SavedAdd your journal

Journals / Journal of Tourism and Gastronomy Studies / 2021 / Cilt: 9 - Sayı: 1

The Relationships Between Psychological Empowerment Organizational Trust and Employee Motivation: An Empirical Research on Hotel Employees in Istanbul

Nihal YILMAZ
Nilüfer VATANSEVER TOYLAN
Pages
111–130
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

In this context, the results provide advantages in terms of empowerment in hotel businesses where competition is intense and knowing what contributions they will make to the organization when they empower the employees of the businesses that prioritize the human element.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Today, with the understanding of employee empowerment, it is possible to respond quickly to customer demands and expectations in hotel businesses where intense competition exists.
📊
Key Findings & Data:In this context, it is aimed to examine the effects of psychological empowerment which is one of the components of employee empowerment in hotel businesses on organizational trust and employee motivation separately.
💡
Conclusion & Impact:In this context, the results provide advantages in terms of empowerment in hotel businesses where competition is intense and knowing what contributions they will make to the organization when they empower the employees of the businesses that prioritize the human element.
🔬Design:Survey & Empirical Study
📍Scope:2018 Verileri
⚙️Variables:Domain Parameters

Özet

Today, with the understanding of employee empowerment, it is possible to respond quickly to customer demands and expectations in hotel businesses where intense competition exists. With employee empowerment, the employee who receives some powers from their managers, feels free to make decisions and believes that their superiors will exhibit consistent behaviors is ensured to have trust in the organization. In addition, having a say in their duties will positively affect their motivation. In this context, it is aimed to examine the effects of psychological empowerment which is one of the components of employee empowerment in hotel businesses on organizational trust and employee motivation separately. The employees of three-, four- and five-star hotel in Istanbul are included in the sampling. Face-to-face and online data were collected from 388 hotel employees using convenience sampling method in hotel businesses selected as samples between 18.06.2018 -04.08.2018 with survey technique, which is one of the quantitative research methods. The data were analyzed by correlation and multiple regression analysis using SPSS 25 package program. As a result of the research, it was determined that psychological empowerment sub-dimensions had an effect on both organizational trust sub-dimensions and employee motivation. In this context, the results provide advantages in terms of empowerment in hotel businesses where competition is intense and knowing what contributions they will make to the organization when they empower the employees of the businesses that prioritize the human element.

🔖

Cite This Article

YILMAZ, N., TOYLAN, N. V. (2021). The Relationships Between Psychological Empowerment Organizational Trust and Employee Motivation: An Empirical Research on Hotel Employees in Istanbul. Journal of Tourism and Gastronomy Studies, Cilt: 9 - Sayı: 1, 111–130. https://ajindex.com/articles/347586

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (15)

  1. Andrews, G.M. (1994). Mistrust, the hidden obstacle to empowerment, HR Magazine, 39, 66-70.
  2. Avcı, N. (2020). Psychological empowerment: How can the tourism industry adopt ıt?. In Aydin, Ş., Dedeoglu, B. B., & Çoban, Ö. (Eds.), Organizational Behavior Challenges in the Tourism Industry (pp. 249-265).
  3. IGI Global. Berraies S., Chaher M., & Yahia K. (2014). Employee empowerment and ıts importance for trust, innovation and organizational performance. Business Management and Strategy. 5(2), 82-103.
  4. Caudron, S. (1995). Create an empowering environment. Personal Journal, 74, 28-36.
  5. Chiang, C.F., & Jang, S. (2008). The antecedents and consequences of psychological empowerment: The case of Taiwan's hotel companies. Journal of Hospitality and Tourism Research, 32 (1), 40-61.
  6. Chiang, C-F., & Hsieh, T-S. (2012). The impacts of perceived organizational support and psychological empowerment on job performance: The mediating effects of organizational citizenship behavior. International Journal of Hospitality Management, 31 (1), 180-190.
  7. Conger, J.A., & Kanungo, R.N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471-482.
  8. Cook, J.D., & Wall, T.D. (1980). New work attitude measures of trust, organizational commitment, and personal need nonfulfillment. Journal of Occupational Psychology, 53, 39-52.
  9. Culbert, S. A., & Mcdonough, J. J. (1986). The politics of trust and organization empowerment. Public Administration Quarterly, 10(2), 171-188. Demiralp M., & Koçak R. (2018). Personel güçlendirme ve örgütsel güven ilişkisi: Kamu kurumunda ampirik bir araştırma. Social Sciences Studies Journal, 4(23), 4492-4502.
  10. Ergeneli, A., Arı, G. S., & Metin, S. (2007). Psychological empowerment and its relationship to trust in immediate managers. Journal of Business Research, 60, 41-49.
  11. Fulford, M., & Enz, C. (1995). The impact of empowerment on service employees. Journal of Managerıal Issues, 7(2), 161-175.
  12. Gagne M., Senecal C., & Koestner R. (1997). Proximal job characteristics, feelings of empowerment, and ıntrinsic motivation: A multidimensional model. Journal of Applied Social Psychology, 27(14), 1222-1240.
  13. Gazzoli, G., Hancer, M., & Park, Y. (2010). The role and effect of job satisfaction and empowerment on customers' perception of service quality: A study in the restaurant industry. Journal of Hospitality & Tourism Research, 34 (1), 56-77.
  14. Greco, P., Laschinger, H. K. S., & Wong, C. (2006).
  15. Leader empowering behaviours, Staff nurs