The Relationship Of Management Commitment To Service Quality, Employee Job Satisfaction And Job Performance

A close relation that exists between the Relationship of management commitment to service quality, employee job satisfaction and job performance is an very important issue in the human resource management, and is of great significance to research. The hotel industry, as a typical service sector, the job performance of employee has an significant effect on customer satisfaction and the core competitiveness of the hotel. This paper explores the effect of job satisfaction on job performance from the promise of management commitment to quality, builds a condition that is beneficial to enhance the job performance.Based on the review of the management commitment to service quality, job satisfaction and job performance, this paper proposes five research hypotheses, constructs the conceptual model, chooses the measurement indexes of the management commitment to service quality and job performance, finishes the design of questionnaire of hotel employee. And then, we take the pilot test to modify the questionnaire and get the final questionnaire. The data is gained from6five-star hotels in Changsha city of Hunan province.The processed data is analyzed with softwares on the structural model, and the results demonstrate that all of the organizational support, reward, empowerment and training have direct significant influence on job satisfaction, and job satisfaction on job performance. Moreover, organizational training has the most significant influence on the job satisfaction, and followed successively organizational empowerment, reward, support. The further analysis of perceived variance of the management commitment to service quality among different groups demonstrates that the perception of the management commitment to service quality is distinguished significantly among different posts, departments, work seniority and the post rotation experience.In the last paragraph, we proposes some customized counter-measures for the management of the human resource in hotel industry according to the research conclusions, namely, the hotel should value the employee training, implement the management of power decentralization, offer positive support to employee, and establish reasonable reward system. Moreover, we point out the research limitations and the further research directions in future.