The fact that empowerment is of gre

The fact that empowerment is of great importance and benefit to establishments is
the focus of the studies in the field (Baruch, 1998; Chang and Liu, 2008; Conger and
Kanungo, 1988; Erstad, 1997; Gill
et al.
, 2010; Laschinger
et al.
, 1997, 2001; Quinn and
Spreitzer, 1997; Spreitzer, 1995; Wang and Lee, 2009). When this is taken within the
perspective of hotel establishments, it might be held that the importance of
empowerment becomes two-fold, in that hotels offer services and, as is well known,
production and consumption occur sim
ultaneously and problems necessitate
on-the-spot solutions to promote customer and job satisfaction (He
et al.
, 2010).
A number of studies (Arvey
et al.
, 1989; Ezzedeen, 2003; Griffin, 2001; Gu and Siu,
2009; Gunlu
et al.
, 2010; Kus
̧luvan and Kus
̧luvan, 2005; McCain
et al.
, 2010; Oshagbemi,
2000; Ryu
et al.
, 2010; Spector, 1997; Tepeci and Bartlett, 2002) found that there are a
number of factors affecting job satisfaction related to the establishment, such as
employment status (permanent, temporary), duration of employment, location of the
establishment, content of the work (the work itself, its nature), employment position,
opportunities to sharpen skills, the routine of the work, wages, promotion
opportunities, opportunity for self-development, managerial style of superiors,
relations with colleagues, benefits, job security, physical conditions, shifts,
job-family adaptation, organizational support, participation in the decision-making
process, organizational culture, organizational climate, job orientation, employee
empowerment, understaffing and job-employee adaptation, as well as such
demographic factors as age, gender, marital status, and level of education.
Moreover, authors have underlined the fact that evidence on which factors count
more in job satisfaction is scant. Measuring job satisfaction provides feedback in terms
of diagnosing potential problems as well as productivity issues (Flores and Rodrı
́
guez,
2008). New findings along with the new implementations make it necessary for
management to employ them in order to be effective and efficient. The effects and
extension of new findings and their managerial implications as well as perceptions of
managers by employees will yield clues to the operational use of new findings and
implementations

Hasil (Bahasa Indonesia) 1:

Fakta bahwa pemberdayaan sangat penting dan bermanfaat bagi pendirianfokus dari studi dalam bidang (Barukh, 1998; Chang dan Liu, 2008; Conger danKanungo, 1988; Erstad, 1997; Insanget al., 2010; Laschingeret al., 1997, 2001; Quinn danSpreitzer, 1997; Spreitzer, 1995; Wang dan Lee, 2009). Kapan ini diambil dalamperspektif pendirian hotel, itu mungkin akan diadakan yang pentingnyaPemberdayaan menjadi dua kali lipat, karena hotel menawarkan layanan dan, seperti yang dikenal,produksi dan konsumsi terjadi simultaneously dan masalah memerlukanon-the-spot solusi untuk meningkatkan kepuasan pelanggan dan pekerjaan (diaet al.2010).Sejumlah penelitian (Arveyet al., 1989; Ezzedeen, 2003; Griffin, 2001; Gu dan Siu,2009; Gunluet al., 2010; Kus ̧luvan dan Kus ̧luvan, 2005; McCainet al., 2010; Oshagbemi,2000; Ryuet al., 2010; Spector, 1997; Tepeci dan Bartlett, 2002) menemukan bahwa adajumlah faktor-faktor yang mempengaruhi kepuasan kerja yang berhubungan dengan pendirian, sepertiEmployment status (permanen, sementara), durasi kerja, lokasiPendirian, konten kerja (pekerjaan itu sendiri, alam), posisi pekerjaan,kesempatan untuk mempertajam keterampilan, rutinitas kerja, upah, promosipeluang, kesempatan untuk pengembangan diri, manajerial gaya atasan,hubungan dengan rekan-rekan, manfaat, keamanan kerja, kondisi fisik, pergeseran,adaptasi pekerjaan-Keluarga, organisasi, partisipasi dalam pengambilan keputusanproses, budaya organisasi, organisasi iklim, pekerjaan orientasi, karyawanpemberdayaan, understaffing dan pekerjaan-karyawan adaptasi, serta sepertifaktor demografi seperti umur, jenis kelamin, status perkawinan, dan tingkat pendidikan.Selain itu, penulis telah menggarisbawahi fakta bahwa bukti-bukti yang faktor countlebih dalam pekerjaan kepuasan kurang. Mengukur kepuasan kerja menyediakan umpan balik dalam istilahuntuk mendiagnosa masalah potensial serta masalah produktivitas (Flores dan Rodrı ́guez,2008). temuan-temuan baru bersama dengan implementasi yang baru membuatnya diperlukan untukmanajemen untuk mempekerjakan mereka agar efektif dan efisien. Efek danperpanjangan dari penemuan baru dan implikasi manajerial mereka serta persepsiManajer oleh karyawan akan menghasilkan petunjuk untuk penggunaan operasional temuan baru danimplementasi