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Table 20: Education Qualification of Supervisors Lodging: Intermediate school High school Short-term Professional Programme Diploma or bachelor’s degree Master’s degree Others # of Supervisors Percentage (%) 7 21.9 5 15.6 6 18.8 10 31.3 3 9.4 1 3.1 Total 32 100 Dining: Intermediate school 1 9.1 High school 1 9.1 Short-term Professional Programme 2 18.2 Diploma or bachelor’s degree 6 54.5 Master’s degree 1 9.1 Others 0 Total 11 100 All Responses: Intermediate school 8 18.6 High school 6 14.0 Short-term Professional Programme 8 18.6 Diploma or bachelor’s degree 16 37.2 Master’s degree 4 9.3 Others 1 2.3 Total 43 100 It is evident from the results that the typical subordinate is a male, 29 years old, working in the current organisation for the past 4 years and has hospitality industry experience of 5.5 years. This hypothetical employee will have no hospitality education and will have joined the industry upon completing intermediate school. Among the supervisors, the typical one is a male, 41 years old, working in the current organisation for the past 10 years and has hospitality industry experience of 16 years. 75
This hypothetical supervisor will have no hospitality education, would have completed his/her bachelor degree and will have a position experience of 13 years. Further, from the results it is evident that the supervisors from the dining group are older and have longer organisational and industrial experience but fewer jobs - role experience than their counterparts in the lodging group. Furthermore, these demographic details of the participants were similar to other studies on Indian hospitality industry (e.g. Chand & Kapoor, 2010; Namasivayam & Zhao, 2007). Therefore, the findings of this study can be compared to similar studies undertaken in Indian hospitality industry. 4.2 Factor Analysis and Reliability Test A principal component factor analysis with the items of all the four measures asked from the subordinates and the supervisors respectively was performed. The assumptions of factor analysis were tested. A significant Barlett test of sphericity (p
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An examination of the relationship
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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
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Several leadership theories can be
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1.2 Research Objective This study d
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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
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The theories that focus on follower
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Colquitt, Lepine and Wesson (2011)
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elationships with the organisation.
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In particular, Grestner and Day (19
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Martin, 2004; Kenney, Blascovich, &
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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 and 74: Table 10: Job Function of Subordina
Page 75 and 76: Table 11: Hospitality Education of
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: among these supervisors ranged from
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
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Appendix 2: Supervisor Questionnair
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Appendix 3: Participant Information
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The only cost to you is your time:
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Appendix 5: Participant Information
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How do I agree to participate in th
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