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6. Hospitality education: Lodging: Out of the 161 subordinates in the lodging group, 157 specified whether they had received any formal education pertaining to the hospitality industry. Most of the subordinates in this group had either not received any formal education pertaining to the hospitality industry or had completed hospitality certificate courses. Dining: Out 154 subordinates in the dining group, 151 subordinates specified whether they had received any formal education pertaining to the hospitality industry. Sixty five percent of the respondents from this group had not received any formal hospitality education and 30.5 % have received hospitality education as part of their diploma or graduate programmes (See Table 11). 63
Table 11: Hospitality Education of Subordinates Lodging: Not at all Short-term Professional Programmes Diploma / Graduate Programmes Master / Post-Graduate Programme # of Subordinates Percentage (%) 120 76.4 34 21.7 2 1.3 1 0.6 No Response 4 Total 161 100 Dining: Not at all 98 64.9 Short-term Professional Programmes 7 4.6 Diploma / Graduate Programmes 46 30.5 Master / Post-Graduate Programme 0 0 No Response 3 Total 154 100 All Responses: Not at all 218 70.8 Short-term Professional Programmes 41 13.3 Diploma / Graduate Programmes 48 15.6 Master / Post-Graduate Programme 1 .3 No Response 7 Total 315 100 7. Education qualification: Among both the groups of the subordinates who participated in this study, two subordinates from the dining group did not specify the level of education. An analysis across both the groups shows that half of the subordinates had only an intermediate or a high school level of education and only one subordinate from the lodging group was a master’s degree holder (See Table 12). 64
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An examination of the relationship
Page 3 and 4:
3.2 Research Paradigms ............
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LIST OF TABLES Table 1: Measures of
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LIST OF FIGURES Figure 1: Conceptua
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ACKNOWLEDGEMENTS I take this opport
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employees and help human resource d
Page 13 and 14:
Several leadership theories can be
Page 15 and 16:
1.2 Research Objective This study d
Page 17 and 18:
1.5 Definitions of Key Terms Leader
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2.2 Characteristics of the Hospital
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satisfaction, as employees have a v
Page 23 and 24: The theories that focus on follower
Page 25 and 26: Colquitt, Lepine and Wesson (2011)
Page 27 and 28: elationships with the organisation.
Page 29 and 30: In particular, Grestner and Day (19
Page 31 and 32: Martin, 2004; Kenney, Blascovich, &
Page 33 and 34: 2.5.1.5 Egocentric bias Egocentric
Page 35 and 36: The foregoing sections reviewed the
Page 37 and 38: (1993)analysed the relationship bet
Page 39 and 40: etter organisational commitment whe
Page 41 and 42: Turnover is a topic of intense rese
Page 43 and 44: poor working conditions and unsatis
Page 45 and 46: group, they will regard themselves
Page 47 and 48: 3.1 Introduction CHAPTER 3 - METHOD
Page 49 and 50: present study is consistent with a
Page 51 and 52: hospitality literature have been co
Page 53 and 54: Table 1: Measures of Subordinate LM
Page 55 and 56: Table 3: Measures of Turnover Inten
Page 57 and 58: English (Manjunath & Kurian, 2009).
Page 59 and 60: and a Participant Information Sheet
Page 61 and 62: 3.8.1.2 Support for the Difference
Page 63 and 64: dependent or independent (Székely
Page 65 and 66: CHAPTER 4 - RESULTS The research in
Page 67 and 68: 1. Gender: Lodging: All of the 161
Page 69 and 70: are marginally more experienced wit
Page 71 and 72: Table 9: Industry Experience of Sub
Page 73: Table 10: Job Function of Subordina
Page 77 and 78: 4.1.2 Supervisors The supervisors w
Page 79 and 80: 3. Tenure: All supervisors from bot
Page 81 and 82: Table 16: Industrial Experience of
Page 83 and 84: experience among the supervisors in
Page 85 and 86: among these supervisors ranged from
Page 87 and 88: This hypothetical supervisor will h
Page 89 and 90: Figure 2: Scree Plot 78
Page 91 and 92: supervisor LMX score of each partic
Page 93 and 94: On the other hand, supervisor LMX i
Page 95 and 96: Table 26: Correlation Results when
Page 97 and 98: Table 29: Subordinate Tenure Fewer
Page 99 and 100: a moderate correlation (.322) betwe
Page 101 and 102: Table 33: Supervisor Industry Exper
Page 103 and 104: From the results presented in Table
Page 105 and 106: 5.1 Introduction CHAPTER 5 - DISCUS
Page 107 and 108: findings suggest that behaviours re
Page 109 and 110: agreement with the organisational c
Page 111 and 112: In addition, the research used two
Page 113 and 114: commitment. It is evident that comm
Page 115 and 116: science study, where perceptions of
Page 117 and 118: REFERENCES Adler-Milstein, J., Sing
Page 119 and 120: BLS. (2011). Job openings and labor
Page 121 and 122: De Matos, C. A., Henrique, J. L., &
Page 123 and 124: Harris, M. M., & Schaubroeck, J. (1
Page 125 and 126:
Kara, D. (2012). Organisational com
Page 127 and 128:
Lord, R. G., & Emrich, C. G. (2001)
Page 129 and 130:
Pellegrini, E. K., Scandura, T. A.,
Page 131 and 132:
Sin, H. P., Nahrgang, J. D., & Morg
Page 133 and 134:
Vecchio, R. P. (1998). Leader-membe
Page 135 and 136:
Kindly complete the following quest
Page 137 and 138:
Appendix 2: Supervisor Questionnair
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Appendix 3: Participant Information
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The only cost to you is your time:
Page 143 and 144:
Appendix 5: Participant Information
Page 145 and 146:
How do I agree to participate in th
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