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Unboxing the Complex between Job Satisfaction and Intangible Service Quality: A Perspective of Sustainability in the Hotel Industry

Author

Listed:
  • Goran Perić

    (Department of Business School Blace, Toplica Academy of Applied Studies, 18420 Blace, Serbia)

  • Marko Slavković

    (Department of Management and Business Administration, Faculty of Economics, University of Kragujevac, 34000 Kragujevac, Serbia)

  • Marko Gašić

    (Department of Business School Blace, Toplica Academy of Applied Studies, 18420 Blace, Serbia)

  • Boban Đurović

    (Municipality of Spa Vrnjačka Banja, 36210 Vrnjačka Banja, Serbia)

  • Sandra Dramićanin

    (Faculty of Hotel Management and Tourism, University of Kragujevac, 36210 Vrnjačka Banja, Serbia)

Abstract

The quality of service is one of the key assumptions of a sustainable and profitable business in the hotel industry. On the other hand, employees as direct providers of hotel services have a direct impact on the perceived quality of service. Establishing a relationship between job satisfaction and perceived intangible service quality is of great importance for customer relationship management and sustainable competitive advantage. For the collection of primary data, questionnaires were distributed to two groups of respondents, namely hotel employees and guests. Thus, 456 paired questionnaires were obtained. The testing of defined hypotheses and relations between constructs and latent variables was completed using the PLS-SEM approach. The results of the study showed that all validated constructs, namely pay, promotion, supervision, fringe benefits, contingent rewards, coworkers, communication, and the nature of work, contribute positively to job satisfaction. A positive relationship between job satisfaction and intangible service quality constructs was confirmed for reliability, assurance, and responsiveness but not for empathy. The study confirmed that perceived intangible service quality can be influenced by increasing job satisfaction and that payment and communication can achieve the most significant influence.

Suggested Citation

  • Goran Perić & Marko Slavković & Marko Gašić & Boban Đurović & Sandra Dramićanin, 2023. "Unboxing the Complex between Job Satisfaction and Intangible Service Quality: A Perspective of Sustainability in the Hotel Industry," Sustainability, MDPI, vol. 15(18), pages 1-14, September.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:18:p:14019-:d:1244831
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    References listed on IDEAS

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    1. Marko Slavković & Jasmina Ognjanović & Marijana Bugarčić, 2023. "Sustainability of Human Capital Efficiency in the Hotel Industry: Panel Data Evidence," Sustainability, MDPI, vol. 15(3), pages 1-16, January.
    2. Robert F. Schoeni & Frank Stafford & Katherine A. Mcgonagle & Patricia Andreski, 2013. "Response Rates in National Panel Surveys," The ANNALS of the American Academy of Political and Social Science, , vol. 645(1), pages 60-87, January.
    3. Wangenheim, Florian v. & Evanschitzky, Heiner & Wunderlich, Maren, 2007. "Does the employee-customer satisfaction link hold for all employee groups?," Journal of Business Research, Elsevier, vol. 60(7), pages 690-697, July.
    4. Jen-Te Yang, 2008. "Effect of newcomer socialisation on organisational commitment, job satisfaction, and turnover intention in the hotel industry," The Service Industries Journal, Taylor & Francis Journals, vol. 28(4), pages 429-443, May.
    5. Peter Heimerl & Marco Haid & Urban Perkmann & Martin Rabensteiner, 2020. "Job Satisfaction as a Driver for Sustainable Development in the Hospitality Industry? Evidence from the Alpine Region," Sustainability, MDPI, vol. 12(17), pages 1-14, August.
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