The cascading affective consequences of exercise among hotel workers

Document Type

Article

Publication Date

7-12-2011

Abstract

Purpose

The purpose of this study is to develop and test a model in which exercise, mediated by emotional intelligence and trust, can result in increased job satisfaction and organizational commitment of frontline hotel workers.

Design/methodology/approach

Data for this study were collected from a judgment sample of frontline workers at nine full‐service hotels in South Korea. A total of 210 questionnaires were retrieved.

Findings

This study finds that: frequent exercise among hotel workers leads to higher levels of emotional intelligence among them; this emotional intelligence then spawns increased cognition‐based trust in their managers, affect‐based trust in their managers, and overall job satisfaction; the heightened level of cognition‐based trust also has a direct path to overall job satisfaction; and overall job satisfaction results in bolstered organizational commitment.

Research limitations/implications

It could prove informative for future research to investigate the relationships between these constructs in different contexts and settings.

Practical implications

Regarding exercise, those working in the hotel business should be encouraged to make fitness activities part of their lifestyles. In terms of emotional intelligence, this trait should be gauged in the selection process and can also be developed through on‐going training efforts. With respect to associate/manager trust, managers are advised to continually demonstrate “evidence of trustworthiness”.

Originality/value

This research is the first to examine the consequences of exercise among hotel workers. The cascading effects found in this study hold practical value for hoteliers.

DOI

https://doi.org/10.1108/09596111111143377

Original Citation

Magnini, V. P., Lee, G., Kim, B. (. (2011). The cascading affective consequences of exercise among hotel workers. International Journal of Contemporary Hospitality Management, 23(5), 624-643. http://dx.doi.org/10.1108/09596111111143377

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