1

Acknowledgements

This research project is submitted Ior the IulIillment oI the requirements Ior the degree oI
'Master oI Business Administration. I would like to thank my supervisor Mr. Mark
WhitIord, whose cooperation and encouragement led me to complete this research project. I
would like to thank Mr. AtiI Shah and the HR manager, and the employees` oI the Holiday
Inn Lahore, who participated in this research work and provided the best possible
inIormation.








































Abstract

The basic purpose oI this research is to introduce the practice oI job analysis and their impact
on a hotel organization in Pakistan. This research attempts to Iind out the relationship
between job analysis, employees` job satisIaction and their commitment to the organization.
The research also explores the role oI job analysis Ior HRM programmes, such as selection
and recruitment, training and development and compensation, and investigates whether job
analysis practices have an impact on the organization`s perIormance. DiIIerent objectives and
questions have been set in order to Iind out these relationships.

The empirical research was conducted with the employees oI the Holiday Inn hotel in
Pakistan Ior a better understanding oI this relationship within the local culture. The case
study involves a set oI questionnaires which were answered by the employees and an
interview with a HR manager and job analyst proIessional in the organization.

In the literature review section, diIIerent theories and previous studies are explored regarding
job analysis, job satisIaction and organizational commitment. The penultimate section
includes a complete conclusion oI this study, which will help to understand the impact oI job
analysis practices Ior growth and organizational perIormance in Pakistan.

In the last section the key Iindings oI this research work about employee`s job satisIaction
and commitment are discussed and recommendations are made Irom the deep analysis oI this
case study.

















apter one
1.1 Introduction

In the revolutionary business world today, human resource management (HRM) plays a vital
role Ior the success and growth oI any organization. Employees are assets Ior the
organization and positioning oI the right person Ior the right task is very important to achieve
the required targets. Schneider, (1994) argues that human resource management concerns the
'policies, practices and procedures oI organizations Ior the attraction, selection, and
management oI employees. The phenomenon that deals with this activity is called job
analysis. Job analysis is conducted to visualize and clariIy the duties and responsibilities oI a
role and links them with the abilities and characteristics in a particular incumbent who
perIorms the job; this provides an overall easiness in Iunctionality on the work place.

Job analysis is an important and vital part oI HRM practices. The inIormation gained through
the job analysis process helps management in the selection and recruitment process to choose
the right candidate who could perIorm the required set oI tasks Ior a particular position most
eIIiciently (Job analysis, online).

Jobs have become a very important issue Ior both individuals and organizations as they
determine someone`s status and sense oI worth and are vehicles through which the work is
accomplished (Cascio, 1995). A very common issue that is Iaced by employees today in the
work place is their involvement in more than one role. Some-time these dual roles result in
ambiguity, which can impact negatively on the employee`s perIormance (Chelladurai, Kuga
& Bryant, 1999). These dual roles can also aIIect whether an organization achieves its
targets, because the employee`s interest may be in one role more than the other.

Job analysis provides inIormation on multiple prospects oI a job, through clariIication and
speciIication oI job requirements and intertwines the job responsibilities, which reduces the
risk oI overlapping or duplication (Job analysis, online). There are several methods Ior
conducting job analysis. Organizations adopt diIIerent methods according to the needs, time
and resources available to them.

4

Pakistan is a developing country and human resource practices are going through an
establishment stage in Pakistan. As Hassan, () argues, 'many organizations have yet to
recognize the strategic importance oI HR and HR people have yet to be recognized as
partners in the strategic planning process. Hassan`s study was based on European
organizations. So iI organizations in European management culture are still trying to
recognize the importance oI HRM practices, then HRM practices should be considered a
novel idea in a developing country like Pakistan.

During recent years, due to economic growth, many multinational enterprises have been
attracted to Pakistan, which has also changed the common management style. BeIore this
change, organizations Iocused on improving their production and Iinancial perIormance. Now
the multinational companies are creating broader career opportunities Ior employees. Due to
the growing competition between companies, it has become signiIicantly more important Ior
the management oI organizations in Pakistan to understand the importance oI HRM practices
and their impact on the organization and employees.

Now the organizations in Pakistan are trying to Iollow western HRM practices in the context
oI local culture and inIluencing Iactors in order to improve organizational perIormance. Two
perspectives exist about the transIer oI HRM policies and practices Irom one nation to
another. The universalist approach deals with the eIIectiveness oI transIerring multinational
HRM practices to the host country, while the contextual approach suggests that the
multinational organizations should consider the local cultural and institutional Iactors beIore
introducing these practices.

Buckley & Casson (1991, p. 5) argue that 'sophisticated systems thinking and strategic
attitudes oI MNCs are not easily transIerable to developing countries because oI cultural
barriers (cited in Al-hasan, Brennan &James, 9). Three groups oI Iactors: national,
contingent and organizational can aIIect the HRM practices, iI applied in other national
contest (Budhwar and Debrah 1, cited in Yeganesh & Su, ).

Job analysis is a Iundamental and vital part oI HRM practice and the inIormation obtained
during job analysis helps in project planning, career planning and Iuture Iorecasts Ior the
organization and its employees (Ivancevich, ). In the service industry, some renowned
hotels in Pakistan are now conducting job analysis. The purpose oI this research is to
5

understand the impact oI job analysis practices on employees` job satisIaction and how job
analysis could help organizations to achieve commitment Irom its employees , which is
'considered an attractive source Ior the organization`s goal achievements and a part oI its
stability mechanism (Awamleh, 1996). The results oI this research may help organizations
in Pakistan to understand the impact oI job analysis practices and how job analysis can help
an organization to reduce the risk oI role ambiguity by providing all the relevant inIormation
about a job.

1.2 Researc Objectives

The primary objectives oI this research are:

O To determine the role oI job analysis Ior HRM practices.
O To determine that providing a clear job description can inIluences employee`s job
satisIaction.
O To determine that job satisIaction can help to enhance employees` commitment with
the organization.
O To determine how the inIormation gathered during the job analysis can help the
organization to perIorm HRM activities.
O To determine that the inIormation gathered during the job analysis can help an
organization to achieve employees` job involvement.

The explicit recommendations that will be made Irom the Iindings oI this empirical research
will help the managers in Pakistan to understand job analysis and its impact on employees
and organizational prospects.







6

1.3 Researc Question

In light oI the above mentioned objectives, this research has been divided into the Iollowing
research questions:-

1. Does providing a clear job description have an impact on employees` job satisIaction?

. Does job satisIaction have an impact on employees` organizational commitment?

. Does job analysis help an organization to reduce the risk oI role ambiguity?



1.4 Holiday Inn Hotel in Pakistan:

Holiday Inn Lahore is a Iranchised deluxe Iive-star hotel and is part oI the Inter Continental
Hotel Group Iamily in Pakistan. The group is among one oI the largest hotel companies in the
world and has more than 4, owned, leased, managed and Iranchised hotels and over
6, guest rooms across nearly 1 countries (ichotelsgroup, online). The Inter
Continental Group is running hotels in all major cities oI pakistan and employes more than
1, people Ior its operations in Pakistan.

The majority oI employees in Holiday Inn hotels are male due to the local culture in Pakistan
(holidayinnlahore, online). The group has a wide range oI excellent brands supported by high
quality and service standards, which deliver an excellent guest experience and encourage
brand preIerence. The Inter Continental Group has a signiIicant network oI upscale hotels
within its brand. The global nature and scale oI the hotel group provides it with signiIicant
beneIits in the areas oI marketing, technology and inIrastructure, which lead to growth and
proIitability and reduce operating costs (ichotelsgroup, online).

Holiday Inn Lahore has 5 bedrooms, including 15 standard bedrooms, 1 atrium deluxe
rooms and 49 luxurious suites. The hotel aims to 'provide outstanding quality and comIort
with genuine Iriendliness and proIessional warmth, surpassed by none (holidayinnlahore,


online). Holiday Inn Lahore has hired staII on an equal opportunity basis and its employees
represent all the ethnic groups in Pakistan.

There are currently about employees working in the Holiday Inn Lahore. The majority oI
the staII are employed in customer-oriented roles, including 15 receptionists, 45 porters and
5 waiters. A part Irom that there are 1 auditors, 16 cheIs and HR proIessionals. The
remainder oI the staII belongs to diIIerent departments, such as drivers, security guards,
cleaners and the marketing team.

Holiday Inn Lahore is one the Iew organizations in Pakistan, to have a well-established HRM
department and conducts job analysis on regular basis. The hotel considers employees` as the
most precious asset Ior its stability and development mechanisms. This research highlights
the eIIects oI job analysis practices on the employees oI Holiday Inn Lahore and explores
whether the organization providing a clear job description to its employees helps to reduce
the risk oI role ambiguity and could enhances their job satisIaction and organizational
commitment.




















apter 1wo
Literature Review

2.1 Introduction

A company`s most important asset is its people. Having the right people with the right skills
in the right positions makes the diIIerence between business success and Iailure. EIIective
human resource planning can predict HR gaps and promote a Iocus on recruiting the right
people to deliver business objectives. The recruitment and selection process is a matching
activity between applicant and job, and each is dependent on the other.

The recruitment and selection oI workers is Iundamental to the Iunctioning oI an organization
and there are many reasons Ior getting it right. IneIIectiveness in recruitment and selection
may lead to poor work perIormance, unacceptable conduct, internal conIlict, low morale and
job satisIaction, dysIunctional labour turnover, and it can also be distressing Ior managers
who have to deal with unsuitable employees. Moreover, inappropriate recruitment is
expensive. Recruitment and selection is thereIore an essential part oI HR strategy.
Recruitment and selection processes should be eIIective, in generating candidates oI
appropriate quality and quantity and distinguishing between the suitable and the unsuitable;
eIIicient, in being timely and resource eIIective and Iair, by dealing equitably, honestly and
courteously with all applicants and providing a positive Iramework within which diverse
candidates can demonstrate their abilities. For this reason job analysis is very important Ior
recruiting the people.

. job Anulyxlx

A job is a combination oI three basic components: which includes a job description, a job
speciIication and the job context. Job analysis is the process oI obtaining valid inIormation
about the duties and responsibilities oI a particular position in an organization, which helps
the organization in decision-making (Kleiner & Chang, ). It also provides inIormation
about the knowledge and skills required in a person to perIorm a speciIic set oI tasks. Stueart
and Sullivan, (1991) deIine job analysis as a 'process oI collecting inIormation, observing the
9

Iunction, discussing the required qualiIications, noting the work product and documenting the
evaluation Ior a particular position within the organization (cited in Boyd, ).

Most oIten the job analysis is conducted by a job analyst expert in the organization. The
Iunction oI the job analysis is to expose the role oI the job with-in the organization to avoid
role ambiguity. It does not provide inIormation about how well an individual is perIorming.
The inIormation gathered during the job analysis process is used Ior job description and job
speciIication purposes, which are the outcomes oI the job analysis process. Jackson and
Schuler, (6) state job analysis is a 'necessary step to document the essential work
Iunctions, to note the conditions in which the work is perIormed, and to identiIy the
necessary proIessional and educational requirements needed Ior the successIul candidate
(cited in Boyd, ).

Cascio, (199 cited in Boyd, ) argues that the job analysis process provides the required
inIormation about speciIic jobs in an organization and also provides the technical and
behavioural requirements required Ior the successIul candidates at all levels oI the
organization.

A thorough job analysis process provide inIormation about the knowledge, skills, abilities
and other characteristics like personality, attitudes and values that are needed to perIorm the
required set oI tasks (Leonard & Sensiper, 199 cited in Boyd, ).

Skills are the mental and physical competencies in a candidate which are required to perIorm
the task successIully. Ability are the general characteristics, like physical capabilities and
dedication, which the candidate should have. The inIormation gathered during the job
analysis process can be used Ior other programmes in the Iield oI HRM.

. job Anulyxlx MethoJ

Many models oI job analysis exist. Each model Iocuses on a particular use oI the job analysis
to obtain particular inIormation. Job analysis models can be described as 'task-oriented,
behaviour-oriented or attribute-oriented (Papadopoulos, Ineson & Wilkie, 1995). The
1

process oI job analysis is conducted like any other analytical process 'through exploration,
elaboration, explanation, and interpretation in which 'distinctive tasks are identiIied through
comparing and contrasting jobs with one another until the precise nature oI a job and its
exclusive demands are recognized (Hong & Lin, 1995).

.. utu Collectlon MethoJx

It is very important to record accurate job inIormation because jobs are the basis Ior pay.
Knowledge oI the job is necessary to make comparisons with other jobs in the market and to
evaluate jobs internally. When job analysis is conducted inadequately, it results in inaccurate
inIormation. II job inIormation is not recorded completely, that would result in an inaccurate
job evaluation.

Job incumbents have the most accurate knowledge about their job and getting this
knowledge requires diIIerent data collection techniques (Job analysis, online). There are
many diIIerent ways oI collecting inIormation during the job analysis process, these include
interviews, observation, questionnaires, SMEs (subject matter experts), and work diaries
(Landy & Conte, 4 cited in Boyd, ).





Source: Researcher, 1

uaLa
CollecLlon
MeLhods
lnLervlews CbservaLlon CuesLlonnalres
11

Interviews

A common way oI collecting inIormation about a particular position during a job analysis is
by the job analyst interviewing the job incumbent by a job analyst. To collect the best
inIormation using this technique, the job analyst should examine the organizational data and a
past description oI that position (Kleiner & Chang, ).

Interview methods provide scope Ior composite dialogues between the incumbent and the
job analyst in which the incumbent can point out the things that could be added or removed
Ior better understanding oI a particular position (Job analysis, online).


Ubservation

Another Iamous method oI collecting job inIormation is through an analyst observing the
job incumbent perIorming the job. This method is also very useIul to get inIormation about
those positions; which are perIormed physically. The job analyst observes the incumbent
perIorming a job and notes it (Kieserman, ).


Questionnaire

Questionnaires are a widely used method oI collecting inIormation. The use oI questions is a
less costly method to collect a large amount oI inIormation in a short period oI time. The
Questionnaires ask questions about the job, job requirements, working conditions and
equipment; these are answered by the incumbent. These answers provide valid inIormation
about a speciIic position in the organization, because job incumbents have the most valid
inIormation about a particular position (Job analysis, online).

Questions should be designed careIully to get the right sort oI response and valid
inIormation. It is very important Ior the job analyst to record clear and the correct
inIormation to make a comprehensive job description during the job analysis process by
using any methods oI inIormation collection. The inIormation gathered during the job
analysis process enables the managers to revise the job description more precisely to better
1

meet the needs oI the organization. As Kieserman, () argues, 'the inIormation gathered
during the job analysis step, makes the manager able to revisit the job description to see iI the
current description still reIlects how the job is being perIormed.


.. Speclflc quuntltutlve 1echnlquex

These data collection methods Iorm the basis Ior the development oI speciIic techniques.
These speciIic techniques can provide systematic and quantitative procedures that provide
inIormation about the duties that need to be done and the knowledge, skills and the abilities
required Ior perIorming these jobs. Three oI the most popular quantitative techniques are the
Iunctional job analysis, the position analysis questionnaire and the management position
description questionnaire (Ivancevich, ).

.. Functlonul job Anulyxlx

Functional job analysis is a worker-oriented job analytical approach. It can be described in
terms oI six basic components: the IdentiIication oI the goal, the purpose and objectives,
description oI the required tasks, analysis oI the tasks, development oI the perIormance
standards and development oI the training content. Job analysts develop Iunctional job
analysis data by interviewing workers or supervisors and through observation. This technique
provides data Ior job design, selection, training, evaluation plans and Ior many other HR
related applications (Job analysis, online).

..4 Poxltlon Anulyxlx quextlonnulre

The Position Analysis Questionnaire (PAQ) model is a structured instrument oI the job
analysis process; it contains 195 items and is oIten Iilled out by a trained job analyst. The job
analyst should know whether each item applies to a particular job or not. The PAQ model has
six major sections; inIormation output, mental process, work output, relationship with other
people, job context and other job characteristics. Like any other job analysis technique, the
PAQ model has its advantages and disadvantages. One major advantage oI this model is that
1

it has been widely used and researched and is extremely reliable. The inIormation gathered in
this model makes comparison oI jobs easy.

The disadvantage oI the PAQ model is its length. It requires patience and time to complete.
The required reading level Ior PAQ is very high because oI the language used in it. Another
major disadvantage oI this model is that no speciIied work activities are described in it. In the
PAQ model, job incumbents answer questions to outline the skills, abilities and knowledge
needed to perIorm their job. A comprehensive job inIormation statement is produced aIter
compiling the answers (Position analysis questionnaire, online).

..S Munugement Poxltlon excrlptlon quextlonnulre

The management position description questionnaire model is highly structured and contains
items concerning managerial responsibilities, demands and other characteristics.
Conducting a job analysis oI managerial level jobs is a big challenge Ior the job analyst due
to the disparity in managerial positions (Aswathappa, 2002).


2.4 1ob Description

The job description is an outcome oI the job analysis process, which is generally a written
statement about a speciIic set oI tasks that are based on the Iindings oI the job analysis
exercise. The job description generally includes inIormation about the duties, responsibilities,
working conditions, job title and the designation oI the person to whom the candidate has to
report (Job description CIPD, online).

The job description helps a candidate to understand the duties and responsibilities required
Ior a particular position and help the organnization`s ability to manage its people. It
describes the job as it should be perIormed. Jago, (199) says that a job description is the
'starting point oI the recruitment process and Iorms the basis oI every step that Iollows. It
also clariIies thought and helps prevent any misunderstanding about the job. Garcia and
Kleiner (1) argue that, 'unless an accurate job description can be developed, a good
match between a job and an applicant will be diIIicult to achieve.
14


The job description is ideally a written statement so that the candidate can realize what kinds
oI duties needs to be done and how these should be done. It also describes the mental and
physical activities needed to complete the tasks successIully. Typically the job description
includes inIormation about three main categories; identiIication, work perIormed and
perIormance requirements.

The identiIication section provides a clear picture oI the job category and distinguishes it
Irom other jobs by giving a job title. It also provides the inIormation about the organization`s
size and the nature oI business. The work perIormed section includes inIormation describing
the purpose and content oI the job. It describes each task that needs to be done Ior that
particular position. The perIormance requirement section identiIies the level oI expertise that
is required to complete speciIic tasks (Job analysis, online). The job description beneIits the
organizational recruitment process by reducing the level oI subjective hiring and ensuring
that people are hired Iairly (Job description CIPD, online).


1ob Satisfaction

Job satisIaction relates to the component Iactors oI a job, rather than the whole job itselI. It
has an impact on the employee`s quality oI service and commitment to the organization. It
can be deIined as the 'extent to which a worker Ieels positive or negative about their job
(Odom et al., 199 cited in YouseI, ).

Many theories on job satisIaction have been developed by scholars; it can be classiIied as
intrinsic in that it 'deals with the individual character oI a person or extrinsic in that it
depends on the work-place environment (Luchak, cited in Petrescu & Simmons, ).

DiIIerent theories tend to assign diIIerent levels oI importance to the source oI satisIaction.
Spector (199) deIines job satisIaction as a 'positive emotional state resulting Irom the
pleasure a worker derives Irom a job (cited in Abou-Zaki & Crossman, ). Similarly
Wright & Cropanzano, (199 cited in Abou-Zaki & Crossman, ) deIines job satisIaction
15

as the 'aIIective and cognitive attitudes held by an employee about various aspects oI their
work.

Easterlin (1) argues that job satisIaction is 'a Iunction oI several individual and job
characteristics, and ultimately interpreted as a utility Iunction (cited in Petrescu & Simmons,
). According to Quarstein et al, (199 cited in Abou-Zaki & Crossman, ) job
satisIaction is a combination oI diIIerent situational charcarterstics and situational
occurences. Situational characteristics can be the type oI work, pay, co- workers and
supervision, which have a strong impact on the employee`s satisIaction and can be diIIerent
in diIIerent organizations.

Many studies in the past have concluded that job/task characteristics strongly inIluence
workers` attitudes, including satisIaction and commitment (Miller and Monge, 196; Cotton
and Tuttle, 196 cited in Bonache, 5). Many studies have been carried out in the past
which explored the impact oI demographic characteristics such as age, gender, education and
tenure on the employee`s satisIaction. Ivancevich et al. (199) deIines job satisIaction as 'an
attitude that individuals have about their jobs. It results Irom their perception oI their jobs and
the degree to which there is a good Iit between the individual and the organization (cited in
Lok & CrawIord, 1).

Rizzo et al. (19) concluded in their empirical research that 'role clarity was positively
related to employees` expressions oI job desirability and negatively related to employees'
likelihood oI leaving the job (cited in Joiner & Bakalis, 6). Gray et a.,() state that
'job satisIaction is important because oI its well-established association with a range oI
organizational outcomes (cited in Ooi, Bakar, Arumugam, Vellapan & Loke, ).

Research conducted in the commercial banks oI Lebanon concluded that job satisIaction is a
combination oI diIIerent situational, organizational and demographic characteristics, which
tend to be assigned diIIerent levels oI importance in relation to the employee`s satisIaction
(Abou-Zaki & Crossman, ).

Job characteristics also have a strong impact on an individual`s satisIaction. A lot oI research
has been conducted on role conIlict and role ambiguity as a source oI dissatisIaction. Role
conIlict occurs when an individual behavior does not meet the expectation oI a person or
16

group oI people with whom he is working and role ambiguity occurs when individuals
remains unsure about their job and the expectation related to their role (Baron, 196 cited in
Goulimaris, Theodorakis & Koustelios, 4). Role ambiguity can be deIined as a situation
where an individual does not have a clear understanding oI his role in the organization (Rizzo
et al., 19 cited in YouseI, ). So it can be argued that role conIlict and role ambiguity
lead to less satisIaction between employees. Behrman and Perreault, (194) Iound that both
role conIlict and role ambiguity are negatively associated with job satisIaction (cited in
YouseI, ). But the relationship between role conIlict, role ambiguity and job satisIaction
can be diIIerent in diIIerent environments depending on the nature oI the work.


2. Organizational ommitment

Organizational commitment is a construct which establishes a relationship between the
employees` and the organization Ior which they work. This relationship is generally related to
the workers` needs, desires and the obligation to stay in the organization. Organizational
commitment can be deIined as a psychological attachment oI the employee to the
organization, which deals with the identiIication oI the organization`s goals, and the
employees` desire to stay in the organization and to perIorm on the behalI oI organization
(Meyer & Allen, 199 cited in Wang, ).

Organizational commitment has become a challenge due to internal and external Iactors and
on-going rapid changes in the organizations, and 'managers are constantly seeking ways to
generate greater employee commitment (Lok & CrawIord, 1).

Commitment plays a vital role in the organization`s goal achievement and stability, and also
develops trust between the employees, managers and all the people concerned with the
organization (Awamleh, 1996). Strong employee commitment can improve the growth and
organizational development. As Iverson, (1996) argues 'employees with high organizational
commitment are more congruent with the goals and values oI the organization, willing to
expend considerably more eIIort on behalI oI the organization (cited in YouseI, ).
ThereIore the management oI the organization should try to enhance the employees` level oI
commitment in order to get better results Ior the organization (Awamleh, 1996).
1


Several personal, demographic and job related characteristics such as age, organizational
tenure, co-workers and role clarity also inIluence on the organizational commitment (Mathieu
& Zajac, 199 cited in Kwon & Banks, 4). Three components oI organizational
commitment, aIIective, continuance and normative commitment, have been developed and
these show diIIerent levels oI commitment within the organization.

AIIective commitment deals with the employee`s desire to stay in the organization,
continuance commitment deals with the employee`s cost oI leaving the organization and the
normative commitment deals with the employee`s perception oI obligation with their
organization (Meyer et al., 199 cited in Wang, ). This research will Iocus on job
satisIaction as an aIIective and normative commitment.


2.7 Hospitality Management and HRM Practices

Human resource management is an important part oI organization. Human resources can be
counted as one oI the most valuable assets Ior a company. It is very necessary that HRM runs
smoothly Ior the beneIit oI the organization. Employing the right person with the right
personality and skills Ior the right job is a Iundamental part oI human resource management.

According to Abraham, (5) hospitality management and human resource management
when combined, together bring about a new opportunity that helps one to understand the
critical issues in managing people in an organization. Kevin and Jeremy, (1) argue this
combination also highlights work`s social context and expertise with reIerence to operating
and managing hospitality business. Kevin and Jeremy, (1) also explain that in order to
gain competitive power Ior the hotel, HRM is an elementary issue and can be regarded as the
Ioundation Ior the hotel to acquire a competitive advantage.

(Mullins, 1) explains that it is all about service in the hotel industry. Human resources
play an important role in developing the greatest asset, the people and helping them to stand
out to others. The author also explains that it is important to recruit qualiIied, energetic and
motivated people and to develop their skills so that they remain in the Iield Ior a long time, as
1

it is said there is no business without customers and the hospitality industry is all about
getting customers. Bisignani (9) comments, it is true that hospitality management and
HRM go hand in hand; honouring the employees through eIIective communication and
training beneIits programs is what eIIective hospitality management is all about.

Human resource management and eIIective hospitality management is the corner-stone oI a
successIul business in the hospitality industry (Van Der Wagen, ). EIIective human
resource management Ior hotels helps to provide a basis Ior increasing the productivity oI the
hotel. Lucas () argues that HRM systems are established more potentially in hospitality
industry than other industry and services. According to Barrows and Bosselman () HRM
and hospitality management cannot be separated. Hospitality management along with human
resource management should provide:

Training Ior the employees
Involvement oI management in achieving key goals
Conducting surveys
Encouraging the Ieeling oI team spirit in employees
Retaining talented proIessionals
Focusing on solo business

To develop a team spirit among members oI staII are important, thereby enhancing thinking
and communication skills is what HRM in hospitality involves. Human resource management
in hospitality covers many areas oI hospitality industry. In short, it can be said that HRM
provide a great help in bringing about the best quality service.


.8 Potentlul uJvuntuge of job unulyxlx pructlce for HRM

Every organization has jobs that need to be staIIed. Job analysis is a procedure through which
one can determine the duties oI these positions and the characteristics oI the people to hire Ior
them. This is particularly important in the Iield oI hospitality, where customer satisIaction is
critical Ior the organization`s success. A job analysis will lead to inIormation that will be
used to write job descriptions and job speciIications. A job description is a list oI what the job
19

involves. Job descriptions clariIy work Iunctions, give support to maintaining a consistent
salary structure, and help employees understand their jobs. The inIormation is used
extensively in each oI Iollowings:









Source: Dessler,
Recrultment unJ Selectlon

Job analysis process provides inIormation which helps the management to hire the right
candidate Ior each job by testing the skills and the abilities needed to perIorm the required set
oI tasks successIully (Recruitment, selection and training, online)
1rulnlng unJ evelopment

The inIormation gathered during job analysis helps management to know the required skills
necessary to perIorm the jobs and to build the training programmes Ior the employees. It also
helps the employees to move Irom one career to another (Ivancevich, ).
Compenxutlon

Compensation is usually related to duties and responsibilities oI the job. It can only be
made when the job inIormation is collected accurately (Ivancevich, ).
Struteglc Plunnlng

Managers have started to realize that job analysis is an important tool Ior the overall strategic
planning Ior the organization. The inIormation collected during job analysis helps the
ecruitment
and
Selection

Training and
Development

Compensation

Strategic
Planning



organization to change and restructure the work Ilow process to meet the changing demands
oI the environment (Ivancevich, ).

The job analysis and description will help simpliIy human resource activities. The
inIormation Irom a job analysis can determine a job's relative worth and assist with knowing,
what type oI training is required. Managers also use job analysis to administer perIormance
evaluations, as the job analysis and job description reIlect what the role`s duties and
perIormance standards are. Job analysis and descriptions have many uses, which are all
important to ensuring human resource activities run properly (Dessler, ).

.9 Potentlul Problemx of job Anulyxlx:
The time taken to rethink alternative ways that the job can be perIormed, and the time and
costs involved in adapting jobs to accommodate all potential workers could be oII-putting.
II an organization regularly takes on large numbers oI graduates Ior similar positions, they
could carry out a thorough job analysis to review all similar positions at once, and then
review every Iew recruitment cycles. While the initial analysis may require substantial
resources, the value comes Irom the large numbers oI new staII who will be aIIected by any
changes and a signiIicant widening oI the talent pool Irom which the organization can select
Iuture employees Dessler ().
Smaller organizations may not have the resources to set up Iormal systems to gather
inIormation about every position within the company in the manner suggested in the
collecting inIormation tools. However, more inIormal conversations with current job holders,
HR and line managers, guided by the selI-reIlexive questions in the questioner tools, can help
to identiIy the key elements oI the job and to challenge any assumptions about the way it
should be carried out uessler (2008).







1

Chupter 1hree
Rexeurch MethoJology


3.1 Introduction
Previous chapters presented the literature review and the background on job analysis in
hospitality business. The primary aim oI this chapter is to describe and justiIy the research
methodology used to achieve objectives oI this dissertation.
In the cuiient chaptei, uiffeient steps of ieseaich methouology aie elaboiateu. This
chaptei staits by uesciibing the philosophy of the ieseaich; it then moves to justify the
ieseaich uesign anu the uata collection methous

3.2 Researc Paradigm

Adapting a particular research method depends on the nature and object oI research.
Quantitative and qualitative are the two basic research methods, which are used Ior a research
paradigm. Naslund, () points out the necessity to 'use both quantitative and qualitative
methods iI we really need to develop and advance logistics research (cited in Mangan,
Lalwani, Gardner, 4). Blaxter, Hughes and Tight, (1996) argue that researchers should
adopt the speciIic research technique that can answer and satisIy their research.




Source: Researcher, 1

esearch aradlgm
Cb[ecL analysls
henomena
CenerallzaLlon an law
uant|t|es approach
ub[ecLlve meanlng
MoLlves acLlon and lnLenLlon
locus group
ua||tat|ve approach


The quantitative research approach uses the numbers to analyse the data and uses statistical
modellngs techniques to generate results. This is considered a 'hard search approach, while
the qualitative research approach deals with 'interpreting the social realities and is considered
as soIt` research (Bauer & Gaskell, ).

Many experts agree that the 'results oI qualitative research can be more interesting and
relevant Ior the use oI management practices (Prasad and Prasad, cited in Cassell,
Buehring, Symon, Johnson, 6), as it has a 'direct concern with experience as it is lived,
Ielt or undergone (Blaxter, Hughes & Tight, 1996). A strong distinction can be made
between the qualitative and quantitative research approaches because both use a diIIerent
nature oI data and techniques Ior the analysis (Walliman, 1).

This research is based on a case study oI a hotel organization in Pakistan. The objective oI
this research is to analyse the impact oI job analysis practices on the employees` satisIaction
and commitment with the organization. So, due to the nature oI the objective, this research
adopted both qualitative and quantitative research models. A qualitative research model was
used to analyse the thinking and views oI the HR proIessional about the practices and impacts
oI job analysis in the organization. The quantitative model was used to measure the
satisIaction and organizational commitment oI the employee`s by using the Likert Iive-point
scale starting Irom (1) strongly agree to (5) strongly disagree.

. Cuxe StuJy Approuch

A case study approach is becoming a much more popular choice Ior small-scale researchers
due to their needs and the resources available to them. This approach provides a systematic
method oI collecting and analyzing the data to generate the results (Blaxter, Hughes & Tight,
6). It can be applied to an individual or a small number oI individuals. As Cosley and
Lury, (19) argue the case study approach 'uses a mixture oI methods: personal
observation, the use oI inIormation Ior current and historical data, interviewing and the
tracing and study oI relevant documents (cited in Blaxter, Hughes & Tight, 1996, p66).

One oI the major advantages oI using a case study approach is that the data is being collected
Irom the experience oI people; it can be more realistic and persuasive; because the case


studies are built on the actual practices and experiences. The results gained Irom studying one
case can be generalized to others. This research is Iocused on the case study oI a Holiday Inn
hotel in Pakistan.

3.4 Data ollection

Every research involves collection and analysis oI data. Mostly the researchers use number oI
methods that generate a variety oI data (Dey, 199). The type oI data could be primary or
secondary. The collection oI data type depends on the nature oI a research. It can contain both
primary and secondary data. A researcher or research participants usually generate primary
data. Secondary data represents the data; which is generated by other researchers and it
comes Irom newspapers, articles, academic work, company reports and any other Iorm oI
published data (Gibson & Brown, 9). Due to the nature oI the objective oI this empirical
research, primary data was collected through interview and the questionnaires.

3.5 Researc Questionnaire

Questionnaires are a widely used data collection technique in any kind oI social research. The
two types oI research questions are open and closed. Open questions are those that 'leave the
respondent to decide the wording oI the answers, the length oI the answer and the kind oI
matter to be raised in the answer (Denscombe, ). Closed questions structure the answers
by allowing only answers which Iit into the categories that have been established in advance
by the researcher. In this case, the researcher instructs the respondent to answer by selecting
Irom a range oI two or more options supplied on the questionnaire (Denscombe, ).






4


Source: Researcher, 1


This research involved the construction questionnaires to determine the opinions oI
employees about the job analysis practices at a Holiday Inn hotel in Pakistan. It included
questions to determine the employees` job satisIaction and organizational commitment with
the use oI job analysis practices. The answers to the closed questions were used to measure
the employees satisIaction and organizational commitment on the Likert Iive-point scale
starting Irom (1) strongly agree to (5) strongly disagree. The wording used in the
questionnaire was very simple to make sure that the respondents understood the question
properly beIore answering. Some oI the questions also provided space Ior respondents to
express their views. To check the reliability oI the questionnaires they were Iirst discussed
with the supervisor oI this research. Similarly the authenticity oI questionnaires was
determined Irom the answers that were obtained Irom the employees oI the Holiday Inn hotel,
whether their answers provided the required inIormation towards the key points that are being
discussed in this research project.

3. Interviews

Interviewing is one oI the most useIul data collection techniques in a research project. As
Silverman (195 cited in Denscombe, ) argues, 'interviews involve a set oI assumptions
and understanding about the situation, which are not normally associated with a casual
CuesLlons
abouL
expecLaLlon
and percepLlon
olnL scale
quesLlon

CuesLlons
abouL personal
deLalls
5

conversation. The three types oI interviews are structured interviews, semi-structured
interviews and unstructured interviews.

In the structured interviews, the wording and the order oI the questions are set beIorehand.
All the participants are asked the same questions in the same sequence. In semi-structured
interviews, the researcher prepares a list oI questions beIore the interview, but the questions
are asked in a Ilexible order to get the required answers according to the developing situation.
Unstructured interviews do not deIine the questions beIorehand. Mostly a conversation is
held between the researcher and the participants on the topic in question.

. Researchers raise the points to get the inIormation that is required by providing space Ior the
participant to discuss the issue (Gibson & Brown, 9). In this research, a structured
interview was held being held with one oI the job analysts and HR manager at Holiday Inn
Lahore, in order to understand and analyze the views oI management about the practices and
the impacts oI job analysis process on their organizations. In the interview, the research
questions were Iocused strongly on the key issues described in the research objectives and
were kept open-ended to provide space Ior the respondent to express their views.

3.7 Sampling

AIter deciding on the research methodology and data collection methods, the next stage is the
sampling techniques Ior the data collection, which are divided into two main categories;
probability and non-probability strategies (Blaxter, Hughes & Tight, 1996). This research
used the probability sampling strategy, which has an advantage over all other sampling
strategies.

In order to get the representation oI all age groups, ethnicity and job tenure, a sample oI 1
employees was chosen Irom all the diIIerent departments oI the Holiday Inn Lahore. While
selecting the simple random sample both back oIIice and Iront oIIice employees were
selected oI which majority represent the Iront oIIice staII. As majority oI staII work in Iront
oIIice departments.

6

The availability oI resources, and the time available to select and to collect the sample are
Iactors which inIluence the sample size. For this reason, there were 1 copies oI
questionnaires used Ior the survey.


!osition (Day/Night ) Responder
Receptionist 6
Auditor 4
Porter 1
Waiter 1
CheI 5
Other please speciIy
Total 45


The majority oI participants to this research were waiters and porters that represent about
6 oI respondents to this research. The rest oI respondents belong to diIIerent departments
like auditor, receptionist and cheIs. In this research all age groups and both genders were
considered. The target population was 1 people who were chosen to answer the
questionnaire about the Holiday Inn hotel, to know their views about their job satisIaction
and commitment with the organization. However, only 45 people responded to
questionnaires, but the answers Irom this sample were adequate to look at the key issues that
are raised in this research project.

.8 quextlonnulre exlgn

The questions were designed careIully to discuss the diIIerent aspects and practices oI the job
analysis, how providing a clear job description inIluences the employees` job satisIaction and
whether job satisIaction enhances the organizational commitment in a hotel organization. The
key points that were investigated are:




Demographics

In the literature review (Section .5: Job SatisIaction), it was discussed that the demographic
characteristics like age and tenure inIluences on the employees` job satisIaction and
commitment with the organization. So in the Iirst question the respondents were asked about
the duration oI their involvement with the organization. In the second question respondents
were asked about their designation in the organization. These questions were included in
order to discuss the key demographics that may aIIect the research objectives oI this study.

Employees` 1ob Satisfaction

In next questions employees were asked about their job satisIaction. Many theories were
described in literature review, which showed the diIIerent levels oI job satisIaction that are
related to diIIerent job characteristics. So the questions were designed careIully in this
research to investigate the link between job satisIaction and job description.

Employees` Organizational Commitment

The questions were designed to investigate the link between job satisIaction and
organizational commitment. In the literature review (Section .6: Organizational
Commitment), diIIerent theories showed that organizational commitment is a combination oI
diIIerent component Iactors this can lead the commitment to a diIIerent level. This research is
investigating the organizational commitment as a result oI employees` job satisIaction.

3.8 Analysis

AIter collecting the data, the next step is the analysis oI the data. In order to investigate
whether any relationship exists between the job description and the employees` job
satisIaction and the job satisIaction with the organizational commitment, it is necessary to
analyze the results oI the questionnaire. As Blaxter, Hughes and Tight (6) argue that
'analysis is about the search Ior explanation and understanding, in the course oI which
concepts and theories will likely be advanced, considered and developed.



The answers to the closed questions about the job description, satisIaction and organizational
commitment are measured on the Likert Iive-point scale, which enables the researcher to
explain any relationship which may exist between these constructs. The results oI these
questions will be compared with the previous studies and theories described in the literature
review. The answers got on the Likert Iive-point scale will enable researcher to understand
and explain the employees` satisIaction and commitment with the organization. The
interpretation oI the answers will provide a clear picture about the objectives oI this research.

3.9 Etics

This research has used primary data, so the researcher has an agreement with the organization
to conduct interviews and ask questions to members oI staII. Other ethical issues related to
this research include the privacy and conIidentiality oI those employees who do not want to
reveal themselves while giving their opinion about their organization by considering that it
could aIIect their careers or relations with the management.

ThereIore the researcher made sure that the conIidentiality oI the employees would be strictly
maintained, because the progress oI this research is dependent on their cooperation. In the
questionnaire, the respondents were not asked Ior their names, contact numbers or any other
kind oI personal inIormation and they were told that the results oI these questions would be
used in a research project. The questions were prepared very careIully so that the respondents
Irom all ethnicities and cultural backgrounds could have an equal chance to respond.
Similarly, the researcher has made sure that the inIormation gathered Irom the organization is
used only Ior academic purposes.

3.1 Limitations

There are limitations in every research project. In this study, the researcher might not have
received inIormative enough responses, according to the requirements oI this research
project. The expectations might not be IulIilled, as personnel may have hesitated to give true
inIormation about their organization. The researcher has ensured the presentation oI a true
and Iair picture oI the organization by processing the data obtained Irom the organization.
9

apter Four
Data Ceneration, Analysis and Interpretation

This chapter analyses the results oI the primary research conducted by the researcher. In the
Iirst section oI this chapter, the answers to the questionnaires obtained Irom the employees oI
the Holiday Inn are analysed, while in the second section the answers Irom the research
interview that was held with HR manager and job analyst proIessional analysed to understand
the job analysis practices and their impact on the organization and employees.


4.1 Respondent's Demograpic Data
According to Proctor (), demographic data reIers to the characteristics oI the study
participants, including their sex, age, Iamily medical history, and other characteristics
relevant to the study in which they are enrolled. The set oI questions in this questionnaire
were designed to gain inIormation on the general characteristics oI the respondents, such as
gender and income level. This inIormation can help put the Iindings oI the study into context.
The questionnaires were sent to a total oI 1 staII oI the Holiday Inn Lahore who were
selected Irom diIIerent positions. The mail out generated 45 usable responses altogether,
giving a usable response rate oI 45.
The table shows that there were more male respondents than Iemale respondents.


Gender Respondent
Number Percentage
Male 4 4
Female 5 5
Total 45 45


In summary, 4 oI the respondents were male and 5 were Iemale. The respondents were
45 in total which was 45 oI the total mailed.





Respondents' age grap


4.2 1ob 1enure and 1ob Designation


1ob Tenure

How long have you been working for the Holiday Inn hotel?
Less than 1 year
1- years 19
-4 years 14
4- years 4
More than years


1ob Designation

What is your position / designation in the organization?
(Day/Night)
Receptionist 5
Auditor 4
Porter 11
Waiter 19
CheI 6
Other please speciIy
Total 45




20%
32% 24%
13%
11%
16-22
23-28
28-35
36-45
45-55
1

Interpretation

The question was related to the demographics oI the sample population that describes length
oI service and designation oI job. In the literature review it was shown that demographic
characteristics have a strong inIluence on employees` job satisIaction and organizational
commitment. The answers Irom the respondents illustrate that the majority oI the respondents
have been working there Ior more than a year. The second biggest group has been working
there Ior more than years. Only Iour respondents have worked there Ior over 4 years. Most
oI the respondents are Iront oIIice staII like waiters and porter.






































4.3 Researc Questionnaires


Question 1

comprehensive description is a tool to understand the job
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree







Interpretation

Job analysis practices help employees to understand the objects and purpose oI the job
clearly. It was described in the literature review that during the job analysis process, key tasks
are identiIied Ior speciIic jobs and it also provides the inIormation about the kind oI abilities
needed to perIorm the jobs. A clear job description helps employees to understand the job
role. Here about oI respondents strongly agreed that job analysis helps to understand
job, while 5 agreed and 9 did not answer to this question. The answers oI the majority oI
the respondents show that the employees oI the Holiday Inn hotel are very clear about basic
purpose oI the job analysis.

33%
58%
9%
0%
0%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree



Question 2

The organization should provide a clear job description to employees
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree












Interpretation

It was discussed in the literature review that a job description is an outcome oI the job
analysis process. A job description contains a comprehensive list oI duties and
responsibilities that a job incumbent need to perIorm to complete a speciIic set oI tasks and it
also helps the organization to manage their people. II the employees are Iamiliar with their
job duties it can help both employees and the organization to achieve the required targets
more eIIectively. Here about oI the respondents strongly agreed, 5 agreed, 1 did
not answer to the question that the organization should provide a clear job description to its
employees.

33%
50%
13%
4%
0%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
4


Question 3

job description should include job specification
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree











Interpretation

A job speciIication is an outcome oI the job analysis process. In the literature review it was
described that a job speciIication provides inIormation about the education, skills and
abilities required to perIorm a speciIic set oI tasks. Job speciIication helps an incumbent to
get more conIidence about his job by realizing that he has all the qualities required to
complete the tasks. In answer to this question 4 oI the respondents strongly agreed that a
job description should include job speciIication, agreed, while 11 oI respondents did
not answer this question. The result shows that the majority oI the respondents consider that
an organization should provide a job speciIication to select the right people Ior the right
positions.




47%
33%
11%
9%
0%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
5

Question 4


Holiday Inn Lahore provides a clear job description to its employees
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree











Interpretation

The majority oI the respondents, about strongly agreed that their organization provides a
clear job description, while 51 just agreed with this, 1 oI respondents did not answer and
the remaining 1 disagreed. The result oI this question shows that the Holiday Inn Lahore
provides a clear job description to its employees.









27%
51%
9%
13%
0%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
6

Question 5


Which format do you prefer for the job description?

1. Written
. Verbal
. Both
4. Undecided











Interpretation

There are two Iormats oI a job description, written and verbal, which have been described in
the literature review. It depends on the organization`s needs as to which Iormat it Iollows to
provide the job descriptions to the employees. In this question respondents were asked which
Iormat they would preIer to get the job description. About oI the respondents answered
that they would preIer written, 1 answered verbal, while answered that they would
preIer the job description in both Iormats. ThereIore both Iormats seem to be Ieasible due to
the types oI jobs and industry in which this research is based. The answer oI the majority oI
the respondents also raises the issue oI employees understanding oI job description. A job
description is clearer to employees when it is provided in both Iormats.







33%
18%
38%
11%
written
verbal
both
undecided


Question


Employees should strictly observe the job description
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree











Interpretation

The job description provided by the organization plays an important role in understanding the
job, its requirements and targets. A clear understanding oI the job also increases the
motivation level oI the employees to complete the set tasks more eIIiciently. According to the
result oI this question 1 oI the respondents strongly agreed that employees should strictly
observe the job description in order to perIorm the tasks eIIectively, 56 agreed and 1 oI
respondents did not answer this question. ThereIore the majority oI respondents are strongly
agreed that employees should Iollow the job description strictly in order to understand a job.








31%
56%
13%
0%
0%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree


quextlon 7

!roviding a clear job description helps an organization to get employee`s job
involvement
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree











Interpretation

In this question, 11 oI respondents strongly agreed, 49 just agreed, 16 did not answer
and 4 disagreed with this statement. However, the majority oI the respondents at the
Holiday Inn hotel agreed that the inIormation obtained during job analysis helps an
organization to get employees` job involvement.






11%
49%
16%
24%
0%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
9

Question 8

!roviding a clear job description can influence an employee`s performance
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree











Interpretation

It has been described above that the job description should be Iollowed strictly. It could have
a positive impact on an employee`s perIormance by encouraging them to observe the tasks
and objectives that need to be carried out in the organization. Some theories do not Iollow
this hypothesis. In response to this question oI the respondents strongly agreed,
agreed, did not answer and 1 oI the respondents disagreed with this statement. The
majority oI the respondents Irom the Holiday Inn hotel agreed that a job description can
enhance an employee`s perIormance. However, this relationship could be diIIerent in
diIIerent organizations depending on the nature oI work.






20%
33%
27%
18%
2%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
4

Question 9

!roviding a clear job description helps to reduce the risk of role ambiguity
Do you?

1. strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree















Interpretation
It was described in the literature review that the primary purpose oI job analysis is to identiIy
the key duties and responsibilities Ior a speciIic position in the organization. When a
comprehensive job description is written it includes the job speciIication as well, i.e.; the
educational level, skills and abilities required to perIorm a speciIic set oI tasks. It helps an
incumbent to get more conIidence about the job by realizing that they have all the qualities
required to complete the tasks. Role ambiguity is a state in which an individual remains
unsure about its job and the expectation related to the role. The comprehensive inIormation
gained through job analysis helps to reduce the risk oI role ambiguity in employees. Many
studies in the past have proved that iI role ambiguity aIIects the employees, they will not
generate the best results in the work-place. Here 45 oI the respondents strongly agreed that
job analysis helps to reduce the risk oI role ambiguity, while agreed and 1 did not
answer. The answers to this question also show that employees oI the Holiday Inn hotel are
well aware oI the complications oI role ambiguity.

45%
27%
13%
11%
4%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
41

Question 1

Role ambiguity impacts negatively on employees` job satisfaction
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree

















Interpretation

In answer to this question, oI the respondents at the Holiday Inn Lahore strongly agreed
that role ambiguity impacts negatively on job satisIaction, 4 agreed, 16 did not answer,
and 11 oI respondents disagreed. The answers to this question support the result oI
Koustelios and Kousteliou`s (199) conclusion that role conIlict and role ambiguity have a
negative inIluence on one`s job satisIaction (cited in Goulimaris, Theodorakis & Koustelios,
4). In a previous study oI physical education teachers in Greece with a sample size oI 61,
Goulimaris, Theodorakis & Koustelios (4) reported an inverse correlation between role
ambiguity and job satisIaction. The level oI satisIaction can be diIIerent in diIIerent
organizations depending on the nature oI work.



33%
40%
16%
11%
0%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
4

Question 11


!roviding a clear job description can enhance employees` job satisfaction
Do you?

1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree










Interpretation

SatisIaction is a combination oI diIIerent component Iactors that an individual gets Irom his
job. These diIIerent component Iactors were described in the literature review, including age,
pay, co-workers and the job itselI. A lot oI research has been conducted into job description
as a source oI job satisIaction. In answer to this question, oI respondents strongly agreed
that providing a clear job description impacts positively on the job satisIaction, while 4
just agreed, did not answer, and 1 disagreed. The result oI this question supports the
results oI the empirical research oI, Rizzo et al., (19 cited in Joiner & Bakalis, 6)
reported a strong relationship between role clarity and job desirability.





27%
42%
9%
13%
9%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
4

Question 12

!lease rate your level of satisfaction for the job that you are doing?

1. Very high
. High
. Undecided
4. Low
5. Very low
















Interpretation

This question was related to the respondents` level oI satisIaction with their own job in the
Holiday Inn Lahore. The result suggests that the majority oI employees in Holiday Inn
Lahore are satisIied with their roles. In answer to this question, 1 oI the respondents
reported that they are very highly satisIied, 4 are satisIied, 16 did not answer, and the
remainders oI the respondents are not satisIied with their roles. However, the majority oI
respondents` satisIaction with their roles suggests that the organization is recruiting suitable
people with the skills to perIorm their roles.









18%
42%
16%
24%
0%
Very High
High
Undecided
Low
Very Low
44



Question 13


1ob satisfaction can enhance employees` organizational commitment
Do you?

1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree











Interpretation

It was discussed in the literature review that job satisIaction is a combination oI diIIerent
component Iactors. The result oI this question shows that providing a clear job description
also enhances the employee`s job satisIaction. In this question, employees oI the Holiday Inn
hotel were asked whether job satisIaction can enhance employees` organizational
commitment. DiIIerent types oI organizational commitment have been described in the
literature review. There have been many studies conducted on organizational commitment as
a result oI individual job satisIaction. In response to this question, oI respondents
strongly agreed that job satisIaction could enhance organizational commitment, just
agreed, 1 did not answer, while 16 are disagreed. The majority oI the respondents in this
research agreed that the job satisIaction enhances the organizational commitment.

27%
32%
18%
16%
7%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
45




Question 14

ou intend to work for the organization (Holiday Inn Lahore) for many years
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree











Interpretation

This question was asked to measure employees` organizational commitment. There are many
characteristics involved in individual`s commitment to an organization; these characteristics
were discussed in the literature review. Job satisIaction is also a driving Iactor Ior
organizational commitment. In answer to this question, oI the respondents strongly
agreed, agreed, 16 did not answer, 1 disagreed and 16 strongly disagreed. The
results oI this question suggest that the management is using job analysis inIormation to
improve the working conditions. That in turn is driving employee`s job satisIaction and
organizational commitment.



22%
28%
16%
18%
16%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
46




Question 15

ou are enjoying your professional life at the Holiday Inn hotel
Do you?
1. Strongly agree
. Agree
. Undecided
4. Disagree
5. Strongly disagree











Interpretation

In answer to this question, 16 oI the respondents strongly agreed, 5 agreed, 9 did not
answer, 11 disagreed and 9 strongly disagreed with it. However, the majority oI the
respondents answered that they are enjoying their proIessional liIe at the Holiday Inn hotel.









16%
35%
29%
11%
9%
Strongly agree
Agree
Undecided
Disagree
Strongly disagree
4




4.4 Researc Interview

An interview was conducted with HR manager to understand the job analysis practices and
their impact on the organization and employees at the Holiday Inn ahore. Some oI the main
Iindings Irom the interview are described below.

1ob nalysis !ractices

The management oI the Holiday Inn Lahore is Iully aware oI the importance oI job
analysis and conducts it on regular basis to determine any kind oI changes taking place. The
inIormation gained through this process is used Ior overall strategic planning oI the
organization and all major HR programmes, especially job evaluation. Job analysis helps the
management to assign relative weights to jobs according to methods established Ior
determining the hierarchy oI jobs inside the organization. Organization has acquired the
services oI job analyst experts who conduct job analysis according to the organizational
needs, because the management is aware that iI the job inIormation is not recorded accurately
then it may have to suIIer by selecting the wrong people Ior the particular positions, which
can put organizational perIormance down as well.

Several methods Ior conducting job analysis are used with respect to available resources.
Each method depends on the needs and the circumstances oI the organization, which includes
the constraints like budget, time and purpose oI analysis. The organization is using all the
major job analysis methods according to its needs but the most widely used methods are
questionnaire, interviews and observation due to their eIIectiveness to IulIill the organization
needs.

Job analysis is helping organization to evaluate a job. It also helps to realize the needs and
training requirement oI the employees on the workplace. ThereIore, the management has
designed training programmes Ior the employees to equip them with the skills that are
4

necessary to perIorm, speciIic set oI tasks. The inIormation gathered during job analysis
helps management to hire the right person Ior the right position according to his/her abilities.
The inIormation obtained through job analysis is being used Ior various HRM Iunctions like
recruitment process, changing job description, appraisals etc. A better understanding oI a
position enables organization to oIIer better compensation plans Ior employees, it helps to
increase the understanding and relationship with employees that improves work environment.
Job analysis helps to create new job opportunities by providing inIormation about new work
demands in the organization and helps to better understand about the utilization oI time and
workIorce.

Due to growing competition in the hotel industry in Pakistan, the organization is very
conscious about the employees` strong relationship, job satisIaction and commitment with the
organization, because eIIective commitment Irom the employees can drive the organization to
a competitive advantage over its rivals to get better results. According to the HR proIessional
interviewed, the management uses job analysis inIormation to compare jobs in the market,
which helps to create good salaries and compensation packages. This in turn helps to increase
employees` job satisIaction, commitment to the organization and motivation. Job analysis
also helps to determine the job characteristics, which inIluence employee`s satisIaction. As a
result oI this, employees can enhance the organizational perIormance.

The organization is Iully aware to the risks involve with dual roles, role conIlict and
ambiguity. The inIormation obtained through job analysis helps management to write a very
clear job description that include the job speciIication, which is helping to reduce the risks oI
ambiguity, on the employees roles in the organization and to select the right candidate Ior the
right position. The management oI Holiday Inn Lahore provide training to the employees at
every level oI the organization and the most signiIicant impact oI job analysis is that it
provides inIormation about the skills, abilities and kinds oI training needed to perIorm
speciIic set oI tasks in the organization. The employees oI the hotel are aware oI the
importance oI job analysis practices and participate actively as they know that the
inIormation obtained through it can be useIul Ior their personal development.


49


4.5 Key findings

The Iindings oI the study are derived Irom the comments oI the employees and an interview
to the management oI the organization. The comments are based around three main Iactors;
job satisIaction, organizational commitment and risk oI role ambiguity. All these Iactors were
discussed using diIIerent ideas in this research. This section will comment on the extent to
which the required results have been achieved by the researcher.
The Iirst Iactor to consider is job satisIaction. Most oI the respondents are satisIied with their
jobs. The main reason was highlighted by the employees and the management oI the holiday
inn Lahore was the availability oI clear job description Ior each job, which has enabled
employees to carry out their job in given time Irame and circumstances eIIectively. Another
point was raised, the eIIectiveness oI competent training and development programmes,
which are designed and modiIied Irom the inIormation obtained through the job analysis
process. It has a direct impact on employee`s perIormance and consequently it is proved as a
source oI job satisIaction.
HR manager also commented that an employee`s level oI satisIaction may vary on each
organizational dimension. For instance, an employee can be satisIied about his work but less
satisIied about the opportunities Ior development or remuneration because it is related with
cost.
In this research, the majority oI respondents are agreed that the company should maintain
employees` organizational commitment. The employees` commitment to the organization
encourages them to stay Ior a longer period oI time and keeps them motivated as well.
Employees` commitment can also improve the organization`s perIormance since the
experienced staII can contribute to achieving the organizational goals more eIIectively, rather
than spending extra budget and resources on training new staII in a case oI high turn-over.

The management oI the holiday inn Lahore is keen about their employees` organizational
commitment, as the HR manager has points out in interview that the organization success is
very much dependent on the employees` commitment and their contribution.

5


Finally, concerning the risk oI role ambiguity, the HR manager explained that the
organization is Iully aware oI the risks involved with dual roles, role conIlict and role
ambiguity. The inIormation obtained through job analysis helps the management to write a
very clear job description that includes the job speciIication. This then, helps to reduce the
risks oI ambiguity in the employees` roles in the organization and helps management to select
the right candidate Ior the right position. Likewise most oI the respondents are satisIied about
their role in Holiday Inn Lahore.


























51


apter Five
onclusion and Recommendations

5.1 onclusion

This dissertation aimed to determine the importance oI job analysis practices, and the
relationship between the job analysis and employees` job satisIaction and organizational
commitment. This empirical research Iocused on whether providing a job description drives
employees` job satisIaction and whether job satisIaction helps to enhance organizational
commitment. It attempted to determine whether job analysis helps an organization to
perIorm its operations more eIIectively by recruiting the right people Ior the right tasks, and
whether job analysis helps an organization to generate better results by getting employees
more involved.

In today`s revolutionary global business era, the importance oI HRM Ior the growth and
stability oI any organization has increased signiIicantly. Perhaps one oI the most diIIicult
challenges an organization conIronts is deIining the true values oI human resource
management; job analysis acts as a backbone process to deIine these values. Job analysis
provides inIormation about diIIerent HR programmes such as training and development,
recruitment and selection, compensation and beneIits and personal development. Job analysis
is emerging issue Ior organizations today and the purpose oI this research is to introduce the
impact oI job analysis practices on organizations in Pakistan. The questions that were set in
this research highlight the diIIerent aspects relating.

AIter interviewing the HR proIessional at Holiday Inn Lahore, it can be argued that job
analysis practices are extremely important Ior the organization in order to perIorm more
eIIectively and it can be emphasized that job analysis should be conducted on a regular basis
to adapt to any kind oI ongoing change in the market or work-place. The management oI the
organization agreed that to record the inIormation correctly and accurately job analysts
should conduct the job analysis.

5

It was brieIly described in the literature review that the job description and job speciIication
are out-comes oI job analysis, which provides all the relevant inIormation about the duties
and responsibilities that need to be carried in a speciIic position in the workplace.

The respondents in this research agreed that a job description in any Iormat, whether written
or verbal, should be provided Ior a better understanding oI a job. The respondents in this
research agreed that a clear description oI a job reduces the risk oI ambiguity, and so can
positively aIIect individual`s perIormance. It was described in the literature review that role
ambiguity can aIIect an employee`s job satisIaction, although this relationship is not
conIirmed yet and it can be diIIerent in diIIerent organizations according to the nature oI the
job.

In this research the employees oI the Holiday Inn Lahore agreed that providing a clear job
description helps to increase employees` job satisIaction, as they become well aware oI the
tasks, duties and responsibilities that the organization expect oI them. It can also have an
impact on employees` job perIormance. Providing a job description and job speciIication is
right exercise to practice as it adds conIidence to individuals with respect to their jobs.

Organizational commitment is another phenomenon that is related to job analysis. The
component Iactors oI organizational commitment are described brieIly in literature review.
The respondents in this empirical research were asked whether their job satisIaction
positively inIluences their organizational commitment. The majority oI respondents agreed
that it does, but again this relationship is not conIirmed and could be diIIerent in diIIerent
circumstances.

In the light oI comments made by the HR proIessional and the employees oI the organization,
it can be interpreted that job analysis positively impacts the organization`s goal achievement.
It helps to create a strong relationship between the employees and the organization, motivates
employees by helping them to realize that they have got the skills needed to perIorm the
speciIic jobs, helps them to understand the nature oI job, builds team spirit by providing
inIormation about the co-workers and provides inIormation to the management about training
requirements.

5

Job analysis provides inIormation Ior the over-all strategic planning oI an organization and,
most importantly, it provides inIormation to enable management to choose the right person
who has compatible abilities to perIorm the required tasks eIIectively; this helps the
organization to get greater employee job involvement. II an organization manages to get
employees` job involvement by matching employees to the right positions, it could help the
organization to perIorm more eIIectively. As Cohen (1999 cited in Rotenberry & Moberg,
) argues that 'individuals with high levels oI job involvement, which stems Irom
positive experiences on-the-job, make attributions Ior these experiences to the organization.

The result oI this empirical research leads the researcher to conclude that job analysis
practices are important Ior the growth and stability oI any organization. The inIormation
gathered through job analysis helps an organization to gain employees` loyalty with the
organization, because these are the people who make the diIIerence and, through job analysis,
management can choose the best people suited to diIIerent positions in the organization. Job
analysis supports all HR related Iunctions and integrates and aligns tasks with its objectives.


5.2 Recommendations

It has been described in the introduction that HR is going through an establishment stage in
Pakistan and only a Iew organizations in private sector like Citi bank, Nestle etc. are
conducting job analysis. From the above discussion it has been determined that job analysis
has a wide range oI eIIects on both the employees` and the organization`s prospects. The
Iollowing recommendations have been derived Irom the results oI this empirical research;

O One oI the major problems Iound in this research is oI role ambiguity and dual roles.
Employees are not clear about their roles or they are involved in dual roles because
the organization is not Iamiliar with the capacity oI employees. In this research, the
majority oI the employees agreed that a clear description oI a job reduces the risks oI
ambiguity among the employees. So the organizations can 5re5are a strong fob
analysis team by giving 5ro5er training to reduce role ambiguity risks.

54

O Job analysis provides inIormation about all aspects oI a job. The inIormation obtained
through this process could be used Ior the job evaluation plans and Iuture planning in
an organization. So organi:ations should develo5 their information system or can
follow the western HRM information system in accordance to local influencing
factors and working conditions.

O An accurate job analysis can provide a competitive advantage to an organization
and increase their perIormance by enabling them to choose the right person Ior the
right job. or this reasons, an organi:ation should increase their investment in
a55ro5riate training to 5re5are their em5loyees to solve customers s5ecific needs.

O According to this research the management oI the Holiday Inn Lahore considers that
the results oI job analysis practices could be useIul to cope with changes in the
industry or organization. So the organi:ation should 5ay 5ro5er attention to the
results that de5ict the changing trends in the market and work-5lace. Job analysis can
be a key for success if it is conducted 5ro5erly.

O The respondents oI this research agreed that 5ro5er understanding of the fob is very
necessary Ior the individuals to meet organizational expectations. Correctly
perIormed job analysis provides inIormation about the activities required to perIorm
at work place and can make orientation more eIIective. So the company should make
their information system more visible to job applicant.

O %raining is a com5ulsory 5art of an individual fob. Organizations provide training to
employees to teach them about changing trends and new procedures introduced in the
organization. Organizations should emphasize the need to record job inIormation
correctly during job analysis to get the right inIormation about the kind oI training
employees needed. II the job inIormation is not recorded accurately it could
negatively impact on training programmes and the organization may suIIer.

O valuation of a fob is done on the basis oI certain standards and perIormance
objectives. Job analysis can help an organization to set new standards Ior the
55

perIormance oI its employees by realizing the working conditions and can help to set
the standards oI acceptable perIormance boundaries that employees need to cover.

From the above discussion it can be determined that job analysis is a key to growth and
stability oI any organization, iI it is conducted accurately by realizing the local inIluencing
Iactors. It can help an organization to gain their employees` commitment by providing job
satisIaction that could enhance organizational perIormance as well. So the organizations in
Pakistan should pay attention to job analysis to get better results and greater employee job
involvement.




































56

References

Abraham, P. (5) nternational encyclo5edia of hos5itality management, 5
th
edn. pp. 9

Al-hasan, B, Z, F. Brennan, R. & James, P. (9) 'TransIerring Western HRM practices to
developing countries: The case oI a privatized utility in Jordan Personnel Review, (:),
pp.14-1 |online|
Available at: http://www.emeraldinsight.com/1.11/44919199
Accessed January 1

Aswathappa, K. () Human Resource and Personal Management, 4
th
edn. : The Mcgraw-
Hill

Awamleh, K, H, A, N. (1996) 'Organizational commitment oI civil service managers in
Jordan: a Iield study Journal Of Management Develo5ment, (15:5), pp. 65-4 |online|
Available at: http://www.emeraldinsight.com/1.11/61196111
Accessed 1 February 1

Baker, K. & Huyton, J (1) Hos5itality management. an introduction,
rd
edn. Hospitality
Press, pp 15-14

Barrows, W, C. & Bosselman , H, R. () Hos5itality management education,
rd
edn.
Roudledge publication,page-9

Bauer, W.M. & Gaskell, G. () Qualitative Research, 1
st
edn. London: Sage Publications

Bhushan, A. (Online) Uses oI the Job Description & Job Analysis
Available at: http://perIormance-appraisals.org/experts/jobdesc.htm
Accessed 6 January 1

Bisignani, G. (9) Director General and CEO, IATA, 9, Annual meeting, p.
5


Blaxter, L. Hughes, C. & Tight, M. (1996) How to research, 1
st
edn. Great Britain: Redwood
Books.

Blaxter, L. Hughes, C. & Tight, M. (6) How to research,
rd
edn. New York: Open
Universty Press

Bonache, J. (5) 'Job satisIaction among expatriates, repatriates and domestic employees
Personnel Reciew, (4:1), pp. 11-14 |Online|
Available at: http://www.emeraldinsight.com/1.11/44515195
Accessed January 1

Boyd, P. () 'StaIIing the common: Job analysis in the context oI an inIormation
commom ibrary Hi %ech, (6:), pp. -4 |online|
Available at: http://www.emeraldinsight.com/1.11/1
Accessed 1 January 1

Cascio, F,W. (1995) Managing Human Resource, 4
th
edn. New York: McGraw Hill

Cassell, C. Buehring, A. Symons, G. & Johnson, P. (6) 'Qualitative methods in
management research: an introduction to the themed issue Management Decision, (44:),
pp. 161-166 |online|
Available at: http://www.emeraldinsight.com/1.11/5146165166
Accessed 1 March 1

Chelladurai, P. Kuga, J,D. & Bryant, C,P. (1999) 'Individual diIIerences, perceived task
characteristics, and preIerences Ior teaching and coaching |Online|
Available at: http://cat.inist.Ir/?aModeleaIIicheN&cpsidt15
Accessed at March 1

Denscombe, M. () %he Good Research Guide,
nd
edn. Maidenhead: Open Press
Universty
Dessler, G. () A Framework Ior Human Resource Management, 5
th
edn. Pearson
International Edition
5

Dey, I (199) Qualitative Data Analysis, London: Routledge

Garcia, L.B. Kleiner, H.B. & (1) 'How To Hire Employees EIIectively Management
Research News, (:6/), pp. 5-4 |online| Avaialble at:
http://www.emeraldinsight.com/Insight/viewPDF.jsp?Filenamehtml/Output/Published/Emer
aldAbstractOnlyArticle/PdI/1464.pdI
Accessed February 1

Gibson, J, W & Brown, A. (9) Working with Qualitative Data, London: sage Publication


Goulimaris,D. Theodorakis, N. & Koustelios, A. (4) 'Role ambiguity, role conIlict and
job satisIaction among physical education teachers in Greece nternation Journal Of
ducational Management, (1:), pp. *9 |online| Available at:
http://www.emeraldinsight.com/1.11/9515441516
Accessed February 1

Hassan, A. () 'Human resource development and organizational values Journal of
uro5ean industrial training (1:6), pp. 45-4 |online|
Available at: http://www.emeraldinsight.com/1.11/959161
Accessed January 1

Holiday Inn Lahore (online)
Available at: http://www.holidayinnlahore.com/html/
Accessed 16 January 1

Hong, C, J. & Lin, S, Y. (1995) 'A model oI job analysis on industrial occupations Work
Study, (44:1), pp.11-1 |Online|
Available at: http://www.emeraldinsight.com/1.11/495165
Accessed 1 February 1

Ichotelsgroup (Online)
Available at: http://www.ichotelsgroup.com/h/d/hi/1/en/hotel/lhepk
Accessed February 1
59


Ivancevich, M, J. () Human Resource Management New York: McGraw-Hill College

Jago, A. (199) 'Selecting your team: how to Iind the right people Asian ibraries, (6:1/),
pp. 14-19 |online|
Available at: http://www.emeraldinsight.com/1.11/96196116
Accessed 4 February 1

Job Analysis (Online)
Available at: http://www.paq.com/index.cIm?FuseActionbulletins.job-analysis
Accessed 5 March 9

Job Analysis (Online)
Available at: http://www.hr-guide.com/data/G.htm
Accessed March 1

Job Description CIPD (Online)
Available at: http://www.cipd.co.uk/subjects/recruitmen/general/recruitmt.htm
Accessed 1 January 1

Job Description (Online)
Available at: http://www.businessdictionary.com/deIinition/job-description.html
Accessed 1 February 1

Joiner, A, T. & Bakalis, S. (6) 'The antecedents oI organizational commitment: the case
oI Australian casual academics nternational Journal of ducational Management, (:6),
pp. 49-45 |online|
Available at: http://www.emeraldinsight.com/1.11/95154616694
Accessed January 1

Kleiner, H, B. & Chang, W, I. () 'How to conduct job analysis eIIectively Management
Research News, (5:), pp -1 |Online|
Available at: http://www.emeraldinsight.com/1.11/149111
Accessed March 1
6


Kieserman, B. () 'People Matters %he Bottom ine. Managing ibrary inances,
(:4), pp. 14-16 |online|
Available at: http://www.emeraldinsight.com/1.11/4514449
Accessed 19 February 1

Kwon, G, I. Banks, W, D. (4) 'Factors related to the organizational and proIessional
commitment oI internal auditors Managerial Auditors Journal, (19:5), pp. 66-6 |online|
Available at: http://www.emeraldinsight.com/1.11/6694154
Accessed 6 February 1



Lucas, R. () 'ragments of HRM in hos5itality? vidence from the 1998 work5lace
m5loee relations survey` International Journal oI Contemporary Hospitality Management,
(14:5), pp. -1 |online|
Available at: http://www.emeraldinsight.com/1.11/95961114
Accessed February 1

Lok, P. & CrawIord, J. (1) 'Antecedents oI organizational commitment and the mediating
role oI job satisIaction Journal of Managerial Psychology, (16:), pp. 594-61 |online|
Available at: http://www.emeraldinsight.com/1.11/EUM6
Accessed February 1

Mullins, J. L. (1) Hos5itality management and organi:ational behavior, 4
th
edn. Parsons
Longman

Mangan, J. Lalwani, C. & Gardner, B. (4) ' Combining quantitative and qualitative
methodologies in logistics research nternational Journal of Physical Distribution &
ogistics Management, (4:), pp. 565-5 |online|
Available at: http://www.emeraldinsight.com/1.11/9641555 Accessed
1 February 1

61

Ooi, B,K. Bkar, A.N. Arumugam, V. Vellapan, L. & Loke, Y.A. () 'Does TQM
inIluence employees' job satisIaction? An empirical case analysis` nternational Journal of
Quality & Reliability Management, (4:1), pp. 6- |online|
Available at: http://www.emeraldinsight.com/1.11/65611
Accessed 1 February 1

Papadopoulou, A. Ineson, M.E. & Wilkie, T.D. (1995) 'Convergence between sources oI
service job analysis data nternational Journal Of Contem5orary Hos5itality Management,
(:/), pp.4-4 |online|
Available at: http://www.emeraldinsight.com/1.11/959611951991
Accessed March 1

Petrescu, I.A. & Simmons, R. () 'Humn resource management practices and workers job
satisIaction nternational Journal Of Man5ower, (9:), pp.651-66 |online|
Available at: http://www.emeraldinsight.com/1.11/141994
Accessed March 1

Pets, J. (199) Contemporary issues in human resource management,
nd
edn. Snippet view,
p. 9

Position Analysis Questionnaire (Online)
Available at: http://www.humanresources.hrvinet.com/position-analysis-questionnaire-paq-
model/
Accessed 15 February 1

Proctor, T. () Public Sector Marketing, pp. 19: Pearson Education

Recruitment, Selection and Training. %he %imes Online (Online)
Available at: http://www.thetimes1.co.uk/theory/theory--recruitment-selection-training--
66.php
Accessed 1 February 1

Rotenberry, F, P. & Moberg, J, P. () 'Assessing the impact oI job involvement on
perIormance Management Research News, (:), pp. -15 |Online|
6

Available at: http://www.emeraldinsight.com/1.11/14911
Accessed January 1

Schneider, B. (1994) 'HRM- A service perspective: towards a customer Iocused HRM
Journal. nternational fo0urnal of service industry management, (5:1), pp. 64-6 |online|
Available at: http://www.emeraldinsight.com/1.11/956494151911
Accessed 9 January 1

Sims, R. R. () Human resource management. contem5orary issues, challenges and
o55ortunities, InIormation Age, p. 9

Tompson, B, H. & Werner, M, J. (199) 'The impact oI role conIlict/Iacilitation on core and
discretionary behaviors: testing a mediated model Business Services ndustry |Online|
Available at: http://Iindarticles.com/p/articles/mi*m456/is*n4*v/ai*1544/
Accessed February 1



Van Der Wagen, L. () Hos5itality management. strategy and o5erations,
nd
edn.
Million publication, p. 56

Walliman, N. (1) Your research 5rofect, London: Sage Publications

Wang, X. () 'Learning, job satisIaction and commitment: an emperical study oI
organiztions in China Chinese Management Studies, (1:), pp. 16-19 |online|
Available at: http://www.emeraldinsight.com/1.11/15614195
Accessed at 19 February 1

Yeganesh, H. & Su, Z. () 'An examination oI human resource management practices in
Iranian public sector Personnel Review, (:), pp. -1|online|
Available at: http://www.emeraldinsight.com/1.11/441554
Accessed 1 March 1

6

YouseI, A, D. () 'Organizational commitment and job satisIaction as predictors oI
attitudes toward organizational change in a non-western setting Personnel Review, (9:55),
pp 56-59 |online|
Available at: http://www.emeraldinsight.com/1.11/4419641
Accessed 14 February 1

YouseI, A, D. () 'Job SatisIaction as a mediator oI the relationship between role
stressors and organizational commitment Journal of Managerial Psychology, (1:4), pp 5-
66 |Online|
Available at: http://www.emeraldinsight.com/1.11/694144
Accessed March 1

Zaki, B & Crossman, A. () 'Job satisIaction and employee perIormance oI Lebanese
banking staII Journal Of Managerial Psychology, (1:4), pp. 6- 6 |online|
Available at: http://www.emeraldinsight.com/1.11/6941411
Accessed March 1


























64