A relationship between qwl, job satisfaction and employee turnover

UNIVERSITI TEKNOLOGI MARA A RELATIONSHIP BETWEEN QUALITY OF WORKLIFE,JOB SATISFACTION AND EMPLOYEE TURNOVER IN ARMADA HOTEL PETALING JAYA SARIDA BT SALLEH NUR SHAHIRA BT ISMAIL NABILA BT MOHD JOHAN MASTER OF BUSINESS ADMINISTRATION NOVEMBER 2010 1 ACKNOWLEDGEMENT First and foremost, we would like to thank Allah SWT for His Grace and Blessings which has enable us to complete the research. We wish to convey our sincere gratitude to our supervisor, Assoc. Prof Dr Normala Binti Daud for the advice, direction, commitment and cooperation she has given to us. Our esteem and bountiful appreciation towards the management of Armada Hotel,Petaling Jaya for giving us an opportunity to do the research study on the organization. Special thanks to our parents and friends for their continuous moral and financial support, their encouragement and patience gave us strength during the course of this study. Our gratefulness is owed to all lecturers of the Faculty of Business Administration for their teachings, advice, and information which helped to enhance our knowledge in the Business Management area. Last but not least, we would like to thank all lecturers and staffs who have provided undivided attention and cum enable us to complete the MBA Program. Undersigned Sarida Salleh Nur Shahira Ismail Nabila Mohd. Johan 2 TABLE OF CONTENT CHAPTER 1 INTRODUCTION 1.0 Background of Study 10 1.1 Problem Statements 14 1.2 Research Objectives 14 1.3 Research Questions 15 1.4 Scope of Study 15 1.5 Significant Of Study 17 CHAPTER 2 LITERATURE REVIEW 2.0 Introduction 16 2.1 Quality of Work Life Elements 16 2.1.1 Communication 17 2.1.2 Skills 19 2.1.3 Knowledge 20 2.1.4 Recognition 21 2.1.5 Working Environment 23 2.1.6 Adequate and Fair Compensation 23 2.1.7 Flexible Scheduling 24 2.1.8 Empowerment 25 Employee Behaviours 27 2.2.1 Job Satisfaction 28 2.2.2 Employee Turnover 29 2.2 2.3 Summary of Variables 31 3 2.4 Theoretical Framework 34 CHAPTER 3 RESEARCH METHODOLOGY 3.0 Introduction 36 3.1 Research Design 36 3.2 Target Population 36 3.3 Sampling 37 3.3.1 Sampling Size 37 3.3.2 Sampling Techniques 37 Data Collection Method 38 3.4.1 Primary Data 38 3.4.2 Questionnaire 38 Variables Measurement 39 3.5.1 Independent Variable 39 3.5.2 40 3.4 3.5 3.6 Dependent Variables Data Analysis 40 3.6.1 Descriptive Analysis 41 3.6.2 Reliability Test 41 3.6.3 Correlation Analysis 42 CHAPTER 4 ANALYSIS AND INTERPRETATION OF DATA 4.0 Introduction 43 4.1 Total Number of Respondents 43 4.2 Stratified the Respondent by Departments 44 4.3 Respondent Characteristics 45 4 4.3.1 Demographics of Respondents 4.3.2 4.4 45 48 Graph Demographics of Respondent Descriptive and Reliability Analysis 53 4.4.1 Descriptive Analysis 53 4.4.2 Reliability Test 55 4.4.3 Result of Reliability Test of Each Variables 4.5 Correlation Analysis 4.5.1 57 Correlation Analysis of QWL Elements With Employee Turnover 4.6 56 Correlation Analysis of QWL Elements With Job Satisfaction 4.5.2 55 Summary of Finding 59 61 CHAPTER 5 DISCUSSION AND CONCLUSION 5.0 Introduction 63 5.1 Recapitulation of Study Findings 63 5.2 Discussion of Findings 65 5.2.1 Research Objectives I 65 5.2.2 Research Objectives II 65 5.2.3 Research Objectives III 66 5.3 Study Implications 66 5.4 Problem and Limitations 67 5.5 Summary 67 5.6 Recommendations 68 5 5.6.1 Overall Recommendations 68 5.6.2 Job Satisfaction 69 5.6.2.1 Recognition 69 5.6.2.2 Communication 69 Employee Turnover 69 5.6.3.1 Communication 69 5.6.3.2 Adequate and Fair Compensation 70 5.6.3 5.7 Recommendations of Future Study 70 References Appendices 6 LIST OF TABLES Page Table 2.1 Summary of Variables 31 Table 3.1 Independent Variable 39 Table 3.2 Dependent Variable 40 Table 3.3 Suggested Interpretation for Correlation Coefficient 42 Table 4.1 Total Respondents 43 Table 4.2 Stratified the Respondent by Departments 44 Table 4.3 Demographics of Respondents 46 Table 4.4 Means and Standard Deviation of Variables 53 Table 4.5 Suggested Interpretation for Correlation Coefficient 55 Table 4.6 Cronbach’s Alpha of Variables 56 Table 4.7 Pearson Correlation Analysis between QWL Elements And Job Satisfaction Table 4.8 58 Pearson Correlation Analysis between QWL Elements And Employee Turnover 60 7 LIST OF FIGURES Page Figure 2.1 Theoretical Framework 34 Figure 4.1 Gender 47 Figure 4.2 Race 48 Figure 4.3 Status 49 Figure 4.4 Ages 50 Figure 4.5 Education 50 Figure 4.6 Appointment 51 Figure 4.7 Duration 51 Figure 4.8 Department 52 Figure 4.9 Position 52 8 ABSTRACT Hotel industry in Malaysia has been recognized as a potential prospect in the growth of the service industry. However, the growth is impeded by the high turnover rates of employees in the hotel industry. Many organizations in the hotel industry face difficulties in retaining employees since they are unable to identify the factors which contribute to employee satisfaction and the resultant loyalty. Therefore, this study was conducted in order to identify the relationship between quality of work life (QWL) towards employee behaviors are job satisfaction and employee turnover in Armada Hotel Petaling Jaya. Besides, the study sought to determine the important of QWL elements to employees and to provide recommendations for improvement of QWL in Armada Hotel. A total of 150 questionnaires were distributed but only 80 questionnaires were useful to retrieve for SPSS analysis. Hence, Pearson Correlation is used to draw the relationship between these QWL elements with job satisfaction and employee turnover. Based on the results, it is showed that communication, skills, knowledge, recognition, adequate and fair compensation, and empowerment are significant at 0.05 level and 0.01 level for both dependent variables; job satisfaction and employee turnover. In fact, only working environment was not have any significant towards both dependent variables. Consequently, particular recommendations were suggested for working environment, adequate and fair compensation, flexible scheduling, knowledge and empowerment in order to give high job satisfaction and less employee turnover in Armada Hotel Petaling Jaya. 9 CHAPTER 1 INTRODUCTION 1.0 Background of the Study The rising number of two-income households is heightening the concern for employees’ quality of work life. Given that female participation at work is increasing, it is apparent that males and females independently will need to take care of both work and home. Therefore, quality of work experience rather than work per se became the focus of attention and workplace wellness is crucial in promoting healthier working environments. (Che Rose, Beh, Uli and Idris, 2006). Quality of Work Life (QWL) is a philosophy, a set of principles, which holds that people are the most important resource in the organization as they are trustworthy, responsible and capable of making valuable contribution and they should be treated with dignity and respect. The elements that are relevant to an individual’s quality of work life include the job task, the physical work environment, social environment within the organization, administrative system and relationship between life on and off the job (Che Rose, et al, 2006). Organizations enhance quality by treating direct support workers as professionals, providing them with the clinical and other supports they need to do their job well, empowering good employees to be creative and assertive in searching out those experiences which will make life more fulfilling for the people they support, publicly acknowledging the good work of these employees and broadcasting their good ideas, creating career ladders for direct support professionals (Elizabeth, 2001). 10 According to Kandasamy and Sreekumar (2009), society has entered a new era in the relationship between organizations and their employees. In this new era, people are the primary source for a company’s competitive advantage and organizational prosperity and survival depends on how employees are treated. Furthermore, it is critical that companies treat employees in ways that make them feel committed, if not loyal, members. As such, employees expect their job to provide a certain amount of stability and loyalty from the organization. Nevertheless, employees have certain expectations when they join an organization and when these are not fulfilled job satisfaction is likely to decline and turnover is a likely consequence. Going by recent figures provided by the Malaysian Association of Hotels Owners (MAHO) and the Malaysian Association of Hotels (MAH), those involved in the industry may have reasons to be optimistic. MAH vice-president Ivo R. Nekvapil said the average occupancy rate for hotels in Kuala Lumpur for August was 86% — a record high — while resorts across the country registered slightly lower rates. A recent newspaper report said tourist arrivals to the country in the first seven months of the year had increased by 70% compared with the same period last year. An economist said tourist arrivals to Malaysia were forecast to hit over 15 million this year (Danny Yap, 2004). 11 1.1 Problem Statement QWL has the focus centered on the individual, and its concern is to try to offer better labourer conditions to the worker, so that it can develop the tasks with satisfaction and wellbeing. According to Walton (1975), the QWL is getting important as a way to rescue human and environmental values that have been neglected in favor of technological advancement of the productivity and economic growth. The objective of this research is to identify what elements of QWL that will contribute to employee turnover in the organization. Past researchers have stated that the quality of life at work includes broad aspects of the work environment which affects the collaborator in its health and in its performance (Cole, Robson, Lemieux-Charles, McGuire, Sicotte & Champagne, 2005). The investigation on QWL looks into the development and the application of programs that intend to improve the work environment that can benefit the company in its relationship with the workers and in the quality of its products, making them more competitive. Fernandes (1996) said that it improves the workers’ satisfaction; it improves consonantly the productivity of the company. In the previous research on TUMS hospitals at Canada, it showed that their employees agreed to improve their QWL which are communication, leadership, monitory and non-monitory compensation and support. As such, we want to identify the elements that effects on employees’ quality work life. In United Kingdom architecture firms, job satisfaction, work-life conflict and turnover intention were found to have a positive and significant relationship. A strong correlation can be seen between mean turnover intentions and mean work-life conflict. Although it is not possible to determine the direction of this relationship, it does imply that work-life balance is of greater concern to those considering of leaving their job or the profession, than job satisfaction, a finding supported by the literature (Boles, Johnston, & 12 Hair, 1997). Chang (2003) found that the probability of a hotel worker especially in Malaysia intending to remain at the current hotel increased as overall job satisfaction increased. His analysis indicated that the findings were applicable to those who worked in food service, front office and administrative jobs. The results of his study also indicated that the level of intention to remain at, or be loyal to the current hotel increased as the level of job satisfaction increased, regardless of the worker’s length of tenure at the hotel, in the industry or the work schedule. Thus, this study would like to identify whether there is any association between QWL and job satisfaction among employees. Long working hours are of concern to those working within other professions in the construction industry and have been associated with stress and burnout (Sutherland & Davidson, 1993; Lingard, 2003; Haynes & Love, 2004). In addition, previous research has identified long working hours as a primary cause of the interference between work-life and family life (Glowinkowski & Cooper, 1986; White Hill, McGovern, Mills, & Smeaton, 2003). However, the phenomenon of high employee turnover rate in the hotel industry is rather daunting. High employee turnover rate in the hotel industry is well-documented (Lam, Lo, & Chan, 2002; Woods, 1997) and seems to be an inalienable feature of the hotel industry worldwide (Baum, 1995). Globally, the turnover rate in the hotel industry is estimated to range from 60 percent to 300 percent annually, far higher than the 34.7 percent reported in the manufacturing industry (Foley, 1996). From this, any association between QWL and employee turnover among the employees in the Armada Hotel Petaling Jaya can be discover. In Malaysia, the hotel industry has been recognized as a potential prospect in the growth of the service industry. However, the growth is impeded by the high turnover rates of employees in the hotel industry. Many organizations in the hotel industry face 13 difficulties in retaining employees since they are unable to identify the factors which contribute to employee satisfaction and the resultant loyalty (Rahman, Noraida, Rashdi, Harnizam, Krishnan & Kamaruzaman, 2008). By identifying and exploring the relationship, it is hoped that the implementation of such concepts and strategy will help management to reduce employee turnover, thus increasing employees’ loyalty, especially in the hospitality industry (Rashdi, Razlan, Dahlan & Salleh, 2009). 1.2 Research Objectives i. To determine QWL elements which are important to employees in Armada Hotel Petaling Jaya. ii. To determine the relationship between QWL and job satisfaction in Armada Hotel Petaling Jaya. iii. To determine the relationship between QWL and employee turnover in Armada Hotel Petaling Jaya. iv. To provide the recommendations for the improvement of employees’ quality of work life. 1.3 Research Questions i. What are the important elements of QWL that contribute to turnover and job satisfaction in Armada Hotel Petaling Jaya? ii. Is there any relationship between QWL and job satisfaction among employees in Armada Hotel Petaling Jaya? 14 iii. Is there any relationship between QWL and employee turnover among employees in Armada Hotel Petaling Jaya? iv. What are the recommendations for improvement of their employees’ quality of work life? 1.4 Scope of study The scope of the study will involve on gathering the information on the importance of QWL among employees in Armada Hotel Petaling Jaya. The research will be conducted in Armada Hotel Petaling Jaya on the employees working there. 1.5 Significant of The Study The study will be conducted to identify the importance of quality of work life in Armada Hotel Petaling Jaya. This is important to know the criteria that employees want and need and also to help the company to boost their management effectiveness. This study will significantly provide several benefits to the company, employees and researcher. Company can make use of this research by providing better services to fulfil the employees’ wishes and ensure that they stay with them. Employees will also benefit by understand what actually should they expect to get from working with the organization. This will protect their rights as employees. This information will also help researchers to get a clear view of what will be the standard to be provided in term of ensuring the quality of work life. 15 CHAPTER 2 LITERATURE REVIEW 2.0 Introduction This chapter will highlight some of the studies in quality work life. The purpose of literature review is to ensure that no important variable that has in the past been found repeatedly to have an impact on the problem is ignored. There are various sources of literature that the researcher can take from. It can be from the magazines, Internet, journals, newspapers as well as the library. Normally it is based on a broader view and then narrowed down to the intended topic. Good literature surveys are importance to convince the reader that the researcher is knowledgeable about the problem area and has done the preliminary homework that is necessary to conduct the research. 2.1 Quality of Work Life Elements (QWL) The rising number of two-income households is heightening the concern for employees’ quality of work life. Given that female participation at work is increasing, it is apparent that males and females independently will need to take care of both work and home. Therefore, quality of work experience rather than work per se became the focus of attention and workplace wellness is crucial in promoting healthier working environments (Che Rose, Beh, Uli & Idris, 2006). According to Che Rose et. al(2006), Quality of Work Life (QWL) is a philosophy, a set of principles, which holds that people are the most important resource in the organization as 16 they are trustworthy, responsible and capable of making valuable contribution and they should be treated with dignity and respect. The elements that are relevant to an individual’s quality of work life include the task, the physical work environment, social environment within the organization, administrative system and relationship between life on and off the job. QWL consists of opportunities for active involvement in group working arrangements or problem solving that are of mutual benefit to employees or employers, based on labormanagement cooperation. People also conceive QWL as a set of methods, such as autonomous work groups, job enrichment, and high-involvement aimed at boosting the satisfaction and productivity of workers. It requires employee commitment to the organization and an environment in which this commitment can flourish. Thus, QWL is a comprehensive construct that includes an individual’s job related well-being and the extent to which work experiences are rewarding, fulfilling and devoid of stress and other negative personal consequences. 2.1.1 Communication A frequently cited behaviour of successful managers is that of regular and open communication (Collingwood & Kirby, 2001, Eckert, 2001, Haapaniemi, 2002, Schaeffer,2002). Open communication involves discussing with employees information regarding the company and its performance (Caudron, 2002). Managers identify the effective manager as one who respects employees, encouraging them to express opinions and concerns (Wall Street Journal Editors, 2002, Stone & Sachs, 1995). Communication satisfaction has a positive association with job satisfaction and other important work outcomes. Significant research on the relationships between communication satisfaction and other key organizational variables exists, including organizational identification 17 (Smidts, Pruyn, & Van, 2001); membership satisfaction (Taylor, 1997); job satisfaction (Pettit, Goris & Vaught, 1997, Trombetta & Rogers, 1988, Pincus, 1986); employee productivity (Clampitt & Downs, 1993), service quality (Snipes, 1996), job performance (Pincus, 1986), organizational commitment (Putti, Aryee & Phua, 1990, Varona, 1996, Trombetta & Rogers, 1988) and satisfaction with work relationships (Hunt, Tourish & Hargie 2000, Rubin, 1993). According to Hargie, Tourish & Wilson, 2002, Putti, Aryee & Phua, 1990, that communication satisfaction in the studies usually correlates with positive organizational outcomes while communication dissatisfaction correlates with negative, dysfunctional outcomes such as reduced employee commitment, greater absenteeism, higher employee turnover, reduced productivity as well as increased occupational stress and burnout (Shanafelt, 2003). Open communication is vital to the process of goal transmission within an organization (Caudron, 2002, Collingwood & Kirby, 2001, Eckert, 2001, Haapaniemi, 2002, Schaeffer, 2002). Some managers are uncomfortable with open communication, however, communicating regularly with employees breaks down barriers (Eckert, 2001). Developing manager trainees’ active listening skills will enhance communication effectiveness. Active listening skills include behaviours such as displaying empathy summarizing an employee’s words and checking for accuracy, nodding, and making eye contact. From the journal, to grow an appropriate work ethic a sound communication strategy and action plan is needed. The communication strategy ought to use both formal and informal communication media. The work ethic ought to be imbedded in the mission and strategy of the organisation and any message communicated in the different media ought to be tested against it to determine its contribution to strengthening the work ethic. Messages 18 should furthermore be constructed in such a way that the employees will know what it is, feel positive about it and know how to behave accordingly (Amanda, 1998) . Communication, it investigates the ways not only to enhance employees skills on the quality assurance system, but to keep the system updated and organized, ensuring edified and easily available (Dargahi, H. & Seragi, J.,N., 2007). Communication variable was adopted from New Structural Approach Model 2005 (Dargahi & Seragi, 2005) to be implemented in this research. 2.1.2 Skills Skill variety measures the degree to which a job requires an employee to utilize a variety of skills. Task identity describes the degree to which an employee completes an identifiable product as a result of the tasks performed. Task significance represents the impact that the employee feels the task has on others. Task autonomy refers to the degree to which an employee may make his or her own decisions about the processes used in and the scheduling of his or her work. Feedback measures the degree to which an employee receives information about the effectiveness of his or her performance. Accordingly, all five job characteristics are expected to be positively related to organizational commitment based on Hackman & Oldham’s (1975) theory. For new established hotel, would lead the way by taking the initiative to set up a hotel management school there to train the locals who, in return would, boost its services (News Sabah Times, 2010). There are more general abilities and skills that are useful to develop which are, social skills or specifically listening skills, interpersonal or marketing skills. Based on past research, social skills for working in teams, projects with very diverse members and learning organizations through win — win solutions, synergy, dealing with group think, 19 recognising and dealing with stereotyping and bullying, conducting work conferences, bringing up unspeakable. Skills are to deal with or implement change as if it were the normal condition including strategic thinking. And also skills and attitudes needed for determining one’s real motives, strengths and goals, designing new pathways, planning and living a healthy and harmonious life like self and time management (Marc, J. S., & Cary, L. C.). Based on Henning 2004, Customer Oriented Service Employee (COSE) as the extent to which the employee’s behaviour in personal interactions with customers meets those of customer needs. It imply on the research that all four dimensions (technical skills, social skills, motivation and decision making power) are indispensable to a certain extent to enable employees to behave in a customer oriented way. In order for the employees to perform all the other three dimensions, employees should be allowed a certain degree of decision making power, or they are empowered to decide what is best for the customer. Adopted from Organizational Model of Employee Persistence (Peterson 2004) for skills variable that be using for the research. 2.1.3 Knowledge As the skills, knowledge and expertise held by knowledge workers tend to be highly valued in the market place. Therefore, the knowledge and expertise of such key personnel are continuously enhanced in order to retain the competitive advantage and provide clients with new services (Herriot, 1998). Such skill enhancement brings mutual benefits as the market value of the individual is increased, whilst their employers gain from the skill levels thus achieved (Scarbrough, 1999). Therefore, the interests of the parties engaged in the employment relationship are interrelated and converge to some extent. The rationale behind such a strategy is based upon the assumption that the only sustainable bargain that an employer can offer a knowledge worker in return for their organizational commitment 20 is the opportunity for them to continuously develop their skills. Knowledge workers also gain from such arrangements as their personal value is augmented in external markets due to the recognized value of their enhanced skills. Yet, this can have the effect of making some of the most talented employees more externally marketable (Crouch, Finegold & Sako, 1999). Knowledge variable was adopted and modified from Organizational Model of Employee Persistence (Peterson 2004). 2.1.4 Recognition Closer linkage of performance to reward needs on an individual basis is another important initiative. Performance recognition usually includes formal assessment procedures such as ranking and short-term rewards such as dinners or weekend trips. At Hewlett-Packard, it was found to satisfy most male managers but fewer women. Some Hewlett-Packard, women managers stated they wanted more informal indications that they were valued by the company. Companies such as Esso, Australia Post and Hewlett-Packard are attempting to break this barrier by conducting diversity training for supervisors and constantly reinforcing the importance of valuing individual differences through performance assessment and informal feedback. As Krautil (1994) argues, to manage their diverse workforce, they have recognized that they have to shift their management style from treating everyone the same, based on the old rules that worked well for their homogeneous white male workforce to managing people as individuals. Nurses described a strong yearning to receive recognition for their efforts from those higher in the organization. While they felt appreciated by clients and their families for their work efforts, there was the perception of a corresponding lack of gratitude from their employer. Given their descriptions of heavier workloads and other indicators of a worsening work environment over the past decade, it was lack of recognition was keenly felt. Even small symbolic 21 tokens or gestures of appreciation were desired. Recognition includes giving praise (compliments), awards (e.g. certificates of achievement, private budgets, increased autonomy) and ceremonies (e.g. public speeches and celebrations) (Yukl, 2002). Past studies suggest that a leader should be keen to recognize innovative contributions as such behaviour may trigger both idea generation and application behaviour. Based on (the star online, 2007), Holiday Villa Subang, how they appreciate their employees who had contributed to the hotel’s business growth with 10 points will be awarded the top achievers medal on a monthly basis and a custom-made lapel pin embedded with a gemstone as a token of our appreciation. According on Rahman, Noraida, Mohd, harnizam, Gopala & Kamaruzaman, (2009), recognition and rewards is also one of the elements that have been found to link with employee loyalty in their study. Schneider (1994) alleges that customers report superior service when employees indicate that they work in a positive climate for service. Such climate refers to employee perceptions of the practices, procedures and behaviours that get rewarded, supported and expected with regard to customer service and customers service quality (Schneider, White & Paul, 1998). Employee needs and wants are satisfied when they perceive that rewards from the organization such as pay, promotion, recognition, and personal growth, meaningful work that meet or exceed their expectations (Hackman & Oldham, 1980; Locke, 1976). According to Dargahi & Seragi 2007, reward and recognition significantly improve one initiative includes the development of a “star performer” program to allow all employees to recognize each other. Any employee that receives a star performer note is visited by TUMS Hospital Senior Management and presented with a “QWL Star” to recognize how important each of them toward the organization. Recognition variable was adopted from New Structural Approach Model 2005 (Dargahi & Seragi, 2007). 22 2.1.5 Working Environment The most important tasks in psychology may be to examine the individual’s perceptions of the outer world in interaction with their expectations about environments by Magnusson (1981) and Caplan (1987). From the past research, it is known for some time that variables in the work environment impact employee behaviour (Blumberg & Pringle, 1982; Kyriakidou & Ozbilgin, 2004; Niles & Harris-Bowlsbey, 2002; Olson & Borman, 1989; Peters, O’Conner & Fulberg., 1985). Normal daily work occurrences may be unpleasant and interpreted more negatively, thus resulting in negative outcomes such as boredom, poor work performance, and lack of satisfaction. Sub-par employee performance is often the result of psychological problems that are characteristic of a mismatch between an individual and his or her environment (Lubinsky, 2000). Environmental qualities are the essential strategic elements that should be achieved for a healthy building. To make up a general assessment framework that is applicable to all apartment buildings. For example, (The Star Online, 2010) plenty of activities that involve the management and staff that foster good ties within the various departments and grateful to have a job in the hotel and was looking forward to a team building event. According to Rahman et al 2009, Walker Information’s 2005 found that employees are more loyal when they felt that their job was secure, which is one of the items included under working condition section in the study. Working condition seems to have a significant relationship with employee loyalty in the study. In addition, studies of employee’s satisfaction had identified areas that seem to be important for the satisfaction of the employees. The areas include a well managed, supportive and prosperous work environment, ongoing professional development, career growth potential, challenging and exciting work, teamwork, acknowledgement of work 23 well done, work life balance and the work culture (Tarasco & Damato, 2006). Walton model 1975 was adopted for the working environment variable in this research. 2.1.6 Adequate and Fair Compensation Incomplete application of the principle of equal pay, the concept of equal pay for work of equal value was only able to be implemented on the application of a party to an award following a determination of work value in the various occupations. Occupations and industries dominated by women typically have been ascribed a lower work value than those dominated by men (Walpole, 1994,). Thus occupational location is a more powerful determinant of remuneration than objective measurement of work value (O’Connor, 1994). Next, lower discretionary payments. For example the earnings of Australian workers are composed of an award and an over award component. The latter is set by bargaining or unilaterally by management. Not surprisingly, over award payments, including bonuses and incentive payments remain a major source of the male/female earnings differential. Nevertheless it should be noted that, between 1980 and 1991, there was a marked increase in the proportion of over award payments from 45.9 to 49.8 per cent. Adequate and fair compensation variable was adopted and modified by Walton’s QWL Model 1975. 2.1.7 Flexible scheduling The Bureau of Labor Statistics reported that in 2001, overall availability of flexibility stood at just fewer than 31 per cent for all employees (Bureau of Labor Statistics, 2001). This percentage has been on the rise over the last several years. Flexible scheduling can take on various forms: traditional flex time (a schedule developed based on employeechosen start and finish times), daily flex time (a schedule that allows employees to vary 24 work hours daily), and telework (working from a different location than the office — often at work). Differential working time, not only do women work fewer hours on average than men, there is some evidence that in allocating overtime managers tend to exercise discretions in favour of male employees. In 1993, the ratio of female to male overtime earnings of full time non managerial employees, the major recipients of such payments, was 21.8per cent in 1993 (ABS, 1993). 2.1.8 Empowerment The notion of employee empowerment has been implicit in management research beginning with the work on employee alienation (Seeman, 1959), job enrichment (Herzberg, 1966), and employee participation (Kanter, 1977). Strongly advocated by Herzberg (1966, 1979), job enrichment refers to the basic changes in the job content and design to allow employees a chance to experience greater achievement, recognition, responsibility and personal growth. In 1977, Kanter suggested that employees’ attitudes and behaviours are influenced by the structure of the work environment, and in particular the power and opportunities afforded them. Her structural theory suggested that employee empowerment depends on access to information, organizational support and the resources necessary to perform one’s work. However, it was not until the 1990s that the construct received rigorous conceptualization and measurement. Employee empowerment theory extends the notions of job enrichment in several ways (Spreitzer, 1996): first it implies that employees should have some influence over larger organizational matters, then it is viewed from the perspective of the individual, not the job itself; and third, since it is viewed from the perspective of the individual, it is possible for individuals to experience empowerment even if their job characteristics are not technically ‘‘enriched’’. However, research on employee empowerment suggests that the organization 25 can, in fact, have a powerful influence on employees’ feelings of empowerment through the transfer of information, resources and power throughout the organization which enables employees to participate in organizational decision making (Lawler, 1992; Thomas & Velthouse, 1990). As pointed out by Gutierrez, GlenMaye & Delois, (1995), those organizations that empower workers by creating an employment setting that provides participatory management, the ability to make independent decisions about their work, and communication and support from administrators will be better able to serve their customers. Based on Rahman et. al 2009, the study of employee’s role found that empowerment could lead employees to a higher level of satisfaction and a better quality of work life. Studies on employee empowerment/involvement programs were carried out by The Center for Effective Organizations at the University of Southern California and reported by Lawler, Mohrman & Ledford, 1992, Lawler, 1995). The study was to determine the degree to which firms are adopting practices that redistribute power, information, knowledge, rewards, and the effects. From the findings it shows that, empowerment may have a positive impact on a number of performance indicators. However, in the service context, before the management decides to give a certain level of empowerment to their employees, especially to those whom are in constant contact with customers, the management must ensure that the empowerment is in no way abused. Management discretion in granting empowerment is essential in ensuring that such empowerment brings mutual benefit to both employee and employer. There was a strong support for the relationship between access to information and empowerment (Spreitzer, 1996). In order to be empowering, organizations must make more information more available (Kanter, 1986). In addition, for employees to feel empowered, they must understand how their own work contributes to the goals of the 26 organization (Gist & Mitchell, 1992). Information can also facilitate feelings of self efficacy or one’s belief in his or her ability to do the job. Empowerment variable was adopted from the Walton model 1975. 2.2 Employee Behaviours Management courses allow individuals to learn about such managerial behaviours as motivating employees, completing performance appraisals and others. However, putting managerial training to work can go for naught if managers fail to exhibit the proper behaviours once they return to their job. A few studies revealed that where employee input was considered or compared to managers’ beliefs about effective management behaviours (Amabile, Schatzel, Moneta & Kramer, 2004; Shipper & Davy, 2002). According to Rebecca & Kelly, 2008, specific managerial behaviours have been identified by employees as effective and those managerial behaviours were found to relate significantly and positively to employee satisfaction variables, such as goal setting and autonomy to satisfaction with quality of supervision received and satisfaction with company or agency as an employer, connection with employees to satisfaction with job assignments. Behavioural items that make up the three scales provide behaviours on which to build training scenarios and promote meaningful rehearsals of useful behaviours. Behavioural modelling, be an effective training method for managers (Pescuric & Byham, 1996), as well as role playing techniques is likely to yield positive transfer to the workplace. Both behaviour modelling and role playing require behavioural displays to familiarize trainees with a manager’s behaviours. Reflecting on the behaviours necessary to produce employee 27 satisfaction is a way to help individuals identify whether or not they possess the qualities necessary to become a good manager (Rebecca & Kelly, 2008). 2.2.1 Job Satisfaction Job satisfaction has become a major concern in the workplace. Previous studies indicated that job satisfaction affects the wellbeing of employees and exerts a considerable impact on the organization. Interest in job satisfaction is particularly strong because of its consequences for the organization, such as absenteeism and turnover (Cherrington, 1989) and for the employee, such as mental and physical health (O’Donnell & Ainsworth, 1984). Thus, it can be suggested that a highly satisfied workforce will be beneficial for organizations. Research has shown that employees with improved morale are likely to be more productive as a result of an increased sense of responsibility to the employer and an improved overall job satisfaction (Shinew & Crossley, 1988). Job satisfaction is generally conceived as an attitudinal variable that reflects the degree to which people like their jobs, and is positively related to employee health and job performance (Spector, 1997). For many physicians, job satisfaction hinges on good relationships with staff and colleagues, control of time off, adequate resources, and clinical autonomy (Williams, Konrad, Linzer, McMurray, Pathman, Gerrity, Schwartz, Scheckler, Van Kirk, Rhodes & Douglas,2003). Reliable measures of physician job satisfaction help explain physicians’ behavior in clinical, economic, and organizational domains, as well as re-engineering medical workplaces to better meet the needs of doctors and patients (Konrad, Williams, Linzer, McMurray, Pathman, Gerrity, Schwartz,  Scheckler, Van Kirk, Rhodes, & Douglas, 1999). The consequences of dissatisfaction include increased physician turnover, decreased continuity of care for patients, increased cost of the medical system, and increased patient dissatisfaction (Murray, 2000). Job satisfaction can be 28 defined as an individual’s affective reaction to his or her work environment. Job satisfaction has consistently been found to relate inversely to an individual’s turnover intention (Abdel- Halim, 1981; Choo, 1986; Rasch & Harrell, 1990). The job satisfaction or turnover literature indicates that individuals who experience relatively low job satisfaction tend to change work positions. Job satisfaction variable was adopted and modified from Organizational Model of Employee Persistence (Peterson, 2004). 2.2.2 Employee Turnover Turnover can be caused through an employee resigning, retiring or by being dismissed from the organization. Resignation can be by choice or also because of ill health or maternity leave, just as dismissal can be due to redundancy or misconduct. Reasons for turnover can be due to both internal and external factors and will vary between different groups of employees and the individual employees themselves. External factors such as skill shortages, increasing demand, better reward packages for specific workers or the high cost of living in many parts of the country are difficult for any employer to control. However, internal factors are something that an organization can take action in and control more easily, but they do require managers in the business to first admit to the problems and then do something about them. Turnover data for each store were obtained from company records. Turnover was computed separately for full-time and part-time employees. As is typical in turnover studies, the turnover percentage was computed as the number of employees leaving over the last 12 months, divided by the average number of employees in the store during that period (Ditz, 1971). A number of empirical studies confirm the important role of organizational commitment in influencing turnover intentions (Baroudi, 1985; Bartol, 1983; Steers, 1977) Employees who are highly committed to their organization are less likely to leave than those who are relatively 29 uncommitted. It has also been reported that organizational commitment is more strongly related to turnover intentions than to job satisfaction (Baroudi, 1985; Shore & Martin, 1989). Employee turnover has long been a topic of interest to academicians and practitioners because of the negative consequences of turnover (Mowday et al., 1982; Cotton & Tuttle, 1986; Hom & Griffeth, 1995; Hayes, O’Brien-Pallas, Duffield, Shamian, Buchan, Hughes, Laschinger, North, & Stone, 2006; Griffeth, Hom, & Gaertner, 2000. Employee turnover is expensive for organisations since they incur significant costs, both direct (for example, costs of recruitment and selection, training and development), and indirect (for example, employee commitment, service or product quality, productivity and profit) (Griffeth et al., 2000; Kinicki, McKee-Ryan, Schriesheim, & Carson, 2002; Price, 2001; Mobley, 1982). Employee Turnover variable was adopted from Organizational Model of Employee Persistence (Peterson, 2004). 30 2.3 Summary of Variables Table 2.1 Summary of Variables Study Sample Measure Variable An Approach 755 of New Structural Communication, The perceived strongest areas among 12 categories Model for employees of Approach Employees’ TUMS Model 2005 Improving Hospital 2005 Recognition Finding developed by QWL Strategic Planning Committee that employees agreed to improve on their QWL, were communication, leadership, monitory and non- Quality of Work monitory compensation, and support. It investigates Life (IQWL) the ways not only to enhance employees skills on the quality assurance system, but to keep the system updated and organized, ensuring edified and easily available. Recognition, it will significantly improve one initiative includes the development of a “star performer” program to allow all employees to recognize each other. Any employee that receives a 31 star performer note is visited by TUMS Hospital Senior Management and presented with a “QWL Star “to recognize how important each of them is to the organization. Evaluation Of Working It is possible to guide the company’s decision Quality Of Work Environment, making in search for best labored conditions. A Life: An Adequate & good QWL will exist if the individual turn the Adaptation From Fair attention to his own behavior according to his The Walton’s Compensation health and QL in general, trying to eliminate or QWL Model Walton 1975 reduce his negative habits that might harm his well being. The companies need to have a holistic and more humanized vision according regarding the worker, once the individual out and the employee inside the company is the very same person. 32 Managerial 528 managers Organizational Skills, Turnover in US in three Model of Knowledge, Job behaviours that lead to a more integrative work retail randomly Employee Satisfaction, climate, retail organizations might reduce costs organizations selected retail Persistence Employee associated with turnover. Managers’ perceptions of Turnover integration (connectedness or engagement with the organizations By identifying and facilitating organizational organization) based experiences and on their relationships organizational significantly explained turnover. 33 2.4 Theoretical Framework A theoretical framework is a conceptual model of how one theorizes or makes logical sense of the relationships among the several factors that have been identified as important to the problem (Sekaran, 2003). This research to determine the relationship between independent variables and dependent variables based on the following figure. Independent variables are communication, skills, knowledge, and recognition, working environment, adequate and fair compensation, flexible scheduling and empowerment. Dependent variables are job satisfaction and employee turnover. QWL Elements COMMUNICATION SKILLS Employee Behaviours KNOWLEDGE – RECOGNITION – JOB SATISFACTION EMPLOYEE TURNOVER Dependent Variables WORKING ENVIRONMENT FLEXIBLE SCHEDULING ADEQUATE AND FAIR COMPENSATION Independent Variables Figure 2.1: Theoretical Framework 34 As expounded earlier in the literature, QWL facets have significant impacts on employees’ job satisfaction and employee turnover. Thus, in the present study, 8 elements of QWL variables (communication, skills, knowledge, and recognition, working environment, flexible scheduling, adequate and fair compensation) were tested the relationships with job satisfaction and employee turnover. The theoretical framework for the study was based on the several QWL model by Walton 1975, New Structural Model 2005 and Organizational Model of Employee Persistence 2004. According to the model figure 2.1, the independent variables are communication and recognition – based on New Structural Model 2005(Dargahi & Seragi 2007) that was applied at TUMS Hospitals 2005. Working environment, empowerment and adequate and fair compensation were based on Walton 1957. Skills, knowledge, and another two dependent variables are job satisfaction and employee turnover which were adopted from Organizational Model of Employee Persistence (Peterson, 2004). 35 CHAPTER 3 RESEARCH METHODOLOGY 3.0 Introduction Methodology can be properly referred to the theoretical analysis of the methods appropriate to a field of study or to the body of methods and principles particular to a branch of knowledge. Unit of analysis, sampling frame, population, sampling techniques, sample size, data collection procedures, survey instruments, validity and reliability of the instrument, and plans for data analysis was outlined in this chapter. 3.1Research Design Research design is a plan for selecting the sources and types of information used to answer the research question. It also involves a serial of rational decision making choices in a way that requisite data can be gathered and analyzed to arrive at a solution.  In this research, exploratory study was used to obtain information whereby it is the attempting to explore new areas or organizational research. Besides, an exploratory study was undertaken because when not much is known about the situation at hand or no information is available on how similar problems or research issues have been solved in the past. In essence, exploratory studies was undertaken to better comprehend the nature of the problem since very few studies might have been conducted in that area. Thus, questionnaires were used to get a handle on the situation and understand the phenomenon. 36 3.2 Target Population Classification the target population involves translating the problem definition into a precise statement of who should and should not be included in the sample. The population under this study consist of employees of the Armada Hotel Petaling Jaya as significant role quality of work life on employees towards the hotel for this research. 3.3 Sampling Sampling is the process in which the researcher determines who is to be sampled, how large a sample is needed, and how sampling units had selected. The exact terms are the population of this study, the sample size, and the sampling techniques used by the researcher. The process of sampling involves any procedure selecting number of items or elements of the whole population to make conclusions regarding the whole population. 3.3.1 Sampling Size In this research, 150 respondents were chosen from employees of Armada Hotel Petaling Jaya and questionnaires were distributed to them. According to Sekaran (2003), the sample size can be 30 to 500 units, so 150 respondents are considered as acceptable for this exploratory research. However, from 150 distributed questionnaires only 80 of questionnaires were returned and useful for doing analysis. 3.3.2 Sampling Techniques Stratified random sampling technique has been decided for this study. Stratified random sampling is a type of probability sampling design, which attempts to identify subgroups of elements within population that may be expected to have 37 different parameters on a variable of interest to the researcher. This sampling involves a process of stratification or segregation, followed by random selection of subjects from each stratum. The population is first divide into mutually exclusive groups that are reagent, appropriate, and meaningful in the context of study. Thus, stratified by department also was done to understand the Armada’s respondents. 3.4 Data Collection Method 3.4.1 Primary Data Primary data is important for research. Data collected firsthand for subsequent analysis to find solutions to the problem researched (Sekaran,2003). For this study, the primary data used is questionnaires. 3.4.2 Questionnaire A questionnaire is a structured technique for data collection that consists of a series of questions, written or verbal that a respondents answer. Personally administered questionnaires were used in this study and there are 150 sets of questionnaires that were distributed to the respondents in order to get the data and information. A close ended survey questionnaire was used in order to assess job satisfaction and employee turnover in Armada hotel. The questionnaire consists of thirty questions. It was divided into 2 sections; namely quality of work life and demographic data section. A total of 150 questionnaires were distributed and a total of 80 questionnaires were retrieved for analysis. 38 3.5 Variables Measurement There were eight independent and two dependents involve for this study. These variables measured by using the Likert Scale starts from strongly disagree at 1 until strongly agree at 5. This is to show their preference towards the study. Below are the tables that outline the study of variables. 3.5.1 Independent variable Table 3.1: Independent Variable Variables Sources Type of Scale Communication Rahman, Noraida , Rashidi , Harnizam and  Gopala Krishnan.(2009) and New A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. Structural Approach Model Skills Modified from Walton (1975) and Rahman,et al,(2009) Knowledge Modified from Walton (1975) Recognition Rahman, Noraida , Rashidi , Harnizam and  Gopala Krishnan(2009) and New A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. Structural Approach Model Working Environment Rahman,et al,(2009) Adequate and Fair Compensation Walton (1975) and modified from Rahman,et al,(2009) Flexible Scheduling Empowerment Modified from Walton (1975) and Rahman,et al,(2009) A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. 39 3.5.2 Dependent variables Table: 3.2: Dependent Variable Variables Sources Type of Scale Job Satisfaction Rahman,et al,(2009) and Modified from Walton (1975) and Cook, Hepworth and Wall (1981) Modified from (Cummann et al, 1979) and Rahman,et al,(2009) and Modified from Walton (1975) A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. Employee Turnover A five-point Likert Scale ranging from “strongly disagree” to “strongly agree”. Table 3.1 and table 3.2 represent the scholars for the questionnaires sources that had been completed for this study. The examples questionnaires have been adapted from Walton (1975), Rahman, Noraida , Rashidi , Harnizam and  Gopala Krishnan (2009) and Cummann et al, (1979) and New Structural Approach Model. 3.6 Data Analysis In this research, SPSS version 12 was used in order to analyze the data. This software program uses for data analysis and interpretation. This program allows the user to test prior and posterior contrast, which cannot be done in other programs. It can measure of location which are central tendency because of tends to describe the centre distribution. The programs can be measure variability in interval, ratio, and range and others. SPSS is designed especially for accurate data and statistical analysis. 40 3.6.1 Descriptive Analysis In this study mean was chosen for central of tendency while standard deviation for measure of dispersion. Mean for each independent variables were conducted to determine the important of the QWL elements. 3.6.2 Reliability Test Reliability testing had done with the purpose of checking whether the data obtained from the survey is reliable or not for research. Reliability is a testing for consistency and stability. It is reliability coefficient that reflects how well the items in a set are positively correlated to one another. If the association is high, the scale yields consistent results and therefore considered reliable. Factor analysis (data reduction) with varimax rotation in SPPS as the method to identify the unsuitable items of QWL elements .The non-performing items were removes from the data (questionnaires). Then, reliability test were conducted to gain the reliability coefficient. Out of 30 only 23 variables were interpretable and meaningful reliability test were conducted to measure the Cronbach’s Alpha and all the (independent and dependent) variables obtained scores ranging from 0.581 to 0.771. However, only skill (α=0.415) (independent variables) was included in correlation analysis due to its important regarding its relationship with job satisfaction and employee turnover. 41 3.6.3 Correlation Analysis Correlation analysis was conducted in this study in order to establish cause-and effect relationship using the same natural environment.  The correlation test had been used as to describe the degree of relationship between two variables and how it is related to one another. The Pearson correlation coefficient is appropriate measurement for interval and ratio scale in order to indicate the direction, strength and significance of the bivariate relationships of all the variables in this study. A Pearson correlation is a number between -1 and +1 that measures the degree of association between two variables (call them X and Y). A positive value for the correlation implies a positive association which large values of X tend to be associated with large values of Y and small values of X tend to be associated with small values of Y. A negative value for the correlation implies a negative or inverse association. Thus, large values of X tend to be associated with small values of Y and vice versa (Simon, S. 2008). Table 3.3: Suggested Interpretation for Correlation Coefficient Correlation Coefficient Less than 0.20 0.20 — 0.40 0.40 — 0.70 0.70-0.90 0.90 — 1.00 Interpretation very weak correlation(negligible relationship) weak correlation (small relationship) moderate correlation (substantial relationship) strong correlation ( marked relationship) very strong correlation (very dependent relationship) Sources: Guilford (1956) 42 CHAPTER 4 DATA ANALYSIS AND INTERPRETATION 4.0 Introduction This chapter focused on the findings of the data that has been analyzed which will show the results of respondent demographic, descriptive statistical, reliability testing and correlation analysis. These findings were derived from all 80 out of 150 set of questionnaires that were distributed to the respondents. The analysis also described the demographic variables of the respondents. In this study, SPSS version 12 was used in order to analyze the data. The program is useful to measure variability in interval, ratio, and range and others. Thus, SPSS is designed especially for accurate data and statistical analysis. 4.1 Total Number of Respondents A close ended survey questionnaire was used in order to assess job satisfaction and employee turnover in Armada Hotel, Petaling Jaya. A total of 150 questionnaires were distributed and a total of 80 questionnaires were retrieved for analysis. Table 4.1 shows the percentage of 80 out of 150 respondents in this study. Table 4.1: Total Respondents Total Distributed Questionnaires (N of Items) 150 Total Respondents Percentage of Respondents 80 53.33% 43 4.2 Stratified the Respondent by Departments A stratified sampling technique was chosen as to identify subgroups of elements within Armada Hotel. Table 4.2 shows the stratification by departments was used in order to understand towards the Armada’s respondents. Table 4.2: Stratified Sampling by Departments Departments Distributed Received Percentage (%) Questionnaires Questionnaires Received Questionnaires Food & Beverage 34 13 16.3 Customer Service 22 11 13.8 Maintenance 18 11 13.8 Human Resource 15 10 12.5 Accounts/Finance 13 10 12.5 Marketing 20 10 12.5 Administration 14 9 11.3 Housekeeping 7 3 3.8 Others 7 3 3.8 Total 150 80 53.33% Table 4.2 illustrates stratification of sampling by departments in Armada Hotel. There are 8 specific departments namely food and beverage, customer service, maintenance, human 44 resource, accounts/finance, marketing, administration and housekeeping. The others department represent such as research and development, event planner and trainer. A total of 150 questionnaires were distributed but only 80 questionnaires were returned and useful for analysis. Based on the returned questionnaires, about 53.33% out of 150 distributed questionnaires were analysed. 4.3 Respondent Characteristics 4.3.1 Demographics of Respondents Table 4.3 illustrates most of respondents are female with 44 persons (55%). Majority of the respondents are Malay for their race profiles. Hence, the highest percentage is Malay employee (43.75%), followed by Chinese (28.75%), Indian (26.25%) and others employees (1.25%). Status of the respondents shows closely equal whereby single status are 38 persons (47.5%) while married status are 42 persons (52.5%). Dominantly the respondents present the aged range from 30 years old and below (36.3%) and between 31- 35 years old (33.8%). Then, many of the present respondents hold certificate or diploma qualification (38.75%), SPM (32.5%) and bachelor degree (28.8%). The majority of the respondents are full-time worker with 63.75% while the rest are part time worker (17.5%), contract worker (17.5%) and practical student (1.3%) for other title. Mostly the respondents have been working for 4 years and below whilst several of them have been working for less than 10 years. Next, tenure of less than 2 years indicates the highest percentage with 27.5%, followed by employee with working duration between 2 and 4 years (26.25%) and 5 to 7 years (21.25%). Overall, the respondents come from different departments but food and beverage 45 department shows the highest percentage with 16.25%. The others employee departments presents percentage between 11% and 14% except for housekeeping and other department. Next, many of them are executives or first level manager (43.75%) and the rest are non supervisory (22.5%), supervisory (18.8%) and technical position (15.0%). Table 4.3: Demographics of Respondents Title Female 44 55 35 43.8 21 26.3 Chinese 23 28.8 1 1.3 Single 38 47.5 Married 42 52.5 30 and below 29 36.3 31 — 35 27 33.8 36 — 40 17 21.3 41 — 45 7 8.8 SPM/STPM 26 32.5 Certificate/Diploma 31 38.8 Bachelor Degree Education 45 Others Age 36 Indian Status Percentage (%) Malay Race Respondent Male Gender Item 23 28.8 46 Table 4.3: Demographics of Respondents (continue) Full Time 14 17.5 14 17.5 1 1.3 Less than 2 years 22 27.5 2 — 4 years 21 26.3 5 — 7 years 17 21.3 8 — 10 years 11 13.8 More than 10 years 9 11.3 Administration 9 11.3 Marketing 10 12.5 Human Resource 10 12.5 Accounts/Finance 10 12.5 Maintenance 11 13.8 Housekeeping 3 3.8 Customer Service 11 13.8 Food & Beverage 13 16.3 Others Departments Part Time Others Duration 63.8 Contract Appointment 51 3 3.8 47 Table 4.3: Demographics of Respondents (continue) Non-Supervisory 22.5 Supervisory 15 18.8 Technical Staff 12 15.0 Executives/First Level Position 18 35 43.8 18 22.5 Manager Non-Supervisory 4.3.2 Graph demographic of respondents Gender Male Female 45.0% 55.0% Figure 4.1: Gender 48 Race Malay Indian Chinese 1.25% Others 28.75% 43.75% 26.25% Figure 4.2: Race Status Single Married 52.5% 47.5% Figure 4.3: Status 49 Age 30 and below 31 – 35 36 – 40 8.75% 41 – 45 21.25% 36.25% 33.75% Figure 4.4: Age Education SPM/STPM Certificate/Diploma Bachelor Degree 28.75% 32.5% 38.75% Figure 4.5: Education 50 Appointment Full Time Staff 1.25% Part Time Staff Contract Staff Others 17.5% 17.5% 63.75% Figure 4.6: Appointment Duration Less Than 2 Years 2 To 4 Years 5 To 7 Years 8 To 10 Years 11.25% 27.5% More Than 10 Years 13.75% 21.25% 26.25% Figure: 4.7: Duration 51 Department Administration Marketing Human Resource 3.75% 16.25% Accounts/Finance Maintenance 11.25% Housekeeping 12.5% Customer Service Others 13.75% Food & Beverage 12.5% 3.75% 13.75% 12.5% Figure4.8: Department Position Non-Supervisory Staff Supervisory Staff Technical Staff Executive/First Manager 22.5% 43.75% 18.75% 15.0% Figure 4.9: Position 52 4.4 Descriptive and Reliability Analysis Reliability testing was done with the purpose of checking whether the data obtained from the survey are reliable or not for the research. According to Sekaran (2003), the reliability of a measure is an indication of the stability and consistency with which the instrument measure the concept and helps to assess the goodness of a measure. The closer Cronbach’s Alpha is t