Research On Hotel Employee Loyalty Based On Psychological Empowerment

With the accelerative process of global economic integration, hotel as China’s earliest industry which is in line with international standards, now is facing increasingly fierce competition.. As a typical labor-intensive industry, the hotel industry can bring a large number of employment opportunities for the society, nevertheless, it is rely heavily on human resources than any other industry. However, the rapid development of the hotel industry also caused a lot of problems, especially the problem of brain drain, and the resulting decline in the quality of service, loss of customers, increased recruitment and training costs, morale shaken of internal staff and other negative effects. Therefore, how to attract and retain qualified staff becomes an urgent problem to deal with. And it is a critical issue to many scholars and managers that find a right way to improve the loyalty of hotel employees.This study investigated management on hotel employee loyalty from the perspective of psychological empowerment. With regards to this, this article has reviewed the related theories of psychological empowerment, job satisfaction and employee loyalty, and put forward theoretical hypothesis. This paper uses some research methods to analyse the relationship between psychological empowerment, job satisfaction and employee loyalty, including questionnaires, descriptive statistics, independent samples T-test, one-way ANOVA correlation analysis, structural equation modeling and causal path methods, by taking Chongqing wildlife world Liangjiang Holiday Hotel as an example for the survey. Through147questionnaires data, the research reached the following conclusions:(1) Psychological empowerment perception of the hotel staff is in the general level, so the hotel managers should pay more attention to employee demand for authorization, and enhance the perception of psychological empowerment of employees, especially the perception of influence of the hotel job. At the same time the level of job satisfaction of employees is in general, especially for the lowest evaluation of wages, consequently, the hotel should put more emphasis upon the employees’ needs of the work, improve employee job satisfaction, and the hotel employee loyalty also needs to be improved. (2)There are also some differences exist in individual statistical variables about hotel employee perception of psychological empowerment, job satisfaction and employee loyalty:the employee who is female, age31-40, and1-3years work experience has the highest job satisfaction and hotel loyalty; secondary education hotel employee has the highest job satisfaction; the staff whose family accommodation distance is16-20km from the hotel has a minimum job satisfaction and loyalty. So, the hotel HR needs to pay attention to employees’personal information and characteristics in the recruitment process, vary with each individual and to allocate human resources rationally, mobilize the enthusiasm of employees, increase employee job satisfaction, cultivate the loyalty of employees.(3) The three dimensions of psychological empowerment which is the meaning of work, autonomy and working effects not only can positively affects hotel employee loyalty, but also can positively affect the employee loyalty through the intermediary variable of job satisfaction; four dimensions of psychological empowerment perception also has a significant positive impact on hotel employee satisfaction; employee attitudes loyalty is not necessarily directly contributed to the employee’s behavior loyalty. Therefore, this shows that the enhancement the perception of psychological empowerment hotel staff can improve the job satisfaction and employee loyalty of the hotel employees.Based on the conclusion of the study, this thesis puts forward the corresponding management recommendations, including put more emphasis on the role of the psychological empowerment perception to the hotel employees; perfect the hotel authorization system, improve psychological empowerment perception of the employee; strengthen the supervision of the authorization process, feedback information to the staff timely.