The list of hypotheses presented in Table 4 - 1 must also be updated to
accommodate the new ML→DSB hypothesis. The updated list is described in
Table 4 - 2 and the hypotheses are organised according to the order in which they
are dealt with during the model building process. Accordingly, the new ML→DSB
hypothesis appears as Hypothesis 2 (H 2 ). Hypotheses 16 to 20 (involving the
Service Quality factor) are described at the foot of Table 4 - 3. The separator is
included above H 16 to reflect the fact that the Service Quality (SQ) factor is
modelled separately owing to the restricted sample size for the SQ factor that
resulted from the design of the SQ item statements.
Hypo-
thesis
Description and background
( → indicates a causal effect)1 MotivFrom transformational leadership theory (see e.g. Avolio and Bass 2004)ational Leadership →^ Job Performance^
2 Motivational Leadership DSB is used as a peer-evaluation of job performance→^ Discretionary Service Behaviour / work motivation^
3
Motivational Leadership → Work Meaning
From transformational leadership theory (Avolio et al. 1991; Bass 1999)
and applied hospitality leadership work by Hinkin and Tracey (1994: 50)4
Work Meaning → Job Performance
Based on the broader ‘attitudes influencing behaviour’ premise (Homer and
Kahle 1988)5
Motivational Leadership → Job Satisfaction
Measured in a number of hospitality leadership studies (Borchgrevink and
Boster 1994, 1997; Erkutlu 2008; Tsai 2008)6
Job Satisfaction → Job Performance
Based on broader organisational psychology theory and findings
(Archidicivilli and Kachinke 2009; Iaffaldano and Muchinsky 1985; Landy
1985; Ostroff 1992)7
Motivational Leadership → Organisational Commitment
From hospitality leadership (Erkutlu 2008) and broader psychology work
(Mathieu and Zadjic 1990)8
Organisational Commitment → Job Performance
Organisational Commitment has been identified as motivational agent by
(Gjelsvik 2002: 37)9
Work Values → Organisational Commitment
values influence attitudes (Homer and Kahle 1988) (Rohan 2000)
Work values have also been related to
organisational commitment (Elizur and Koslowsky 2001, in White 2006)10
Work Values → Job Satisfaction
JS may be determined in part by dispositional factors (Ilies and Judge
2003); JS is an attitude, and values influence attitudes (Homer and Kahle
1988; Rohan 2000); White discusses this in a hospitality context (2006)11
Work Values → Work Meaning
Psychology theory - values influence attitudes (Homer and Kahle 1988;
Rohan 2000)^