The effects of rewards and proactive personality on turnover intentions and meaning of work in hotel businesses

AKGÜNDÜZ Y., ADAN GÖK Ö., ALKAN C.

TOURISM AND HOSPITALITY RESEARCH, cilt.20, sa.2, ss.170-183, 2020 (ESCI) identifier identifier

  • Yayın Türü: Makale / Tam Makale
  • Cilt numarası: 20 Sayı: 2
  • Basım Tarihi: 2020
  • Doi Numarası: 10.1177/1467358419841097
  • Dergi Adı: TOURISM AND HOSPITALITY RESEARCH
  • Derginin Tarandığı İndeksler: Emerging Sources Citation Index (ESCI), Scopus, ABI/INFORM, Business Source Elite, Business Source Premier, CAB Abstracts, Hospitality & Tourism Complete, Hospitality & Tourism Index, Veterinary Science Database
  • Sayfa Sayıları: ss.170-183
  • Anahtar Kelimeler: Rewards, personality, turnover intention, meaning of work, hotel employees, PERCEIVED ORGANIZATIONAL SUPPORT, PSYCHOLOGICAL EMPOWERMENT, JOB-SATISFACTION, SOCIAL-EXCHANGE, MEDIATING ROLE, FRONTLINE EMPLOYEES, SUPERVISOR SUPPORT, KNOWLEDGE WORKERS, EXTRINSIC REWARDS, MODERATING ROLE
  • Dokuz Eylül Üniversitesi Adresli: Evet

Özet

This study investigates the effects of rewards and proactive personality on meaning of work and turnover intention. It is theoretically based on Vroom's Expectancy Theory, which focuses on three components: valence, expectancy and instrumentality. The theory argues that employees are motivated when the following conditions are met. Employees should first see that there is a positive relation between effort and performance, and performance and reward (expectancy). Then, they should accept that the reward is valuable for them (valence). Finally, they should believe that first-level rewards have instrumental effects on second-level rewards (instrumentality). Data were collected through a survey of 224 hotel employees in Turkey. Confirmatory factor analysis was conducted to assess the convergent and construct validity of the measurement model, while multiple regression analysis was used to test the research hypotheses. The results indicate that both non-financial and financial rewards have negative effects on turnover intention, while financial rewards and proactive personality have positive effects on meaning of work. The theoretical and managerial implications are discussed.