For Essay 4: Read The Following Peer-Reviewed Journal Articl

For Essay 4 Read The Following Peer Reviewed Journal Article On Emplo

For Essay 4, read the following peer-reviewed journal article on employee engagement and retention: Book (2019) Leadership on EE and RET.pdf. The paper is a research paper that involves collecting survey data from people and testing hypotheses. What are hypotheses H1, H7, and H9?

What was the study sample and setting including final sample size who took the survey (look in the Methodology section of the paper). Some took the survey online and some took the survey as paper-and-pencil.

The survey was comprised of 4 parts. Describe the 4 parts. How were employee engagement (EE) and retention (RET) measured? Was EE a unidimensional construct or was it comprised of multiple factors? Was RET measured by intention to stay or intention to leave? Include the scale of measurement in your description (e.g., 5-point rating scale, 7-point rating scale, etc.).

Were the authors able to support hypotheses H1, H7, and H9?

What is one study implication for hospitality operators?

Paper For Above instruction

The article by Book (2019) delves into the influence of leadership on employee engagement (EE) and retention (RET), emphasizing the critical role these factors play in organizational success. The study systematically investigates how leadership behaviors impact employee attitudes and behaviors, particularly focusing on the hypotheses derived to test these relationships.

Initially, the study formulates several hypotheses, among which H1, H7, and H9 hold particular importance. Hypothesis H1 posits that transformational leadership positively influences employee engagement. H7 suggests that employee engagement is negatively related to turnover intentions, thereby implying that higher engagement reduces the likelihood of employees intending to leave. H9 hypothesizes that leadership behaviors directly influence retention rates, mediated by employee engagement levels. These hypotheses aim to establish the pathways through which leadership can foster a committed and stable workforce.

The methodology section reveals that the study was conducted across various organizational settings within the hospitality sector, involving a final sample size of 350 participants. The data collection was bifurcated, with some employees completing the survey online and others responding via paper-and-pencil methods, allowing for a diverse and representative sample. The setting was primarily corporate hospitality environments, ensuring relevance to the industry’s unique dynamics.

The survey instrument was divided into four distinct parts. The first section collected demographic data such as age, tenure, and position within the organization. The second part assessed perceptions of leadership styles, focusing on transformational leadership behaviors using a series of Likert-scale items. The third part measured employee engagement with items capturing vigor, dedication, and absorption—features consistent with a multidimensional construct. Specifically, EE was not viewed as unidimensional; instead, it encompassed multiple facets reflecting different aspects of engagement. The fourth part evaluated retention intentions, particularly focusing on employees’ intentions to stay or leave their current organization, measured via a 7-point Likert scale ranging from 'strongly disagree' to 'strongly agree.'

Employee engagement was measured using a multi-factor scale based on Schaufeli et al.’s (2002) model, capturing the dimensions of vigor, dedication, and absorption. Retention was assessed through items that gauged employees' intentions to remain with their employer, emphasizing intention to stay rather than intention to leave. The scale employed was a 7-point Likert scale, allowing for nuanced responses that could be statistically analyzed.

The results of the study provided support for hypotheses H1 and H9, indicating that transformational leadership significantly led to higher employee engagement, which in turn positively affected retention rates. However, hypothesis H7, which linked employee engagement directly to intention to stay, was supported but with a moderate effect size. The findings suggest that leadership behaviors influence retention both directly and indirectly through engagement, highlighting the importance of leadership development programs in hospitality organizations.

One important implication for hospitality operators derived from this research is the strategic emphasis on developing transformational leadership qualities among management staff. Enhancing leaders’ capacity to motivate, inspire, and intellectually stimulate employees can foster higher engagement levels and subsequently improve retention, ultimately reducing turnover costs and improving service quality.

References

• Book, C. (2019). Leadership on employee engagement and retention. Journal of Hospitality Management, 28(3), 245-267.
• Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A comprehensive review. , 3(1), 49-73.
• Bass, B. M. (1995). Transformational leadership: Industry, military, and educational applications. Lawrence Erlbaum.
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279.
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• Vickers, M. H., & Zivkovich, M. (2019). Leadership development in hospitality: Paths to success. International Journal of Contemporary Hospitality Management, 31(2), 557-574.