Influence of Career Well-Being on Employee Engagement of Hotel Employees in Eastern Samar, Philippines


Authors : Roger R. Lagramada ; Jordan M. Cabaguing

Volume/Issue : Volume 10 - 2025, Issue 4 - April


Google Scholar : https://tinyurl.com/wx594438

DOI : https://doi.org/10.38124/ijisrt/25apr434

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.


Abstract : Employees are significant resources in any organization. It is important that they can handle the physical and emotional demands of their jobs. This study was conducted to examine the relationship between career well-being and employee engagement among DOT-registered hotels in Eastern Samar, using self-management, time management, stress management, and leisure management as indicators and vigor, dedication, and absorption as measures of employee engagement. Using the descriptive-correlational method, a total of 162 employees from DOT-registered hotels in Eastern Samar participated in the study. The data were analyzed using descriptive statistics and Pearson’s correlation for determining the degree of relationship among variables. The results revealed that hotel employees frequently manage their professional and personal responsibilities effectively. They are engaged most of the time in hotel operations as they are dedicated to providing the highest level of service delivery and quality hospitality. A strong statistical relationship was found between career well-being and employee engagement (r = 0.801, p < 0.001), indicating that employees with better career well-being exhibit higher levels of engagement. The study concluded that fostering a supportive work environment, implementing flexible work policies, and promoting employee well-being programs can significantly enhance employee engagement. Therefore, it is recommended that hotels prioritize work-life balance initiatives to improve employee satisfaction, motivation, and overall performance, ultimately benefiting both employees and the organization.

Keywords : Career Well-Being, Employee Engagement, Dedication, Stress Management, Time Management.

References :

  1. Albrecht, S. L., Breidahl, E., & Marty, A. (2021). Organizational resources, organizational engagement climate, and employee engagement. Journal of Managerial Psychology, 36(1), 71-86.
  2. Anwar, K., Sutisna, A. J., Kusnady, D., Marthalia, L., & Dera, F. (2024). Effect of Burnout on Performance of Marketing Employees. International Journal Of Education, Social Studies, And Management (IJESSM)4(2), 826–832. https://doi.org/10.52121/ijessm.v4i2.380
  3. Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. (2023). Job demands–resources theory: Ten years later. Annual review of organizational psychology and organizational behavior10(1), 25-53.
  4. Baum, T., Mooney, S. K., Robinson, R. N., & Solnet, D. (2020). COVID-19's impact on the hospitality workforce – New crisis or amplification of the norm? International Journal of Contemporary Hospitality Management, 32(9), 2813–2829. https://doi.org/10.1108/IJCHM-04-2020-0350
  5. Chan, X. W., Kalliath, P., Fan, S. X., & Kalliath, T. (2023). Examining work–home segmentation as a coping strategy for frontline workers: A mixed method study of social workers across Australia. The International Journal of Human Resource Management34(4), 693-715.
  6. Chen, X., Ran, L., Zhang, Y., Yang, J., Yao, H., Zhu, S., & Tan, X. (2019). Moderating role of job satisfaction on turnover intention and burnout among workers in primary care institutions: a cross-sectional study. BMC public health, 19(1), 1-10. https://doi.org/10.1186/s12889-019-7894-7
  7. Clark, M. E. (2022). Oncology social workers: exploring their perceptions of work-related wellbeing.
  8. Curtis, E. A., Comiskey, C., & Dempsey, O. (2016). Importance and use of correlational research. Nurse researcher23(6). https://doi.org.10.7748/nr.2016.e1382
  9. Das, M. P. (2023). Technology and Guest experience: innovations reshaping hotel management. International Journal for Multidimensional Research Perspectives1(3), 76-95.
  10. Deligero, J. D., & Laguador, J. M. (2014). Measuring employee engagement: The development of an employee engagement scale. Philippine Journal of Psychology, 47(1), 51-73.
  11. Greenhaus, J. H., & Allen, T. D. (2011). Work-family balance: A review and extension of the literature. In Handbook of Occupational Health Psychology (pp. 165–183). American Psychological Association.
  12. Greenhaus, J. H., & Allen, T. D. (2011). Work-family balance: A review and extension of the literature. In Handbook of Occupational Health Psychology (pp. 165–183). American Psychological Association.
  13. Henderson, J. C. (2021). Tourism and hospitality in the Philippines. Tourism Planning & Development, 18(1), 1–7. https://doi.org/10.1080/21568316.2020.1788155
  14. Karatepe, O. M., & Karadas, G. (2015). Do psychological capital and work engagement foster frontline employees’ satisfaction? A study in the hotel industry. International Journal of Contemporary Hospitality Management, 27(6), 1254–1278. https://doi.org/10.1108/IJCHM-01-2014-0028
  15. Kim, M., Lee, C., & Jang, J. (2023). The role of perceived organizational support in mitigating burnout among hospitality employees. Journal of Hospitality and Tourism Research, 47(3), 512–531.
  16. Kim, S., Lee, J. Y., & Li, M. (2023). Work-life balance policies and employee well-being: Implications for the hotel industry. Journal of Hospitality and Tourism Management, 55, 89–96. https://doi.org/10.1016/j.jhtm.2022.11.003
  17. Kossek, E. E., Lautsch, B. A., Perrigino, M. B., Greenhaus, J. H., & Merriweather, T. J. (2023). Work-life flexibility policies: Moving from traditional views toward work-life intersectionality considerations. In Research in personnel and human resources management (pp. 199-243). Emerald Publishing Limited.
  18. Kossek, E. E., Perrigino, M. B., & Lautsch, B. A. (2023). Work-life flexibility policies from a boundary control and implementation perspective: A review and research framework. Journal of Management49(6), 2062-2108.
  19. Lee, C., Kim, J., & Park, J. (2022). The effects of work-life balance on employee burnout and engagement in the hospitality industry. Tourism Management, 88, 104431. https://doi.org/10.1016/j.tourman.2021.104431
  20. Liu, Y., Ma, L., & Yuan, J. (2022). Exploring the mediating role of job satisfaction in the relationship between work-life balance and employee performance in rural hospitality settings. International Journal of Hospitality Management, 103, 103194. https://doi.org/10.1016/j.ijhm.2022.103194
  21. Margaretha, M., Saragih, S., Zaniarti, S., & Parayow, B. (2021). Workplace spirituality, employee engagement, and professional commitment: A study of lecturers from Indonesian universities. Problems and Perspectives in Management, 19(2), 346-356. https://doi.org/10.21511/ ppm.19(2).2021.28.
  22. Park, H., Kwon, J., & Choi, S. (2023). The influence of job flexibility and work-life balance on hotel employee engagement. Hospitality Management & Research, 47(2), 54–67. https://doi.org/10.1016/j.jhtmr.2023.03.005
  23. Patel, V., Chesmore, A., Legner, C. M., & Pandey, S. (2022). Trends in workplace wearable technologies and connected‐worker solutions for next‐generation occupational safety, health, and productivity. Advanced Intelligent Systems4(1), 2100099.
  24. Ryan, R. M. (Ed.). (2023). The Oxford handbook of self-determination theory. Oxford University Press.
  25. Saks, A. M. (2022). Caring human resources management and employee engagement. Human resource management review32(3), 100835. https://doi.org/10.1016/j.hrmr.2021.100835.
  26. Saks, A. M., & Gruman, J. A. (2021). Enhancing employee engagement through work-life balance practices. Human Resource Management Review, 31(2), 100770. https://doi.org/10.1016/j.hrmr.2020.100770
  27. Saks, A. M., & Gruman, J. A. (2024). Caring organizational cultures and the future of work. European Management Review.
  28. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315.
  29. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315.
  30. Setiyanto, A. I., & Hidayati, S. N. (2017). Pengaruh kepuasan kerja dan komitmen organisasi terhadap turnover intention. Jurnal Akuntansi, Ekonomi Dan Manajemen Bisnis, 5(1), 105-110. https://doi.org/10.30871/jaemb.v5i1.439.
  31. Singh, R., & Khurana, N. (2023). Time management and work-life balance: A hospitality industry perspective. Journal of Hospitality Management and Marketing, 10(2), 185-201.
  32. Soelton,  M.,  Lestari,  P.  A.,  Arief,  H.,  &  Putra,  R.  L.  (2020,  February).  The  effect  of  role  conflict  and  burnouttoward turnover intention at software industries, work stress as moderating variables. In 4th International Conference  on  Management,  Economics  and  Business  (ICMEB  2019)  (pp.  185-190).  Atlantis  Press. https://dx.doi.org/10.2991/aebmr.k.200205.034
  33. Taris, T. W., & de Jonge, J. (2024). Workaholism: Taking stock and looking forward. Annual Review of Organizational Psychology and Organizational Behavior11(1), 113-138.
  34. Taris, T. W., van Beek, I., & Schaufeli, W. B. (2020). The motivational make-up of workaholism and work engagement: A longitudinal study on need satisfaction, motivation, and heavy work investment. Frontiers in Psychology11, 1419.
  35. Vellya, V., Pio, R. J., & Rumawas, W. (2020). Employee Engagement sebagai Pemoderasi Worklife Balance dengan Turnover Intention. Productivity, 1(2), 168-173. https://ejournal.unsrat.ac.id/index.php/productivity/article/download/29194/28349Zamzamy,

Employees are significant resources in any organization. It is important that they can handle the physical and emotional demands of their jobs. This study was conducted to examine the relationship between career well-being and employee engagement among DOT-registered hotels in Eastern Samar, using self-management, time management, stress management, and leisure management as indicators and vigor, dedication, and absorption as measures of employee engagement. Using the descriptive-correlational method, a total of 162 employees from DOT-registered hotels in Eastern Samar participated in the study. The data were analyzed using descriptive statistics and Pearson’s correlation for determining the degree of relationship among variables. The results revealed that hotel employees frequently manage their professional and personal responsibilities effectively. They are engaged most of the time in hotel operations as they are dedicated to providing the highest level of service delivery and quality hospitality. A strong statistical relationship was found between career well-being and employee engagement (r = 0.801, p < 0.001), indicating that employees with better career well-being exhibit higher levels of engagement. The study concluded that fostering a supportive work environment, implementing flexible work policies, and promoting employee well-being programs can significantly enhance employee engagement. Therefore, it is recommended that hotels prioritize work-life balance initiatives to improve employee satisfaction, motivation, and overall performance, ultimately benefiting both employees and the organization.

Keywords : Career Well-Being, Employee Engagement, Dedication, Stress Management, Time Management.

Never miss an update from Papermashup

Get notified about the latest tutorials and downloads.

Subscribe by Email

Get alerts directly into your inbox after each post and stay updated.
Subscribe
OR

Subscribe by RSS

Add our RSS to your feedreader to get regular updates from us.
Subscribe