Research On The Effecting Factors Of Frontline Employee Engagement

Employee engagement has received a great deal of attention in the last decade in the popular business press and among consulting firms and the practitioner community. They claim employee engagement is a new human resource practice that business organizations can use in order to cope with the uncertainty of turbulent industry conditions. However, in the academic community, the concept remains new, and therefore, the concept requires rigorous seminal studies to validate it. Given that practical interest in work engagement has outstripped the currently available research evidence, fundamental questions, like how it can be increased and how and why it benefits individuals and organizations, still require answers.Therefore, this study empirically tested relationships among antecedents of employee engagement and dependent variable in the hotel setting. In particular, this study is based on the theory of basic psychological needs to find the mesomeric effect of belongingness between antecedents and employee engagement. In accordance with the purpose and objectives of the study,8 hypotheses were proposed based on several theories:Kahn’s related theories, Job matching model, Self determination theory and so on.To test the hypotheses, data were collected from the frontline employees of five star hotels in Yanbian. The proposed relationships were examined using hierarchical multiple regression and structural equation modeling. Results of hypothesis testing showed that job characteristics, training and development, compensation and performance positively influence employee engagement. The results also revealed that belongingness is positively associated with all the other variables. This study further demonstrated that the relationships between belongingness and other variables:job characteristics, training and development, compensation and performance positively influence belongingness; belongingness positively influence employee engagement, the mediating effect of Belongingness.Through the analysis of the research results, the hotel managers put forward the following suggestions:1, design reasonable, in the work content of the design varies from person to person, clear responsibilities of the work; 2, design reasonable mechanism for training and career planning, in the hotel industry, two kinds of people in the group of hotel engagement sensitive degree higher, a class is the new entry or entry soon employees, another kind is working for a long time the old staff. Design a reasonable training mechanism, the first is to establish the employee’s pre service training mechanism, followed by the establishment of a reasonable department training mechanism, and finally in the hotel to establish a regular training. To make a scientific career planning, first of all to want employees to the staffing of the Department and promotion channel, according to their individual abilities and expectations help their steady development plan, and tracking employee development, any feedback and guidance; 3, the establishment of a reasonable salary system, reduce the management cost of hotels, stimulate the potential of employees, wages and public, establish and improve the wage subsidy mechanism, set up an attractive benefits mechanism. Establish a strict performance mechanism, establish a strict examination standards, to take wage floating system, the department or the hotel standard to join the assessment criteria.Given that employee engagement is an important current issue for hospitality companies, the findings should provide the hotel industry with a more complete picture of how employee engagement is associated with its antecedents and mediating variable. A discussion of managerial implications is included along with theoretical implications of the findings, an evaluation of research limitations, and directions for future research.