مشخصات مقاله:
عنوان فارسی مقاله:
رهبری، جبران خسارت و مزایای مدیران و عملکرد ادارات: شواهدی از هتل های مجلل در استرالیا
عنوان انگلیسی مقاله:
Managers’ leadership, compensation and benefits, and departments’ performance: Evidence from upscale hotels in Australia
کلمات کلیدی مقاله:
رهبری تحول گرا، رهبری معاملاتی، عملکرد هتل، جبران خسارت و مزایا
کلمات کلیدی انگلیسی:
Transformational leadership – Transactional leadership – Hotel performance – Compensation and benefits
مناسب برای رشته های دانشگاهی زیر:
مدیریت
مناسب برای گرایش های دانشگاهی زیر:
هتلداری، مدیریت کسب و کار
وضعیت مقاله انگلیسی و ترجمه:
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فهرست مطالب:
Abstract
Keywords
1. Introduction
2. Literature review and hypotheses development
2.1. Leadership styles and Performance
2.2. Compensation and benefits, and Performance
2.3. Performance
2.4. Hypotheses development
3. Methods
3.1. Scale development
3.1.1. Performance scale
3.1.2. Transformational and transactional leadership scales
3.1.3. Compensation and benefits scale
3.2. Sampling frame
3.3. Data collection
4. Results
4.1. Respondent profile
4.2. Hypothesis testing using regression with bootstrapping
5. Discussion and implications
5.1. Discussion
5.2. Implications
5.2.1. Theoretical implications
5.2.2. Practical implications
6. Limitations and future research directions
Acknowledgement
Appendix C. Supplementary data
Appendix A.
Appendix B.
Research Data
References
قسمتی از مقاله انگلیسی:
1. Introduction
Most large branded hotels are owned by a range of publicly listed companies. These companies contract with hotel management firms to manage the hotels, taking advantage of established brand names as well as systems and processes such as reservations, internal control, and staffing. In return, the hotel management firms promise the hotel ownership company an attractive return on its investment (Turner & Guilding, 2010). In establishing the relationship, the investing company may choose one hotel brand over another with the expectation of maximizing its return on investment and shareholders’ value, whereas the hotel management firm will understandably focus on strengthening the hotel firm’s brand equity. Such conflicting outlooks pose performance challenges for the specific hotel’s management, which has to please both the ownership company and the hotel management firm (Nam, Ekinci, & Whyatt, 2011). In more operational terms, hotel managers have to deal with intense market competition and fluctuation in demand for hotel products and services. Perishability and the tight time lines between acquisition of materials, production, and the consumption cycle also create urgency in making short- and long-term decisions (Patiar & Mia, 2008a, 2008b). This situation compels hotels to introduce effective performance management systems and establish a work environment that strongly motivates and incentivizes employees. Leadership contributes to the dynamics of business operations in terms of achieving objectives and effectively managing employees (Patiar & Mia, 2009), and the type of leadership in an organization or department can have profound and extraordinary effects on subordinates’ satisfaction levels and performance. Two prevalent leadership styles—transactional and transformational leadership—are widely used in all types of businesses, including hotels (Bass, 1985). Transactional leaders tend to monitor the responsibilities of their subordinates/ followers and offer rewards for effort and performance, whereas transformational leaders inspire followers to place the well-being of the organization above their own self interests.