Impact of Owner-Manager Type of Control on Employee Commitment

RESEARCH METHODS 20 Running Head: RESEARCH METHODS RESEARCH METHODS Name of the Student Name of the University Author Note Introduction 2 Research Aims and Objectives 3 Research Questions 4 Literature Review 4 Theoretical Framework 4 Conceptual Framework 8 Impact of Owner-Manager type of Control on Affective Commitment of Employees 9 Condition in which Type of Owner-Manager Control is related to Increase or Decrease of Employee’s Affective Commitment 11 Type of Managerial Control 2018). Influencing Affective Commitment Level of Employee 14 Research Methodology 16

Running Head: RESEARCH METHODS
RESEARCH METHODS
Name of the Student
Name of the University
Author Note

1RESEARCH METHODS
Table of Contents
Introduction................................................................................................................................2
Research Aims and Objectives...................................................................................................3
Research Questions....................................................................................................................4
Literature Review.......................................................................................................................4
Theoretical Framework..........................................................................................................4
Conceptual Framework..........................................................................................................8
Impact of Owner-Manager type of Control on Affective Commitment of Employees.........9
Condition in which Type of Owner-Manager Control is related to Increase or Decrease of
Employee’s Affective Commitment....................................................................................11
Type of Managerial Control Influencing Affective Commitment Level of Employee.......14
Research Methodology.............................................................................................................16
Conclusion................................................................................................................................17
Reference..................................................................................................................................20

2RESEARCH METHODS
Introduction
Commitment is psychological force, which drives the individuals for adopting
behavior towards object. The value of commitment concept is that it describes motivation of
person for acting independently of his extrinsic benefits or attitudes, which he draws from his
actions. The different types of commitment depend on the concerned object. The commitment
object may be social such as commitment of individual towards his company or non-social
such as commitment towards his objective, work, projects or others. The individual
commitment or organizational commitment to company, which employs them has been the
subject of various models and studies (Zarban 2018). Further, the leader or manager of
organization requires power for influencing behaviors of employees and the managers cannot
be effective without power as well as proper using of it at their workplace. They enjoy
different powers for influencing behavior of employees and without it they will not be
successful. Leaders are empowered by power and therefore, it is potential ability of the
person for affecting group and individual’s behavior in intended direction (Xiong et al.
2016).
The commitment of organization has been used as tool for decreasing absenteeism
and turnover of employee and reduces human resources management expenses by reducing
the turnover of employee that imposes huge costs on organization. The commitment of
employee can be described with the help of the social exchange theory, where relationship
between employer and manager can be regarded as mutual exchange process of the resources
as per this theory (Suan and Nasurdin 2016). This includes permanent offerings of re-
establishment and benefits of the balances among obligations and expectations. The mutual
obligations among managers and employees might be because of formal contracts, which are
included in contract of employment and or indicates the expectation, which appears in form
of the unwritten psychological contracts. The employees’ tries compensating based on

3RESEARCH METHODS
perception of the obligations. The affective commitment is effective attachment of individual
to the organization. It is significant concept for perceiving loyalty towards company and self-
sacrifice of employees for organization (Siyanbola and Gilman 2017). It is most significant
dimension of the organizational commitment, which could be used for predicting job
behavior, turnover intension and absenteeism. The recently conducted research indicates
results of meta-analysis, which discloses three dimensions of the commitment of
organization, in which affective commitment had most positive and strongest correlation with
the desirable consequences of job, for instance paying more attentions to the performance as
well as citizenship behavior of organization (Steyn, Bezuidenhout and Grobler 2017).
Although factors affecting commitment of organization such as behavior of leadership
have long been studied in literatures on the behavior of organization, managerial power is
considered to be the most significant determinants of the affective commitment, which has
been less considered. Hence, current study tried exploring effects of the managerial control
type on affective commitment of employee in hotel small business in Jamaica. This paper
will discuss the theories related to the topic and then conceptual model will be build. Further,
discussion will be on research background in field of the managerial power or control,
affective commitment and the theory. Moreover, methodology will be discussed and lastly
based on analysis, findings will be discussed and the conclusion will be represented.
Research Aims and Objectives
The aim of the research study is to analyze the effect of managerial type of control on
the affective commitment of employee in Hotel Small Business Jamaica. Hence, main
objectives of the proposed research study are as follows:
 To investigate impact of owner-manager type of control on the employee’s affective
commitment.

4RESEARCH METHODS
 To examine conditions under which type of owner-manager control is related to
increase or decrease of employees’ affective commitment.
 To explore what particular type of managerial controls influence employee’s level of
affective commitment?
Research Questions
This research study aims to answer following question:
 What is the effect of owner-manager type of control on employee’s affective
commitment in hotel small business Jamaica?
Literature Review
Theoretical Framework
Managerial Control
Managerial control or power is the most vital realities of the life of organization. The
managers consider control as their indispensable part of the task and job. They get familiar
with the way it is used for accelerating purposes as well as those of company through
utilizing it properly. Any kind of social relationships or interactions in company involves
control and power. The way people are controlled relates to subject of the influence and
power. Theoreticians of the organizational behavior have proposed various typologies of the
power resources (Schlicht 2018). Power typology is composed of the five key power sources,
which includes reward power, referent power, coercive power, legitimate power and expert
power. The successful mangers and leaders are those, who uses powers for influencing their
employees effectively and managers knows that power and control uses is vital for
reinforcing leadership. The commitment of employees is affected by the job characteristics,
work experience, organizational characteristics, job opportunities, personal characteristics
and group-leader relations. The behavior of leader, organizational culture and perceived

5RESEARCH METHODS
support of organization are affected by the organizational commitment of employees (Singh
et al. 2019).
Affective Commitment
The commitment of organization is the attitudes of job that is having special status
among theoreticians of the organizational behavior. There are some theoreticians, who
considers commitment as one-dimensional concept and others considers it as multi-
dimensional concept. The commitment links individual to entity and decreases possibility of
employees’ turnover. Some of the researchers states that commitment of organization shows
unique relationship in between individual and organization that explains behavior of
individual in organization (Redditt, Gregory and Ro 2019).
The commitment of organization is having three elements. The first element is
continuous commitment. The cost of leaving organization is calculated by individual and he
or she thinks that about costs and benefit of leaving the organization. The second element is
normative commitment. Under this, the employees think that whether staying in organization
is a right decision or they should leave the organization. The last commitment is affective
commitment. It is the affective commitment of employee with entity, so that the people
identify themselves with the organization in which he or she is working. The application of
affective commitment is to the sensitive attachment to entity, identification with entity and
involvement in entity (Phetkaew 2015). Some of the researchers claims that the commitment
of organization is affective relationship with the special entity that has three vital parameters
in attitudes of individuals towards organization. The first parameter is identification, which
includes institutionalization of the values and purposes of company. The second parameter is
participation, which includes the activity that employees does as part of her or his role. The

6RESEARCH METHODS
last parameter is loyalty, which includes sense of the attachment to organization (Rajan
2019).
The affective commitment helps in reflecting attitudes and feelings towards the job
and its elements. Hence, this particular dimension has mostly been considered in the literature
of organizational literature. The affective commitment is referred as the sense of loyalty,
interest and attachment of employee to entity. The organizational behavior researchers claim
that there are four pre-conditions of the affective commitment, which includes structural
characteristics, personal characteristics, job experience and role-related characteristics (Omira
2015).
The relationship in between affective commitment and the organizational outputs, for
instance displacement and performance is more intense compared to other dimensions. The
employees feel affective commitment towards company, when they know the purposes of
company as their purposes and are convinced for helping the company to achieve the desired
objective. The identification of employee through company occurs when employees’ values
are consistent with that of company and when they internalize the values of company. The
organizational size and supervision are unrelated to the commitment, however, concentration,
job attachment and formality are related to the commitment (Nicely and Palakurthi 2018).
Moreover, the experience of job occurs during work life of organization in company. It is
considered as the major forces in socialization process or employees’ effectiveness and it is
effective on mental attachment of employees to company. The perception of employees
regarding colleagues’ positive attitude has great influence on their commitment towards
company. In addition, the senior manager’s support and leadership with the open
communication is considered to be effective on affective commitment of employees towards
productivity and performance. It is believed that the effective leaders, who are able to create

7RESEARCH METHODS
the positive supportive environments helps in enhancing productivity, commitment of
organization and job satisfaction (Oloko and Ogutu 2017).
Social Exchange Theory
Social exchange theory depicts that the relationship of exchange between the two
parties is beyond the economic exchange and it includes social exchanges as well. This
theory states that the when employee’s expectation are satisfied for supplying individual
needs then they will be having higher effective commitment towards organization. The social
exchange theory is based on psychological contract in between employee and manager. This
psychological contract plays significant role in the determination of behaviors of
organization. Giving rewards to the employees is vital factor in reinforcing psychological
contracts among management and employees (Namwagwe, Atibuni and Sekiwu 2017).
When managers and the employees make good relations at workplace, then not only
those who are involved in the relationship are benefitted, but the entity is also benefitted. The
benefit of such relationship for the employees are that if the relationship between managers
and beneficiary are effective then employees will be having more access to the resources,
information, trust and affective support, therefore, problems of workplace are eliminated in
more effective and efficient manner (Lam and Liu 2014). In case of effective employees,
organizational productivity is enhanced that helps in creating advantage for organization. The
social exchange theory states that because resources that people insert in their social
relationship are equal rarely, the output of each of the specific exchanges depends upon the
participant’s relative power in exchanges (Morin et al. 2016).
Power is the mechanism, which explains relationship among participants. Further,
based on theory of the social exchange, it can be said that the affective commitment of
employees is related to their manager’s behavior perceptions. The perceived support of

8RESEARCH METHODS
organization increases continuous and the affective commitment of the employees in
significant way. There is direct and indirect relationship in between the communication of
manager and organizational affective commitment. The communication of manager can
reinforce affective commitment of employees by the help of creating clearer view regarding
the significant value, purposes to be realized and organizational effectives in past (Lyons
2018).
Conceptual Framework
In this research study, theoretical framework includes the theoretical principles and
research studies that is adopted from the various scholars as well as theoretician of the
management science, however, in conceptual framework, the dependent and independent
variables are selected. The dependent variables include employee’s level of affective
commitment, relationship quality between managers and employees and examination of
conditions under which types of owner-manager control is related to increase or decrease of
affective commitment of employees. The independent variables include activity control,
outcome control, capability control and combination control.
Dependent Variable Independent Variable
Employee’s Level of
Affective Commitment
Relationship Quality between
Manager and Employees
Type of Owner-Manager
Control related to Increase or
Decrease of Employee’s
Managerial Type of
Control
 Activity Control
 Outcome
Control
 Capability
Outcome
 Combination
Outcome

9RESEARCH METHODS
Impact of Owner-Manager type of Control on Affective Commitment of Employees
Commitment is psychological force, which drives the individual for adopting
behavior towards any object. The value of commitment concept explains the motivation of
person for acting independently of his extrinsic advantages or attitudes that he draws from his
or her actions. There is existence of the various kinds of commitment, depending upon the
concerned object. The commitment object may be for social such as commitment of
individual towards his organization, his supervisor, his team and others or non-social such as
commitment towards objective, team, supervisor and others. The commitment of organization
or commitment of individual towards organization, which employs them has been subject of
various studies as well as models (Kim 2014).
Today, the most dominant one is the model developed by the Meyer and Allen, who
has distinguished three major components of the attachment of individual to their
organization, which includes affective commitment, continuance commitment and normative
commitment. While these three kinds of commitment are vital enough in predicting intention
of the employee to stay with or leave the company, behavior of workplace and performance
tend to explain by the affective commitment. Among all the major impact of manager’s
control is on the affective commitment of the employees (Kang and Busser 2018).
Affective commitment is explained as the relative strength of the employees’
identification with as well as involvement in the particular company. It is referred to
involvement of the self-involvement and emotions of the conscientious organizational
members for achieving its goals. It is also about emotional involvement that is based on
positive feelings generated from the engagement of worker within organization. This is
characterized by the three related factors. The first one is strong belief in as well as
acceptance of the goals as well as values of organization. The second one is strong desire for

10RESEARCH METHODS
maintaining the membership in organization and last one is willingness for exerting
considerable effort on the organizational behalf (Justus 2017).
Within hotel industry, the control type of manager has a great influence on affective
commitment of the employees working in organization. It is instrument used by the manager
today. It is based on specific mode of the orientation of behavior such as outcome control. In
case of setting of objectives, they incorporate measurement and evaluation of outcomes in
relation to those objectives, which ultimately have influence on the employees’ behaviors,
attitudes and finally performances (Hickson and Pugh 2014). One of the most interesting
results from literature of organizational behavior is organizational commitment and the more
specifically is its affective commitment such as positive relates to performance, citizenship
behavior and job satisfaction and negative relates to turnover of employee and stress. The
research indicates that both organizational and personal characteristics are antecedents of the
organizational commitment (Johnson, Park and Bartlett 2018).
The conducted meta-analyses have shown positive correlation in between affective
dimension of the commitment and the performance of workplace. The features of
organization have a great influence on perception of employees of their experiences of work
that in turn affects development of affective commitment. The central is played by the
managers in the organization, who acts like a leader to their employees. The employees who
are highly committed are believed to be motivated for exerting higher level of life on
organization’s behalf. It helps in allowing internal motives such as goal accomplishment
feeling and self-motives fulfillment to be more (Gelens et al. 2015). The employees with
higher affective commitment will be having higher level of loyalty towards their firm. If
these employees have continuous commitment level then they feel that they should remain
with firm due to its cost implication, in case if they leave organization. The employees with
the strong affective commitment stay with the organization due to their support and love for

11RESEARCH METHODS
organization, as opposed to continuous commitment, which is only essential. The higher
affective commitment of employees helps in enhancing their involvement in work as well as
their performances (Golding 2014). There are various prior studies, which uses emotional
elements, psychological bonds and loyalty for explaining meaning of the commitment of
employee in organization. The employees with the higher commitment and dedication level
towards work are often the employees, who work productively, low turnover and absence
rates, have higher satisfaction from job, organizational effectiveness and workplace stability.
In fact, the employees with the higher commitment levels to firm are more likely to
contribute in the terms of creativity and innovation and thereby contributing towards higher
capabilities towards organization (Grey 2017).
Figure 1: Map of Affective Commitment as Core Essence
Condition in which Type of Owner-Manager Control is related to Increase or Decrease
of Employee’s Affective Commitment
In the hotel industry, toolbox of manager is equipped with different kinds of control.
The owner or manager control is of four types. Each of which have a great influence on the

12RESEARCH METHODS
increase or decrease in the affective commitment of employee. Controls differs depending
upon what is to be monitored, behaviors or outcomes. The first type of manger’s control is
activity control is the process to record everything that the employees does all throughout the
typical day. It involves tracking progress of what is being done by each of the employees in
typical day. This control is becoming increasingly complex due to growth of organization is
both externally such as remote employees and multiple locations and internally such as
growing responsibilities and employees’ numbers. The system of activity control creates
easily accessible format to track both employers and employees’ performances. It places
heavy emphasis on defining the task properly (Gelens et al. 2015).
The second type of control is outcome control. This control is preferable generally
when there are just one or two measures of performance such as return on assets or return on
investment that are good indicators of the health of business. This control is effective, when
there is little external interference in between decisions-making of managers on one hand and
performance of business on the other hand. The manager’s outcome controls are judged by
results of the activities of organization. The third type of control is capability control, which
seeks to manage capabilities stock within the organization for ensuring its position in industry
and its ongoing survival and profitability (Ditlev-Simonsen 2015). It is based on firm’s theory
to as collection of the capabilities, which may be exercised for earning revenues in market
place and competing with the other organizations in industry. It is the tool used by the
manager for controlling its resources, which includes employees also, for making sure that
they performance leads towards achieving desired objective. The last type of control is
combination control. In this manager tries controlling their employees by mixing two or more
kinds of control on them (Frynas and Mellahi 2015).
There are various conditions under which manager’s or owner’s type of control is
related to the increase or decrease of affective commitment of employees. These conditions

13RESEARCH METHODS
include structure of organization, management and leadership style, cooperation of team,
salary, redesigning of job and others. However, the most important condition is leadership
style of manager and organizational structure (Davis 2018).
Leadership behavior of the managers in hotel industry plays critical role in the
commitment and job satisfaction of employees. Leadership as the function of management is
related mostly to the social interaction. It is the process to influence group of the people for
achieving goals of organization. It is manager’s ability for influencing, motivating and
enabling the employees for contributing towards the success of organization. The managers
utilize different style of leadership for leading and directing their employees such as
democratic, transactional, transformational, participative, laissez-faire, bureaucratic,
autocratic and charismatic leadership (Buch 2015). There are no universal style of leadership
because different leadership are required in different situations. The effective leader knows
when particular approach is approach needs to be exhibited. Committed leadership are
willing for and are able to drive the desired changes within company and one that helps in
reducing anxiety and fear, gives moral and confidence to employees and therefore, improves
performance of company. The committed leaders is important in forging the common vision,
organizing all resources in the pursuit of that particular vision and ensuring the commitment
towards vision from across the functions and department of organization. Good leadership
depends upon availability of the responsible and loyal followers. Leaders cannot implement
plan or decision, if others are not in position to influence the successful outcome that does not
support her or him. This cooperation is possible by ensuring the commitment of employee to
their company (CLARKE and NJITE 2016).
The other important condition that results in increasing or decreasing the commitment
of employee is culture of organization created by the leader or manager. The overall
organizational function includes different dimensions, which influences recruitment and

14RESEARCH METHODS
management processes and relationship among the employees as well as superiors and
employees. Hence, specific internal culture is formed in organizational frame that constitutes
coherent and strategic approach of the valuable assets, where the people working in it both
collectively and individually contributes towards achievement of the objective (Ashikali and
Groeneveld 2015). The culture of organization affects provisions of the support and guidance
among the employees and it ensures that practices and policies followed by organization are
based on the relationship in between employees and the management. The organizational
culture functions plays key role in creating the environment, which creates the environment,
which allows the people in making best uses of their own potential and realizing their
potential to provide benefit to company and themselves (Bezuidenhout, Steyn and Grobler
2017).
Type of Managerial Control Influencing Affective Commitment Level of Employee
Employees’ affective commitment is emotional attachment of the individual to
organization. It is more predictive of major consequences of organization such as
absenteeism, turnover and citizenship behavior of organization compared to transactional
contracts or theoretical behavior of the commitment of organization. The commitment of
employee towards organization is influenced by the managerial as well as organizational
support. The employees’ wants to feel respected as a human beings and they are not just
regarded as the resources. The employees perceiving their managers as those who are
supportive towards them and acting in their best interest, are more likely to respond in the
beneficial ways and are willing to go extra mile as well as beyond call of the duty (Anitha
2016).
The activity control by the managers or leaders affects the job satisfaction of the
employees. Job satisfaction is regularly measured variables of organization and it is
frequently referred to affective responses or global attitude of employees or the affective

15RESEARCH METHODS
response to their job. Further, job satisfaction is the way individuals feel and think regarding
their multifaceted experience of work. One research has found that there is positive
relationship in between commitment of employee and their job satisfaction. Further, job
satisfaction has the positive influence on the affective involvement of employee commitment
(Alqusayer 2016).
The outcome control by leaders have also major impact on commitment of the
employee. The job-related outcome for instance, absenteeism, turnover, job role, job effort
and performance has impact on the commitment of employee at the individual level. The
employee, who are not aware of the assigned roles might leads towards lacks of the
commitment. The opportunities of promotion can inhibit or promote employees level of
commitment (Aladwan, Bhanugopan and D'Netto 2015).
The capability control by managers also impacts the employees’ commitment. The
employees’ organizational commitment can also get affected by personal characteristics of
employee such as gender, age and years of the service. Sometimes, managers or leaders
control the activities of employee because of their personal characteristics. For instance, the
satisfied senior employees shows higher commitment level in comparison to the others.
Hence, the experienced employees in organization are seen to be more committed towards
company in comparison to the other younger age groups. The managers perceives that
experienced employees are more capable in doing their work efficiently and effectively
compared to those who have been in the company in less time-period. The other personal
characteristics, which may affects the commitment of employee in organization is associated
with gender. Although, commitment levels of gender differs because of different assigned
responsibilities and duties assigned (Ajagunna and Crick 2014).

16RESEARCH METHODS
The affective employee commitment level affects the performance of organization.
The operations of company are interrupted by the higher level of the turnover of employee,
which acts as the extra cost of switching the old employees. Managers do whatever is
possible for reducing the turnover by encouraging the employees for encouraging them for
being more committed. Further, dedication of employees towards their work helps in bringing
productivity. It is with the increase in productivity, company becomes more innovative in
using the less resources for producing more. This leads towards more motivated workforce
such as loyalty as well as committed employees (Abou Taleb and Hafez 2014). Moreover,
employees’ affective commitment plays major role in the absenteeism. Apart from that, poor
practices of safety leads towards poor commitment level of employee. Poor concentration
leads towards accidents such as injuries associated to the poor concentration, which using
machinery or any other equipment. Lastly, those employees who are stuck in demotivating
job, which does not capture commitment, will be withdrawing by the ways such as higher
tardiness and absenteeism or there may be chance that they quit the job. These employees are
considered to be costly to management in the terms of loss of time because of frequent
absenteeism and the increased payments to the medical reimbursement (AdeniyiAjonbadi,
AboabaMojeed-Sanni and Otokiti 2015).
Research Methodology
Research methodology is the path by which the researchers are required to conduct
the research. It helps in showing route by which these researchers help in formulating their
problem as well as objective and the present findings from obtained data during the study
period. The methodology purposes for satisfying research plan and the target devised by the
researcher. This research study is applicable from objective aspect as well as descriptive-field
from the aspect of methodology. For analyzing relationship in between commitment of
employee and control possessed by the manager, the research design philosophy required to

17RESEARCH METHODS
have either social or positivist constructionist. In order to achieve objective of current study
the positivism research paradigm is utilized by using the qualitative methods of research. In
this paper, secondary sources of data has been used.
Further, research design aims to provide the appropriate framework for research
study. The important decision in process of research design is choice that has to be made
relating to the approach of research, since it defines the way relevant information for the
study is to be acquired. However, process of research design is consists of various interrelated
decisions. This study has used descriptive kind of the design for conducting research. In the
descriptive study, researchers comes up with the findings, which answers the questions such
as what, who, whom, where or how much? The descriptive research design has been used as
study for finding out the factors that influence commitment of the employee and the type of
manager’s control that affects employees’ affective commitment.
Lastly, this research has taken ethical consideration. Ethics in research are significant
for the variety of reasons. It helps in promoting research aims, for instance expanding of the
knowledge. It supports required values for the collaborative work, for instance fairness and
mutual respect. It is due to the fact that the scientific research depends upon collaboration in
between researchers and the groups. This research paper aimed for not harming the research
participants in any ways. The respect for dignity of the research participants needs to be
prioritized. The full consent needs to be obtained from participants prior to study.
Conclusion
Therefore, this paper concludes that the information regarding commitment of
employee is seen as significant predictor of the performance and loyalty of organization.
There are great pressure of manager to its employee to perform. It is because of globalization
among the others, the competition is getting fiercer than before. This increased pressure by

18RESEARCH METHODS
managers has resulted into less commitment of the employees. Further, it has been analyzed
that committed employees helps in bringing added value to company, including through their
proactive support, their determination, relatively higher productivity and quality awareness.
The non-committed employees work against company and hold back success of the firm. If
the employees is committed affectively towards their company, then it means that they wants
staying in their organization. It typically identifies with goals of organization and feels that
whether they fit into the organization and they are satisfied with their work.
The employees committed affectively feels valued and they acts as the representatives
to their company and they are generally great assets for the organization. This research study
tried to create better understanding of the affective commitment in relationship between
manager and employee with help of social exchange theory. In addition, managerial power as
well as its dimensions such as legitimate power, reward power, referent power, expert power
and coercive power have been effective on the affective commitment of employees. The
managers helps in improving their motivation with the help of their power in achieving
organizational purposes.
This report has analyzed that it is significant for the managers for paying more
attention in understanding their needs and their beneficiaries by trying to enhance affective
commitment of employees as well as improving their motivation by the help of their power
for achieving organizational purposes. If managers uses each of the power dimension at the
suitable situation and time then attitudes of employees towards him or her will be improved
as well as intellectuality level in the relationship between employee and manager will be
enhanced.
The limitation of research study is that the sample size is limited. It is limited to hotel
business in the Jamaica. Therefore, the outcome needs to be generalized as well as take this

19RESEARCH METHODS
study could replicate in the other service companies, other countries and the other industries.
It will help in boosting the understanding of the topic. However, despite of the limitations,
this research study has provided interesting evidence in relation to effect of the type of
managerial control on the affective commitment of employee in small hotel business in
Jamaica. It helps in promoting more researches on the topic for more enhanced learning.

20RESEARCH METHODS
Reference
Abou Taleb, M. and Hafez, R., 2014. Attitude of Customers and Employees towards the
Environmental Management Systems (EMSs) in the Egyptian Hotel Industry. Journal of
Association of Arab Universities for Tourism and Hospitality, 11(2), pp.225-236.
AdeniyiAjonbadi, H., AboabaMojeed-Sanni, B. and Otokiti, B.O., 2015. Sustaining
Competitive Advantage in Medium-sized Enterprises (MEs) through Employee Social
Interaction and Helping Behaviours. Journal of Small Business and Entrepreneurship, 3(2),
pp.1-16.
Ajagunna, I.A. and Crick, A.P., 2014. Managing interactions in the tourism industry‐a
strategic tool for success: Perspectives on Jamaica tourism industry. Worldwide Hospitality
and Tourism Themes, 6(2), pp.179-190.
Aladwan, K., Bhanugopan, R. and D'Netto, B., 2015. The effects of human resource
management practices on employees’ organisational commitment. International journal of
organizational Analysis.
Alqusayer, A., 2016. Drivers of Hotel Employee Motivation, Satisfaction and Engagement in
Riyadh, the Kingdom of Saudi Arabia.
Anitha, J., 2016. Role of Organisational Culture and Employee Commitment in Employee
Retention. ASBM Journal of Management, 9(1).
Ashikali, T. and Groeneveld, S., 2015. Diversity management in public organizations and its
effect on employees’ affective commitment: The role of transformational leadership and the
inclusiveness of the organizational culture. Review of Public Personnel
Administration, 35(2), pp.146-168.

21RESEARCH METHODS
Bezuidenhout, M.L., Steyn, R. and Grobler, A., 2017. Human resource practices and affective
organisational commitment: A sectoral comparative study.
Buch, R., 2015. Leader–member exchange as a moderator of the relationship between
employee–organization exchange and affective commitment. The International Journal of
Human Resource Management, 26(1), pp.59-79.
CLARKE, J.E. and NJITE, D., 2016. Applying the Theory of Planned Behavior to Explain
Hotel Managers' Intentions to Offer Internships in Jamaica: A Qualitative
Inquiry. Consortium Journal of Hospitality & Tourism, 20(2).
Davis, O.A., 2018. Strategies for Low Employee Turnover in the Hotel Industry.
Ditlev-Simonsen, C.D., 2015. The relationship between Norwegian and Swedish employees’
perception of corporate social responsibility and affective commitment. Business &
Society, 54(2), pp.229-253.
Frynas, J.G. and Mellahi, K., 2015. Global strategic management. Oxford University Press,
USA.
Gelens, J., Dries, N., Hofmans, J. and Pepermans, R., 2015. Affective commitment of
employees designated as talent: Signalling perceived organisational support. European
Journal of International Management, 9(1), pp.9-27.
Gelens, J., Dries, N., Hofmans, J. and Pepermans, R., 2015. Affective commitment of
employees designated as talent: Signalling perceived organisational support. European
Journal of International Management, 9(1), pp.9-27.
Golding, S., 2014. Examining leadership styles in the Jamaican hotel sector: A mixed
methods study (Doctoral dissertation, University of Phoenix).

22RESEARCH METHODS
Grey, K.S., 2017. Exploring the Relationship between US Jamaican Immigrants’ Cultural
Beliefs and Conflict Management Styles as These Correlations are Related to Their Perceived
Job Satisfaction and Job Performance.
Hickson, D.J. and Pugh, D.S., 2014. Management Worldwide: Distinctive Styles Among
Globalization. Penguin UK.
Johnson, K.R., Park, S. and Bartlett, K.R., 2018. Perceptions of customer service orientation,
training, and employee engagement in Jamaica’s hospitality sector. European Journal of
Training and Development.
Justus, G., 2017. Strategies to Reduce Voluntary Employee Turnover in Small Retail
Businesses in Jamaica.
Kang, H.J.A. and Busser, J.A., 2018. Impact of service climate and psychological capital on
employee engagement: The role of organizational hierarchy. International Journal of
Hospitality Management, 75, pp.1-9.
Kim, H.K., 2014. Work-life balance and employees' performance: The mediating role of
affective commitment. Global Business and Management Research, 6(1), p.37.
Lam, L.W. and Liu, Y., 2014. The identity-based explanation of affective
commitment. Journal of Managerial Psychology.
Lyons, S.O., 2018. The Effects of Cultural Dissimilarity on Employee Job Attitudes and
Productivity (Doctoral dissertation, Walden University).
Morin, A.J., Meyer, J.P., Bélanger, É., Boudrias, J.S., Gagné, M. and Parker, P.D., 2016.
Longitudinal associations between employees’ beliefs about the quality of the change
management process, affective commitment to change and psychological
empowerment. Human Relations, 69(3), pp.839-867.

23RESEARCH METHODS
Namwagwe, J., Atibuni, D.Z. and Sekiwu, D., 2017. Mediation Effect of Performance
Appraisal Management on the Work Environment--Job Satisfaction Relationship among
Support Staff in a University in Uganda. African Educational Research Journal, 5(4),
pp.246-253.
Nicely, A. and Palakurthi, R., 2018. Organizational Culture Requirements for High Levels of
Knowledge Usage From Learning Activities Among Hotel Managers. International Journal
of Hospitality & Tourism Administration, 19(1), pp.1-25.
Oloko, M. and Ogutu, M., 2017. Influence of power distance on employee empowerment and
MNC performance: a study of multinational corporations in Kenya.
Omira, O.D.B., 2015. The effect of leadership styles and organizational culture on
organizational performance of the public sector in Saudi Arabia (Doctoral dissertation,
Universiti Utara Malaysia).
Phetkaew, C., 2015. Influence of leadership behavior, organizational culture and
organizational commitment on employee turnover intention (Doctoral dissertation, Universiti
Utara Malaysia).
Rajan, D., 2019. Employee Turnover and Organization Performance: A Comparative
Study. Training & Development Journal, 10(2), pp.102-114.
Redditt, J., Gregory, A.M. and Ro, H., 2019. An examination of organizational commitment
and intention to stay in the timeshare industry: variations across generations in the
workplace. International Journal of Hospitality & Tourism Administration, 20(2), pp.206-
225.

24RESEARCH METHODS
Schlicht, M., 2018. What Drives Employee Engagement in the Workplace: Increasing
Productivity to Achieve Productive Business Results (Doctoral dissertation, The College of
St. Scholastica).
Singh, R., Ramgulam, N., Lewis, R. and Ramdeo, S., 2019. An Investigation into Caribbean
Hotel Employees’ Personality, Work Engagement, Job Satisfaction and Turnover
Intentions. Journal of Eastern Caribbean Studies, 44(1), pp.23-202.
Siyanbola, T.O. and Gilman, M.W., 2017. Extent of employee turnover in Nigerian
SMEs. Employee Relations.
Steyn, R., Bezuidenhout, M.L. and Grobler, A., 2017. Human resource practices and affective
organisational commitment: A sectoral comparative study. SA Journal of Human Resource
Management, 15(1), pp.1-9.
Suan, C.L. and Nasurdin, A.M., 2016. Supervisor support and work engagement of hotel
employees in Malaysia. Gender in Management: An International Journal.
Xiong, K., Lin, W., Li, J.C. and Wang, L., 2016. Employee trust in supervisors and affective
commitment: The moderating role of authentic leadership. Psychological reports, 118(3),
pp.829-848.
Zarban, A., 2018. The Impact of Perceived Leadership Styles on Hotel Employee Job
Engagement.