MOTIVATION, HAPPINESS AT WORK, AND ORGANIZATIONAL CITIZENSHIP BEHAVIORS AMONG WOMEN EMPLOYEES IN THE HOSPITALITY INDUSTRY /
ARZU ATAN; SUPERVISOR: ASSOC. PROF. DR. HALE OZGIT; CO-SUPERVISOR: PROF. DR. FATOS SILMAN
- 234 sheets; 31 cm. Includes CD
Thesis (PH.D.) - Cyprus International University. Institute of Graduate Studies and Research Business Administration Department
Includes bibliography (sheets 164-209)
ABSTRACT Today's rapidly developing and changing dynamics make it difficult for businesses to survive in a globally competitive environment. In this challenging environment, hospitality businesses must focus on customer satisfaction by differentiating from their competitors to survive and succeed. In this direction, this study aimed to determine the factors that affect organizational citizenship behavior (OCB) in organizations through qualitative methods and then discuss whether quantitative findings support the obtained results. Qualitative study results revealed that organizational citizenship behavior that benefits individuals (OCB-I) was affected by interpersonal relationships, organizational commitment, and working conditions. Working conditions and salary affected organizational citizenship behavior that benefits the organization (OCB-O). According to the qualitative research results, the relationship between motivation of employees and OCB; and the relationship between happiness at work (HAW) and OCB was examined. Whether the position levels cause a change in the relationships between motivation and OCB has also been investigated. Findings from the Quantitative study revealed that growth and achievement, work itself, responsibility and recognition, interpersonal relationships, and working conditions positively influence in-role behaviors (IRB). Besides, all dimensions of motivation were found to affect OCB-I positively. Further, the results also revealed that interpersonal relationships positively affect OCB-O while salary has a negative effect. The results demonstrate the moderating role of position levels in the relationship between work itself, responsibility and recognition, working conditions, salary, and IRB. Also, position levels have a moderating role in the relationships between growth and achievement, work itself, responsibility and recognition, interpersonal relationships, salary, and OCB-I. Regarding HAW, engagement is significantly related to OCB-I. Additionally, affective organizational commitment and job satisfaction are significantly related to IRB and OCB-I. The findings suggest that having positive attitudes towards increasing engagement, affective organizational commitment, and job satisfaction can increase employees' IRB and OCB-I. The findings offer valuable and essential implications for the hospitality industry. Considering the motivation, HAW - OCB relationship, we think managers should have positive attitudes towards increasing employees' motivation, engagement, affective organizational commitment, and job satisfaction levels to encourage OCB.