Travel Reference
In-Depth Information
M.F.S. Bakhtiar, N. Sumarjan, S. Tarmudi & S.M. Radzi
Faculty of Hotel and Tourism Management, Universiti Teknologi MARA, Shah Alam, Malaysia
I.M. Ghazali
Faculty of Hotel and Tourism Management, Universiti Teknologi MARA, Terengganu, Malaysia
ABSTRACT: Authors of papers to proceedings have to type these in a form suitable for direct pho-
tographic reproduction. The nature of work within hotel industry is known to have caused managers
sacrificing their time with families and personal lives to make way for relentless work demands. For
such reason, it is imperative to assess the influence of work variables and non-work variables towards
work-family conflict among managers within the hotel industry. This paper unveils such understanding
through the perspective of hotel executives in Malaysia. Through self-administered questionnaire, 51 valid
responds were gathered among executives of five stars hotels in Kuala Lumpur to unravel the relation-
ship between all variables. Several formulated hypotheses were tested following data collection. Findings
revealed that work variable and non-work variable had a negative influence and shows insignificant rela-
tionship towards work-family conflict.
Keywords
:
Work variable, non-work variable, work-family conflict, hotel industry
1 INTRODUCTION
The nature of hotel operations is 24 hours a day
and 7 days a week requiring staffing and services
continuously. Because of the demands of being a
''24/7'' industry, hotel companies often have norms
that encourage their employees, especially execu-
tives, to work as many hours as possible, including
weekends and holidays (Ismail, 2002). Turnover
among hotel managers is primarily caused from
having to work long hours while not having mini-
mal time to spend with families (Stalcup & Pearson,
2001). Other work attributes including non-stand-
ard and irregular hours shift have also been well-
established to correlate with lower marital quality
and divorce, children with more problem behaviors,
as well as increased life-conflict (Presser, 2004).
Contribution of competent and loyal employees
towards organizational profits has been affirmed
by various researches. It is clear that the hotel
unable to achieve excellent operations without
excellent employees (Enz & Siguaw, 2000). These
understandings are suggestive of the fact that hos-
pitality employees are the most significant resource
within the organization. Being a part from the hos-
pitality spectrum, hotel managers are responsible
to ensure that the attitudes and behaviors of their
employees are consistent with expectations of their
customers and the organization to be successful.
Since the hotel industry is a people-oriented
business, hotel managers are expected to be able to
cope with the effects of role stress and work-family
conflict while not affecting their job outcomes.
Because employees can play different roles at work
and at home, many organizations are increasingly
concerned with the management of individuals'
career and family roles (Mulvaney, O'Neill, Cleve-
land & Crouter, 2007). Work-family conflict occurs
once individuals are required to cope with conflict-
ing role pressures between job and family simulta-
neously (Ballout, 2008). To balance between both
pressures is challenging; hence for most employees,
careers involve a trade-off between individual suc-
cess and family success.
2 LITERATURE REVIEW
A comprehensive review is made on the studied
variables including work variable (WV), non-work
variable (NWV) and work-family conflict (WFC);
this is further supported relevant theoretical
framework.
2.1
Work Variable (WV)
Work is considered as central to human exist-
ence, providing the necessities for life, sources of
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