The relationship between seasonal employees job satisfaction and organizational citizenship behavior

Transcription

1 African Journal of Business Management Vol.6 (20), pp , 23 May, 2012 Available online at DOI: /AJBM ISSN Academic Journals Full Length Research Paper The relationship between seasonal employees job satisfaction and organizational citizenship behavior Mohamad Mehdi Mozafari 1 *, Mehrdad Nazari Asli 1, Naghme Ghafori Bejestani 2 1 Department of Management, Qazvin-Imam Khomeini International University, Qazvin, Iran. 2 Department of Management, Shahid Beheshti University, Tehran, Iran. Accepted 13 March, 2012 The seasonal employment as a common way of recruiting in tourism industry is forecasted to increase along with expected growth of the tourism industry. Having motivated and satisfied employees are of importance in all organizations, especially in the service industry where front-line employees play a key role in quality of services to the customers. Seasonal employment differs from permanent employment in many aspects. Thus, human resource management in the seasonal employment should be adjusted accordingly. Proper management of seasonal employees is a competitive advantage and contribution for the success of an organization. The present study focuses on the relationships between certain motivational factors and job satisfaction and the relationship between job satisfaction and organizational citizenship behavior (OCB) (seasonal employees intention to return and doing more than expected at work). This study includes a quantitative approach through distributing questionnaires at four ski resorts with 476 respondents. Correlation and regression analyses on the collected data indicate that certain motivational factors are related to the job satisfaction. Also, results show that the job satisfaction influences on the intention to return but not strong influence on the organizational citizenship behavior (that is, doing more than expected at work). The results provide further understanding as regards seasonal workers motivation and behavior. The current study also presents recommendations for managerial use. Key words: Job satisfaction, organizational citizenship behavior, motivation, seasonal employees. INTRODUCTION The tourism industry is forecasted to grow. Therefore, the seasonal work as a common way for employment in this industry is likely to increase concurrently. Knowledge in this area could be of great importance for practitioners and managers in the tourism industry in order to get better understanding of and gain awareness about seasonal employees motivation for work and job satisfaction. With this knowledge, management of various tourism and hospitality organizations could develop and broaden the ground on which they base their managerial decisions which would influence the employees satisfaction. These managerial decisions may entail what *Corresponding author: m.nazariasli@yahoo.com. Tel: incentives the management should consider for the seasonal workers and how the different work positions for the seasonal workers are designed in order to improve their job satisfaction. Seasonal employees in the tourism industry are also an interesting area for scholars and researchers. This type of employment has often been described as being less motivated and less reliable than permanent employment. However, conducted research could not confirm differences between temporary and permanent workers (de Gilder, 2003). Nevertheless, there is a complex range of issues for human resource management regarding seasonal employees; for example, commitment, employment relationships and loyalty (Ainsworth and Purss, 2009). Seasonal work differs from permanent employment in many aspects, although the human resource

2 Mozafari et al management applied in seasonal work is often based on long-term permanent employment principles. Thus, reconsidering and develop the human resource management to better suit the seasonal work conditions are so demanded (Ainsworth and Purss, 2009). One important aspect of human resource management is the job satisfaction. Having motivated and satisfied employees is a fundamental element in all organizations and especially in service industries such as tourism and hospitality businesses where the front-line employees play a key role in the customers perceived quality of the service (Lee-Ross, 1998). A manager s ability to motivate the employees is therefore essential for the overall work performance of the employees and hence, the overall performance of the organization. If managed right, this ability could be a competitive advantage (Dickson and Huyton, 2008). Hence, knowledge relating to the work motivation is a very important feature in the tourism and hospitality industry as it may contribute to the success of an organization. One big challenge for employers who depend on seasonal workers is to maintain a high level of service quality, in order for the customers to be satisfied and come back. The service quality is a direct outcome of the front-line employees behavior and ability to provide high quality service. The service industry also involves many critical service encounters why the employees willingness to carry out the work tasks in a way that exceeds their requirements is a great asset for the organizations. In addition, it is also beneficial to have returning employees who by itself have experience and knowledge about the work and the organization. The effectiveness of the work increases since returning employees know the drill and as expensive processes of attracting, recruiting, training and introducing newcomers could be reduced. Unfortunately, the tourism and hospitality industry is characterized by a turnover culture where high turnover rates are accepted and seen as a norm (Iverson and Deery, 1997). The turnover culture could hence be a threat for maintaining a high level of service quality. If the organizations could reduce the turnover among seasonal employees and influence their decision to come back, they could increase the organizations bottom-line. Therefore, understanding what motivates employees to come back and what influences them to do more than expected at work could be vital for employers in the service industry. The aim of this study is partly to contribute with new empirical data that add to the existing knowledge of job satisfaction, organizational citizenship behavior and intention to return among seasonal employees. This knowledge would in addition be important for managers and other practitioners in the industry in order to put effort in enabling a high level of service quality and profitability. Literature review Job satisfaction Job satisfaction can simply be described as the extent to which employees like their work (Agho et al., 1993). Locke (1990) defines the job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one s job or job experience. The job satisfaction is important because it can bring about both positive and negative behaviors. A number of variables have been supposed to have effects on the job satisfaction. These different factors can be divided into three separate categories namely: organizational policies and procedures, specific aspects of the job, and personal characteristics. Organizational policies and procedures concern on some issues such as supervision, decision making practices and reward systems that can all affect on the job satisfaction. Specific aspects of the job such as skill, variety, autonomy and the feedback also have important influences. In addition, personality characteristics help determining the job satisfaction (Michaelson, 2005). Many studies have been conducted that establish antecedents in the work environment influencing on the job satisfaction. Well-known theories on the work motivation introduce certain motivational factors that impact on the job satisfaction. Other studies suggest the social aspect camaraderie as such antecedent (Ismert and Petrick, 2004; Price and Mueller, 1981). In line with this, Peiró et al. (2010) clearly point out that social aspects need to be considered when studying the antecedents of the job satisfaction. Research has also shown that management attitude and payment are some of the significant influencing variables impacting on seasonal employees job satisfaction (Ismert and Petrick, 2004). Job satisfaction influences on the overall experience the seasonal employees obtain from working in the organization and have a considerable effect on the employees decision to come back and work for forthcoming seasons (Iverson and Deery, 1997). Organizational citizenship behavior The organizational citizenship behavior (OCB) implies doing more than required. The behavior is a personal choice, independent and not included in any job description or expectations from an organization. OCB can be defined as: Individual behavior that is discretionary, not directly or explicitly recognized by the

3 6236 Afr. J. Bus. Manage. formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization (Organ et al., 2006). The OCB may have an immediate impact on organizational effectiveness and act as a competitive advantage. Some of the positive outcomes that could be ascribed to OCB are increased worker productivity and enhanced coordination and cooperation both within and between departments and workgroups (Ravichandran et al., 2007). The OCB can be divided into seven categories; helping, sportsmanship, loyalty, organizational compliance, individual initiative, civic virtue and selfdevelopment (Podsakoff et al., 2000). For instance, helping includes behavior such as altruism, cheerleading and courtesy, and treating others with respect; civic virtue implies that the employees participate actively in the issues and discussions regarding the organization. Sportsmanship indicates that persons have a positive attitude and do not complain. Silva (2006) suggested that the personality trait neuroticism would be of significance when studying the job satisfaction and retention. Neuroticism is either measured as a tendency to worry a great deal, feeling nervous and anxious or being emotionally stable, calm and comfortable in stressful situations (As emotionally stable and neurotic are both terms referring to the same concept but with opposite meanings, they are used in this study interchangeably). Employees emotionally stable are more likely to get satisfied with their jobs and more likely to stay (Silva, 2006). Another study shows that persons who are more neurotic, that is, not emotionally stable, has a negative impact on their ability to offer help and service to others. Accordingly, these kinds of persons would be low in the OCB (Karatepe, 2009). Researchers argue that employee personality may work as a moderator for work behavior. It would then be reasonable to propose that the personality traits agreeableness and neuroticism could have an impact on both the OCB and on employees intention to stay with an organization (Sparr and Sonnentag, 2008). Hypotheses Many studies and theories have pointed out that both feedback (Anseel and Lievens, 2007; Lundberg, 2009) and responsibility (Lundberg, 2009, Price and Mueller, 1981) influences on the job satisfaction. From this, two hypotheses are supposed as follows: H 1 : There is a significant relationship between the feedback and the job satisfaction. H 2 : There is a significant relationship between the responsibility and the job satisfaction. Another factor influencing on the job satisfaction in the service industry is the camaraderie (Ismert and Petrick, 2004; Lee-Ross, 1998; Dermody, 2004). Regarding this factor, following hypothesis is considered: H 3 : There is a significant relationship between the camaraderie and the job satisfaction. Regarding the support and how it would influence on the job satisfaction, studies show that a distinction can be made regarding the support: support from supervisor or management and support from colleagues. Several studies indicate that the support from management influences on the job satisfaction. Also, studies indicate impacts of the support from colleagues on the environment and the job satisfaction among the employees (Dickson and Huyton, 2008). Regarding the support, following hypotheses are proposed: H 4 : There is a significant relationship between the support from the supervisor and the job satisfaction. H 5 : There is a significant relationship between the support from colleagues and the job satisfaction. Previous research has identified both payment (Iverson and Deery, 1997; Price and Mueller, 1981) and benefits (Iverson and Deery, 1997) as influential factors on the job satisfaction. These relationships are illustrated in the following hypothesis: H 6 : There is a significant relationship between the payment and benefits and the job satisfaction. The relationship between the management and employees has been shown to be important factors for the job satisfaction (DiPietro and Condly, 2007). The managerial attitude towards the service quality moreover impacts on the level of the job satisfaction among the employees (Ashill, 2008). Hence, the following hypothesis is supposed: H 7 : There is a significant relationship between management attitude and job satisfaction. Studies have also recognized the importance of not only looking at the work environment, management attitude, colleagues, and so on, when studying the job satisfaction, but also looking at the role that personality traits can play for the job satisfaction (Silva, 2006). Personality characteristics identified as influential factors on the job satisfaction are agreeableness (Ilies, 2009) and neuroticism (Silva, 2006). This is considered in the two hypotheses as follows: H 8 : There is a significant relationship between agreeableness and job satisfaction. H 9 : There is a significant relationship between neuroticism and job satisfaction.

4 Mozafari et al Several authors acknowledge the influences of the job satisfaction on the OCB in general (Organ, 2006) and Williams and Anderson (1991) point out the relationship job satisfaction has to OCB in particular. From this, a hypothesis was drawn. H 10 : There is a significant relationship between the job satisfaction and the OCB. Regarding the turnover, the job satisfaction has been proven to play a key role as an influential factor (Ashill, 2008). The job satisfaction is also identified as a factor influencing on the specific concept of intention to return (Ismert and Petrick, 2004). Following hypothesis is considered: H 11 : There is a significant relationship between the job satisfaction and the intention to return. RESEARCH METHODOLOGY The present paper s purpose is to distinguish relationships among different variables regarding attitude and behavior. In order to test the attitude and behavior among employees, a quantitative approach and a design of a survey based on self- assessment are considered. Self-completion questionnaires are known to be good for measuring attitudes (Blumberg et al., 2008). As the seasonal employees attitude and behavior towards their work situation are the focus of the paper, the approach is to measure the concepts from an employee s perspective; albeit with the intention to give recommendations to management. Employees attitudes towards their job are as important as the actual situation at work. Hence, the current study describes the situation from the employees point of view. Self-administered questionnaires are often perceived as more anonymous compared with telephone interviews. It also allows the respondents to think about the questions, to fill out the questionnaire at their own pace and whenever they want. However, a disadvantage of such questionnaires is that the environment cannot be controlled (Blumberg et al., 2008). Hypotheses considered in the present paper are then formulated. The study is a cross-sectional study. Explorative interviews and a pilot test of the questionnaire precede the actual questionnaire. Validity Three important aspects of validity are content validity, construct validity and internal validity. Content validity refers to the extent to which a measurement covers the intended domain of the concept (Gaur and Gaur, 2009). To establish content validity, each concept is clearly defined. All the questions for each concept are taken from previous academic research and have already been tested by other researchers. For the concept job satisfaction, more questions to the original measurement are added to make sure that we covered all aspects. Reliability For all concepts in the questionnaire, a five-point Likert scale ranging from strongly disagrees to strongly agree is used. To control the internal consistency, each concept is assessed using Cronbach s alpha. A value of Cronbach s alpha α 0.7 is used as a reasonable test for scale reliability to assure that the items measured the same concept (Gaur and Gaur, 2009). Cronbach s alpha in this test was α = Methods The analysis techniques used in this study are primarily the correlation analysis and regression analysis. The t-tests and principal component analysis (PCA) are also applied. The correlation and regression estimates are used to establish the discriminant validity. The correlation coefficient gives a value for measuring the strength of a linear relationship between two variables (Gaur and Gaur, 2009). The multiple regression analysis is used to determine the relationship between one dependent variable and several independent variables (Gaur and Gaur, 2009). Two-tailed standard multiple regression are used to examine how strongly each concept relates to the job satisfaction. When testing the relationships between the job satisfaction and the OCB and intention to return respectively, hierarchical multiple regressions are employed. These methods are used to control certain variables that previous research has claimed influence on OCB or ITR regarding how the variable job satisfaction relates to OCB and ITR. Detecting if there is any difference between groups and their outcomes is also interesting. The t-tests are carried out as it is used when making comparisons between means of two samples (Gaur and Gaur, 2009). RESULTS Bivariate correlation To examine the correlations between all variables of the study, the bivariate correlation analysis is applied. Table 1 displays the values of correlation, mean and standard deviation of the variables. Four correlations have P-value > 0.05 indicating no significant correlations; neuroticism has no significant correlation with camaraderie and payment and benefits. There is no significant correlation between the responsibility and the payment and the benefits. Also, no significant correlation between ITR and OCB is seen. The results on values of correlation show the high correlation between the support supervisor and the management attitude r = (P < 0.01) as well as the high correlation between the support colleagues and camaraderie r = (P < 0.01). Regression analyses Job satisfaction To determine how well the independent variables predict the overall job satisfaction among the seasonal employees, a standard multiple Regression is applied. Table 2 displays the result of the regression analysis. The overall model is significant F (9,102) = (P < 0.001),

5 6238 Afr. J. Bus. Manage. Table 1. Values of mean, standard deviation, and correlation between the measured concepts. Mean SD Feedback Responsibility Camaraderie Support supervisor Support Colleagues Management attitude Payment benefits Agreeableness Neuroticism Job satisfaction OCB ITR Table 2. Standard multiple regression analysis for the impact on job satisfaction. Independent variable Standardized coefficients, beta t Sig. Feedback Responsibility Camaraderie Support supervisor Support colleagues Management attitude Payment benefits Agreeableness Neuroticism Model: R Square = 0.398, p < while explaining 39.8% of the variance in overall job satisfaction. The variables of feedback (p < 0.001), responsibility (p < 0.001), camaraderie (p = 0.001), management attitude (p = 0.044) and agreeableness (p = 0.002) are all found to be predictors of the employees overall job satisfaction. The independent variables of the support supervisor, support colleagues, payment and benefits and neuroticism were not significantly related to the dependent variable job satisfaction (p = > 0.05). Consequently, H 1, H 2, H 3, H 7, H 8 are while H 4, H 5, H 6 and H 9 are rejected (Table 6 for a summary of rejected and hypotheses). Organizational citizenship behavior To examine to what extent the variable job satisfaction influences on the OCB, a hierarchical regression analysis is conducted. In order to clarify the relationship between the job satisfaction and the OCB, we control the variables support supervisor, support colleagues, agreeableness and neuroticism. The results of the analysis are shown in Table 3. Model 1 in Table 1 displays the analysis when the variables are only controlled. In addition, model 2 includes the job satisfaction (p = 0.003) in the analysis. Three variables controlled for are as follows: agreeableness (p < 0.001), neuroticism (p = 0.012), support colleagues (p < 0.001), showed to be significantly related to the OCB, whereas support from supervisor (p = 0.806) had no significant relationship to the dependent variable. Model 1 explains 28.7% of the variance in OCB. Model 2 explained 30.0% of the variance, that is, only 1.3% more of the variance in OCB yet significant. Therefore, the hypothesis H 10 cannot be rejected. Intention to return A final hierarchical regression analysis is conducted to determine to what extent the job satisfaction affects

6 Mozafari et al Table 3.Hierarchical Regression Analysis for the Impact on OCB. Model Variable Standardized coefficients, beta t Sig. 1 Support supervisor Support colleagues Agreeableness Neuroticism Support supervisor Support colleagues Agreeableness Neuroticism Job satisfaction Model 1: R Square = 0.287, Model 2: R Square = 0.300, Overall Model: P < intention to return. Table 4 displays the results of the regression analysis. When controlling for other variables to clear the relationship between job satisfaction (model 1 in Table 4), the result shows that only the variable neuroticism (P = 0.017) is a significant predictor of the ITR. When inserting job satisfaction, neuroticism becomes insignificant (P = 0.098); thus job satisfaction appears to be an effective moderator in the relationship between neuroticism and ITR. Model 1 explains 9.7% of the variance in ITR. When including the variable job satisfaction (P < 0.001) the variance in ITR can be explained with another 14.3%. Consequently, the hypothesis H 11 cannot be rejected. When including job satisfaction, camaraderie becomes a significant predictor of the dependent variable (P = 0.006), albeit with a negative value. The t-value for job satisfaction is t-test To observe if there is any difference between seasonal and permanent residents pertaining to the OCB and the ITR, the t-test is used. The result of the two-tailed t-test is displayed in Table 5. For the OCB, the result shows that Levene s test for equality of variances is significant (P = 0.002), why equal variances not assumed of two groups is interpreted. When the assumption of equal variance in compared groups for t-test is significantly violated the equal variances not assumed are used for reading the results (Gaur and Gaur, 2009). The t-test for equality of means is significant (P < 0.001, 2-tailed) and the null hypothesis is therefore rejected, that is, there is a difference between the two groups regarding the OCB. The same test is employed to determine if there is a difference between the two groups that is, permanent and seasonal residents, concerning ITR. Levene s test was not significant (P = 0.989) and therefore, equal variance of the two groups is assumed. The t-test is significant (P < 0.001, 2-tailed) and the null hypothesis is therefore rejected, that is, there is a difference between the two groups regarding ITR. The permanent residents are more likely to return than seasonal residents. The data show a diminutive difference between the groups. Summary of findings The eleven hypotheses, proposed earlier, were tested and the results are summarized in Table 6. Conclusion The purpose of the present study is to examine what influences on seasonal employees to return to their seasonal work for another season and do more than expected at work. This was examined by investigating the relationship between certain motivational factors and seasonal employees job satisfaction and by studying the relationship between the job satisfaction and the intention to return and the job satisfaction and the organizational citizenship behavior. When examining previous research within the scope of this study, the concepts of support, management attitude, camaraderie and to certain extent feedback seemed to address similar notions and therefore perhaps include comparable connotations. For that reason, the risk of having overlapping constructs is conceivable. The results from the correlations (Table 1) present, as expected, high correlation between support supervisor and management attitude (r = 0.682, P < 0.01) and high correlation between support colleagues and camaraderie (r = 0.692, P < 0.01). For feedback the correlation with support supervisor was r = (P < 0.01) and with management attitude r = (P < 0.01). However, none of the correlations is above 0.70, a level

7 6240 Afr. J. Bus. Manage. Table 4. Hierarchical regression analysis for the impact on ITR. Model Variables Standardized coefficients, beta t Sig. 1 2 Camaraderie Support supervisor Support colleagues Management attitude Payment benefits Neuroticism Camaraderie Support supervisor Support colleagues Management attitude Payment benefits Neuroticism Job satisfaction Model 1: R Square = 0.097, Model 2: R Square = 0.240, Overall Model: P < 001. ITR = Intention to Return. Table 5. Differences in OCB and ITR between permanent and seasonal residents. OCB Levene's Test for equality of variance t-test for equality of mean Mean SD F Sig. t Sig. (2- tailed) Permanent residents Equal variances assumed OCB Seasonal residents Equal variances not assumed Permanent residents Equal variances assumed ITR ITR Seasonal residents Equal variances not assumed Permanent residents N = 113, Seasonal residents N = 358. Table 6.Results of hypotheses tests. Hypothesis H 1: There is a significant relationship between feedback and job satisfaction. H 2: There is a significant relationship between responsibility and job satisfaction. H 3: There is a significant relationship between camaraderie and job satisfaction. H 4: There is a significant relationship between support from supervisor and job satisfaction. H 5: There is a significant relationship between support from colleagues and job satisfaction H 6: There is a significant relationship between payment and benefits and job satisfaction. H 7: There is a significant relationship between management attitude and job satisfaction. H 8: There is a significant relationship between agreeableness and job satisfaction. H 9: There is a significant relationship between neuroticism and job satisfaction. H 10: There is a significant relationship between job satisfaction and OCB. H 11: There is a significant relationship between job satisfaction and intention to return. Condition rejected rejected rejected rejected that is conventionally used as an indicator of excessive multi-collinearity (Patterson, 2004). Because the result of the correlations for these concepts indicates no substantial overlap of constructs, all the concepts were used as separate variables in the ensuing analyses. We can also conclude that for the seasonal employees

8 Mozafari et al job satisfaction is the best indicator for intention to return in our study. It is however not as strong for the effect on organizational citizenship behavior. The personality trait agreeableness and support from colleagues are more influential on organizational citizenship behavior than the overall job satisfaction. Managers will benefit from understanding the value of having satisfied employees and facilitate for this to occur. This would include both putting effort on job characteristics and to ensure that the right type of persons are hired. It is important to give the employees responsibility and feedback and management should acknowledge the employees importance and showconsideration towards the employees. The sociable aspect of both work and to some extent the employees spare time would further be beneficial to consider. The managers could arrange for example team building events and other activities for the employees to achieve a feeling of camaraderie. By having a continuous process of working with increasing the job satisfaction among the seasonal employees this will result in a positive effect on the intention to return, according to our study. For organizational citizenship behavior it is advisable to have employees with personalities characterized by agreeableness that is, sympathetic, caring and cooperative persons. These types of persons are more likely to go beyond their formal job descriptions and do more than expected. Suggestions for further research The model used in this study is put together based on previous research that has proven to impact job satisfaction. It would also be interesting to investigate other, additional variables, predicting OCB and intention to return as well as job satisfaction. Some of the concepts used in our model are closely associated such as management attitude and support from supervisor; however, they have shown different significance in predicting job satisfaction. 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