The relationship between hotel staff’s organizational justice perception, relationship quality and job performance

Abstract

With the increasing competition among hotel companies, how to improve the job performance of employees is the key to enhancing the competitiveness of hotel companies. Based on the theory of organizational justice and the theory of relationship quality, this paper develops an integrated model of the relationship between hotel employees’ organizational justice perception, relationship quality and job performance. The model is examined using a valid sample of 303 hotel employees in OYC Hotel, Star lake Hotel, Vienna Hotel and Goldnugget Hotel located in Zhaoqing, one of China’s top tourist cities.The basic data is acquired and the Structural Equation Model (SEM) method is adopted to conduct empirical tests of the integrated model. According to the analysis procedures and methods, the organizational justice scale is tested and the data is suitable for exploratory factor analysis. Exploratory factor analysis (EFA) shows that four common factors of organizational justice were more adequate for the interpretation of the construct. Based on exploratory factor analysis, confirmatory factor analysis (CFA) was conducted to further verify the dimensional structure of organizational justice. The result suggests that organizational justice is consisted by four dimensions, i.e. distributive justice, procedural justice, international justice, and informational justice. Four dimensions of organizational justice have significantly positive effects on employee satisfaction, and indirectly affect job performance through employee satisfaction. Except informational justice, the other three dimensions of justice significantly positive influence employee trust. At the same time, international justice directly affects contextual performance, and informational justice impacts task performance directly. In two dimension of relational quality, employee satisfaction has more significant impact on job performance than employee trust. Employee satisfaction has a directly positive impact on contextual performance and task performance at the same time, but employee trust has not a significant effect on each of them. This study can theoretically enrich the current research results of organizational justice, relationship quality and work performance, and in practice, it can provide theoretical guidance for hotel management levels to improve the performance level of employees.