leadership and motivation in hospitality

Hypo-
thesis

Description and background

( → indicates a causal effect)

12

Empowerment → Affective Organisational Commitment

Measured by Chiang and Jang (2008) in a hospitality setting and Liden et

al. (2000) in a services organisation setting

13

Empowerment → Job Satisfaction

Following Clarke et al. (2009) and Chiang and Jang (2008) in a hospitality

setting and Liden et al. (2000) in a services organisation setting

14

Empowerment → Work Meaning

Employee Empowerment can be instrumental in creating positive outcomes

for employees (Liden et al. 2000: 407)

15

Social Support → Job Performance
Follows Ross and Boles’ (1994) study of positive influences of peer
cohesion in hospitality catering service^

16

Social Support → Service Quality

Follows Ross and Boles’ (1994) study of positive influences of peer

cohesion in hospitality catering service

17

Organisational Commitment → Service Quality

Follows the rationale of H 8 that Organisational Commitment positively

influences job performance

18

Job Satisfaction → Service Quality

Follows the rationale of H 6 that Job Satisfaction positively influences job

performance

19

Work Meaning → Service Quality

Follows the rationale of H 4 that Work Meaning positively influences job

performance

20

Motivational Leadership → Service Quality

Follows the rationale of H 1 that Motivational Leadership positively

influences job performance

Table 4-3 Description and background for the Service Quality hypotheses

Paths that are not hypothesised

Two potential paths that are not hypothesised are Employee Empowerment (EM)
→ Job Performance (JP) and Work Values (WV) → Job Performance (JP).

No direct and specific theoretical support for EM→JP was identified during the
conceptual stages of this research, and for this reason, this path has not been
hypothesised. Nevertheless, if the modelling finds that (some or all of) the
Employee Attitudes constructs (ME, JS and AOC) do mediate the EM→JP path, the
direct EM→JP path will be estimated to provide a confirmation (or not) of the full
mediation effect of the Employee Attitude constructs.

For the WV→JP path, the values→attitudes→behaviour (V→A→B) hierarchy
suggests attitudes as mediators and no specific theoretical support for a direct