Employee Satisfaction and Job Performance in the Accommodation Sector: Basis for Human Resource Plans

Purpose: It is impossible to meet the guest's needs when employees come and go, and it is costly to find new employees to recruit. The study aims to find ways of retaining employees while also investigating why they leave their jobs. Design/Method/Approach: A descriptive-correlational method of research in a quantitative design was used to determine correlation between variables. The study was highly accepted in terms of a Cronbach α = .988 which indicates an excellent index of reliability. Survey questionnaires served as a tool to draw facts about employees’ satisfaction and employees’ level of job performance in the accommodation sector. Findings: The study revealed the existing relationship between employee satisfaction and job performance in the accommodation sector. Based on the research findings, employee satisfaction is an important aspect that affects job performance and organizational success. Hence, the accommodation sector may leap at a chance of increasing employee satisfaction since it is the best predictor of job performance in the accommodation sector. Theoretical Implications: This paper expanded the body of research on employee satisfaction in relation to Herzberg’s Theory: (1) hygiene factors such as work environment, wages and benefits, and job security if they are not present at work will lead to dissatisfaction; (2) motivator factors such as career and personal work will increase employee satisfaction; (3) employee satisfaction mediates relationship with job performance. Originality/Value: This research can act efficiently through an enhanced human resource plan providing an optimal balance of human capital leading to increased productivity and retained quality employees. Research Limitations/Future Research: This research opens avenues for future research on dynamic capabilities in the hotel sector.   Paper type: Theoretical