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