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The Malaysia hotel executives' insights
S.M. Radzi, N. Sumarjan & M.F.S. Bakhtiar
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: Issues regarding the quality of work life have long been investigated and it is gaining greater
attention from various industries. This paper fills the gap in understanding the Work Variable (WV),
Non-Work Variable (NWV) towards Quality of Work Life (QWL) among hotel executives in Malaysia.
The objectives of this study are to examine whether work variable and non-work variables have an influ-
ence on hotel executives' quality of work life. This research utilized self-administered questionnaires and
result revealed that the work variable had a positive influence on hotel executives' quality of work life
while non-work variable shows insignificant relationship towards quality of work life.
Keywords
:
Malaysia hotel industry, non-work variable, quality of work life, work variable
1 INTRODUCTION
Nevertheless, the issue of work-family balance and
conflict has continued to attract popular media and
serious research attention worldwide. Kandasamy
and Ancheri (2009) observed that despite acknowl-
edging employees' start job with expectations that
has been found to influence their QWL, a definition
founded and formulated on the basis of employee
expectation is conspicuously lacking, in the hospital-
ity context. On the other hand, this industry found
that it is difficult to attract and retain their human
resources. In the light of the foregoing concerns in
the hotel industry, Yu (1999) stated it becomes a
challenge for the management to motivate employees
to stay on the job, by ensuring measures at enhanc-
ing the working condition to counter turnover and
to design measures that can enhance the working
condition in reducing turnover. Research finding
has acknowledged the impact of improved quality
of work life (QWL) on reduced turnover (Ference,
1982). It is essential to harmonize the hospitality
employees' quality of work life induct a quality then
into the work lives of hospitality employees. Thus,
this study aims to investigate whether work variable
and non-work variable have an influence on quality
of work life of five star hotels' executives.
Looking at the nature of the hotel industry, which
is very challenging and demanding, it is understood
why the T industry needs to provide a good qual-
ity of work life (QWL) in order to attract and retain
capable employees. Sirgy et al. (2001) explained QWL
does not only affect job satisfaction but also satisfac-
tion in other life domains such as family life, leisure
life, social life, financial life, and etc. Therefore, the
focus of QWL is actually beyond the job satisfaction
itself. It does involve the effect of the workplace on
satisfaction with the job, satisfaction in non-work life
domains, and satisfaction with overall life, personal
happiness, and subjective well being. There is some
evidence showing that a happy employee is a pro-
ductive, dedicated and loyal employee (Greenhaus
et al., 1987). Study also affirmed the contribution
of competent and loyal employees toward organiza-
tional profits (Hinkin and Tracey, 2000). In fact, no
hotel can have excellent operations without excellent
employees (Enz and Siguaw, 2000). These inferences
are suggestive of the fact that hospitality employees
are the most significant resource within the organi-
zation. Hotel managers are supposed to ensure that
the attitudes and behaviors of employees are consist-
ent with the expectations of their customers and the
organization as a key to be successful in this global
competitive environment. Work and family are both
important to many people and this has been long real-
ized by previous study (Whitely and England, 1977).
2 LITERATURE REVIEWS
An extensive review will focus on the variables
under study mainly work variable, non-work
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