A Study of the Relationships of Recruitment, Training, Employment, Retaining and Job Satisfaction and Organizational Commitment - For International Tourist Hotels in Taiwan

• Main Authors: Chang, Yi-Wen, 張旖文
• Other Authors: Wu, Wu-Chung
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/shgk74

碩士 === 國立高雄餐旅大學 === 餐旅管理研究所 === 103 === Currently within the hospitality industry, questions are being asked with respect to how to attract talented employees and effectively make use of internal activities or methods to allow staff members to feel satisfied and become loyal to the organization, thus reducing unnecessarily personnel expenses. Along with the widespread growth in tourism, the government is also actively promoting hospitality industries, and hotels are seeing rapid development as a result of the flourishing numbers of tourists coming to Taiwan and locals taking part in domestic tourism. For the same reason, the number of hotels is also continuously increasing, thus meaning that the demand for personnel in the industry is growing. Consequently, hotel and tourism industries must perform well and attach importance to strategies for recruitment, training, employment and employee retention to raise levels of job satisfaction and organizational commitment. This study will explore the recruitment, training, employment and retention (RTER) in the industry to understand the relationship between staff members feelings towards companies’ internal strategies, their job satisfaction and their organizational commitment. The study uses a quantitative approach, using stratified sampling from Taiwan’s international tourism hotel personnel as its object of study, and conducting surveys on related hotel staff members. The study uses a reliability analysis, separating “recruitment”, “training”, “employment” and “retention” (RTER); with job satisfaction separated into “intrinsic satisfaction” and “extrinsic satisfaction”. Meanwhile, organizational commitment is separated into “affective commitment”, “sustained commitment” and “normative commitment”. The related analyses revealed that there is a significant positive correlation between RTER, job satisfaction and organizational commitment. This demonstrates that by effectively implementing RTER, job satisfaction levels will increase; when RTER is greater, organizational commitment is also greater; when job satisfaction is greater, then organizational commitment is also higher. Furthermore, through regression analysis it was revealed that the factor influencing job satisfaction was “retention”, while the factors influencing organizational commitment were “training” and “retention”. Additionally, organizational commitment was also influenced by the “intrinsic satisfaction” and “extrinsic satisfaction” factors.