4 DEVELOPING THE THEORETICAL FRAMEWORK
Chapters 2 and 3 have identified a number of relevant motivation-related
variables. Antecedents of work motivation include:
the Inspirational Motivation (IM) dimension of the Full-Range Leadership
Model (FRLM) (Bass 1985: 214; 1999: 19-20; Avolio and Bass 2004a: 28);
emerging from the mid-20th Century humanistic tradition of
organisational/leadership studies, Work Values (WV) may influence
employees’ work attitudes (Section 2.3.2); and
following Kerr and Schriesheim’s (1974) review of situational moderator
variables, ‘degree of autonomy’ is linked with Employee Empowerment (EM)
and empowerment has featured in a number of hospitality leadership studies
(Sparrowe 1994; Chiang and Jang 2008; Clark et al. 2009; Gill et al. 2010)
Social Support (SS) can be a positive factor for hospitality employees
(Borchgrevink and Boster 1994; Ross and Boles 1994; Lee-Ross 1998b;
Susskind et al. 2000a)
Motivation-related outcome variables identified are:
the Extra Effort (EE) dimension suggests a useful behavioural (job
performance) measure of work motivation (Avolio and Bass 2004a: 98);
Work Meaning (ME) is an attitude-based work motivation outcome of
transformational leadership (Avolio and Bass 2004a: 96) and is proposed
above as a partial mediator of motivational leadership’s effect on job
performance;
Job Satisfaction (JS) is a frequently utilised attitudinal variable in hospitality
leadership studies (see e.g. Borchgrevink and Boster 1994; Sparrowe 1994;
Borchgrevink and Boster 1997; Testa 2004; Erkutlu 2008; Tsai 2008);
Organisational Commitment (OC) is a attitudinal outcome variable
associated with motivated employees (Erkutlu 2008; Cichy et al. 2009; Kim, B.
et al. 2010); and
Service Quality (SQ) has been identified as a core positive organisational
outcome for hospitality organisations (Go et al. 1996: 1; Hartline and Ferrell
1996: 52-53).
Each of the variables found in the sources above has been measured as a latent
(existing but not manifest) construct. Because concepts such as, for example,
work meaning or organisational commitment are typically not amenable to
accurate measurement using just one variable, researchers have employed a