MAKERERE UNIVERSITY
JOB SATISFACTION, JOB ENGAGEMENT, AND EMPLOYEE BEHAVIOURAL LOYALTY IN THE HOTEL SECTOR IN WESTERN UGANDA
1.0 Background of the Study
Employees are a critical resource in any organization (Shweta et al., 2016) and serve as a key source of competitive advantage (Abugre, 2013). In the labour-intensive hospitality industry, service delivery is highly dependent on employees (Khuong & Tien, 2013). Positive employee attitudes and behaviours, such as commitment, can enhance productivity (Kembabazi, 2010), improve efficiency (Geeta & Pandey, 2011), and lead to high-quality service delivery (Vijit, 2011).
However, maintaining positive employee behaviour remains a major challenge in the hotel sector. For instance, the industry experiences significantly higher employee turnover rates compared to other sectors (Shweta et al., 2016). Burn and Thompson (2013) found that turnover rates were highest in Mexico (41%), the Netherlands (39%), and the United States (34%). Further studies indicate that employees with three to five years of tenure are particularly prone to leaving their jobs (Khuong & Tien, 2013; Matip, 2015).
In Uganda, employee turnover trends are similar. The hospitality industry recorded an average turnover rate of 30.3% between December 2015 and November 2016 (HRMAU, 2016). High turnover poses a serious risk due to the loss of human capital, including skills, knowledge, and experience. Additionally, research by Next Generation Consulting shows that younger employees tend to change jobs every 18–36 months. Furthermore, job security is no longer guaranteed even with academic qualifications (Dailey & Kirk, 2014).
Uganda’s labour laws also contribute to employment instability. The Employment Act allows the use of fixed-term contracts without strict regulation on duration or renewal, and the Employment Regulations (2011) only partially address temporary employment categories such as casual and task-based work.
Based on existing literature, behavioural loyalty is influenced by several factors, notably job satisfaction and job engagement (Matip, 2015). These variables are particularly relevant in the hotel sector, where many employees work primarily for survival rather than commitment, resulting in low engagement and high turnover (Akbar et al., 2011).
This study therefore hypothesizes that employees who are satisfied and actively engaged in their work are more likely to remain loyal to their organizations. Despite this, limited research has explored the relationship between job satisfaction, job engagement, and behavioural loyalty in Uganda’s hotel sector. This study seeks to bridge this gap.
1.1 Statement of the Problem
Employee loyalty is widely recognized as beneficial to organizational performance (Emerson, 2013). However, behavioural loyalty remains low in the global hotel sector, particularly in developing countries like Uganda (Kyeyune, 2014). This is evidenced by high employee turnover, low morale, weak commitment, low job satisfaction, and poor engagement levels.
These challenges may stem from inadequate motivational factors such as low salaries, limited promotion opportunities, lack of benefits, job insecurity, and insufficient recognition. Despite this, there is limited empirical research examining how job satisfaction and engagement influence employee behavioural loyalty.
This study therefore aims to investigate the relationship between job satisfaction, job engagement, and employee behavioural loyalty in the hotel sector in Western Uganda.
1.2 Purpose of the Study
The purpose of this study is to examine the relationship between job satisfaction, job engagement, and employee behavioural loyalty in the hotel sector in Western Uganda.
1.3 Specific Objectives
The study will be guided by the following objectives:
- To examine the relationship between job satisfaction and job engagement among hotel employees in Western Uganda.
- To assess the relationship between job satisfaction and employee behavioural loyalty in the hotel sector.
- To determine the relationship between job engagement and employee behavioural loyalty in the hotel sector.
1.4 Research Questions
The study will address the following questions:
- What is the relationship between job satisfaction and job engagement among employees in the hotel sector?
- How does job satisfaction influence employee behavioural loyalty?
- What is the relationship between job engagement and employee behavioural loyalty?
1.5 Scope of the Study
1.5.1 Content Scope
The study focuses on examining the relationship between job satisfaction, job engagement, and employee behavioural loyalty in the hotel sector. Emphasis will be placed on the interrelationships among these variables.
1.5.2 Geographical Scope
The study will be conducted in hotels registered under the Uganda Hotel Owners’ Association in Western Uganda, with a focus on Mbarara and Kabale districts.
1.5.3 Time Scope
The study will review literature from 2000 to 2017 and collect primary data covering the period 2012 to 2016.
1.6 Significance of the Study
This study is important in several ways:
- It will enhance understanding of employee attitudes and behaviours in the hospitality sector.
- It will help hotel managers and HR practitioners develop effective strategies to improve employee loyalty.
- It will contribute to improving human resource practices in the hospitality industry, which are often weak and focused mainly on cost control (Zheng, 2009).
- It will provide a foundation for future research on employee behaviour and organizational performance.
1.7 Conceptual Framework
This study is based on the Systems Theory Input-Output Model developed by Ludwig von Bertalanffy (1956). The theory suggests that organizational outputs are influenced by inputs and internal processes.
In this study:
- Job satisfaction and job engagement are treated as independent variables.
- Employee behavioural loyalty is the dependent variable.
The framework assumes that improved job satisfaction and engagement lead to higher behavioural loyalty among employees.
Description of Variables
Job Satisfaction
Job satisfaction refers to employees’ emotional responses to their jobs, including working conditions, rewards, and relationships (Glisson & Durick, 1988). It includes intrinsic, extrinsic, and general satisfaction components.
Job Engagement
Job engagement is the level of physical, emotional, and cognitive involvement an employee has in their work (Kahn, 1990). It includes vigor, dedication, and absorption (Schaufeli et al., 2002).
Employee Behavioural Loyalty
Behavioural loyalty refers to employees’ willingness to remain with an organization, recommend it to others, and maintain commitment despite challenges (Bloemer & Odekerken-Schröder, 2006).
1.8 Literature Review (Summary)
Existing literature suggests a positive relationship between job satisfaction, job engagement, and employee behavioural loyalty. Employees who are satisfied and engaged are more productive, committed, and likely to remain in their organizations.
2.5 Methodology (Summary)
The study will adopt a cross-sectional and analytical research design using a quantitative approach. Data will be collected through structured questionnaires and analyzed using statistical methods such as correlation analysis with SPSS.
Ethical Considerations
The study will ensure voluntary participation, confidentiality, and proper use of collected data strictly for academic purposes.
Conclusion
The study aims to provide deeper insights into how job satisfaction and engagement influence employee behavioural loyalty in Uganda’s hotel sector, ultimately contributing to improved organizational performance and reduced employee turnover.
