Hotel employee perceptions of management practices and customer satisfaction and their relationship to learning and performance orientation

The purpose of this study was to complement existing research in customer satisfaction and suggest the need to evaluate management practices as perceived by employees, employee learning and performance orientations in hotels and the role of employee self efficacy, and their effects on customer satisfaction as perceived by the employees.;The conceptual framework for this study was drawn from the Adaptive Selling Framework and the Model of Service Employee Management.;The results suggest that the effect of learning orientation on employee perceptions of customer satisfaction occurs through performance orientation. The analysis revealed that the relationships found with the overall sample were being driven by the low self-efficacy sub-sample. In this sub-sample, the effect of learning orientation disappears when both are simultaneously introduced into an equation. This suggests that the effect of a learning orientation occurs as a result of motivating a performance orientation. With the high self-efficacy sub-sample, a performance orientation does not influence customer satisfaction. With high self-efficacious employees it is only learning orientation that matters. No matter what the employee's self-efficacy is, a learning orientation drives the employee perceptions of customer satisfaction.;The effect of learning and performance orientations of employees with low and high self-efficacy levels on their perceptions of customer satisfaction provided new insights. No matter what the level of self-efficacy in employees, their learning orientation seems to drive their perceptions of customer satisfaction as well as motivate performance orientation. (Abstract shortened by UMI.).