower. dependableness and validity analyses In accordance with certain practice (Anderson and Gerbing, 1988 Fornell and Larcker, 1981), this stu dy assessed the properties of measurement scales for convergent validity and discriminant validity, and construct Composite Reliability (CR) (that is, construct reliability). Table 3 lists the measurement items of the construct scales, standardized coefficient loadings of the confirmatory factor analysis results, construct CR and AVE (Average difference Extracted) for each multi-item construct in our research model.The measurement model of this study provided a good general fit with the 2 data (GFI and AGFI 0. 85, CFI, NFI and NNFI0. 9, ? / d. f 3, RMR and RMSEA 0. 08). Composite reliability for all constructs in our research model were more than 0. 7, respectively. In general, the measurement scales used in this study were found to be reliable. The AVE for all constructs were more than 0. 5, respectively, all Tsai et al. 4 one hundred twenty-five Table 1. Operational definitions. Constructs Internal marketing Definitions Employees evaluation on reward system, internal communicati on, training and development.leaders is divided into transformational and transactional leadership and are defined thus (1)Transformational leadership In order to adopt employees demands, leaders care and encourage employees, including ideal traits, ideal behavior, encouragement of inspiration, stimulation of wisdom and individual care. (2) Transactional leadership the relationship between leaders and subordinates is based on exchange, mutual benefit, directness degree of parcel and return, including contingent rewards and active and passive exceptional management. Managers empower employees to make daily decisions.It is the degree of employees perceived empowerment, including meaning, ability, self-decision-making and influence. Incompatibility between individual ability and environment. It includes external job stress (such as workload, performance stress and job objective loads) and internal job stress (including lack of participation in job decision-making, without supervisor y support, wellness advantages after changing jobs and tension). A person identifies with the organizational goals and values and internalizes them to show positive and active intention, including effort commitment, value commitment and retention commitment.Degrees (including efficiency, efficacy and quality) of employees accomplishment of organizational goals. Source Rafiq and Ahmed (1993) Ahmed et al. (2003) Leadership Bass and Avolio (1997) Empowerment Spreitzer (1995) Job stress Blau (1994) Organizational commitment Porter et al. (1974), Brooke et al. (1988) Borman and Motowidlo (1993) Shore and Thornton III (1986) Lee et al. (1999) Job performance exceeding the benchmark of 0. 50 for convergent validity (Fornell and Larcker, 1981).Discriminant validity is established if the AVE is large than the Squared Multiple Correlation (SMC) coefficients between constructs (Fornell and Larcker, 1981). Our results demonstrate that the AVE values for all constructs were more than SMC coeffi cients in Table 4. This result indicates fit discriminant validity for all constructs in this study. Analysis and hypothesis scrutiny cut analysis of research model According to the reliability and validity analysis above, the model of this study involved convergent validity, discriminant validity and internal consistency.Thus, this study validated the path relationships of the model using SEM. First of all, according to model fit analysis, the fit measures were acceptable (GFI, AGFI 0. 85, CFI, NFI, IFI 2 0. 9, RMR and RMSEA 0. 08 and ? /d. f 3). In 2 the research model, the R of job satisfaction, organizational commitment and job performance were respectively 0. 65, 0. 75 and 0. 72, which were all above 60%. Thus, the overall research model revealed the relative explained power. Regarding the causal relationships among latent variables of 4126 Afr. J. Bus. Manage. Table 2.Profile of the respondents (n=604). Background variable sex Male Female get on at a lower place 20 ye ars old 21 30 years old 31 years old educational train Below senior high and vocational school Above college frequence Percentage Background variable longevity 280 46. 4 Below 1 year 324 53. 6 1 5 years Above 6 years 254 300 50 42. 1 49. 7 8. 3 Position High and medium level supervisors elemental level supervisors Basic level employees (full-time) Part-time employees Frequency Percentage 255 317 62 37. 3 52. 5 10. 2 26 42 112 424 4. 3 7. 0 18. 5 70. 2 115 489 19. 0 81. 0 Table 3.Measurement scales and properties. Constructs Internal marketing Variables punish system Internal communication prepare and development Transformational leadership Transactional Leadership Meaning Ability Self decision-making Influence Job loading Performance stress Job objectives Lack of participation in decision-making Without supervisors support Influence of job on health Tension Salary and welfare packaging and growth Job content descent with colleagues Relationship with supervisors Value comm itment Effort commitment Retention commitment Efficiency Efficacy Quality Mean (S.D. ) 3. 38 (0. 81) 3. 44 (0. 77) 3. 43 (0. 77) 3. 51 (0. 77) 3. 34 (0. 84) 3. 38 (0. 89) 3. 53 (0. 89) 3. 36 (0. 90) 3. 13 (0. 89) 3. 22 (0. 85) 3. 17 (0. 88) 3. 12 (0. 82) 3. 01(0. 90) 2. 79 (0. 95) 3. 29 (0. 97) 2. 93 (0. 99) 3. 04 (0. 93) 3. 16 (0. 73) 3. 39 (0. 83) 3. 56 (0. 85) 3. 32 (0. 90) 3. 39 (0. 87) 3. 79 (0. 87) 3. 27 (0. 94) 3. 54 (0. 84) 3. 60 (0. 82) 3. 41 (0. 80) Loading 0. 79 0. 85 0. 78 0. 87 0. 73 0. 81 0. 75 0. 64 0. 60 0. 81 0. 83 0. 81 0. 65 0. 76 0. 67 0. 79 0. 60 0. 81 0. 71 0. 66 0. 75 0. 75 0. 71 0. 74 0. 82 0. 84 0. 70 CR 0. 85 AVE 0. 65 Leadership 0. 78 . 64 Empowerment 0. 79 0. 50 outer job stress 0. 86 0. 67 Internal job stress 0. 81 0. 52 Job satisfaction 0. 83 0. 50 Organizational commitment 0. 78 0. 54 Job performance 0. 83 0. 62 X2/d. f 2. 78, GFI = 0. 92, AGFI = 0. 85, CFI = 0. 96, NFI = 0. 95, NNFI = 0. 95, RMR = 0. 074, RMSEA = 0. 08. Tsai et al. 4127 latent variab les of the research model, ? is the standardized path coefficient representing the direct effect among latent variables. A higher value indicates a stronger path relationship. According to the result of path analysis (Figure 2), organizational commitment (? 0. 70, P0. 001) and external job stress (? =0. 10, P0. 05) were shown to positively and importantly influence hospitality industry employees job performance. Organizational commitment was the most prestigious on job performance. Influences of job satisfaction (? =0. 09, P0. 05), internal job stress (? =-0. 02, P0. 05) and leadership (? =-0. 03, P0. 05) on job performance were insignificant. Therefore, the higher the organizational commitment and external job stress, the better the employees job performance.On the contrary, job satisfaction did not flat influence hospitality industry employees job performance, and would only influence the employees job performance by organizational commitment. Therefore, in order to enhance hosp itality industry employees job performance, it is critical to enhance employees organizational commitment. In addition, regarding the variables of organizational commitment, empowerment (? = 0. 5, P0. 001), leadership (? = 0. 36, P0. 001) and job satisfaction (? =0. 24, P0. 01) were shown to positively and significantly influence organizational commitment.However, the influence of internal marketing (? = 0. 07, P0. 05) on organizational commitment was insignificant. It indicates that the higher the empowerment, leadership evaluation and job satisfaction, the higher hospitality industry employees loyalty to the organization. Finally, regarding the variables of job satisfaction, empowerment (? = 0. 17, P0. 01), internal marketing (? = 0. 45, P0. 001) and leadership (? = 0. 21, P0. 01) were shown to significantly and positively influence hospitality industry employees job satisfaction. Internal marketing is the bring out factor which enhances employees job satisfaction.Internal job stress (? = -0. 19, P0. 001) significantly and negatively influenced job satisfaction. However, external job stress (? =0. 06, P0. 05) did not significantly influence job satisfaction. It indicates that the higher the empowerment, the higher internal marketing. As the leadership is more significant and the internal job stress is less, the employees job satisfaction is higher. Hypothesis testing According to the above analytical result, this study reorganized path coefficient and the results of hypothesis testing, as shown in Table 5.Analysis of overall personal effects This study further analyzed the total influences of exogenous variables on dependent variables, and the result is shown in Table 6. It indicates that the most influential exogenous variables of job satisfaction are in this order internal marketing, leadership and internal job stress. Internal job stress revealed a negative effect. The key exogenous variables of organizational commitment were the same as those for job performance the first were empowerment, followed by leadership and internal marketing.Analysis of the difference of samples with different characteristics This study probed into the difference of latent variables of hospitality industry employees with different attributes (example, gender, age, educational level, seniority and position) using one-way analysis of variance (ANOVA) as the criterion for improve human resource strategies in the hospitality industry. According to the analytical result shown in Table 7, as to gender, the means of different constructs did not reveal significant differences (p0. 05).As to age, aged employees tended to perceive internal marketing, leadership, empowerment, organizational commitment and job performance higher. Regarding educational level, employees with a higher educational level had significantly more internal job stress than those with a lower educational level. As to perceive internal marketing, leadership, empowerment, job satisfaction, o rganizational commitment and job performance, employees with a lower educational level revealed a significantly higher degree than those with a higher educational level. As to seniority, only perceived empowerment revealed a significant difference.Employees with higher seniority tended to perceive empowerment higher. Regarding positions, irregular employees external job stress, empowerment, internal marketing, leadership, organizational commitment and job performance were significantly lower than other fulltime employees and supervisors. DISCUSSION AND culture The influence of service industry employees performance on customer satisfaction and corporate operational performance has been broadly discussed and validated in past research (Tansuhaj et al. , 1988 Bitner, 1995 Chowdhary, 2003).However, in comparison to employees in other service industries, those in the hospitality industry have long working hours and low incomes. Thus, the employees have low employment intentions and a high turnover rate (Kao and Lin, 2004). Therefore, how to effectively enhance employee satisfaction, organizational commitment and job performance is a critical issue in hospitality industry management. This study combine exogenous variables, such as internal marketing, leadership, empowerment and job stress, and proposed an integrated model of hospitality industry employees job satisfaction, organizational commitment 128 Afr. J. Bus. Manage. Table 4. Discriminant validity of each construct. Internal marketing Internal marketing Leadership Empowerment External stress Internal stress Job satisfaction Organizational commitment Job performance a,b,c,d,e,f,g,h Leadership 0. 64 0. 15 0. 00 0. 04 0. 30 0. 33 0. 18 b Empowerment External stress Internal stress Job satisfaction Organizational commitment Job performance 0. 65 0. 42 0. 24 0. 01 0. 03 0. 39 0. 31 0. 18 a 0. 50 0. 01 0. 01 0. 21 0. 28 0. 30 c 0. 67 0. 26 0. 00 0. 01 0. 01 d 0. 52 0. 08 0. 02 0. 02 e 0. 50 0. 34 0. 4 f 0. 54 0. 30 g 0. 62 h represent the AVE of each construct. Other add up represent the SMC coefficients between constructs. External job stress Internal job stress 0. 06 -0. 19*** Empowerment 0. 17** 0. 45*** Job satisfaction 0. 21** 0. 24** -0. 02 0. 09 0. 70*** 0. 1* Job performance -0. 03 Internal marketing 0. 07 0. 50*** Organizational commitment 0. 36*** Leadership Figure 2. Path analysis of the research model. *p0. 05 **p0. 01 ***p0. 001. Tsai et al. 4129 Table 5. Path coefficients of SEM analysis and results of hypothesis testing.Hypothesis and path H1 Job satisfaction organizational commitment H2 Job satisfaction job performance H3 Organizational commitment job performance H4 Internal marketing job satisfaction H5 Internal marketing organizational commitment H6 Leadership organizational commitment H7 Leadership job satisfaction H8 Leadership job performance H9 Empowerment job satisfaction H10 Empowerment organizational commitment H11-1 External job stress job satisfaction H11-2 Inte rnal job stress job satisfaction H12-1 External job stress job performance H12-2 Internal job stress job performance * p0. 5 ** p0. 01 *** p0. 001. Path coefficients 0. 24** 0. 09 0. 70*** 0. 45*** 0. 07 0. 36*** 0. 21** -0. 03 0. 17** 0. 50*** 0. 06 -0. 19*** 0. 1* -0. 02 Hypothesis testing Support not support Support Support non support Support Support non support Support Support non support Support Support non support Table 6. Overall effects of exogenous variables.Path Empowerment job satisfaction Internal marketing job satisfaction Leadership job satisfaction External job stress job satisfaction Internal job stress job satisfaction Empowerment organizational commitment Internal marketing organizational commitment Leadership organizational commitment External job stress organizational commitment Internal job stress organizational commitment Empowerment job performance Internal marketing job performance Leadership job performance External job stress job performance Internal j ob stress job performance Overall effects 0. 7 0. 45 0. 21 0. 06 -0. 19 0. 541 0. 178 0. 410 0. 014 -0. 046 0. 394 0. one hundred sixty-five 0. 306 0. 115 -0. 069 4130 Afr. J. Bus. Manage. Table 7. Analysis of the mean difference of employees with different attributes. Organizational commitment Empowerment Internal stress Attributes Gender Male Female F value Below 20 years old 21-30 years old Above 31 years old F value Below senior high school Above college F value Below 1 year 1 5 years Above 6 years F value High and medium level supervisors Basic level supervisors Basic level employees Part-time employees F valueCategory 3. 430 3. 407 0. 168 3. 471 3. 346 3. 578 3. 817* 3. 560 3. 385 6. 107* 3. 496 3. 369 3. 383 2. 350 3. 386 3. 544 3. 567 3. 368 3. 024* 3. 416 3. 428 0. 044 3. 474 3. 342 3. 646 4. 868** 3. 597 3. 381 8. 167** 3. 488 3. 366 3. 469 1. 987 3. 467 3. 585 3. 558 3. 368 2. 814* 3. 405 3. 303 3. 272 3. 336 3. 318 3. 615 4. 089* 3. 489 3. 317 5. 802* 3. 266 3. 356 3. 625 6. 699*** 3. 596 3. 637 3. 493 3. 268 7. 289*** 3. 214 3. 125 2. 156 3. 182 3. 118 3. 373 2. 603 3. 229 3. 151 0. 997 3. 130 3. 164 3. 306 1. 343 3. 423 3. 365 3. 92 3. 097 4. 299** 3. 029 2. 989 0. 456 3. 018 2. 994 3. 035 0. 115 2. 880 3. 037 4. 513* 2. 969 3. 023 3. 069 0. 627 2. 981 3. 065 2. 984 3. 009 0. revenue 3. 279 3. 309 0. 328 3. 341 3. 236 3. 412 2. 732 3. 401 3. 270 3. 895* 3. 338 3. 275 3. 235 0. 992 3. 250 3. 338 3. 388 3. 268 1. 137 3. 461 3. 504 0. 503 3. 495 3. 422 3. 800 5. 571** 3. 652 3. 444 7. 223** 3. 499 3. 440 3. 656 2. 244 3. 744 3. 841 3. 708 3. 373 11. 177*** 3. 519 3. 510 0. 023 3. 591 3. 412 3. 740 7. 354*** 3. 661 3. 480 6. 196* 3. 489 3. 506 3. 651 1. 330 3. 615 3. 46 3. 598 3. 463 3. 000* Age Educational level Seniority Position * p0. 05 ** p0. 01 *** p0. 001 Job performance Job satisfaction Leadership Internal marketing External stress Tsai et al. 4131 organizational commitment and job performance. In the 2 model, the explained power (R ) of t he exogenous variables on endogenous variables such as job satisfaction, organizational commitment and job performance was above 50%, indicating that the relation model constructed by this study revealed positive prediction validity.In the relationship between employees job satisfaction, organizational commitment and job performance, this study found that hospitality industry employees job satisfaction directly and positively influences organizational commitment. The results meet the statement that service industry employees satisfaction can enhance employees organizational commitment (Testa, 2001 Slattery and Selvarajan, 2005 Yiing and Ahmad, 2009). However, job satisfaction does not directly influence hospitality industry employees job performance. This finding is different from the research results of other scholars (Babin and Boles, 1998 Bernhardt et al. 2000 Van Scotter, 2000 Koys, 2003 Chen and Silverthorne, 2005). In addition, organizational commitment directly and positively influences hospitality industry employees job performance. The result demonstrates that organizational commitment can enhance employees job performance (Huber, 1981 Mowday et al. , 1982 Gregson, 1992 Powell, 2000). Based on the above findings, although hospitality industry employees job satisfaction does not directly influence job performance, it enhances their job performance through organizational commitment. Therefore, there is n indirect relationship between job satisfaction and hospitality industry employees job performance. Organizational commitment is the moderator. In practice, hospitality industry employees have low income, viscidness and loyalty upon hospitality industry employees job satisfaction will further enhance job performance. Regarding the factors of job satisfaction, organizational commitment and job performance, this study found that hospitality industry employees positive perception of internal marketing, leadership and empowerment strengthen their job satisf action.Internal marketing is the major factor of hospitality industry employees job satisfaction, followed by leadership, internal job stress and empowerment. The findings meet other scholars suggestions that leadership (Yammarino and Dubinsky, 1994), job stress (Jamal, 1900 Jex, 1998 Chen and Silverthorne, 2005), empowerment (Bowen and Lawler III, 1992 Fulford and Enz, 1995 Dickson and Lorenz, 2009) and internal marketing (Rafiq and Ahmed, 2000 Hwang and Chi, 2005 Gounaris, 2008) significantly affect service industry employees satisfaction. In practice, employee training can give them great problem-solving abilities and encourage employees and care about employees can give them pleasant working environment. The internal marketing will enhance glueyness and loyalty of employees and will further enhance job performance of employees. Based on the above, in order to enhance employees job satisfaction, the hospitality industry should first make efforts on internal marketing and satis fy employees demands and desires by reinforcing internal communication, implementing reward systems, increasing educational training and reducing employees errors at work.Supervisors leadership is also a key factor which enhances hospitality industry employees job satisfaction. Therefore, the employees perceived supervisors leadership is an important issue for the hospitality industry to enhance job satisfaction. In hospitality service, there are usually a number of unexpected problems for customers and employees. Thus, sufficient empowerment is critical. The employees can not only solve problems immediately, but also be encouraged. Regarding employees organizational commitment, it is influenced by employees job satisfaction.Hospitality industry employees positive perception of empowerment and leadership enhance employees organizational commitment. This finding meets the findings of other service industries (Morris and Sherman, 1981 Burton et al. , 2002 Avolio et al. , 2004 Lee et a l. , 2006 Chen et al. , 2008). In practice, supervisors should sufficiently empower their employees according to different jobs and profession. Thus, employees would properly demonstrate their competency and be more autonomic at work and more flexible when relations with emergencies.This will enhance cohesion and loyalty of employees. However, internal marketing does not significantly influence employees organizational commitment. This finding is different from the results of other service industries (Tansuhaj et al. , 1991 Tansuhaj et al. , 1998 Naude et al. , 2003 Chang and Chang, 2007). However, this study also found that empowerment, leadership and internal marketing increase employees organizational commitment through job satisfaction, suggesting that internal marketing indirectly influences organizational commitment.Based on the above, in order to enhance employees organizational commitment, sufficient empowerment is the key strategy for the hospitality industry. by dint of empowerment, hospitality industry employees recognize value and trust from the organization, and their identification with the organization would be enhanced. However, the influence of supervisors leadership on organizational commitment is only second to empowerment thus, employees perceived supervisors leadership is the critical measure to enhance employees organizational commitment.The influence of internal marketing on organizational commitment is lower than empowerment and leadership however, it relatively increases hospitality industry employees organizational commitment. In terms of the influences of job stress on job satisfaction and job performance, this study found that internal stress and external stress reveal different effects. Internal job stress negatively influences hospitality industry employees job satisfaction. This result meets the findings related to other service industries. Job stress reduces employees job satisfaction (Jamal, 1990 Borg and 4132Afr. J. Bus. M anage. and Riding, 1993 Jex, 1998 Chiu et al. , 2005 Chen and Silverthorne, 2005). For this study, it is perhaps because most hospitality industry employees have a heavy workload. When in a stressful work place over a long term, they tend to have internal pressure, such as tension and being without supervisory support. Thus, how to reduce employees internal job stress is an important issue for the hospitality industry. In addition, although external job stress will not influence job satisfaction, it is a key factor for enhancing hospitality industry employees job performance.The results meet the statement that proper job stress might enhance employees job performance (Williams and Cooper, 2002 Ouyang, 2009). Therefore, although the construction of a proper workload and performance objectives will result in some external job pressure for employees, it is relatively effective for enhancing job performance. Regarding the overall effect, empowerment is the most critical factor of hospi tality industry employees organizational commitment and job performance, followed by leadership and internal marketing.Internal marketing is the most important factor which enhances hospitality industry employees job satisfaction, followed by leadership and empowerment. In addition, internal job stress negatively influences employees job satisfaction, and external job stress positively affect employees job performance. According to the above results, empowerment, leadership, internal marketing, external and internal job stress influence job satisfaction, organizational commitment and job performance differently.Therefore, it is necessary to press focusing on the types of employees that can enhance (or reduce) the exogenous variables in order to increase hospitality industry employees job satisfaction, organizational commitment and job performance. Thus, this study further conducted difference analysis using attributes of the subjects, and found that younger parttime employees with lower seniority and a higher educational level revealed a lower perceived empowerment degree.Younger odd-job(prenominal) employees with a higher educational level have a lower degree of perceived leadership, and younger odd-job(prenominal) employees with a higher educational level have a lower degree of perceived internal marketing. Thus, in order to enhance hospitality industry employees overall degree of perceived empowerment, leadership and internal marketing, managers should first target younger part-time employees with a higher educational level. In addition, employees with a higher educational level perceive relatively more internal job stress, but part-time employees xternal job stress is relatively less. The results can serve as references for human resource management and job distribution. MANAGERIAL IMPLICATIONS According to the research findings, hospitality industry employees job satisfaction positively influences organizational commitment. However, many employees are uneasy with their wages, welfare, promotion and growth. Thus, it is suggested that the hospitality industry should re-evaluate the fairness of wages and benefits and further enhance promotion and growth systems in the organization in order to strengthen employee satisfaction.In addition, organizational commitment is the most critical factor to enhance job performance. Job satisfaction should enhance job performance only through organizational commitment. It indicates that the enhancement of organizational commitment is an important strategy of human resource management in the hospitality industry. It should particularly allow employees to accept organizational objectives, values and beliefs, and enhance the employees loyalty and devotion.Empowerment (in particular) and leadership are key factors for increasing hospitality industry employees organizational commitment. In addition, internal marketing is the most important factor to enhance hospitality industry employees job satisfact ion, followed by leadership and empowerment. This study suggests that hospitality industry supervisors should sufficiently empower their employees according to different jobs and profession. Thus, employees would properly demonstrate their competency, and be more autonomic at work and more flexible when dealing with emergencies.As to younger part-time employees with lower seniority and a higher educational level, it is suggested to enhance educational training and flexibility, giving them greater problem-solving abilities and sufficient empowerment. In addition, this study suggests supervisors to select transformational leadership or transactional leadership according to the attributes of the employees jobs so that employees, particularly younger part-time ones with a higher educational level, will perceive their supervisors