This is a solution of Research On Factors Influencing Employees in which we Factors Influencing.
Over the past decade, there has been overwhelming growth in the Chinese hospitality industry. The Chinese hospitality market is comprised of over 10,000 hotels most of which are located in the cities such as Beijing. For instance, there are 745 5-star and 2,373 4-star hotels in China. Various factors have contributed towards the tremendous growth of the Chinese hospitality industry and among them is employee performance.
Employee performance being one of the critical factors influencing growth, companies have moved forward to find the best ways of motivating their employees to yield more results. A number of studies have been conducted to investigate the factors affecting employee performance. However, some of the key elements of the organisation culture, job stress and the manager’s attitude have been ignored.The findings of the current and previous research offer contradictory conclusions.Read More About:- Discuss About Successful Entrepreneur Assignment Help
Most of the previous literature only concentrates at only one or at most two elements of the mentioned variables. Using questionnaires, this research sampled eight big hotels out of which 140 respondents were drawn. The sampled population considered gender, age and occupational balance. 133 questionnaires out of the 140 were successfully filled and returned.
The 7 unreturned questionnaires were either destroyed or lost but they did not have an impact on the final research findings. Descriptive statistical data analysis was employed and the study found out that more three elements of organisation culture, job stress and managers attitude either positively or negatively influenced employee performance. The research concluded that more than element of organisation culture, job stress and managers attitude can have either positive or negative attitude.
Key Words: Organisation Culture, job stress, manager’s attitude, employee performance.
As a result of business environment dynamics and intense business competition, organisations and marketers are forced to reach certain standards by improving the level of business performance congruent to the rising demands (Klassen & McLaughlin, 1996). Failure to improve competitive business performance may lead to certain problems that include the risk of closing down entire business (Porter, 2008).
This performance reflects the effort of employees as the key principle of achieving the objectives of the organisations. Based on this understanding, successful employee performance has become a foundation for the potential capability towards behavioural achievement congruent with the goals and objectives of the organisation (Legutko, 2012).
In view of the existing literature, organisational culture, manager’s attitude and job stress significantly determine employee’s performance in Chinese hospitality sector as argued by Law et al (2013). See More About:- Business Organization System part 3
According to Schein (2010), organisational culture depicts distinct practices, beliefs, values and learned ways of behaviour that contribute to identifying an organisation as a distinctive unit that is very different from another organisation. To emphasise this definition given by Schein (2010), Martins and Terblanche (2003) argued that organisational culture is the patterns of beliefs, practices and learned ways of dealing with the experiences that have happened in the course of organisation’s history and which tend to be demonstrated in the behavioural patterns of the individuals.
This dissertation takes the definition given of Martins and Terblanche (2003) as it examines the impacts brought forward by organisation culture which is embodied on the behavioural patterns of employees in performance. Moreover, in understanding the concept of manager’s attitude, it is cardinal to point out that attitude depicts the personality reflected in an individual’s behaviour (Ajzen, 2005). Ideally, managers must create accommodating working environment where employee’s objectives commensurate organisation’s objectives (Finney, 2008).
Therefore, positive manager’s attitude motivates employee thus increasing the performance level in the organisation. Finally, Job stress is manifested when an individual cannot appropriately execute the tasks given and job demands with personal abilities as outlined by Muda, Rafiki & Harahap (2014). Besides, Muda, Rafiki & Harahap (2014) maintained that job stress manifests to an employee in the event of threats due to the situations emanating from the job environment.
At times, employees may be required to produce a certain level of results yet situations at the workplace cannot allow (Babin & Boles, 1996). In such a situation, demands supersede the individual capacity to achieve a certain goal thus affecting the performance. Therefore, this dissertation seeks to shed more light on the impacts of job stress on employee’s performance in Chinese hospitality industry.
Technically, in the past three decades, China has shown remarkable changes in growth of hospitality sector (Hung, 2013). Furthermore, China has experienced an unprecedented growth in the hospitality sector ever since the introduction of economic reform in the year 1978 (Law et al., 2013). According to Law et al. (2013), China was marked and predicted to be the word leading destination in the world in the year 2020.
However, several factors such as employee performance have contributed to the success of hospitality industry as observed by Law et al. (2013). This dissertation therefore undertakes to study factors influencing the employee’s performance in Chinese hospitality sector based on the specific attributing elements namely: organisation culture, manager’s attitude and job stress.
Several studies about the factors affecting the employee’s performance have been done but little has been established in regard to what specific aspects contribute to the employee’s performance. In the bid to capture the three specific elements, this study seeks to fill the existing gaps by exhaustively establishing primary causative paths of employee’s performance in the organisations.
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