How to neutralise Chinese hospitality managers’ work-life conflict
How to neutralise Chinese hospitality managers’ work-life conflict
Asian Hospital Manager’s Work-Life Conflict and Enrichment
A Comparative Study of China and Vietnam
Nguyen Thanh Tam
Southwest Jiaotong University
The purpose of the study was to explore the state of Chinese and Vietnamese hotel managers’ achievement of Work Life Balance (WLB) depending on their ability to minimize Work Life Conflict (WLC) using modern Work Life Enrichment (WLE) strategies. The following were the specific study objectives. First, was to explore the human resource characteristics and nature of the global and Asian hospitality industry. Second, was to critically review the role-strain theory how it affects hotel managers in China and Vietnam. Third, was to determine and analyze the antecedences and the consequences of work-life conflicts (WLC) experienced by Asian hospitality managers in China and Vietnam. Fourth, was to identify and analyze experiences of Asian hospitality managers in China and Vietnam in conservation of resources towards WLE. Fifth, was to illustrate how to deploy WLE interventions neutralizes WLC among Chinese and Vietnamese hospitality managers. The final objective was to provide recommendations that can assist Chinese and Vietnamese hotel managers and other stakeholders in the hospitality industries on methods maintaining work-life balance (WLB). Mixed methodology was adopted in this study involving survey and interviews. An online survey was conducted among Chinese and Vietnamese hotel managers and there were 385 complete responses. The interviews had six successful respondents, three from each country. The following are the key findings: H1: There is a positive correlation between the hotel managers’ work schedules and family support was partially supported. H2: There is a positive correlation between the hotel managers’ role strain and WLC was partially supported. H3: There is a significant correlation between hotel managers’ work and family role strain and retention at work was partially supported. H4: There is a significant correlation between the hotel managers’ WLE and conservation of resources at work is rejected. Finally, H5: There is a significant correlation between the hotel managers’ productivity and conservation of resources is partially supported. Various recommendations were provided to assist Chinese and Vietnamese managers to intervene and achieve WLB.
Key Term: Work Life Balance (WLB); Work Life Conflict (WLC); Work Life Enrichment (WLE); Work Life Interventions (WLI).
Acknowledgement
The author wishes to acknowledge the following people who have supported and given encouragement to ……..
Table of Contents
Chapter 1: Introduction and Background. 1
Central Research Hypothesis. 3
Background of the Study Problem.. 4
The Rationale for the Study. 6
Chapter 2: Literature Review.. 9
Conservation of Resources Theory. 10
Consequences of Work-Life Conflicts. 15
Work-Life Conflicts Interventions. 16
Chapter 3: Research Methodology. 20
Data Collection Instruments and Methods. 32
Quantitative and Qualitative Data Analysis and Triangulation. 35
Reliability / Validity / Sensitivity / Generalisability / Bias Issues. 35
Chapter Summary and Expected Limitations. 37
Chapter 4: Data Finding and Analysis. 38
Chapter 5: Conclusion and Recommendation. 85
Recommendations on WLC interventions for achieving WLB. 87
Appendix I: Research Process. 106
Appendix II: Questionnaire and Consent Form.. 107
Appendix III: Interview Questionnaire. 112
Appendix IV: Interview Finding Transcript 114
LIST OF TABLES
Table 1: Country Managers vs Gender………………………………………………………………….38
Table 2: Country Managers vs. Age bracket of managers………………………………………39
Table 3: Country Managers vs Marital Status……………………………………………………….41
Table 4: Country Managers vs. Number of dependants in the family unit……………….42
Table 5: Country Managers vs. Educational Qualifications……………………………………43
Table 6: Management position…………………………………………………………………………..44
Table 7: Experience in management role in hotel………………………………………………..45
Table 8: Managers’ Benefits……………………………………………………………………………47
Table 9: Role Strain Theory Statistics………………………………………………………………..48
Table 10: Role Strain Theory – ANOVA……………………………………………………………50
Table 11: Conservation of Resources Theory……………………………………………………..51
Table 12: Conservation of Resources ANOVA……………………………………………………53
Table 13: Work Life Conflict Statistics………………………………………………………………55
Table 14: WLC ANOVA………………………………………………………………………………….57
Table 15: Consequences of WLC Statistics………………………………………………………..58
Table 16: Consequences of WLC ANOVA……………………………………………………….60
Table 17: Interventions Statistics………………………………………………………………………62
Table 18: Interventions ANOVA………………………………………………………………………64
Table 19: Work Life Enrichment Statistics………………………………………………………..66
Table 20: WLE ANOVA………………………………………………………………………………….72
Table 21: Work Schedules vs. Family Support…………………………………………………..74
Table 22: Role Strain vs. WLC……………………………………………………………………….76
Table 23: Role Strain vs. Conservation of Resource…………………………………………..78
Table 24: WLE vs. Conservation of Resources…………………………………………………..80
Table 25: Managers Productivity vs. Conservation of Resources………………………….82
LIST OF FIGURES
Figure 1: Consequences of WLC………………………………………………………………………..16
Figure 2: Conceptual Framework ……………………………………………………………………..19
Figure 3: Research Onion ………………………………………………………………………………..20
Figure 4: Questionnaire preparation steps……………………………………………………………33
Figure 5: Questionnaire Translation Method……………………………………………………….34
Figure 6: Questionnaire administration options……………………………………………………34
Figure 7: Country Managers vs. Gender……………………………………………………………..38
Figure 8: Country Managers vs Age bracket of managers……………………………………..39
Figure 9: Country Managers vs. Marital Status…………………………………………………….41
Figure 10: Country Manager vs. number of dependants in family unit…………………….42
Figure 11: Country Managers vs. Educational Qualifications………………………………..44
Figure 12: Management Position……………………………………………………………………….45
Figure 13: Experience in management role in hotel……………………………………………..45
Figure 14: Managers’ Benefits……………………………………………………………………………47
Chapter 1: Introduction and Background
Introduction
The term hospitality industry includes formal service institutions or organizations that serve meals and offer accommodation to clients preferring to be away from usual domestic setting or habitats at a fee (Chan & Mackenzie, 2013). Over the years, the hospitality industry has experienced quantum growth in many countries, from the increasing customer demand and the number of new facilities (Chu, 2014). Countries such as Hong Kong, Canada, France and USA have recently recorded a boom in luxury hotels with growth estimated at 75.5% (The World Luxury Index, 2013).The growth of hospitality industry growth is justified by the stable economies within the Asia-Pacific region and increasing preference for tourists seeking leisure destinations in the region (Birmele, 2015). Chu (2014) cited the Forbes Travel Guide Star publication for Q1-2013 that over 75 new five star hotels were launched globally, with another 226 under construction. This was to cope with the increasing global tourist demand (The World Luxury Index, 2013).
The growth trends within the hospitality industry are expected to continue in the wider Asia-Pacific region including China and Vietnam (Birmele, 2015). As the demand for hospitality industry services increases, there is need for managers to increase their performance to match diverse customer tastes, demographic preferences, lifestyles and cultures (Carlson, Grzywacz, & Zivnuska, 2009). The authors observed that the growing demand has created labour intensity in the hospitality industry, whereby managers strain to balance their roles including overseeing reception, customer relations, visitor entertainment, restaurant and room services among others (Carlson et al., 2009). The stakes for customer satisfaction have been rising over the years with the services in the hotels and managers are expected to cope of all activities (Birmele, 2015). Even though each of the hotel services have specialized personnel undertaking them, the managers are expected to oversee their performance other than concerns for the customer satisfaction (Butler et al., 2005).
The hospitality industry is a tightly knit operation and customers are extremely knowledgeable about services and destinations (Wong & Ko, 2009). This implies that managers must be equally skilled and prepared to handle and satisfy the customers with diverse backgrounds in a consistent manner (Cleveland, et al., 2007).When a given facility has high staff turnover, the managers come under pressure for filling the vacancies and ensuring previous high standards of service maintains (Cullen & McLaughlin, 2006). Such a manager can be role strained as the replacement employee is still under induction process (Thompson & Prottas, 2006). However, the hospitality industry sometimes lacks enough managers that can set and maintain such high standards and with skills of resource management (Bulter et al., 2005). This leads to high staff attrition, dissatisfied customers ebbing hotel businesses and the manager is stretched further affecting the work-life and family balances (Clarke, Koch & Hill, 2004).
The Main Aim
The aim of this paper was to determine and analyze the causes and consequences of Asian hospitality managers’ work-life conflicts (WLC) and then identify suitable interventions, in particular, work-life enrichment (WLE), to neutralize those conflicts once work-life balance (WLB) is achieved.
The Specific Objectives
- To explore the human resource characteristics and nature of the global and Asian hospitality industry.
- To critically review the role-strain theory how it affects hotel managers in China and Vietnam.
- To determine the antecedences and analyze the consequences of work-life conflicts (WLC) experienced by Asian hospitality managers in China and Vietnam.
- To identify and analyze experiences of Asian hospitality managers in China and Vietnam in conservation of resources towards WLE.
- To illustrate how to deploy WLE interventions neutralizes WLC among Chinese and Vietnamese hospitality managers.
- To provide recommendations that can assist Chinese and Vietnamese hotel managers and other stakeholders in the hospitality industries on methods maintaining work-life balance (WLB).
Central Research Hypothesis
H1: There is a positive correlation between the hotel managers’ work schedules and family support.
H2: There is a positive correlation between the hotel managers’ role strain and WLC
H3: There is a significant correlation between hotel managers’ work and family role strain and retention at work.
H4: There is a significant correlation between the hotel managers’ WLE and conservation of resources at work.
H5: There is a significant correlation between the hotel managers’ productivity and conservation of resources.
Background of the Study Problem
Studies on the WLC and WLE can trace back to the early 1960s and cover various disciplines and industries (Williams, Berdahl & Vandello, 2016). There are numerous publications in this area of research yet most organizations human resource departments still find the work-family balance as a challenge to many managers (Bulter et al., 2005; Kelly, et al., 2014; Thompson & Prottas, 2006). This study scope was the hospitality industry particularly to the Chinese and Vietnamese hotel managers. This study identifies various WLC and WLE underlying issues together with their consequences on hotel managers in China and Vietnam. The outcomes of this study advocate for better awareness of WLC, WLE and appropriate interventions (Wong & Ko, 2009).
The global tourism industry is projected to grow by 50% by 2020, yet these prospects mask other issues like WLC that affect managers in current times (Xiao & Cooke, 2012). Chu (2014) noted that the growth potentials signal demand for more skilled middle and senior managers in the hospitality industry especially those with ability to serve customers of diverse cultural and demographic backgrounds. In 2014, the Kelly et al. stated that the concept of WLC was receiving greater attention across the Asian hospitality than previous years. Earlier, the authors cited the work-life family conflict and cultural conflicts as the leading concerns that lead managers to pay more attention to the phenomenon of WLC (Kelly et al., 2007; 2008; 2011; 2014).
There is no doubt that the Asian hospitality industry growing in leaps and bounds (Ineson et al., 2014). This growth is opening up employment opportunities for workers, middle and high-level managers. In the medium to long term, the demographics of the Asian hospitality industry will exhibit very different work force behaviour (Furunes, 2005). Essentially, many younger managers would like to work for shorter hours in a week but demand higher wages (Ryan, 2013). Additionally, the high rates middle to senior level management turnover within the Asian hospitality leads to brain drain and shortage of experienced labour in some organizations (Ineson et al., 2014). The middle and high level managers who are employed as replacement could still be facing similar WLC (Xiao & Cooke, 2012).
A growing number of managers within the Asian hospitality industry are facing new challenges in dealing with WLC other than customers from international background (Jeanette, 2007). Some of the Asian countries that have greatly contributed to growth of tourist and hospitality industry are China, Vietnam, Singapore, Japan, Thailand, Malaysia and Hong Kong among others. Nations like Nepal are particularly attractive for the features of Mt. Everest (Margaret, 2009). Even expatriate managers could be facing cultural WLC because tourists from different nations have diverse service expectations that the managers are not prepared or exposed to (Furunes, 2005).
The massive numbers of tourists from these Asian nations have implications that the middle and high level managers are required to spend more time at work coordinating workers and less attention is paid to their families and a feeling of lack of WLE crops up (Belin, 2010). Eventually, the WLC emerge and the managers come under pressure (Flora, 2010). Depending on the gender of the middle to high level managers in the hospitality organization, the females often have a unique WLC especially those who are mothers (Jeanette, 2007). This is because their families require slightly more of their time at home compared with the fathers (Gibson, Ivancevich, Donnelly &Konopaske, 2006).This brings up one dimension of the role strain theory (Biel &Thogersen, 2006).
Many family disputes arise because the managers in the hospitality industry are not aware of WLC interventions (Ong &Jeyaraj, 2014). For hospitality managers with prior information about the consequences of WLC, the going can be easy and both home and working environment will be satisfying (Clark, 2000). Among the consequences, some WLC can lead to strained resources by the hospitality managers (Gorgieriski & Hobfoll, 2008). Due to longer work hours, the managers could be forced to make more telephone calls in an attempt to balance presence and attention (Giardini &Frese, 2006). Additionally, manager under pressure from WLC could lose concentration at work and perform dismally on duties including conservation of resources (Hobfoll, 2012).
The Rationale for the Study
The rationale of the study is a follow up on the research recommendations by Lovhoiden et al (2011). Even though the researchers study was limited to hospitality industry in Norway, specifically to the middle level managers, the current study is relevant to test the same outcomes in China and Vietnam situation and extending to senior managers. Other than highlighting the concepts of WLC, WLE and their interventions, the current study is important in context of China and Vietnam hotel managers’ awareness and capacity. Additionally, this study is important to understand how middle and senior hotel managers in China and Vietnam are coping with role strain theory and conservation of resources theories respectively as phenomenon with consequences on success on management (Williams et al., 2016).
The researcher was motivated by the cultural diversity of managers and customers at various hotels in the two nations and sought to determine how they achieve WLB and home issues. Lovhoiden et al (2011) urged future researchers to pursue the WLC and WLE globally and this study is a timely response to the challenge. Moreover, the study has benefited from the Wong and Ko (2009) guidelines on how primary data should be gathered and analysed in this field of research.
This study is an investigation on hospitality managers’ ability to multi task work and life in a balanced manner (Deery, Jago & Stewart, 2008). The outcomes of the study are significant for update professional and academic information among Chinese and Vietnamese managers in terms of viable WLC and WLE interventions. Therefore, hospitality managers will find their jobs more fulfilling and retain longer at respective positions (Clarke, et al., 2004). The outcomes of this study will empower managers within the hotel sectors to be more decisive at work and at homes as an enrichment package (Bulter et al., 2005). Eventually, the productivity of such hotel managers will be sustainable once equilibrium is set between WLC and WLE (Lovhoiden et al., 2011).
As many hotel managers work overtime or assign additional roles, there are divergent views about the impact on their efficiency to conserve resources at work or to attend to their families (Clarke, Koch & Hill, 2004). Many scholars and researcher are pondering on how best hotel managers can balance the two components work and family because there could be some significant correlations (Wong & Ko, 2009). These concerns extend to the hotel directors who are interested in achieving maximum performance from hotel managers and retaining them longer at work (Deery, Jago & Stewart, 2008). Moreover, if the hotel managers have set WLE, there is likelihood of guiding employees under their responsibility to follow suit and retain longer at work (Cullen & McLaughlin, 2006). Research shows that inability to manager WLC leads to high management turnover which cost the hospitality institution significant resources for recruitment to refill the vacant resources (Cleveland et al., 2007).
When hotel managers face WLC, there is likelihood of some experiencing stress and this takes toll on their performance at work and relationships at home with spouse and children (Wong & Ko, 2009). Over the years the phenomenon of WLC and WLE have attracted researchers’ attention after observations of hotel managers’ performance, retention at work and relationship with families (Bulter et al., 2005). Hotel managers who are able enhance WLE retain longer at work and this means the organization spends less resources in retraining new staffs or for purposes of recruitment (Thompson & Prottas, 2006). Actually, the directors in such hotels could resort to improve the managers’ benefits with the conserved resources and this is quite gratifying for their performances (Cleveland et al., 2007).
When hotel managers are able to sustain WLE, the human resource productivity is much higher as there are few disruptions and absenteeism from work (Lovhoiden et al., 2011). The managers will also have better mental health, work focus and nature cordial relationship with the rest of the employees (Bulter et al., 2005). The hotels’ goals for maximizing return from scarce resources will be more realistic (Thompson & Prottas, 2006). Hotel managers need an elaborate cover when they are away from work to attend to family matters or on leave, failure to which there will be WLC as the former is forces to extend working days and hours (Cleveland et al., 2007).
Chapter 2: Literature Review
Introduction
In this chapter is the presentation of peer reviewed literature sources to address the research problem. The chapter has different subtopics around the research objectives and questions. First, there is literature review of the concept of role strain theories including different studies in this area. Second, there is literature review on the conservation of recourses theory and the scholarly contributions in this area. Third, there is literature review on WLC and effect managers’ commitment and performances. Fourth, there is literature review on consequences of work-life conflict and projections to the hotel managers’ experiences. Fifth, there is literature review on consequences of WLC generally then narrowing down to hotel managers.
The Role Strain Theory
Significant work has been accomplished on the role strain theory. Sociologists Biel and Thogersen (2006) are among the contributors on the role strain theory where workers seek to achieve their tasks. An alternative view by Giardini & Frese (2006), asserted that the role strain theory was advanced by Tarcot Parsons to explain the psychology of a worker who is unable to achieve goals at work and home in a balanced manner. The authors cited the example of young mothers whose attention splits between work management and home care. These two calls of duty tend to create conflict to such young mothers since many are unable to adjust accordingly. If one role is favored in such circumstances, the other’s performance will strain (Lovhoiden et al., 2011).
There are divergent views explaining the historical development of the role strain theory. Biel & Thogersen (2006) stated that the role strain theory stipulates people’s social roles and anticipates their behaviour to follow a specific direction. Keith & Schafer (1980) added that role strain theory places some social obligation on people even though this could be contradictory to their family beliefs and benefits. Giardini & Frese (2006) upheld a similar view with reference to workers straining to balance their work and family obligations. Despite the differences in views, researchers concur on the relationship between of role strain theory and peoples’ lives (Lovhoiden et al., 2011).
Conservation of Resources Theory
There is plenty of published research on the conservation of resources theory, which entails how workers are motivated to achieve their goals with limited resources. Greenhaus and Powell (2006) identified various resources often conserved for WLE. First, the researcher cited human resources skills and talents. Second, the researchers cited physical and mental resources. Third, the researchers cited social skills coupled with capital base. Fourth, the researchers cited flexible resources that can be mobilized whenever the worker has urgent work or family needs. Fifth, the researchers dwelt on material resources including finances, commuting and communication facilities.
Carlson et al., (2006) had a different approach on the conservation of resources theory. The researchers believe that resources should either be able to assist the family enrichment or the workers to execute their roles effectively and efficiently, a position supported by Greenhaus and Powell (2006). Carlson et al., (2006) hold that resources should be able to set family mood so that the managers’ concentration at work is undivided. At work, when resources are conserved, the worker will be able to maximize participation and increase productivity as Greenhaus and Powell (2006) posit.
There are other views on conservation of resources theory which aim at improving worker performance quantitatively and qualitatively according to the organization’s mission. The key objective is to link the managers and the organizations’ interests in win-win approach (Bernhardt, Dresser & Hatton, 2003). Therefore, the employers offer managers resources to increase their productivity, retain them at work and to be happy all the way to family (Wayne, Randel & Stevens, 2006). The prospects of conservation of resources to achieve WLB are real and it is important for the employer to make the best choices for the managers to reciprocate with job attraction, longer retention productivity (Frone, 2000; Redmond et al., 2006).
The idea of flexi-time is considered as an approach to conservation of human resources (Byron, 2005). The idea aims at enabling workers to be able to attend to work and family responsibilities without WLC that often triggers attrition from work (Drew et al., 2003). Other researchers stress that proper conservation of human resources is the most viable approach for organizations to be consistent in performance because the workers roles are integrated with their family and communal responsibilities (Shockley & Allen, 2007). Eventually, conservation of human resources enables industries and economies to survive the most difficult times and cycles (Duxbury & Higgins, 2001).
A conservation of human resource theorists stated that flexi-time is good to prolong the energy and duration of work by a manager because there is reasonable attention for job and family roles (McNall , Masuda & Nicklin, 2010). Other conservation of human resource approaches include having several managers in given roles to cover for each other’s absence from work with adequate communication (Mesmer-Magnus & Viswesvaran, 2006). Therefore, the managers will feel valued in terms of career and will be very effective in work and family roles (Shockley & Allen, 2007).
Hobfoll (2012) is among leading researchers who dwelt on how workers pursue, utilize and conserve resources when executing any given task. However, the researcher’s view on conservation of resources theory has gaps for lack of definition of resources required by a worker to complete specific task, an issues that was well addressed by Greenhaus and Powell (2006). As a remedial measure on this gap, Gorgieriski & Hobfoll (2008) defined these resources and cited intrinsic resources as those that enable an employee to achieve their tasks due to the integral instrumental values, a view supported by Wayne, Randel & Stevens (2006). Gorgieriski & Hobfoll (2008) cited the example of a car which is an essential resource for an employee to be punctual to work or other schedules such as attending to family matters as supported by (Greenhaus and Powell, 2006).
Work-Life Conflict
A work-life conflict (WLC) is a “form of inter-role conflict in which the role pressures from work and family are mutually incompatible in some respect” (Greenhauss & Beutell, 1985, p.76). Research shows that the number of workers facing WLC within the hospitality industry is on the rise partly due to the workload (Malik, Saleem & Ahmad, 2010) and family demands. This is common in Asian countries and cities that have become popular with tourists due to their attractive sites and robust service capabilities (Hechanova, 2008). In China, Beijing is an example of high demand tourist destination that often puts pressure on the managers, many facing WLC (Xiao & Cooke, 2012). The same applies with Vietnam, which has some exotic destinations leading to high tourist numbers and labor intensity. Some tourist destinations have high and steady numbers of visitors while others have seasonal peaks (Deery, Jago, & Stewart, 2008).
Either way, the high numbers of visitors puts pressure on the managers to work longer to satisfy the tourist needs at the expense of their family time (Korjala, 2012) reminiscent of Time-Based Conflicts (TBC). Therefore, WLC manifests among many managers at hotels and tourist destinations (Furunes & Mykletun, 2007). The WLC could manifest in terms of moral conflicts between the managers and the tourist diversity, cultural clashes, family demands and managers to employee disagreements (Redmond, Valiulis & Drew, 2006; Peshave & Gujarathi, 2014).
Researchers have identified cultural differences as another key cause of WLC with the rise in global economic competitiveness (Korjala, 2012). Since tourists have international background, many hotels struggle to get managers with capabilities of handling such diverse base of customers (Ying-Wen, 2012). The consequences are hotels having managers who cannot cope with the work pressure because of high numbers, schedules and lack of cultural experiences among other WLC (Xiao & O’Neill, 2010). Having managers with diverse cultural backgrounds is a strategy that many hotel establishments explore to reduce cases of WLC (Carlson, Kacmar, Wayne & Grzywacz, 2006). Yet conflicts still arise from multi-cultural managers who do not support others norms, lifestyles and values leading to strained work relationships (Evans & Vernon, 2007)
Cleveland et al., (2007) also explored the antecedents of WLC from a value and cultural perspective. The researchers cited how managers cultural religious backgrounds are have specific requirement for them to be away from work on certain days to worship. However, if the day of worship happens to be a peak day at work with many customers, there is bound to be WLC. The researchers added that some religious require followers to dress in certain symbolic ways, yet work places have defined uniforms for some job positions. This problem also highlights a dimension of WLC. Other researchers noted that disagreements between workers on the days and times of worship often cause WLC amongst the employees due to claims of favouritism (De Cieri & Santos, 2008). Common cases involve Muslim requirement to go to the Mosque every Friday while Catholic go to church each Sunday. If the workers concerned hold key positions, there is bound to be some WLC amongst themselves and perhaps senior managers (Lowe, 2007).
Behaviour-Based Conflicts (BBC) around choice of profession in human resource is a potential cause of WLC (Ferrell & Fraedrich, 2014), leading to perpetual conflicts between the manager and the workers. Specifically, workers who interact with customers such as front office operations, housekeepers and restaurants within the hotel setting can have WLC when they have inappropriate interpersonal relationship with the clients (Crompton & Lyonette, 2006; Ross, 2005). When there are gaps in accounting systems, cashiers can also have WLC when they embezzle finance to sustain their lavish lifestyles and this is gross misconduct (Ezzedeen & Ritchey, 2009). Another common type of human resource WLC manifests interdepartmentally when manager try to influence decisions such as employment opportunities in other departments (Chen et al., 2009). In the context of a hotel, it is common to family owned hotels or sole proprietorships having conflicts when the male manager is coerced by the wife on choice of key employees without regard for their qualifications (Xiao & Cooke, 2012).
Consequences of Work-Life Conflicts
Studies on the consequences of WLC are plenty especially on the negative aspects (Allen, Herst, Bruck, & Sutton, 2000; Butler & Skkattebo, 2004; Ahmad, 2008). According to Lovhoiden et al, (2011), provision of benefits reduced WLC and increases work commitment at different levels and positions held. Moreover, when different ranks are assured of specific benefits and entitlements, employees at lower levels will strive to rise up the promotions without straining their family responsibilities (Wong & Kong, 2009). It is upon hospitality organizations to establish what is most appropriate for managers (Cleveland et al., 2007).
Ahmad (2008) used modeling method to establish some of these consequences. The author made the following landmark revelations from the research. First, Ahmad (2008) established that WLC lowers productivity and general job performance. An earlier study by Karatepe and Sokmen (2006) supported these findings on hotel front office staffs where a significant but negative correlation was established. However, Buttler and Skattebo (2004) did not establish any significant correlation.
Second Ahmad (2008) established that WLC creates emotional exhaustion leading to lower performances on the workers key performance indicators. A previous study, established that WLC could create unhealthy emotional statuses manifested as depression which is counterproductive for job performances, supports these findings (Kinnunen, Vermulst, Gerris, &Makikangas, 2003). Similarly, WLC has a direct link with emotional balance of the workers (Demerouti, Bakker & Bulters, 2004).
Third, Ahmad (2008) established that WLC creates low job satisfaction, which also leads to under performance at work. The low job satisfaction attributes to burnout while the employee attention is stretched between work and family (Elit et al., 2004). Fourth, Ahmad (2008) established that WLC yields emotional exhaustion and later low job satisfaction and poor performance. Witt et al., (2004), established similar outcomes amongst workers in financial organizations. However, Lo et al., (2001) found negative correlation between these variables. Overall, the Ahmad (2008) findings were in support of earlier psychology and management studies respectively (Carmeli, 2003; Witt, Andrews & Carlson 2004). The following is a model of the consequences of WLC as proposed by Ahmad (2008).
Figure 1: Consequences of WLC, Adopted from Ahmad, 2008, p. 178.
Work-Life Conflicts Interventions
The goal of most hotel managers is to achieve work-life balance (WLB) as a common intervention for WLC. Clark (2000) defined WLB as “the satisfaction and good functioning at work and at home, with a minimum of role conflict” (p. 751). An alternative definition of WLB was provided by Greenblatt (2002) as “the absence of unacceptable levels of conflict between work and non-work demands” (p. 179). Ong & Jeyraj (2014) stated that WLB exist when there is harmony between work and family. However, the author stated that the process of achieving WLB is very challenging for many workers.
Manuel and Ramos (2008) cited various WLC interventions after a study within the business process outsourcing. First, the researcher cited the possibility of time-based approached, for example, where the young mothers have flexi-time schedules to balance their duties at work and home. The flexi-time includes provisions for the worker to have telephone call time during work to address some urgent issues. Additionally, flexi-time should have provision for task sharing at workplaces to cover for one another while attending family issues. Hechanova (2008) also supported the idea of flexi-time including provision for telecommuting, working online from home, reduced time at work and providing workers with compassionate leave and to enable the worker have more time with family.
Second, Manuel and Ramos (2008) cited information-based approaches where workers can communicate within intranets between colleagues and families in a cost effective and timely manner. Hevanova (2008) supports these intervention ideas including provision of career counseling, seminar on mentorship, in-house training, paid study leave and setting up work libraries. Third, Manuel and Ramos (2008) cited financial-based incentives such as leave allowances, scholarships for further education of the worker and for their dependants. Hevanova (2008) also supported such intervention initiatives including provision of finances or loans to enable workers buy homes, educational placements, kids’ day out, meals allowances, compassionate loans, wage loans and commuting allowances.
Fourth, Manuel and Ramos (2008) cited family-based assistances such as establishing childcare in the proximity of workplace and vouchers for family dinners for togetherness. Hevanova (2008) supported such interventions including provision of communication allowances, loans to buys phones and other networking support. Fifth, Manuel and Ramos (2008) cited culture-based strategies where the workers can get together for team building excursions to share life experiences away from office environment. Hevanova (2008) aligns with this school of intervention though, adding that stress management seminars, family life outreach programs and health awareness amenities are of great value to workers.
Work-Life Enrichment
According to Greenhaus and Powell (2006), work-life enrichment (WLE) refers to “the extent to which experiences in one role improve the quality of life in the other role” in a specific manner that eliminates WLC. The concept of WLE has received significant support and contribution from researchers. Stoddard & Madsen (2007) recognized the instrumental values of WLE on the strength of resource optimization to achieve different tasks. Carlson et al., (2006) further cited the affective value of WLE as responsible for their positive choices at work and homes. Therefore, Greenhaus and Powell (2006) complemented the purpose of WLE as capable of balancing the work moods and family responsibilities.
While pursuing the flexi-time strategy of conservation of human resource, some organizations limits forcing workers from undertaking overtime duties, which is a common cause for WLC (McNall et al., 2010). Other organizations create an enabling work environment with facilities like gym where the workers can exercise and reduce stress (Rashid, Nordin, Omar & Ismail, 2011) and this is a viable form of WLE. Additionally, creating different channels of communication will enable the workers to alleviate some of the WLC and achieve reasonable WLE (Redmond et al., 2006). Lowe (2007) who added that it is critical for the employers to create positive attitudes on the workers and their families supported these views.
Summary
This chapter has various literature review sources that contribute knowledge to the theoretical framework of the study. The overall view for hotel managers to achieve WLB has five perspectives. First is proper management of the WLC especially around time for work and family. Second is careful management of role strains conflicts, which affect managers’ attention at work and home. Third is positive management of behaviors, which create conflict between work and families. Fourth is awareness of the consequences of WLC and their primary and secondary courses. Fifth, is pursuit of WLE using various illustrated in the interventions including conservation of resources. The following figure illustrates the conceptual framework.
Figure 2: Conceptual Framework – Adopted from Nabong (2012, p. 32).
The next chapter presents the methodology and method for gathering and analyzing data.
Chapter 3: Research Methodology
Introduction
In this chapter is the discussion of the overall methodology and method used to administer the research. A methodology is ‘a set of principles of methods, which in any particular situation have to be reduced to a method uniquely suitable to that particular situation’ (Williamson & Bow, 2002, p.333). A method is “the approach used to collecting evidence or data, before analysis or synthesis to meet certain objectives” (Saunders, Lewis & Thornhill, 2009, p. 108). The researcher preferred the research onion for guiding and conducting the entire research due to its scientific soundness and systematic steps, by only adopting relevant sections as shown below and discussed in the chapter.
Figure 3: Research Onion (Source: Saunders, et al., 2009, p. 108).
Research Paradigms
Three major research paradigms were of relevance to the current study. These are epistemology, ontology and axiology (Guba & Lincoln, 2005). The research epistemology paradigms refer to approaches of determining the truth and facts about a given field of knowledge. Epistemology paradigm involves testing theories and establishing facts and has sound scientific foundations, which can be supported in successive studies. Furthermore, epistemology paradigm has support from some philosophies including positivism, interpretivism and realism (Norris, 2005) as explained in next section. In the current study, epistemology paradigm guided the researcher to test facts hypothetically, analyse and understand the existence of WLC, WLE, WLB and consequences to performance of hotel managers in China and Vietnam. Various middle and high-level hotel management views were gathered scientifically to establish facts on WLC, WLE, WLB, conservation of resources and consequences.
The ontological paradigms refer to the nature or experiences of any given phenomenon. Therefore, the researcher seeks answers on how nature shapes the societies perceptions and any other activities. The ontological paradigm has support from various philosophies including objectivism, pragmatism and constructivism (Phillimore & Goodson, 2004) as explained in next section. In the current study, the ontological paradigm was useful in guiding the researcher to separate the work realities from the conflict perceptions and the effects on the hotel managers’ behaviourson WLC, WLE, WLB, conservation of resources and consequences.
The axiological paradigm enables the researcher to appreciate, justify and value choice of data gathering and analysis instead of merely eliminating options arbitrarily. This implies that the researcher will conduct themselves professionally and declare any potential conflict of interest that are likely to compromise the credibility and generalizability of outcomes (Phillimore & Goodson, 2004). In the current study, the axiological paradigm guided the researcher to articulate the entire research process systematically on WLC, WLE, WLB, conservation of resources and consequences.
Research Philosophy
As illustrated in the research onion, the first layer is the philosophical stances composed of “positivism, objectivism, constructivism, realism, interpretivism and pragmatism” (Saunders, et al., 2009, p. 108). The following section will provide a brief definition then justify the philosophical inclusion or exclusion criteria in the current study according to their suitability.
Positivism Philosophy
The positivism philosophy refers to study process where facts are backed by scientifically tested hypotheses on what is generally known or the position by the world (Noris, 2005). The positivism philosophy often involves investigations to support laws or theories to determine whether they are dependent or in dependence to other events (Guba & Lincoln, 2005). In the current study, various positions about WLC, WLE, WLB, conservation of resources and consequences were analyzed using quantitative data as a key strength of the positivist philosophy. The rationale for adopting the positivism philosophy was to be able to replicate the outcomes in successive studies within the hospitality industry (Phillimore & Goodson, 2004).
Objectivism Philosophy
The objectivism philosophy refers to social setting of a phenomenon under investigation and the perceptions of the main actors (Guba & Lincoln, 2005). In the current study, the social context of WLC, conservation of resources and consequences were considered together with the objectivism of WLE and WLB with the middle and high-level hotel managers in China and Vietnam being the main actors. The objectivism philosophy appreciates that WLC is real and appreciated at all levels of human resources within the hospitality industry (Phillimore & Goodson, 2004). However, the Chinese and Vietnamese managers’ meanings to WLC, WLB, consequences and conservation of resources could differ in objectivism and this study sought the scientific explanations.
Constructivism Philosophy
The constructivism philosophy is quite the opposite position of the objectivism philosophy, by holding that social phenomenon are a consequences of the main stakeholders (Phillimore & Goodson, 2004; Guba & Lincoln, 2005). In the current study, the constructivism philosophy was relevant to explain the conservation of resources theory to help hotel managers in China and Vietnam to manager WLC and its consequences while establishing WLB. This implies that the conservation of resources theory is regarded as the law that determines the behaviour of hotel managers as manifested in WLB or WLC.
Realism Philosophy
The realism philosophy refers to the actual societal experiences and their correlations without imputing a biased perspective. The key difference between the realism and positivism philosophy is that the former does not subscribe to scientific approaches (Noris, 2005). The realism philosophy holds that no theory is constant and the positions can be understood by successive studies. Therefore, realism philosophy embraces multiple methods during research process (Guba & Lincoln, 2005). In the current study, the realism philosophy is relevant because it covers the antecedences of WLC and its consequences to the hotel managers in China and Vietnam. The realism philosophy was also relevant for reviewing various theories in the study to understand their contributions and takeaway points on the topic.
Interpretivism Philosophy
The interpretivism philosophy covers how people endeavor to make life meaningful and worth of participation from a social and cultural perspective (Guba & Lincoln, 2005). This philosophy extends to how people make decisions and act with guidance from cultures or traditions so that other people can make reliable inferences on their views and justifications (Noris, 2005). In the current study, the interpretivism philosophy was relevant to understand how hotel managers in China and Vietnam accord meaning to work and families with regard to social setting like marriage and cultural perspectives like gender roles. The interpretivism philosophy was also relevant to observe how hotel these managers balance work and family roles according to their interpretation of the social and economic responsibilities and importance attached.
Pragmatism Philosophy
The pragmatism philosophy enables the researcher to combine the objectivism and constructivism philosophies so that the actions of the study participants can be comprehended from a practical perspective (Phillimore & Goodson, 2004). The pragmatism philosophy is also useful when seeking solutions to problems with social dimensions and reasoning. In the current study the pragmatism philosophy has diverse relevance. First, the pragmatism philosophy was useful to determine how hotel managers in China and Vietnam achieve WLB and WLE due to their tight work schedules and demands for family attention. Second, the pragmatism philosophy was useful to establish how these hotel managers can implement WLC interventions. Third, the pragmatism philosophy was useful to confirm how these hotel managers can participate in conservation of resources in line with theoretical foundations.
Research Approach
The second layer of the research onion is the research approach. There are two common research approached, the deductive and the inductive and these and useful for answering the research questions and filling theoretical gaps (Matthews & Ross, 2010).
Deductive Approach
The researcher to understand the study problem and question arising from the literature gaps adopted the deductive approach. In this case, the researcher commenced with various study questions then sought feedback (Saunders et al., 2009). Various hypothetical statements were posed for further investigations on the study area with the researcher assuming that the study will provide definite answers. While adopting the deductive approach, the researcher accomplished a critical review of related literature to find gaps in studies as the basis for the hypothetical statements. A survey was conducted to test the hypothesized statements using a defined acceptance of rejection criteria as indicated in subsequent sections of this chapter. The supported hypotheses created a latest position of the theoretical foundations of the study topic and these are generalizable in successive studies (Marczyk, DeMatteo & Festinger, 2005). The adoption of the deductive method was based on the various hypotheses about WLC and consequences, WLB, WLE and intervention strategies for hotel managers in China and Vietnam.
Inductive Approach
The inductive approach refers to investigations where the researcher is seeking to make fresh theories quite the converse of deductive approach. The researcher starts at the study topic and creates new positions instead of relying in existing theories (Riemer, Lapan, & Quartaroli, 2012). In the current study, the researcher used questions to guide the description of contemporary work and families before reaching the theories on WLC, WLB, WLE and conservation of resources. The inductive approach is justified in the current study because previous research is available (May 2011); however, the focus the current focus is on middle to senior level hotel managers in China and Vietnam.
Research Strategies
The third layer on the research onion is the strategies for collecting and analyzing data, sources of evidence and information. In this section, various strategies are discussed on their merits and demerits before justifying their inclusion or exclusion. The strategies were further reviewed based on their significance in addressing the research questions and the fitness with the research traditions and philosophies (Saunders et al., 2009).
Survey
In accordance with the deductive approach earlier stated, a survey is an appropriate strategy as it will be able to gather quantifiable data responses (Jupp, 2006). An online survey was conducted among middle and senior managers of hotels in China and Vietnam. The survey instrument is attached at Appendix II. There are various merits for adopting a survey in this study context. First, an online-administered survey can gather data and information from respondents with wide geographical dispersions within a short time. Second, an online-administered survey is cost effective for the dispersed respondents. Third, a survey instrument has multiple options of setting the items or questions to gather as much information as possible from the respondents in a statistical framework format (Marczyk, DeMatteo & Festinger, 2005). A common demerit of online administered survey instrument are incomplete feedback whose follow up process is laborious and lack of data can affect the outcome reliability benchmarks (Sapsford, 2007).
Case Study Interviews
A case study refers to use of single or multiple persons or events that occur in real life to reliable conclusions. A case study is mostly used when the researcher is looking for cause and effects of phenomenon, trends in reality and impact assessment among other results (Jupp, 2006). A key advantage of case study is ability of the researcher to gather data and information using different options as suitable for addressing the research questions and objectives (Yin, 2014). A key disadvantage of the case study strategy is inability lack of precise conclusions because of the different timelines of gathering data. Eventually, the researcher could struggle to generalize outcomes from some case studies (Gerring, 2007). In the current study, the researcher included the case study via interviews (Appendix III) because of need to include open-ended responses from some hotel managers in China and Vietnam for studying WLC, WLE, WLB, interventions and consequences.
Grounded Theory
The grounded theory strategy means the use of inductive approaches to explore, project and justify any given circumstances or behaviors by the participants, backed by some theories (Jupp, 2006). In the current study, the grounded theory approach was adopted to explain the conservation of resources, WLC, WLB, WLE and all other relevant concepts to the hotel managers. The grounded theories were adopted to predict the consequences of WLC to hotel managers in China and Vietnam, backed with scientific data on correlation analysis. A key advantage of the grounded theory is the ability to connect variables and views of multiple researchers since they have previously been tested scientifically (Corbin & Strauss, 2007). A major disadvantage of the grounded theory is that the researchers are merely an observer who must trust and depend on the originator of theory or position (Wertz, 2011).
Ethnography
Ethnography refers to studies where the researcher observes events or occurrences without getting directly involved in ways that shape outcomes (Jupp, 2006). In the current study, ethnography strategy was excluded because the hotel managers are geographically dispersed and it is difficult to observe due to the office and home dimensions. The main advantage of ethnography is ability of the researcher to view events or phenomenon directly without relying on other secondary sources (Smith, 2002). However, ethnography has various disadvantages, which affected its preference in the current study. First, ethnography requires prolonged time for the researcher to successful make observations under social context (Wertz, 2011). Second, ethnography has a very lengthy documentation process, which can take long to summarize and capture the main views when multiple participants are involved (Crang & Cook, 2007).
Action Research
Action research involves studying an event of position to provide hands on solutions. Under action research, the researcher research is directly involved in the study and has mandate of implementing the solutions between the respondents or the organizations (McNiff, 2002). For this reason, the researcher was not able to adopt action research strategy because the implementation of interventions of WLC is beyond the scope or supervision. However, the researcher was able to provide recommendation for academic review and future professional implementation. A major advantage of action research is the ability of the researcher to be part of the study process and to manipulate variables. A key disadvantage of the action research is the tendency of the researcher loosing objectivity (Somekh, 2006).
Experimentation
Experimentation refers to the use of scientific approaches and data investigate phenomenon so that the findings can be replicated in successive research (Jupp, 2006). In the current study, experimentation was relevant because there are theories and laws whose adherence by the hotel managers was tested. The researcher was able to experiment various theories using closed ended questions to test cause and effect. For example, the researcher used experimentation to determine the causal factors of WLC and the effects or consequences among hotel managers in China and Vietnam. The researcher was able to set the variables for the study objectively. A major advantage of the experimentation process was that the scientific data can be generalizes in successive studies because they have statistical foundation (Tashakkari & Charles, 2003). A major disadvantage for the experimentation strategy is lack of flexibility in implementation, considering the respondents were being contacted using online questionnaire. This calls for the researchers’ high level of statistical knowledge (Matthews & Ross, 2010).
Archival Research
Archival research refers to the use of secondary sources for purposes of exploring topics in a descriptive manner. Most archival research materials are easily accessible from databases or websites (Jupp, 2006). In the current study, archival research was relevant to enable the research build a strong theoretical framework from peer-reviewed journals, articles, e-books and other authoritative internet sources. The archival research strategy has various merits. First, it is possible for the researcher to explore various historical sources rapidly, affordable and within a short time. Second, the archival research simplifies the researcher’s capability of describing phenomenon using published materials over a timeframe. The demerits of archival research include inability to authenticate some sources, the authors, the contents and other input information (Wertz, 2011).
Research Choices
The fourth layer of the research onion is the choices. Ordinarily, there are three research choices available for any researcher. These include mixed methods, multiple methods and mono methods (Walliman, 2001). The researcher chose mixed method for its ability to combine quantitative approaches with secondary sources under the current study social settings (Tashakkari & Charles, 2003). The quantitative method was useful for guiding survey data collection and analysis because of the statistical attributes (Creswell, 2009). The quantitative studies allowed the respondents to provide a controlled response that enables the researcher to correlate to the coded systems that was used (Collis & Hussey, 2009). Therefore, the measurements addressed the findings in a statistical system by use of means, median, standard deviation and percentages depending on the analysis technique used during the study (Saunders et al., 2012).
The secondary sources (Paivi and Kovalainen, 2008) were useful for understanding the characteristics and challenges of hotel managers from China and Vietnam on WLB, WLC and WLE. The secondary sources are subjective and researchers used these when collecting data from journals, articles, books and other verified publications. On the other hand, the quantitative studies are studies based on the measurement of the data collected from the study sample (Saunders et al., 2012). In this study, the surveys were to find out exactly what the respondents feel towards the purpose of the study. Moreover, the researcher asked questions that allowed the respondents to give explanations while driving at the point of concern (Bergman, 2008).
The main advantage of the mixed method is ability of the quantitative and qualitative approaches providing information for each other’s gaps (VanderStoep & Johnston, 2009). By deploying the secondary sources and quantitative approaches under mixed methods, the researcher was able to identify the consistency of responses, the different opinions and views on the issues topic (Halcomb & Sharon, 2009). Therefore, with reference to this, for the literature review, the researcher had an in-depth understanding of the results obtained in a study while the quantitative studies verified the results obtained (Bergman, 2008).
The mono method was not adopted in the current study because of its inherent biases and lack of suitability with the favourable research traditions and philosophies. Essentially, the mono- method does not have room for counterchecking sources and views (Collis & Hussey, 2009). The multi-method was also not used in this study because, whereas it embraces the qualitative and quantitative methods of data collection, it emphasises one of the two during data analysis and this is a demerit and is detrimental to the study validity, reliability and credibility of outcome (Bryman, 2004).
Time Horizon
The fifth layer of the research onion is time horizon. Typically, the time horizons are either cross sectional or longitudinal according to the suitability of the study and justifications (Saunders et al., 2009). Under the cross sectional time horizons, the researcher can access various sources of data and information within a limited period (Easterby-Smith, Thorpe & Jackson, 2008). For this reason, the researcher adopted the cross-sectional time horizon in the current study of hotel managers in China and Vietnam using the schedules shown in Appendix I. In the contrary, the longitudinal time horizon entails the use of longer time and single or fewer sources of data and information (Ghauri & Gronhaug, 2005). Therefore, this later time horizon was excluded in the current study.
Data Collection Instruments and Methods
At the centre of the research onion are the data collection instruments and methods. As earlier indicated, a survey instrument was used to gather quantitative data as show in Appendix II (Saunders et al., 2009). The rationale for adopting a survey questionnaire was due to its suitability and fitness with the epistemology traditions and positivist philosophy (Maylor & Blacmon, 2005). It is easier to deduct data from numerous respondents when gathered by a survey instrument then combine with other mixed methods under a cross sectional time horizon (Churchill & Iacobucci, 2002). Moreover, the findings from survey questionnaire are verifiable using scientific approaches (Brace, 2008). The survey questionnaire was designed under the following steps:
Figure 4: Questionnaire preparation steps
The survey questionnaire was in English, however, during administration, to some managers whose first language is not English and with slight problems, some interpretation was accomplished (Douglas and Craig (2007) as shown in the figure below.
Figure 5: Questionnaire Translation Method.
The following figure illustrates the final questionnaire administration strategies:
Figure 6: Questionnaire administration options
Sampling Procedures
For this study, the researcher used purposive sampling technique to identify the sample for the study. According to Korjala (2012), this technique enables the researcher to target a group of people believed to have the most reliable information concerning the study. More so, Korjala (2012) stated that the purposive sampling technique has a particularly decisive power to select information rich cases with an in-depth analysis related to the central issues under studied. Therefore, the researcher purposely selected the managers from the Vietnamese and Chinese hotels. The researchers targeted at least 385 respondents from China and Vietnem for the survey questionnaires via online platform for expediency purposes. Sampling was based on a 5% error margin assuming and 95% Confidence Level (West, 2013) as a target population of 1,000,000 given that Asia has a large population of those working in the hotel industry. Additionally, the researcher purposely targeted 10 managers, which five from each of these countries for interviews with the best judgement possible.
Quantitative and Qualitative Data Analysis and Triangulation
Quantitative data was analysed using SPSS tool. Based on Saunders et al., (2012)’s reports, this involved summarizing the key findings of a research and noting down the frequent responses on the various answers that were made during the questionnaire administration. To scrutinize the information acquired from the respondents, the researcher used a quick impressionist summary. The responses were be put down in tables based as the correlation variables were addressed based on significance value of α=0.05 in support or rejection of hypothetical statements. This enabled the researcher to interpret the findings made and make scientific conclusions (SPSS Inc., 2008). This was useful to explain the deductions made from the research findings (Bryman &Bell, 2007). The questionnaire results were presented using tables and figures to enable the researchers to quantify the results obtained from the research and get to compare it to other researches and literatures presented by other authors (Saunders et al., 2012). The findings from secondary sources were analysed by thematic matches and references while addressing each questions (Wertz, 2011; Robertson, 2000). Mixed methodology (Hair et al., 2010) was accomplished for the survey and secondary source cited in the topic as the final strategy of analysis.
Reliability / Validity / Sensitivity / Generalisability / Bias Issues
To achieve the validity and reliability of the interviews, the researcher performed a pilot study a month prior to the study (Brace, 2008). A total of 38 individuals were used during the survey study and 6 for interview. Therefore, pilot studies involved 3 interviews and 128 surveys. This was based on the argument that a third of each target sample would help bring out desirable preliminary results for the pilot study for ease of generalizability of outcomes in the main study (Holstein & Gubrium, 2004). The respondents were allowed to address the major areas of the interviews and the questionnaires that need further clarification or change. This helped the researcher to get the valid instruments for the research while obtaining the reliable data during the research. The reason for this number of respondents was to allow the researcher get an overview of the final study. This allowed the researcher to avoid the obvious consequences that come with costs, time and unnecessary questions besides addressing the mistakes that might show during the study (Saunders et al., 2009).
Purposive sampling and targeting of middle to senior level managers from hotels in China and Vietnam was to improve the study outcome validity (Marczyk, DeMatteo & Festinger, 2005). The content validity adhered to the Kultu (2006) framework. The quantitative data reliability was based on Cronbach’s alpha α= 0.07 (Hair et al., 2010). The questionnaire sensitivity was addressed from the 7-point Likert scale to ensure majority views the respondents are captured (Denscombe, 2003). The mixed methodology was to address potential bias issues in the study (Lancaster, 2005).
Ethical Obligations
To obtain the information from the managers the researcher made sure that the purpose of the study was fully explained using a consent form attached to the survey and interview questionnaires (Sales & Folkman, 2000). This acted like a debrief to the hotel managers on the study on what the research was to address and the main reason behind performing the study (Campbell & Groundwater-Smith, 2007). Additionally, the researcher obtained permission from the University Internal Review Board (IRB) to perform the study at the convenience of the researchers. Furthermore, the researcher ensured that the respondents participated voluntarily in the study. Additionally, the researcher ensured that the responses will be confidential at all times. All collected data will be kept confidential and private by coding responses. The participants were assured that no harm would come upon them during the study process. The outcomes were only used for education purpose. Ethical protocols were observed during survey administration and it followed the rules of the university (American Psychological Association, 2002).
Chapter Summary and Expected Limitations
This chapter has presented the overall research methodology and methods adopted to gather and analyse findings. The chapter was largely guided by the research onion due to its robust explanations and justification of choices (Saunders et al., 2009). The next chapter will present the data findings and analysis. When analyzing work-life conflicts, the researcher anticipated to encounter cross-cultural issues / dimensions. For example, management power distances, femininity and masculinity. However, the researcher ensured that the respondents are provided with the information as to why the research was being conducted. Additionally, the researcher anticipated to find hotel managers that are consistently busy and a hard time to get them at work. To avoid this, the researcher made appointments with these managers by sending request emails / notifications for the survey. More so, the researcher anticipated that the study would be performed without many problems that might develop from the study.
Chapter 4: Data Finding and Analysis
Introduction
This chapter presents the primary and secondary findings including the demographics and hypothetical positions. The first study objective was to explore the human resource characteristics and nature of the global and Asian hospitality industry. One way of looking at the characteristics is hotel-staffing trends in terms of management gender proportions, age bracket and experiences, most preferred managers’ qualifications, rewards, benefits and policies for WLB.
Demographic Findings
From the survey, there were a total of 385 management respondents, whereby 63.16 were from China and 36.84% are from Vietnam as shown in the table below. From the interviews, there were six successful feedbacks, three from each country. Out of the 385 managers who took part in the survey, 68.42% are male and 42% are female as shown in the table and figure below.
| Gender of manager | Total | ||||
| Male | Female | % | |||
| Country of work | China | 165 | 78 | 243 | 63.16% |
| Vietnam | 98 | 44 | 142 | 36.84% | |
| Total | 263 | 122 | 385 | 100% | |
| 68.42% | 31.58% | 100% | |||
Table 1: Country Managers vs Gender
Figure 7: Country Managers vs. Gender
Six managers took part in the interviews, three from China and Vietnam respectively. [Key: C – Chinese Manager ; V – Vietnamese Manager]. There were two male and one female managers from China and two females and one male from Vietname who participated in the survey. The Chinese managers were from Shangri-La, InterContinental and Nikko Hotels rspectively. The Vietnamese managers were from Bich Duyen, Hanoi Siesta and Golden Sun Suite Hotels respectively as shown in Appendix IV with full interview transcript.
A study by Lockwood (2003) established that both genders have been taking up professional roles to complement rather than compete each other’s diversity. A similar trend was noted by Miller (2006) who added that there are changes in professional demographic structures so that families can achieve WLB. According to Friedman and Greenhaus (2000), having both genders in working positions creates better understanding of each others on the work expectations and family balance therefore appropriate decisions can me reach all the time. Eventually, the gender representations will enhance work and family commitments.
The age bracket of the managers was evaluated to understand the hospitality industry trends. The sampled Chinese and Vietnames hotel managers fall across all age brackets, with the 36 – 45 years having the highest representation at 35.34% as shown in the table and figure below.
| Age of manager | Total | |||||||
| 18 – 25 years | 26 – 35 years | 36 – 45 years | 46 – 55 years | over 55 years | % | |||
| Country of work | China | 3 | 22 | 31 | 21 | 7 | 243 | 63.16% |
| Vietnam | 7 | 13 | 16 | 11 | 2 | 142 | 36.84% | |
| Total | 29 | 101 | 136 | 93 | 26 | 385 | 100% | |
| Percentage | 7.52% | 26.32% | 35.34% | 24.06% | 6.76% | 100% | ||
Table 2: Country Managers vs. Age bracket of managers
Figure 8: Country Managers vs Age bracket of managers
In order for workers to achieve better WLB, it is critical for the employer to consider their age (Lovhoiden et al, 2011). This is because age has implications on the way they prioritize work and family issues (Butera, 2010). This belief explains why nearly 80% employees are more willing to engage with employers who allow workers from 21 – 39 years old to have flexible attention for work and family (Miller, 2006). Otherwise employers who pay little or no attention to age factors are likely to experience high staff turnover as the second to third millenials seek better job opportunities to minimize WLC (Mulvaney et al, 2006; Wong & Ko, 2009).
The marital status of the managers was evaluated as important background information on the role strain, WLB and commitments. From the survey, majority of the respondents 66.17% are married, followed by singles at 16.54% as shown in the table and figure below. Research shows that the employees martital status points towards their attitude to work and family responsibilities (Lovhoiden et al, 2011). There is some belief that married employees are more committed to work to provide for their families and these tend to retain longer at work as well (Scholarios & Marks, 2004). Research also shows that married and singles derive different WLB satisfactions depending on their responsibilities (Wong & Ko, 2009).
| Managers’ marital status | Total | |||||||
| Single | Married | Divorced | Separated | Other | % | |||
| Country of work | China | 46 | 159 | 20 | 9 | 9 | 243 | 63.16% |
| Vietnam | 17 | 96 | 18 | 8 | 3 | 142 | 36.84% | |
| Total | 63 | 255 | 38 | 17 | 12 | 385 | 100% | |
| Percentage | 16.54% | 66.17% | 9.77% | 4.51% | 3.01% | 100% | ||
Table 3: Country Managers vs Marital Status
Figure 9: Country managers vs Marital Status
The number of children and dependants of the managers was assessed to provide information on the antecedents of work-family role strains. Majority of the Chinese and Vietnamese managers have 1-3 dependants at cumulative 75.93% as shown in the table and figure below.
| Number of children / dependants in managers’ family unit | Total | |||||||
| No dependants | 1-3 dependants | 4-6 dependants | 7-10 dependants | Over 10 dependants | % | |||
| China | 43 | 176 | 15 | 3 | 6 | 243 | 63.16% | |
| Vietnam | 6 | 116 | 11 | 6 | 3 | 142 | 36.84% | |
| Total | 49 | 292 | 26 | 9 | 9 | 385 | 100% | |
| Percentage | 12.78% | 75.93% | 6.77% | 2.26% | 2.26% | 100% | ||
Table 4: Country Managers vs. Number of dependants in the family unit
Figure 10: Country Manager vs. number of dependants in family unit
Among the managers who took part in the interviews, C1 male manager is married with no children. C2 female manager is a single mother of one child. C3 female manager is separated with spouse and has two children. V1 female manager is separated from spouse and has two children. V2 male manager is divorces but supports his three children. V3 female manager is married with two children as shown in Appendix IV.
Marrital status also affects career satisfaction and ability of the employee to perform according to expectations (Butler et al., 2005). For example, couples working the same shift such as at night within the hospitality industry could be facing some WLC because of family apprehension especially when they have young children (Presser, 2004). Moreover, Williams & Boushey (2010) noted that married couples in the hospitality industry working night shift sometimes consider this as an intrusion to their family schedules such as child care and this creates WLC.
In China, this issue is particularly driven by the one child policy, which has been under review lately. The survey on the number of dependants is important to review the dependants of a hotel manager and the provision for childcare and work balance (Williams & Boushey, 2010). This is critical because the hospitality industry has busy schedules and children and immediate family member dependants matter (Lovhoiden et al, 2011). Additionally, the balance between attention to dependants and work schedules determines the managers’ career satisfaction (Catherine, 2004).
The managers educational qualifications was assessed to determine the potential of their career progression as they seek better terms for WLB and to be able to handle more roles within the hospitality industry (Lovhoiden et al, 2011). From the survey, majority of the respondents had a cumulative percentage of 48.87% with Bachelor Degree followed by 27.82% with Diploma in hospitality field as shown in the table and figure below. The hospitality industry requires qualified professionals who are able to achieve WLB throughout the year by being able to communicate the work and family issues clearly (Edralin & Castillo, 2001). Besides, education in hotel management shows whether the managers have sufficient capacity to fit into the hotel environment and be first learners of the enculturation programmes to minimize WLC (Cleveland et al., 2007).
| Manager’s highest educational qualification | Total | |||||||
| High school certificate | Diploma | Bachelor Degree | Master Degree | Doctorate Degree | % | |||
| Country of work | China | 3 | 58 | 118 | 55 | 9 | 243 | 63.16% |
| Vietnam | 3 | 49 | 70 | 17 | 3 | 142 | 36.84% | |
| Total | 6 | 107 | 188 | 72 | 12 | 385 | 100% | |
| Percentage | 1.50% | 27.82% | 48.87% | 18.80% | 3.01% | 100% | ||
Table 5: Country Managers vs. Educational Qualifications
Figure 11: Country Managers vs. Educational Qualifications
The survey of managers’ positions was assessed to ensure roles are captured and to avoid bias. 37.60% are senior managers, 33.83% are middle level managers and 28.57% are senior head of departments as shown in the following table and figure. The objective of the hospitality industry is to ensure respective manageemnt positions are carefuly selected / interviewed before job placement to capture all their work potentials and family issues that are likely affect retention and performance (Harris et al., 2007). If the hotels and restairants can achieve this balance, the business will be competitive and there will be minimal operational disruptions (Xiao & O’Neill, 2010).
| Management position | Total | |||||
| Senior head of department | Middle level manager | Senior level manager | % | |||
| Country of work | China | 61 | 92 | 90 | 242 | 63.16% |
| Vietnam | 49 | 38 | 55 | 142 | 36.84% | |
| Total | 110 | 130 | 145 | 385 | 100% | |
| Percentage | 28.57% | 33.83% | 37.60% | 100% | ||
Table 6: Management position
Figure 12: Management Position
The survey on the experience in management role was important to partly to determine work retention and also the job security which is critical for addressing some family roles strains (Lovhoiden et al, 2011). From the survey, about 32.33% of the managers have been in the role for 6-10 years while 30.08% have been for 10-15 years as shown in the table and figure below. Among the managers interviewed, C1 male managers has been working for 4 years, C2 female for 6 years, C3 male for 10 years, V1 female for 5 years, V2 male for 4.5 years and V3 female for 7 years as shown in Appendix IV.
| Experience in management role in hotel(s) | Total | |||||||
| Less than 2 years | 2 – 5 years | 6 – 10 years | 10 – 15 years | Over 15 years | % | |||
| China | 9 | 52 | 90 | 69 | 23 | 243 | 63.16% | |
| Vietnam | 14 | 35 | 34 | 47 | 12 | 142 | 36.84% | |
| Total | 23 | 87 | 124 | 116 | 35 | 385 | 100% | |
| Percentage | 6.02% | 22.56% | 32.33% | 30.08% | 9.02% | 100% | ||
Table 7: Experience in management role in hotel
Figure 13: Experience in management role in hotel
Previous attrition for regular hotel staff was at 50% while that if managers was 21% (Smith Travel Research, 2003). According to Cleveland et al., (2007), many hotels and restaurants do not have enough personnel, or sometimes qualified staffs in some specialiced areas due to the high levels of attrition as employees seek for better WLB opportunities. Therefore, hospitality industry employers often focus on creating WLE strategies to ensure experienced managers are retained longer for better career progressions (Service Skills Australia, 2009).
The managers work benefits and entitlements was assessed as an indicator of WLB, resource conservation, work enrichment, ehnancement and interventions strategies. From the survey, the Chinese and Vietnames managers have multiple rewards and benefits to increase their productivity and enable them achieve WLB as shown in the table and figure below. Research has shown that benefits and rewards are common cause of WLC (Belkins, 2010). The author elaborated that most employees in the USA who earn a salary of $140,000 – 320,000 annually are forced toil for about 70 hours weekly. These long hours imply that such employees will be away from their families longer than those who work shorter hours weekly. The consequence is conflict in the family when such employees pursue the higher rewards and benefits. However, Flora (2010) stated that WLC occur across all cadres of employees as opposed to the middle and senior manager levels. The author cited the consequences of such WLC across all levels of employees as poor retention at work, irregular attendance, unpredictable performance and propensity of losing jobs due to range of misconduct.
| Managers’ entitled work benefits | Total | ||||||||||
| Paid annual leave | Healthcare insurance for dependants | Education scholarship for dependants | Annual bonus | Holiday vouchers | Entertainment allowances | Car loans and maintenance allowances | Other fringe benefits | % | |||
| Country of work | China | 23 | 41 | 32 | 23 | 35 | 49 | 26 | 14 | 243 | 63.16% |
| Vietnam | 20 | 31 | 11 | 6 | 27 | 15 | 14 | 18 | 142 | 36.84% | |
| Total | 43 | 72 | 43 | 29 | 62 | 64 | 40 | 32 | 385 | 100% | |
| Percentage | 11.28% | 18.80% | 11.28% | 7.52% | 15.79% | 16.54% | 10.53% | 8.27% | 100% | ||
Table 8: Managers’ Benefits
Figure 14: Managers’ Benefits
Hypotheses Findings
Various sets of hypotheses were tested in this study. The second study objective was to critically review the role-strain theory how it affects hotel managers in China and Vietnam. A set of hypothesis addressed the Role Strain Theory according to the managers’ perceptions. The mean for RSH1 was 5.5865 who ‘agree’ or ‘slightly agree’ that managers’ duties are distracted by stress and performance anxiety because of family roles such as childcare. The mean for RHS2 was 3.6165 who ‘disagrees’ or are ‘neutral’, that the heavy roles and responsibilities have negative impact on manager’ health. The mean for RSH3 was 3.9023 who ‘disagree’ or are ‘neutral’ that, the long working hours and roles affect managers’ sleeping schedules and cause mental irritability or anti-social behaviour. The mean RSH4 was 3.5414 who ‘disagree’ or are ‘neutral’ that the work roles lead to dissatisfaction with work, family tensions and general exhaustion. The hotel managers’ outcomes are shown in the table and figure below.
| RSH1: As a hotel manager, your work duties are distracted by stress and performance anxiety because of family roles such as childcare. | RSH2: As a hotel manager, the heavy roles and responsibilities have negative impact on your health. | RSH3: As a hotel manager, the long working hours and roles affect your sleeping schedules and cause mental irritability or anti-social behaviour. | RSH4: As a hotel manager, the work roles lead to dissatisfaction with work, family tensions and general exhaustion | ||
| N | Valid | 385 | 385 | 385 | 385 |
| Missing | 0 | 0 | 0 | 0 | |
| Mean | 5.5865 | 3.6165 | 3.9023 | 3.5414 | |
| Median | 6.0000 | 4.0000 | 4.0000 | 3.0000 | |
| Mode | 6.00 | 3.00 | 4.00 | 3.00 | |
| Std. Deviation | .90560 | .80455 | 1.18619 | .87483 | |
| Variance | .820 | .647 | 1.407 | .765 | |
| Skewness | -.138 | .278 | .081 | .147 | |
| Std. Error of Skewness | .210 | .210 | .210 | .210 | |
| Kurtosis | -.735 | -.202 | -.125 | -.049 | |
| Std. Error of Kurtosis | .417 | .417 | .417 | .417 | |
| Minimum | 4.00 | 2.00 | 1.00 | 1.00 | |
| Maximum | 7.00 | 6.00 | 7.00 | 6.00 | |
Table 9: Role Strain Theory Statistics
Figure 14: Role Strain Theory Statistics
From the interviews about role strain as shown in Appendix IV, C2 – Female managers stated,
“As a single mother of one child, a lot of times I feel overwhelmed with the work and family roles. For example, my when my son is ill, I have to seek permission from work, sometimes for days to stay with him as he does not agree to be with my domestic helper / maid. Moreover, when I have to work night shift, my son demands several long telephone calls before he goes to bed and this sometimes strains my work roles.”
An Analysis of Variance (ANOVA) on the Role Strain Theory was done on the Chinese and Vietnamese hotel managers views. The Degree of Freedom (F) of the managers views on the role strain ranged from F = 0.14 to F = 1.625 which is big differences as shown in the table below. Furthermore RSH1 had value of p = 0.455 > 0.05 as insignificant and hypothesis is not fully supported. RSH2 had value of p = 0. 905 > 0.05 as insignificant and hypothesis is not fully supported. RSH3 had value of p=0.204 > 0.05 as insignificant and hypothesis is not fully supported. RSH4 had value of p = 0.749 > 0.05 as insignificant and hypothesis is not fully supported. The details of ANOVA between Chinese and Vientames hotel management groups is shown in the table below.
| Sum of Squares | Df | Mean Square | F | Sig. | Judgement
> p=0.05< |
||
| RSH1: As a hotel manager, your work duties are distracted by stress and performance anxiety because of family roles such as childcare. | Between Groups | .477 | 1 | .477 | .562 | .455 | Reject |
| Within Groups | 111.192 | 383 | .849 | ||||
| Total | 111.669 | 384 | |||||
| RSH2: As a hotel manager, the heavy roles and responsibilities have negative impact on your health. | Between Groups | .013 | 1 | .013 | .014 | .905 | Reject |
| Within Groups | 117.551 | 383 | .897 | ||||
| Total | 117.564 | 384 | |||||
| RSH3: As a hotel manager, the long working hours and roles affect your sleeping schedules and cause mental irritability or anti-social behaviour. | Between Groups | 2.496 | 1 | 2.496 | 1.625 | .205 | Reject |
| Within Groups | 201.233 | 383 | 1.536 | ||||
| Total | 203.729 | 384 | |||||
| RSH4: As a hotel manager, the work roles lead to dissatisfaction with work, family tensions and general exhaustion | Between Groups | .097 | 1 | .097 | .103 | .749 | Reject |
| Within Groups | 124.158 | 383 | .948 | ||||
| Total | 124.256 | 384 | |||||
Table 10: Role Strain Theory – ANOVA
The third study objective was to identify and analyze experiences of Asian hospitality managers in China and Vietnam in conservation of resources towards WLE. The next set of hypotheses covered Conservation of Resource Theory as perceived by the Chinese and Vietnamese hotel managers. The CRH1 mean was 5.3308 who ‘agree’ or ‘slightly agree’ that family obligations force managers to work longer to fill needs of insufficient resources. CRH2 mean was 1.8421 who ‘disagrees totally’ or ‘disagree slightly’ that managers are willing to quit current job to enable the organization conserve their scarce resources and improve returns. CRH3 mean was 5.5414 who ‘agree’ or ‘agree slightly’ that the current resources enable managers to meet their goals and roles together with family needs. Gorgieriski & Hobfoll (2008) elaborated that the intrinsic resources are useful for motivating workers as part of the condition for their good performance at work. The researchers recognized the importance or resources supporting the employee at work and family level as optimum utility and conservation in support of views by Carlson et al., (2006). The survey outcomes are illustrated in the table and figure below.
| CRH1: As a hotel manager, your family obligations force you to work longer to fill needs of insufficient resources. | CRH2: As a hotel manager, you are willing to quit current job to enable the organization conserve their scarce resources and improve returns. | CRH3: As a hotel manager, the current resources enable you to meet your goals and roles together with family needs. | ||
| N | Valid | 385 | 385 | 385 |
| Missing | 0 | 0 | 0 | |
| Mean | 5.3308 | 1.8421 | 5.5414 | |
| Median | 5.0000 | 2.0000 | 6.0000 | |
| Mode | 5.00 | 2.00 | 6.00 | |
| Std. Deviation | .68226 | .66106 | .69097 | |
| Variance | .465 | .437 | .477 | |
| Skewness | .344 | .662 | .059 | |
| Std. Error of Skewness | .210 | .210 | .210 | |
| Kurtosis | .124 | 1.247 | -.209 | |
| Std. Error of Kurtosis | .417 | .417 | .417 | |
Table 11: Conservation of Resources Theory
Figure 15: Conservation of Resource Theory
From the interviews on conservation of resources as shown in Appendix IV, V3- Female manager stated,
“I appreciate that my employer provides car loans to enable use be mobile between work and family responsibilities. However, I would be happier if they increase the fuel allowance, which has not been reviewed for the last five years despite the soaring inflation rates. Hence, I would be comfortable when driving late at night from work to my family or whenever there is an emergency.”
The ANOVA of the Conservation of Resources established Degree of Freedom of managers’ responses ranging from F = 0.089 to F = 0.522 as moderate differences. The CRH1 had value of p = 0.464 > 0.05, which is insignificant and hypothesis is not fully supported. The CRH2 had value of p = 0.089 > 0.05, which is insignificant and hypothesis is not fully supported. The CRH3 had value of p = 0.522 > 0.05, which is insignificant and hypothesis is not fully supported.
The conservation of resources theory encompasses the workers health, provision of family needs, bolstering of self esteem, feeling of self efficacy and authenticity (Gorgieriski & Hobfoll, 2008). The example of a worker with a car to be punctual to work and addresses any emergency family issues is a universal manifestation of conservation of resources theory. Furthermore, workers are often provided with primary and secondary resources to achieve dual goals in life (Carlson et al., 2006). The ability of workers to balance the primary and secondary resources is a unique value that organizations scout from employees (Greenhaus & Powell, 2006). The outcomes for the Conservation of Resource are in the table below.
| Sum of Squares | df | Mean Square | F | Sig. | Judgement > p=0.05< | ||
| CRH1: As a hotel manager, your family obligations force you to work longer to fill needs of insufficient resources. | Between Groups | .251 | 1 | .251 | .538 | .464 | Reject |
| Within Groups | 61.192 | 383 | .467 | ||||
| Total | 61.444 | 384 | |||||
| CRH2: As a hotel manager, you are willing to quit current job to enable the organization conserve their scarce resources and improve returns. | Between Groups | 1.268 | 1 | 1.268 | 2.943 | .089 | Reject |
| Within Groups | 56.417 | 383 | .431 | ||||
| Total | 57.684 | 384 | |||||
| CRH3: As a hotel manager, the current resources enable you to meet your goals and roles together with family needs. | Between Groups | .198 | 1 | .198 | .412 | .522 | Reject |
| Within Groups | 62.825 | 383 | .480 | ||||
| Total | 63.023 | 384 | |||||
Table 12: Conservation of Resources ANOVA
The third study objective was to determine and analyze the antecedences and consequences of work-life conflicts (WLC) experienced by Asian hospitality managers in China and Vietnam. The next set of hypotheses covered the Chinese and Vietnamese hotel managers view on WLC. The WLCH1 mean was 5.6391who ‘agree’ or ‘agree slightly’ that managers often experience some mental distraction while on work duty because of family issues. The WLCH2 mean was 4.7218 who are ‘neutral’ or ‘agree’ that managers often have work responsibility conflicting with family obligations. The WLCH3 mean was 4.9248 who are ‘neutral’ or ‘agree’ that the managers’ long working hours affect their attention to family obligations. The WLCH4 mean was 4.4812 who are ‘neutral’ or ‘agree’ that superiors’ pressure to work overtime is affecting managers’ family roles.
Researchers show that work pressure is another leading cause of WLC when managers are unable to balance official duty with family responsibility (Carlson, Grzywacz & Zivnuska, 2009) due to Strain-Based Conflicts (SBC). The earlier example of young a mother struggling to balance between management roles and the family requirements is candid enough. If the mother is a single parent, the situation is more complex due to demand of allocating time between work and attention to the child. If the child feels neglected and expresses the same to the mother, some work pressure will build in an attempt to rectify the situation. The mother is sometimes strained between cancelling an important management meeting and attending to the urgent needs of the family or school meetings (Brough, Biggs & Ryan, 2008). The survey outcomes for the hotel managers are in the table and figure below.
| WLCH1: As a hotel manager, you often experience some mental distraction while on work duty because of family issues. | WLCH2: As a hotel manager, you often have work responsibility conflicting with family obligations. | WLCH3: As hotel managers, the long working hours affect your attention to family obligations. | WLCH4: As a hotel manager, your superiors’ pressure to work overtime is affecting your family roles. | ||
| N | Valid | 385 | 385 | 385 | 385 |
| Missing | 0 | 0 | 0 | 0 | |
| Mean | 5.6391 | 4.7218 | 4.9248 | 4.4812 | |
| Median | 6.0000 | 5.0000 | 5.0000 | 4.0000 | |
| Mode | 6.00 | 5.00 | 5.00 | 4.00 | |
| Std. Deviation | .73173 | .73189 | .62309 | .82206 | |
| Variance | .535 | .536 | .388 | .676 | |
| Skewness | -.142 | -.101 | .433 | .061 | |
| Std. Error of Skewness | .210 | .210 | .210 | .210 | |
| Kurtosis | -.191 | -.260 | 1.052 | .341 | |
| Std. Error of Kurtosis | .417 | .417 | .417 | .417 | |
Table 13: Work Life Conflict Statistics
Figure 16: Work Life Conflict
From the interviews on causes of WLC as shown in Appendix IV, C3- Male manager stated,
“Clearly, with a wife who demands a lot of family attention, my long working hours do not auger well with the wishes. Often I have to ponder whether I am in the right profession or if I should explore other more flexible jobs other than the hospitality industry. I pray that the work life conflict will resolve some day along my career.”
The ANOVA for WLC among the Chinese and Vietnamese hotel managers’ responses had Degree of Freedom ranging from F = 0.316 to F = 2.474 which implies big differences. WLCH1 had value of p = 0.121 > 0.05 which is insignificant and hypothesis is not fully supported. WLCH2 had value of p = 0.118 > 0.05 which is insignificant and hypothesis is not fully supported. WLCH3 had value of p = 0.441 > 0.05 which is insignificant and hypothesis is not fully supported. WLCH4 had value of p = 0.316 > 0.05 which is insignificant and hypothesis is not fully supported.
Researchers show that gender is a growing dimension of WLC in some industries which are yet to embrace equal job opportunity or task allocation (ILO, 2005; Brough, Biggs & Ryan, 2008). Redmond (2006) stated that men are more exposed to WLC because they are unable to multi-task as much as their women counterparts are supported this view. The problems of WLC aligned to gender roles have lately given rise to flexi-time working arrangement where women on maternity can either work from home or leave work earlier to attend to children in (ILO, 2005). However, some researchers contradict this view on gender and WLC. For example, Margaret (2009) and Margaret (2009) posit that WLC occurs to both males and females equally as opposed to perceptions that the later are more vulnerable. Overall, Redmond (2006) added that either gender should strive to meet the requirements of their work and families to minimize WLC. The survey outcomes for the hotel managers are illustrated in the table below.
| Sum of Squares | Df | Mean Square | F | Sig. | Judgement >p= 0.05< | ||
| WLCH1: As a hotel manager, you often experience some mental distraction while on work duty because of family issues. | Between Groups | 1.289 | 1 | 1.289 | 2.433 | .121 | Reject |
| Within Groups | 69.388 | 383 | .530 | ||||
| Total | 70.677 | 384 | |||||
| WLCH2: As a hotel manager, you often have work responsibility conflicting with family obligations. | Between Groups | 1.311 | 1 | 1.311 | 2.474 | .118 | Reject |
| Within Groups | 69.396 | 383 | .530 | ||||
| Total | 70.707 | 384 | |||||
| WLCH3: As a hotel manager, the long working hours affect your attention to family obligations. | Between Groups | .233 | 1 | .233 | .598 | .441 | Reject |
| Within Groups | 51.015 | 383 | .389 | ||||
| Total | 51.248 | 384 | |||||
| WLCH4: As a hotel manager, your superiors’ pressure to work overtime is affecting your family roles. | Between Groups | .215 | 1 | .215 | .316 | .575 | Reject |
| Within Groups | 88.988 | 383 | .679 | ||||
| Total | 89.203 | 384 | |||||
Table 14: WLC ANOVA
The next set of hypotheses covered the consequences of WLC among the Chinese and Vietnamese hotel managers. The CH1 mean was 5.2556 who ‘agree’ or ‘slightly agree’ that the managers’ overtime roles create significant conflicts with your family relations. The CH2 mean was 4.9549 who are ‘neutral’ or ‘agree’ that superiors demand for performance creates conflict between managers’ work roles and family. The CH3 mean was 5.1203 who ‘agree’ or ‘slightly agree’ that the 24/ 7 schedules impacts labour pressure on managers and this conflict with their family responsibilities. The CH4 mean was 4.7068 who are ‘neutral’ or ‘agree’ that the busy work schedule limits the childcare responsibilities which eventually lower managers’ concentration and work performance. The CH5 mean was 5.0977 who ‘agree’ or ‘agree slightly’ that the prevailing WLC are causing strain to managers’ life satisfaction including marriage, family time and get together. Research has traced the consequences of WLC to breakdown in communication at families, disagreement and sometimes divorce (Jeanette, 2007). The researcher cited lack of attention to families coupled with irrational decisions as a common consequence of WLC leading to dissolution of marriages. The survey outcomes are shown in the table and figure below.
| CH1: As a hotel manager, the overtime roles create significant conflicts with your family relations. | CH2: As a hotel manager, your superiors demand for performance creates conflict between your work roles and family. | CH3: As a hotel manager, the 24/ 7 schedules impacts labour pressure on you and this conflict with your family responsibilities | CH4: As a hotel manager, your busy work schedule limits the childcare responsibilities which eventually lower your work performance | CH5: As a hotel manager, the prevailing WLC are causing strain to your life satisfaction including marriage, family time and get together. | ||
| N | Valid | 385 | 385 | 385 | 385 | 385 |
| Missing | 0 | 0 | 0 | 0 | 0 | |
| Mean | 5.2556 | 4.9549 | 5.1203 | 4.7068 | 5.0977 | |
| Median | 5.0000 | 5.0000 | 5.0000 | 5.0000 | 5.0000 | |
| Mode | 5.00 | 5.00 | 5.00 | 5.00 | 5.00 | |
| Std. Deviation | .55941 | .53463 | .62810 | .68293 | .70566 | |
| Variance | .313 | .286 | .395 | .466 | .498 | |
| Skewness | .532 | .258 | .465 | -.133 | .385 | |
| Std. Error of Skewness | .210 | .210 | .210 | .210 | .210 | |
| Kurtosis | .563 | 1.828 | .916 | .787 | .267 | |
| Std. Error of Kurtosis | .417 | .417 | .417 | .417 | .417 | |
Table 15: Consequences of WLC Statistics
Figure 17: Consequences of WLC
From the interviews on consequences of WLC as shown in Appendix IV, V2 – Male manager stated,
“When I work overtime, the children complain to my estranged wife and she threatens to pick up the issue with the child welfare officers to deny me weekend custody all the same. The sour relationship is really affecting my productivity especially on Mondays after the weekend visits. If the children were older, there would be better understanding and lesser consequences from the Work Life Conflicts”
The ANOVA of consequences of WLC established Degree of Freedom of the Chinese and Vietnamese hotel managers ranging from F = 0.094 to F = 1.384, which implies big differences. CH1 had value of p = 0.638 > 0.05 as insignificant and hypothesis is not fully supported. CH2 had value of p = 0.549 > 0.05 as insignificant and hypothesis is not fully supported. CH3 had value of p = 0.241 > 0.05 as insignificant and hypothesis is not fully supported. CH4 had value of p = 0.720 > 0.05 as insignificant and hypothesis is not fully supported. CH5 had value of p = 0.759 > 0.05 as insignificant and hypothesis is not fully supported.
There is a common view that many employees and managers are able to multi-task between work and home tasks and therefore capable of mitigating the negative consequences of WLC (Gibson, Ivancevich, Donnelly & Konopaske, 2006). The researchers stated that workers need a balance of the work and family schedules so that each receives adequate attention and minimizes WLC. The researchers further stated that work and family should complement systematically to reduce consequences of WLC (Gibson et al., 2006). The hotel managers’ survey outcomes are in the table below.
| Sum of Squares | Df | Mean Square | F | Sig. | Judgement > p=0.05< | ||
| CH1: As a hotel manager, the overtime roles create significant conflicts with your family relations. | Between Groups | .070 | 1 | .070 | .223 | .638 | Reject |
| Within Groups | 41.238 | 383 | .315 | ||||
| Total | 41.308 | 384 | |||||
| CH2: As a hotel manager, your superiors demand for performance creates conflict between your work roles and family. | Between Groups | .103 | 1 | .103 | .360 | .549 | Reject |
| Within Groups | 37.626 | 383 | .287 | ||||
| Total | 37.729 | 384 | |||||
| CH3: As a hotel manager, the 24/ 7 schedules impacts labour pressure on you and this conflict with your family responsibilities. | Between Groups | .545 | 1 | .545 | 1.384 | .241 | Reject |
| Within Groups | 51.531 | 383 | .393 | ||||
| Total | 52.075 | 384 | |||||
| CH4: As a hotel manager, your busy work schedule limits the childcare responsibilities which eventually lower your work performance | Between Groups | .061 | 1 | .061 | .129 | .720 | Reject |
| Within Groups | 61.503 | 383 | .469 | ||||
| Total | 61.564 | 384 | |||||
| CH5: As a hotel manager, the prevailing WLC are causing strain to your life satisfaction including marriage, family time and get together. | Between Groups | .047 | 1 | .047 | .094 | .759 | Reject |
| Within Groups | 65.682 | 383 | .501 | ||||
| Total | 65.729 | 384 | |||||
Table 16: Consequences of WLC ANOVA
The fifth study objective was to illustrate how to deploy WLE interventions neutralizes WLC among Chinese and Vietnamese hospitality managers. The next set of hypotheses covered the interventions for WLC among the Chinese and Vietnamese hotel managers. The mean for IH1 was 3.4962 who ‘disagree’ or are ‘neutral’ that managers have some flexi-time arrangements for work and family harmony. The mean for IH2 was 6.2256 who ‘agree slightly’ or ‘agree totally’ that managers enjoy special leave policies to enable them intervene on WLC. The mean for IH3 was 5.3383 who ‘agree’ or ‘slightly agree’ that managers have dependent-care insurance and benefits to relieve WLC. The mean for IH4 was 1.6617 who ‘disagree totally’ or ‘disagree slightly’ that managers have attended work-life balance seminar in the last 12 months. The IH5 mean was 4.0977 who are ‘neutral’ or ‘agree’ that managers have secure job contract to enable them provide for family and perform duties without any worries. Giardini & Frese (2006) clarified that it is important to address the methodology of WLC interventions. Moreover, manager need to have good approach for addressed WLC so that the workers can perform to their maximum levels. The hotel managers’ outcomes are in the table and figure below.
| IH1: As a hotel manager, you have some flexi-time arrangements for work and family harmony. | IH2: As a hotel manager, you enjoy special leave policies to enable you intervene on WLC. | IH3: As a hotel manager, you have dependent-care insurance and benefits to relieve WLC. | IH4: As a hotel manager, you have attended work-life balance seminar in the last 12 months. | IH5: As a hotel manager, you have secure job contract to enable you provide for family and perform duties without any worries. | ||
| N | Valid | 385 | 385 | 385 | 385 | 385 |
| Missing | 0 | 0 | 0 | 0 | 0 | |
| Mean | 3.4962 | 6.2256 | 5.3383 | 1.6617 | 4.0977 | |
| Median | 3.0000 | 6.0000 | 5.0000 | 1.0000 | 4.0000 | |
| Mode | 3.00 | 6.00 | 6.00 | 1.00 | 4.00 | |
| Std. Deviation | .73468 | .57230 | .95257 | 1.43489 | .67268 | |
| Variance | .540 | .328 | .907 | 2.059 | .452 | |
| Skewness | 1.119 | -.032 | -.140 | 2.270 | -.117 | |
| Std. Error of Skewness | .210 | .210 | .210 | .210 | .210 | |
| Kurtosis | 1.072 | -.323 | -.640 | 4.080 | .159 | |
| Std. Error of Kurtosis | .417 | .417 | .417 | .417 | .417 | |
Table 17: Interventions Statistics
Figure 18: Interventions
From the interviews on interventions of WLC as shown in Appendix IV, C3- Male manager stated,
“My employer has just rolled out special leave policy where managers will no longer go for all the 21 days at once, but break it down in 7 days, then spread it along the year. This way, I hope to achieve better work life balance and reduce conflicts in future.”
Additionally, as shown in Appendix IV, C3- male manager stated,
“My employer has just rolled out special leave policy where managers will no longer go for all the 21 days at once, but break it down in 7 days, then spread it along the year. This way, I hope to achieve better work life balance and reduce conflicts in future.”
The ANOVA for interventions of WLC among the Chinese and Vietnamese hotel manager responses had Degree of Freedom ranging from F = 0.000 to F = 3.954 which implies big differences. IH1 had value of p = 0.682 > 0.05 as insignificant and hypothesis is not fully supported. IH2 had value of p = 0.987 > 0.05 as insignificant and hypothesis is not fully supported. IH3 had value of p = 0.049 < 0.05 as significant and hypothesis is fully supported. IH4 had value of p = 0.153 > 0.05 as insignificant and hypothesis is not fully supported. IH5 had value of 0.202 > 0.05 as insignificant and hypothesis is not fully supported.
Among the most viable WLC interventions is the ability of the worker to balance between the work and family demands. Giardini &Frese (2006) provided a viable WLC intervention strategy. The researchers conducted a survey with 100 respondents to establish how they allocate time to attend to sick family members and other personal issues. The study established that workers whose managers always give time off to attend to sick family members and other forms of compassionate leave exhibit better cognitive dissonance at work compared to the rest who are always stressed. Simon (2009) established that workers who hardly get leave from work to attend family matters lack creativity while the counterparts were equal or better on the same attribute. The outcomes of this survey outlined one of the key WLC interventions that cordial relationship should exist between the worker and the managers during such circumstances. The hotel managers’ outcomes are shown in the table below.
| Sum of Squares | Df | Mean Square | F | Sig. | Judgement > p=0.05< | ||
| IH1: As a hotel manager, you have some flexi-time arrangements for work and family harmony. | Between Groups | .092 | 1 | .092 | .169 | .682 | Reject |
| Within Groups | 71.156 | 383 | .543 | ||||
| Total | 71.248 | 384 | |||||
| IH2: As a hotel manager, you enjoy special leave policies to enable you intervene on WLC. | Between Groups | .000 | 1 | .000 | .000 | .987 | Reject |
| Within Groups | 43.233 | 383 | .330 | ||||
| Total | 43.233 | 384 | |||||
| IH3: As a hotel manager, you have dependent-care insurance and benefits to relieve WLC. | Between Groups | 3.509 | 1 | 3.509 | 3.954 | .049 | Accept |
| Within Groups | 116.265 | 383 | .888 | ||||
| Total | 119.774 | 384 | |||||
| IH4: As a hotel manager, you have attended work-life balance seminar in the last 12 months. | Between Groups | 4.215 | 1 | 4.215 | 2.064 | .153 | Reject |
| Within Groups | 267.560 | 383 | 2.042 | ||||
| Total | 271.774 | 384 | |||||
| IH5: As a hotel manager, you have secure job contract to enable you provide for family and perform duties without any worries. | Between Groups | .741 | 1 | .741 | 1.646 | .202 | Reject |
| Within Groups | 58.988 | 383 | .450 | ||||
| Total | 59.729 | 384 | |||||
Table 18: Interventions ANOVA
The final study objective was to provide recommendations for WLE that can assist Chinese, Vietnamese hotel managers, and other stakeholders in the hospitality industries on methods maintaining work-life balance (WLB) .The next set of hypotheses covered hotel managers Work Life Enrichment (WLE) strategies between the Chinese and Vietnamese hotel managers. The EH1 had mean of 4.0075 who are ‘neutral’ or ‘agree’ that the work and family enrichment enables managers to have stable mental balance and health. EH2 had mean of 5.1128 who ‘agree’ or ‘agree slightly’ that work-life enrichment enables managers to be in good physical health and well-being. The EH3 had mean of 6.3308 who ‘agree slightly’ or ‘agree totally’ that work-life enrichment lowers managers’ chances of having chronic ailments. The EH4 had mean of 4.1880 who are ‘neutral’ or ‘agree’ that managers are satisfied with the action that the organization owners are taking towards work-life enrichment. The EH5 had mean of 4.000 who are ‘neutral’ that managers’ superiors support their views on family factors that lower work performance. EH6 had mean of 5.9624 who ‘agree’ or ‘agree slightly’ that managers perform duties to satisfaction and to reduce hand-over tension with next shift co-managers. EH7 had a mean of 4.5564 who are ‘neutral’ or ‘agree’ that managers look forward to meeting colleagues every new work shift. EH8 had a mean of 5.000 who ‘agree’ that managers are able to focus and perform your roles effectively due to the family support. EH9 had mean of 4.0075 who are ‘neutral’ or ‘agree’ that managers are in control of when to commence and finish work shifts. EH10 had mean of 6.3609 who ‘agree slightly’ or ‘agree totally’ that managers are in control of daily tasks priorities depending on the works flexibility. EH11 had a mean of 5.9549 who ‘agree’ or ‘agree slightly’ that managers often take weekly day-offs and get cover from colleagues or superiors. EH12 had a mean of 5.8571 who ‘agree’ or ‘agree slightly’ that managers’ superiors provide resources and incentives to enable them meet and balance family roles. EH13 had a mean of 4.1203 who are ‘neutral’ or ‘agree’ that managers regularly attend team-building seminars to support productive work environment and nurture good relationship with colleagues. EH14 had a mean of 6.1203 who ‘agree slightly’ or ‘agree totally’ that managers have technological resources to enable them attend and balance between work and family roles. Finally, EH15 had a mean of 3.9098 who concur that managers’ organizations provides extra-curricular events including sports day, charity walks, healthcare workshops and musical competition to enable bonding with family and colleagues.
Researchers show that value orientation is another emerging source of WLE in many organizations (David & Catherine, 2004). This view was supported by Greenhaus & Powell (2006) who stated that different industries require specific values and behaviours for managers to succeed under given circumstances. The survey outcomes are shown in the following table and figures.
| N | Mean | SD
|
Variance
Statistic |
Skewness | Kurtosis | |||
| Statistic | Std. Error | Statistic | Std. Error | |||||
| EH1: As a hotel manager, the work and family enrichment enables you to have stable mental balance and health. | 385 | 4.0075 | .52938 | .280 | .009 | .210 | .664 | .417 |
| EH2: As a hotel manager, work-life enrichment enables you to be in good physical health and well-being. | 385 | 5.1128 | .47120 | .222 | .801 | .210 | 2.692 | .417 |
| EH3: As a hotel manager, work-life enrichment lowers your chances of having chronic ailments. | 385 | 6.3308 | .50335 | .253 | .361 | .210 | -1.030 | .417 |
| EH4: As a hotel manager, you are satisfied with the action that the organization owners are taking towards work-life enrichment. | 385 | 4.1880 | .68700 | .472 | .450 | .210 | .467 | .417 |
| EH5: As a hotel manager, your superiors support your views on family factors that lower work performance. | 385 | 4.0000 | .55048 | .303 | .000 | .210 | .384 | .417 |
| EH6: As a hotel manager, you perform duties to satisfaction and to reduce hand-over tension with next shift co-managers. | 385 | 5.9624 | .48314 | .233 | -.104 | .210 | 1.370 | .417 |
| EH7: As a hotel manager, you look forward to meeting colleagues every new work shift. | 385 | 4.5564 | .76290 | .582 | -.089 | .210 | .816 | .417 |
| EH8: As a hotel manager, you are able to focus and perform your roles effectively due to the family support. | 385 | 5.0000 | .38925 | .152 | .000 | .210 | 3.838 | .417 |
| EH9: As a hotel manager, you are in control of when to commence and finish work shifts. | 385 | 4.0075 | .51487 | .265 | .012 | .210 | .877 | .417 |
| EH10: As a hotel manager, you are in control of daily tasks priorities depending on the works flexibility. | 385 | 6.3609 | .63172 | .399 | -.466 | .210 | -.648 | .417 |
| EH11: As a hotel manager, you often take weekly day-offs and get cover from colleagues or superiors. | 385 | 5.9549 | .53463 | .286 | -.044 | .210 | .558 | .417 |
| EH12: As a hotel manager, your superiors provide resources and incentives to enable you meet and balance family roles. | 385 | 5.8571 | .53856 | .290 | -.699 | .210 | 1.844 | .417 |
| EH13: As a hotel manager, you regularly attend team-building seminars to support productive work environment and nurture good relationship with colleagues. | 385 | 4.1203 | .67462 | .455 | .453 | .210 | .607 | .417 |
| EH14: As a hotel manager, you have access to technological resources to enable you attend and balance between work and family roles. | 385 | 6.1203 | .53707 | .288 | .101 | .210 | .331 | .417 |
| EH15: As a hotel manager, you concur that your organization provides extra-curricular events including sports day, charity walks, healthcare workshops and musical competition to enable bonding with family and colleagues. | 385 | 3.9098 | .55676 | .310 | -.037 | .210 | .206 | .417 |
| Valid N (listwise) | 385 | |||||||
Table 19: Work Life Enrichment Statistics
Figure 19: Work Life Enrichment
Figure 19: Work Life Enrichment
Figure 19: Work Life Enrichment
From the interviews on WLE as shown in Appendix IV, C1 – male manager stated,
“My desire is to achieve mental balance and good composure to accomplish my work and family responsibilities. I am seeking to improve my family physical health and well-being while supporting my work productivity is my priority currently. I would not like a situation where my wife gets well while the work pressures impact some mental stress or ailments on my side, later affecting overall productivity.”
Additionally, as shown in Appendix IV V3 – female manager stated,
“As a follow up on the recent staff rationalization which causes significant tension among managers, most having families, I would welcome team building trainings and get together excursions to improve bond among us. Moreover, I would advocate for my superiors to increase communication allowance to enable managers with young children to improve the communication with family during late shifts. Finally, as a mother, I support any company events that bring together families and workers to enhance relationships as these eventually motivate productivity.”
The ANOVA of WLE among the Chinese and Vietnamese hotel managers’ had responses with Degree of Freedom ranging from F = 0.004 to F = 0.898 which implies big differences. EH1 had value of p = 0.004 < 0.05 as significant and hypothesis is fully supported. EH2 had value of p = 0.347 > 0.05 as insignificant and hypothesis is not fully supported. EH3 had value of p = 0.026 < 0.05 as significant and hypothesis is fully supported. EH4 had value of p= 0.837 > 0.05 as insignificant and hypothesis is not fully supported. EH5 had value of p = 0.745 > 0.05 as insignificant and hypothesis is not fully supported. EH6 had value of p = 0.010 < 0.05 as significant and hypothesis is fully supported. EH7 have value of p = 0.863 > 0.05 as insignificant and hypothesis is not fully supported. EH8 had value of p = 0.358 > 0.05 as insignificant and hypothesis is not fully supported. EH9 had value of p = 0.898 > 0.05 as insignificant and hypothesis is not fully supported. EH10 had value of p = 0.221 > 0.05 as insignificant and hypothesis is not fully supported. EH11 had value of p = 0.350 > 0.05 as insignificant and hypothesis is not fully supported. EH12 had value of p = 0.095 > 0.05 as insignificant and hypothesis is not fully supported. EH13 had value of p = 0.117 > 0.05 as insignificant and hypothesis is not fully supported. EH14 had value of p = 0.528 > 0.05 as insignificant and hypothesis is not fully supported. EH15 had value of p = 0.436 > 0.05 as insignificant and hypothesis is not fully supported.
With regard to the Vietnamese and Chinese hotel managers, Simon (2009) stated that cultural diversity among managers could sometimes causes differences on definition of wrong and right values for WLE. Such cultural value disharmony cause various WLC in work places including amongst hotel managers (Crooker et al, 2002; Cullen & McLaughlin, 2006). Therefore it is important for hotel establishments to define cultural and operational values to maximize WLE (Gorgieviski & Hobfoll, 2008). The outcomes are in the table below.
| Sum of Squares | Df | Mean Square | F | Sig. | Judgement >p= 0.05< | ||
| EH1: As a hotel manager, the work and family enrichment enables you to have stable mental balance and health. | Between Groups | 2.263 | 1 | 2.263 | 8.536 | .004 | Accept |
| Within Groups | 34.730 | 383 | .265 | ||||
| Total | 36.992 | 384 | |||||
| EH2: As a hotel manager, work-life enrichment enables you to be in good physical health and well-being. | Between Groups | .198 | 1 | .198 | .890 | .347 | Reject |
| Within Groups | 29.111 | 383 | .222 | ||||
| Total | 29.308 | 384 | |||||
| EH3: As a hotel manager, work-life enrichment lowers your chances of having chronic ailments. | Between Groups | 1.246 | 1 | 1.246 | 5.071 | .026 | Accept |
| Within Groups | 32.197 | 383 | .246 | ||||
| Total | 33.444 | 384 | |||||
| EH4: As a hotel manager, you are satisfied with the action that the organization owners are taking towards work-life enrichment. | Between Groups | .020 | 1 | .020 | .042 | .837 | Reject |
| Within Groups | 62.281 | 383 | .475 | ||||
| Total | 62.301 | 384 | |||||
| EH5: As a hotel manager, your superiors support your views on family factors that lower work performance. | Between Groups | .032 | 1 | .032 | .106 | .745 | Reject |
| Within Groups | 39.968 | 383 | .305 | ||||
| Total | 40.000 | 384 | |||||
| EH6: As a hotel manager, you perform duties to satisfaction and to reduce hand-over tension with next shift co-managers. | Between Groups | 1.513 | 1 | 1.513 | 6.763 | .010 | Accept |
| Within Groups | 29.299 | 383 | .224 | ||||
| Total | 30.812 | 384 | |||||
| EH7: As a hotel manager, you look forward to meeting colleagues every new work shift. | Between Groups | .018 | 1 | .018 | .030 | .863 | Reject |
| Within Groups | 76.810 | 383 | .586 | ||||
| Total | 76.827 | 384 | |||||
| EH8: As a hotel manager, you are able to focus and perform your roles effectively due to the family support. | Between Groups | .129 | 1 | .129 | .852 | .358 | Reject |
| Within Groups | 19.871 | 383 | .152 | ||||
| Total | 20.000 | 384 | |||||
| EH9: As a hotel manager, you are in control of when to commence and finish work shifts. | Between Groups | .004 | 1 | .004 | .016 | .898 | Reject |
| Within Groups | 34.988 | 383 | .267 | ||||
| Total | 34.992 | 384 | |||||
| EH10: As a hotel manager, you are in control of daily tasks priorities depending on the works flexibility. | Between Groups | .602 | 1 | .602 | 1.514 | .221 | Reject |
| Within Groups | 52.075 | 383 | .398 | ||||
| Total | 52.677 | 384 | |||||
| EH11: As a hotel manager, you often take weekly day-offs and get cover from colleagues or superiors. | Between Groups | .251 | 1 | .251 | .879 | .350 | Reject |
| Within Groups | 37.478 | 383 | .286 | ||||
| Total | 37.729 | 384 | |||||
| EH12: As a hotel manager, your superiors provide resources and incentives to enable you meet and balance family roles. | Between Groups | .808 | 1 | .808 | 2.824 | .095 | Reject |
| Within Groups | 37.478 | 383 | .286 | ||||
| Total | 38.286 | 384 | |||||
| EH13: As a hotel manager, you regularly attend team-building seminars to support productive work environment and nurture good relationship with colleagues. | Between Groups | 1.123 | 1 | 1.123 | 2.495 | .117 | Reject |
| Within Groups | 58.952 | 383 | .450 | ||||
| Total | 60.075 | 384 | |||||
| EH14: As a hotel manager, you have access to technological resources to enable you attend and balance between work and family roles. | Between Groups | .116 | 1 | .116 | .400 | .528 | Reject |
| Within Groups | 37.959 | 383 | .290 | ||||
| Total | 38.075 | 384 | |||||
| EH15: As a hotel manager, you concur that your organization provides extra-curricular events including sports day, charity walks, healthcare workshops and musical competition to enable bonding with family and colleagues. | Between Groups | .189 | 1 | .189 | .609 | .436 | Reject |
| Within Groups | 40.728 | 383 | .311 | ||||
| Total | 40.917 | 384 | |||||
Table 20: WLE ANOVA
Discussions
Five hypotheses were tested for significance and correlation values. This section is a discussion of their findings and support to known theoretical frameworks. These include H1: There is a positive correlation between the hotel managers’ work schedules and family support. From the interviews as shown in Appendix IV, C1 – male manager stated, “Even though I still do not have children in my marriage, my wife has some terminal ailments and her regular medical check-ups and admission in hospital often stretch my work and family roles.” From the survey, all correlation variables are positive for work schedule CRH1, CRH2, CRH3, RSH1, RSH3 and RSH4 except at RSH2 where p = -0.067 > 0.05 as negative and insignificant. Therefore, H1 is partially supported as shown in the following table.
| Control Variables | RSH1: As a hotel manager, your work duties are distracted by stress and performance anxiety because of family roles such as childcare. | RSH2: As a hotel manager, the heavy roles and responsibilities have negative impact on your health. | RSH3: As a hotel manager, the long working hours and roles affect your sleeping schedules and cause mental irritability or anti-social behaviour. | RSH4: As a hotel manager, the work roles lead to dissatisfaction with work, family tensions and general exhaustion | ||
| CRH1: & CRH2: & CRH3: | RSH1: | Correlation | 1.000 | -.067 | .096 | .089 |
| Significance (2-tailed) | . | .449 | .280 | .312 | ||
| Df | 0 | 380 | 380 | 380 | ||
| RSH2: | Correlation | -.067 | 1.000 | .191 | .019 | |
| Significance (2-tailed) | .449 | . | .029 | .827 | ||
| Df | 380 | 0 | 380 | 380 | ||
| RSH3: | Correlation | .096 | .191 | 1.000 | .241 | |
| Significance (2-tailed) | .280 | .029 | . | .006 | ||
| Df | 380 | 380 | 0 | 380 | ||
| RSH4: | Correlation | .089 | .019 | .241 | 1.000 | |
| Significance (2-tailed) | .312 | .827 | .006 | . | ||
| Df | 380 | 380 | 380 | 0 | ||
Table 21: Work Schedules vs. Family Support
There is ample research showing that women managers are slightly more disadvantaged on work schedules since there are culturally expected to be responsible for childcare under the Asian settings. However, some patriarchal families may not be flexible to the tight work schedules that the female managers are subjected to competitively with their male counterparts (Kinnunen, Vermulst, Gerris & Makikangas, 2003). Furthermore, when the female managers are unable to cope with the tight work schedules, they tend to stretch resources such as telecommuting to close the family and work gaps in an attempt to achieve WLB. This trend was observed among the Vietnamese and Chinese female managers who tend to experienced burnout when there are limited resources to enable them realize WLB. Ultimately, WLC advanced coupled with emotional stress and poor work performance (Demerouti, Bakker &Bulters, 2004).
The second hypothesis is H2: There is a positive correlation between the hotel managers’ role strain and WLC. From the interviews as shown in Appendix IV, C3- male manager stated,
“Even though my wife is a stay home mum, she is very assertive that I must attend all school functions and events where parents are invited and this causes role strain when I have important tasks or meetings at work. I can understand about healthcare attention when she or the children are unwell, but I wish she could excuse me on some of these school functions like prize giving day!”
From the survey, all correlation variables RSH1, RSH3, RSH4 and WLCH1, WLCH2, WLCH3 and WLCH4 are positive except RSH2 where p = -0.062 > 0.05 as negative and insignificant. Therefore, H2 is partially supported as shown in the table below.
| Control Variables | RSH1: | RSH2: | RSH3:. | RSH4: | ||
| WLCH1: & WLCH2: & WLCH3 & WLCH4: | RSH1: As a hotel manager, your work duties are distracted by stress and performance anxiety because of family roles such as childcare. | Correlation | 1.000 | -.062 | .152 | .112 |
| Significance (2-tailed) | . | .486 | .085 | .206 | ||
| Df | 0 | 379 | 379 | 379 | ||
| RSH2: As a hotel manager, the heavy roles and responsibilities have negative impact on your health. | Correlation | -.062 | 1.000 | .146 | .004 | |
| Significance (2-tailed) | .486 | . | .098 | .966 | ||
| Df | 379 | 0 | 379 | 379 | ||
| RSH3: As a hotel manager, the long working hours and roles affect your sleeping schedules and cause mental irritability or anti-social behaviour. | Correlation | .152 | .146 | 1.000 | .273 | |
| Significance (2-tailed) | .085 | .098 | . | .002 | ||
| Df | 379 | 379 | 0 | 379 | ||
| RSH4: As a hotel manager, the work roles lead to dissatisfaction with work, family tensions and general exhaustion | Correlation | .112 | .004 | .273 | 1.000 | |
| Significance (2-tailed) | .206 | .966 | .002 | . | ||
| Df | 379 | 379 | 379 | 0 | ||
Table 22: Role Strain vs. WLC
Past studies within the Asian region have established similar outcomes between the managers’ role strains and antecedents for WLC (Bhuian et al. 2005; Wayne et al., 2004). However, other researchers such as Lee and Choo (2001) established negative correlation between role strain and WLC. Overall, the higher the managers’ rank or roles at work the more likely for WLC according to majority of these cited researchers. Additionally, the married females tend to have more WLC since they are persuaded to balance between family and work roles (Bhuian et al. 2005). The conflicts could take the form of spousal disagreements, underperformance or absenteeism (Ahmad, 2008). A leading consequence of the WLC emanating from role strain is job dissatisfaction and these could escalate for high turnover (Wayne et al., 2004).
The third hypothesis is H3: There is a significant correlation between hotel managers’ work, family role strain and retention at work. From the interviews as shown in Appendix IV, V1 – female manager stated,
“I would prefer if there were more managers employed or promoted to my position so that we can establish good work rotation plans. Such an improvement in human resource rotation would enable me have more time with my children and avoid the temptation of quitting work to seek more flexible hotel.”
Additionally, as shown in Appendix IV, C3- male manager stated,
“Clearly, with a wife who demands a lot of family attention, my long working hours do not auger well with the wishes. Often I have to ponder whether I am in the right profession or if I should explore other more flexible jobs other than the hospitality industry. I pray that the work life conflict will resolve some day along my career.”
From the survey, all the correlation variables CRH2, RSH1, RSH3 and RSH4 are insignificant except at RSH4 value where p = 0.015< 0.05 as significant. Therefore, H3 is partially supported as shown in the table below.
| Control Variables | RSH1: | RSH2: | RSH3: | RSH4: | ||
| CRH2: As a hotel manager, you are willing to quit current job to enable the organization conserve their scarce resources and improve returns. | RSH1: As a hotel manager, your work duties are distracted by stress and performance anxiety because of family roles such as childcare. | Correlation | 1.000 | -.081 | .129 | .095 |
| Significance (2-tailed) | . | .355 | .141 | .278 | ||
| Df | 0 | 130 | 130 | 130 | ||
| RSH2: As a hotel manager, the heavy roles and responsibilities have negative impact on your health. | Correlation | -.081 | 1.000 | .160 | .015 | |
| Significance (2-tailed) | .355 | . | .067 | .861 | ||
| Df | 382 | 0 | 382 | 382 | ||
| RSH3: As a hotel manager, the long working hours and roles affect your sleeping schedules and cause mental irritability or anti-social behaviour. | Correlation | .129 | .160 | 1.000 | .249 | |
| Significance (2-tailed) | .141 | .067 | . | .004 | ||
| Df | 382 | 382 | 0 | 380 | ||
| RSH4: As a hotel manager, the work roles lead to dissatisfaction with work, family tensions and general exhaustion | Correlation | .095 | .015 | .249 | 1.000 | |
| Significance (2-tailed) | .278 | .861 | .004 | . | ||
| Df | 382 | 382 | 382 | 0 | ||
Table 23: Role Strain vs. Conservation of Resource
In theory, when the hotel manager is unable to conserve resources due to role strain, some would be contemplating to quit jobs to look for other opportunities that promise WLB and WLE (Ahmad, 2008). Indeed burnout is a leading cause for management inability to conserve resources. When a manager realizes that the role strain is taking toll on their health or leading to perpetual mental exhaustion, for example, there is likelihood of attrition to seek more viable job opportunity (Elit, Trim, Mand-Bains, Sussman, and Grunfeld, 2004).
The fourth hypothesis is H4: There is a significant correlation between the hotel managers’ WLE and conservation of resources at work. From the interviews as shown in Appendix IV, V1 – female manager stated,
“My biggest challenge has been inability to commence or close work according to requirements by my superior and peers, obviously from my family problems. However, with the discussions on flexi-work going on, this Work Life Balance should be achievable. We are trying to negotiate amongst our management peers on how to achieve extra day offs in the week without affecting work so that the pressing family issues are addressed.”
From the survey, the entire variables from EH1 to EH15 and CRH1 to CRH3 have insignificant correlation where p values > 0.05 as shown in the table below. Therefore, H4 is rejected.
| Control Variables | CRH1: As a hotel manager, your family obligations force you to work longer to fill needs of insufficient resources. | CRH2: As a hotel manager, you are willing to quit current job to enable the organization conserve their scarce resources and improve returns. | CRH3: As a hotel manager, the current resources enable you to meet your goals and roles together with family needs. | ||
| EH1: & EH2: & EH3: & EH4: & EH5: & EH6: & EH7: & EH8: & EH9: & EH10: & EH11: & EH12: & EH13: & EH14: & EH15: | CRH1: As a hotel manager, your family obligations force you to work longer to fill needs of insufficient resources. | Correlation | 1.000 | .071 | .130 |
| Significance (2-tailed) | . | .447 | .161 | ||
| Df | 0 | 368 | 368 | ||
| CRH2: As a hotel manager, you are willing to quit current job to enable the organization conserve their scarce resources and improve returns. | Correlation | .071 | 1.000 | .009 | |
| Significance (2-tailed) | .447 | . | .920 | ||
| Df | 368 | 0 | 368 | ||
| CRH3: As a hotel manager, the current resources enable you to meet your goals and roles together with family needs. | Correlation | .130 | .009 | 1.000 | |
| Significance (2-tailed) | .161 | .920 | . | ||
| Df | 368 | 368 | 0 | ||
Table 24: WLE vs. Conservation of Resources
Research shows that when employers are able to provide WLE to the managers, the organization is likely to use lesser resources since the managers have better job satisfaction, productivity and attendance (Tuten & Neidermeyer, 2004).
The final hypothesis is H5: There is a significant correlation between the hotel managers’ productivity and conservation of resources. From the interviews as shown in Appendix IV, V3- Female manager stated,
“I appreciate that my employer provides car loans to enable use be mobile between work and family responsibilities. However, I would be happier if they increase the fuel allowance, which has not been reviewed for the last five years despite the soaring inflation rates. Hence, I would be comfortable when driving late at night from work to my family or whenever there is an emergency.”
From the survey, various correlations were established. CH1 = p = -0.024< 0.05 as negative but significant. CH1 = p = 0.008 < 0.05 as positive but significant. CH2 = p = -0.24< 0.05 as negative but significant. CH2 = p = -0.022 < 0.05 as negative but significant. CH2 = p = 0.001 < 0.05 as positive and significant. CH2 = p = 0.032 < 0.05 as positive and significant. CH3 = p = -0.022< 0.05 as negative and significant. CH4 = p = 0.008 < 0.05 as positive and significant. CH4 = p = 0.001< 0.05 as positive and significant. CH4 = p = -0.002 < 0.05 as negative and significant. CH5 = p = -0.002< 0.05 as negative and significant. Therefore, H5 is not fully supported. Additionally, having WLE will lead to better resource utilization since the managers are able to perform according to their expectations (Bhuian et al., 2005).
| Control Variables | CH1: As a hotel manager, the overtime roles create significant conflicts with your family relations. | CH2: As a hotel manager, your superiors demand for performance creates conflict between your work roles and family | CH3: As a hotel manager, the 24/ 7 schedules impacts labour pressure on you and this conflict with your family responsibilities. | CH4: As a hotel manager, your busy work schedule limits the childcare responsibilities which eventually lower your work performance | CH5: As a hotel manager, the prevailing WLC are causing strain to your life satisfaction including marriage, family time and get together. | ||
| CRH1: & CRH2: & CRH3: | CH1: As a hotel manager, the overtime roles create significant conflicts with your family relations. | Correlation | 1.000 | -.024 | .119 | .008 | -.071 |
| Significance (2-tailed) | . | .784 | .178 | .931 | .423 | ||
| Df | 0 | 380 | 380 | 380 | 380 | ||
| CH2: As a hotel manager, your superiors demand for performance creates conflict between your work roles and family. | Correlation | -.024 | 1.000 | -.022 | .001 | .032 | |
| Significance (2-tailed) | .784 | . | .800 | .990 | .721 | ||
| Df | 380 | 0 | 380 | 380 | 380 | ||
| CH3: As a hotel manager, the 24/ 7 schedules impacts labour pressure on you and this conflict with your family responsibilities. | Correlation | .119 | -.022 | 1.000 | -.242 | .034 | |
| Significance (2-tailed) | .178 | .800 | . | .006 | .703 | ||
| Df | 380 | 380 | 0 | 380 | 380 | ||
| CH4: As a hotel manager, your busy work schedule limits the childcare responsibilities which eventually lower your work performance | Correlation | .008 | .001 | -.242 | 1.000 | -.002 | |
| Significance (2-tailed) | .931 | .990 | .006 | . | .984 | ||
| Df | 380 | 380 | 380 | 0 | 380 | ||
| CH5: As a hotel manager, the prevailing WLC are causing strain to your life satisfaction including marriage, family time and get together. | Correlation | -.071 | .032 | .034 | -.002 | 1.000 | |
| Significance (2-tailed) | .423 | .721 | .703 | .984 | . | ||
| Df | 380 | 380 | 380 | 380 | 0 | ||
Table 25: Managers Productivity vs. Conservation of Resources
Chapter Summary
This chapter has presented findings and discussions of the various objectives. The chapter covered primary and secondary outcomes on human resources characteristics and nature of the global and Asian hospitality industry. The role-strain theory how it affects hotel managers in China and Vietnam have been determined on their statistical significance. Key causes and outcomes of work-life conflicts (WLC) experienced by Asian hospitality managers in China and Vietnam have been analysed. The expectations and realities of the Asian hospitality managers in China and Vietnam in conservation of resources towards WLE have been covered accordingly. The outcomes of this chapter show how hotel establishments deploy WLE interventions to neutralize WLC among Chinese and Vietnamese hospitality managers. The next chapter presents conclusions and recommendations that can assist Chinese and Vietnamese hotel managers and other stakeholders in the hospitality industries on methods maintaining work-life balance (WLB).
Chapter 5: Conclusion and Recommendation.
Conclusions
In conclusion, the study by Lovhoiden et al. (2011) laid important theoretical foundations to the current study in relation to Vietnamese and Chinese managers working in the hospitality industry. In these two countries, hotel managers often face huddles such as WLC, leading to high levels of attrition or poor performance. Whereas the primary objective of most hotel employers is to reduce WLC, there are diverse strategies applied in the Chinese and Vietnamese hotel management context. This study concludes that hotel managers have important work life experiences that can be used to analyse problems, strategies and solutions for WLB following the guidelines by Lovhoiden et al. (2011).
Following the critical evaluation of the study objectives, various key hypotheses were tested and the following are the concluded outcomes: H1: There is a positive correlation between the hotel managers’ work schedules and family support was partially supported. H2: There is a positive correlation between the hotel managers’ role strain and WLC was partially supported. H3: There is a significant correlation between hotel managers’ work and family role strain and retention at work was partially supported. H4: There is a significant correlation between the hotel managers’ WLE and conservation of resources at work is rejected. Finally, H5: There is a significant correlation between the hotel managers’ productivity and conservation of resources is partially supported.
The Chinese and Vietnamese middle and senior managers were selected in the current study and because their respective roles and responsibilities often create WLC whenever there are management and policy gaps. These managers have daily experiences with their workmates and customers which can be affected by the WLC. Ordinarily, the hospitality industry is very busy and many managers have challenges of achieving WLB. Many managers have high rate of attrition because of inability to cope with customer expectations and job performance (Cleveland, et al., 2007). This study sought to highlight these factors and to make recommendations on some of the best way forward. Moreover, this study concludes that the consequences of WLC have far reaching effects on the managers’ dependants, health and productivity.
Even though the Chinese and Vietnamese managers were involved in the study, the researcher made assumptions that the Asian hospitality industry has more similar management and cultural characteristics than differences to arrive general conclusions (Wong & Ko, 2009). It is a conclusion of this study that Chinese and Vietnamese manager can attain good family life and a balanced professional career. This implies that hotel employers need to do more that abiding to the territorial laws of employment and reverse the turnover statistics and which economic burden when filling up and training new managers. Moreover, the toll on families is becoming a serious concern for the hotel managers. Therefore, it is critical for hotel employees to set up appropriate WLB and WLE strategies and policies (Thompson & Prottas, 2006).
Since the middle managers are the likely successors of the senior managers whenever opportunities arise, this study outcome provides a sustainable effect from the efforts of implementing work life intervention strategies. Over the years, research has established some negative consequences of WLC including managers’ health related issues, psychological breakdown, divorces, family strife and poor work performance. The outcomes of this study will be very useful to first time hotel managers in the Chinese and Vietnamese establishments to understand the concept of WLC, WLB and WLE. Prior knowledge or information is a progressive step toward minimizing negative impacts for the work place and the respective families. Finally, the outcomes of this study have provided an update on the concept of WLC, WLB and WLE within the hospitality industry which is rather dynamic and requires regular reviews (Lovhoiden et al., 2011).
Recommendations on WLC interventions for achieving WLB.
The final study objective was to provide recommendations that can assist Chinese and Vietnamese hotel managers and other stakeholders in the hospitality industries on methods maintaining work-life balance (WLB). The first recommendation is for hotel employers to implement strategies that eliminate stress which affect the managers WLB. These include provision of relevant benefits and rewards to motivate the hotel managers and reduce WLC. This recommendation is critical to ensure harmony between work schedules, tasks and family roles of the managers as this imbalance has previously caused high levels of attrition.
The second recommendation to the hotel employers is to create suitable working environment where the managers have flexible working terms and support systems so that they can perform to their highest potential without neglecting their family responsibilities. Various scholars and industry operatives have favored the flexi-time working system as a viable strategy of management, which eventually leads to retention of productive managers. The flexi-time system is particularly important to working mothers who are stretched between their management roles and childcare. When hotels institute good working environment, the managers will find the hospitality sector attractive and their skills will be realized to full potential owing to WLB.
The third recommendation for hotel employers is to ensure the middle and senior managers are carefully interviewed for the jobs, followed by regular staff appraisals to capture their WLB aspirations and challenges. This strategy will ensure the employers keep abreast with the managers WLB views and WLC perceptions to prepare and implement the appropriate measures. Additionally, the employers should organize the work seminars and staffs get together events as these create a sense of value to the managers and their families, other than enhancing bonds and WLB. This recommendation is critical to ensure the managers continue to offer high quality services to hotel clients for the competitive advantage of the business (Cleveland, et al., 2007).
5.3 Future Studies
The current study focuses on the middle and senior hotel management positions as the common link between the workplace and their respective families. This implies that various responses had subjective dimensions as the managers responded on behalf of their employers and family members or dependants. Future study should extend to gathering independent primary views of the hotel managers spouses and their employers to fill information gaps. This could be achieved via interviews since the current study was only successful in gathering survey feedback. Additionally, the hotel employers’ attitudes towards assisting managers by providing resources for WLE and interventions will require additional research since the outcomes of this study just provided one angle of solutions. Finally, future studies should investigate how hotel employers decide and allocate benefits and rewards to their management employees as part of the WLE. There is scanty information on this aspect other than the tendency of benchmarking with hospitality industry trends yet there could be cultural differences and expectations.
REFERENCES
Ahmad, A. (2008). Direct and indirect effects of work- family conflict on job
performance. The Journal of International Management Studies, 3(2) 176 – 180.
Allen, T. D., Herst, D. E., Bruck, C. S., & Sutton, M. (2000). Consequences associated
with work-to-family conflict: A review and agenda for future research. Journal of Occupational Health Psychology, 5(2), 278-308.
American Psychological Association (2002). Ethical principles of psychologists and code
of conduct. American Psychologist, 57(12), 1060 – 1073. Retrieved doi: 10.1037//0003-066X.57.12.1060
Bergman, M. M. (2008). Advances in mixed methods research: theories and applications.
London: Sage.
Bernhardt, A., Dresser, L. & Hatton, E. (2003). Moving hotels to the high road: Strategies
that help workers and firms succeed. Madison, WI: Center on Wisconsin Strategy.
Belkin, L. (2010). Parenting blogs. [Weblog]. 12th February. Retrieved 24 May
2015, from http://parenting.blogs.nytimes.com/2010/02/12/three-faces-of-work-life-conflict/?_r=0.
Bhuian, S. N., Menguc, B., & Borsboom, R. (2005). Stressors and job outcomes in sales:
A triphasic model versus a linear-quadratic-interactive model. Journal of Business Research, 58, 141-150.
Biel, A., & Thogersen, J. (2006). Activation of social norms in social dilemmas: a review
of the evidence and reflections on the applications for environmental behavior. Journal of Economic Psychology, 28, 93 – 112.
Birmele, H. (2015). Finding work-life balance in the 24/7 hospitality industry .Hotel
Shangrila .Santa Monica Retrieved at 22nd May 2015 from http://hotelexecutive.com/business_review/3661/finding-work-life-balance-in-the-247-hospitality-industry
Brace, I. (2008). Questionnaire design: how to plan, structure and write survey material
for effective market research. London: Kogan Page.
Brough, P., Holt, J., Biggs, A., & Ryan, C. (2008). The ability of work–life balance
policies to influence key social/organisational issues. Asia Pacific Journal of Human Resources 46(3), 261–274.
Bryman, A. (2004). Social Research Methods (2nd edition). Oxford: Oxford University
Press.
Bryman, A. & Bell, E. (2007). Business Research Methods, Oxford University Press.
Butera, A. (2010). Defining, redefining and achieving work-life balance: A moving
target. An Equal Opportunity Employer. Protiviti Inc.
Butler, A. B., Grzywacz, J. G., Bass, B. L., & Linney, K. D. (2005). Extending the
demands-control model: A daily diary study of job characteristics, work-family conflict and work-family facilitation. Journal of Occupational and Organizational Psychology, 78(2), 155-169. doi: 10.1348/096317905×40097
Butler, A. B., & Skattebo, A. (2004). What is acceptable for women may not be for men:
The effect of family conflicts with work on job performance. Journal of Occupational and Organizational Psychology, 77, 553-564.
Byron, K. (2005). A meta-analytic review of work – family conflict and its antecedents.
Journal of Vocational Behaviour, 67(2), 169- 198.
Carlson, D., Grzywacz, J., &Zivnuska, S. (2009). Is work – family balance more than
conflict and enrichment? Human Relations, 62(10), 1459–1486.
doi:10.1177/0018726709336500
Campbell, A., & Groundwater-Smith, S. (2007). An ethical approach to practitioner
research. Oxon: Routledge.
Carlson, D., Kacmar, K., Wayne, J., &Grzywacz, J., (2006). Measuring the positive
side of the work – family interface: Development and validation of a work – family enrichment scale. Journal of Vocational Behavior, 68(1), 131–164. doi:10.1016/j.jvb.2005.02.002
Carmeli, A. (2003). The relationship between emotional intelligence and work attitudes,
behavior and outcomes. An examination among senior managers. Journal of Managerial Psychology, 18(8), 788-813.
Clarke, M., Koch, L., & Hill, E. (2004). The work–family interface: Differentiating
balance and fit. Family and Consumer Sciences Research Journal, 33(2), 121-40.
Chen, Z., Powell, N., &Greenhaus, J., (2009). Work-to-family conflict, positive spillover,
and boundary management: A person-environment fit approach. Journal of Vocational Behaviour, 74(1), 82–93. doi:10.1016/j.jvb.2008.10.009
Chu, Y. (2014). A review of studies on luxury hotels over the past two decades. Graduate
Thesis and Dissertations. Paper 13913.
Churchill, G.A. & Iacobucci, D. (2002). Marketing research: Methodological foundation,
8th ed. Orlando: Harcourt College Publishers.
Clark, S.C. (2000). Work/family border theory: a new theory of work/family balance.
Human Relation, 53,747–770.
Clarke, M., Koch, L., & Hill, E. (2004). The work–family interface: Differentiating
balance and fit. Family and Consumer Sciences Research Journal, 33(2), 121-40.
Cleveland, J., O’Neil, J., Himelright, J., Harrison, M., Crouter, A., & Drago, R. (2007).
Work and family issues in the hospitality industry: Perspectives of entrants, managers, and spouses. Journal of Hospitality & Tourism Research, 31(3), 275–298. doi:10.1177/1096348007299919
Corbin, J. & Strauss, A. C. (2007). Basics of qualitative research: techniques and
procedures for developing grounded theory. Thousand Oaks: Sage.
Collis, J. & Hussey, R. (2009). Business Research: A practical guide for undergraduate
and postgraduate students. (3rd ed.) Basingstoke: Palgrave Macmillan.
Crang, M. & Cook, I. (2007). Doing ethnographies. London: Sage.
Creswell, J. W. (2009). Research Design: Qualitative, Quantitative and Mixed Methods
Approaches, London: Sage.
Crooker, K. et al. (2002). Creating work-life balance: A model of pluralism across life
domains. Human Resource Development Review, 1(4): 387-419.
Crompton, R., &Lyonette, C. (2006). Work-life ‘balance’ in Europe. ActaSociologica,
Cullen, J. and McLaughlin, A. (2006). What drives the persistence of presenteeism as a
managerial value in hotels?: Observations noted during an Irish work-life balance research project. International Journal of Hospitality Management, 25, 510-516. 49(4), 379–393. doi:10.1177/0001699306071680
David, F. E., & Catherine, S. (2004). Antecedents of work-family conflict among dual-
career couples: an Australian study. Cross Cultural Management: An International Journal, 11(4), 17-27. doi: 10.1108/13527600410797927.
De Cieri, A. & Santo,. C., (2008). A review of work–life research in Australia and New
Zealand. Asia Pacific Journal of Human Resources 46(3), 316–333.
Deery, M., Jago, L. & Stewart, M. (2008). Work-life balance in the tourism industry: A
case study. CAUTHE 2008 Conference.
Demerouti, E., Bakker, A. B., & Bulters, A. J. (2004). The loss spiral of work pressure,
work-home interference and exhaustion: Reciprocal relations in a three-wave study. Journal of Vocational Behavior, 64(1), 131-149.
Denscombe, M. (2003). The good research guide for small scale social research projects. 2nd Ed. Maidenhead, Philadelphia: Open University Press.
Douglas, S.P. & Craig, C.S. (2007). Collaborative and iterative translation: An alternative
approach to back translation, Journal of International Marketing, Vol. 15, (1); 30-43
Drew, E., Humphreys, P.C. & Murphy, C. (2003). Off The Treadmill: Achieving Work /
Life Balance: National Framework Committee for Family Friendly Policies: Dublin.
Easterby-Smith, M., Thorpe, P. and Jackson, P. R. (2008). Management Research,
London: Sage.
Edralin, D. & Castillo, P. (2001). An in depth study on the hotel and restaurant industry
in the Philippines.
Elit, L., Trim, K., Mand-Bains, I. H., Sussman, J., & Grunfeld, E. (2004). Job
satisfaction, stress, and burnout among Canadian gynaecologic oncologists. Gynecologic Oncology, 94, 134-139.
Evans, A., & Vernon, K. (2007). Work–life balance in Hong Kong: Case Studies.
Community Business, June 2007.
Ezzedeen, S., & Ritchey, G., (2009). Career advancement and family balance strategies
of executive women. Gender in Management: An International Journal, 24(6), 388–411. doi:10.1108/ 17542410910980388
Ferrell, O., & Fraedrich, J., (2014). Business ethics: Ethical decision-making and cases
(10th ed.). Boston, MA: Houghton Mifflin.
Flora, C., (2010). The moderating roles of job control and work-life balance practices on
employee stress in the hotel and catering industry. International Journal of Hospitality Management, Volume 29, Issue 1, March 2010, Pages 25–32.
Friedman, S. D., & Greenhaus, J. H. (2000). Work and family—allies or enemies? What
happens when business professionals confront life choices . New York: Oxford University Press.
Frone, M. R. (2000). Work-Family conflict and employee psychiatric disorders: The
national comorbidity survey. Journal of Applied Psychology, 85(6), 888-895.
Furunes, T. (2005). Training paradox in the hotel industry. Scandinavian Journal of
Hospitality and Tourism, 5(3), 231–248. doi:10.1080/15022250510014372
Gerring, J. (2007). Case study research: principles and practices. New York: Cambridge
University Press.
Ghauri, P. & Gronhaug, K. (2005). Research Methods in Business Studies. 3rd Ed.
England Pearson Education Limited. pp. 144-152.
Giardini, A., and Frese, M. (2006). Reducing the negative effects of emotion work in
service occupations: Emotional competence as a psychological resource. Journal of Occupational Health Psychology, 11, 63-75.
Gibson, J., Ivancevich J., Donnelly, J., &Konopaske, R. (2006). Organizations: Behavior,
Structure, Processes. New York: McGraw-Hill.
Gorgieviski, M., & Hobfoll, S. (2008). Work can burn us Out or fire us up: Conservation
of resources in burnout and engagement. Handbook of stress and burnout in health care, 28(1), 5-17.
Goodenough, H., & Harris, A., (2006). Description and comparison in cultural
anthropology. Chicago, IL: Aldine Transaction.
Greenhaus, H., & Powell, G., (2006). When work and family are allies: A theory of
work-family enrichment. Academy of Management Review, 31(1), 72–92. doi:10.2307/20159186
Greenhaus, J. & Beutell, N. (1985). Sources of conflict between work and family roles.
Academy of Management Review, 10(1), 76-88.
Guba, E. & Lincoln, Y.S. (2005). Paradigmatic Controversies, Contradictions, and
Emerging Confluences. In: Denzin, N.K. and Lincoln, Y.S. eds. Handbook of qualitative research. 3rd ed. Thousand Oaks: Sage. pp. 191-215.
Hair, J.F., Black, W.C., Babin, B.J. and Anderson, R.E. (2010). Multivariate Data
Analysis; a global perspective, New Jersey, Prentice Hall.
Halcomb, E. & Sharon, A. (2009). Mixed methods research for nursing and the health
sciences. Chichester: Wiley.
Hayward, B., Fong, B. & Thornton, A. (2007). The third work-life balance employer
survey: Main findings. United Kingdom: Department for Business, Enterprise and Regulatory Reform.
Hechanova, R. M. (2008). Work-life balance: The Philippine experience in male and
female roles and leadership. Panorama: Insights Into Southeast Asian and European Affairs. Retrieved from http://www.kas.de/wf/doc/kas_14342-544-2-30.pdf.
Hobfoll, E. (2012). Conservation of resources theory: Its implication for stress, health,
and resilience .Psychology, Health Psychology, Familyity and Social Psychology Journals. DOI: 10.1093/oxfordhb/9780195375343.013.0007
Holstein, J.A. and Gubrium, J.F. (2004). ‘Context: Working It Up, Down and Across’, in
- Seale, G. Gobo, J.F. Gubrium and D. Silverman (eds) Qualitative Research Practice, pp. 297–311. London: Sage.
ILO (International Labour Organisation) (2005). Retrieved from
http://www.ilo.org/global/publications/lang–en/index.htm
Ineson, M., Yap, T., & Nuttall, A., (2014). Non-verbal communication in employment
interviews. Global Tourism & Hospitality Conference & Asia Tourism Forum. Hong Kong, China: Hong Kong Polytechnic University
Jeanette, C., (2007). Work and family issues in the hospitality industry: Perspectives
of entrants, managers, and spouses of hospitality and tourism. Research, 31, 3275-3298.
Jupp, V. (2006). The Sage dictionary of social research methods. London: Sage.
Karatepe O. M., & Sokmen A. (2006). The effects of work role and family role variables
on psychological and behavioral outcomes of frontline employees. Tourısm Management, 27(2), 255-268.
Keith, P.M., & Schafer, R.B. (1980). Role strain and depression in two-job families.
Family Relations, 29, 483-488.
Kelly, E.L., Kossek, E.E., Hammer, L.B., Durham, M., & Bray, J, et al. (2008). Getting
there from here: research on the effects of work-family initiatives on work-family conflict and business outcomes. Academy of Management Annals.2, 305–349.
Kelly, E.L., & Moen, P. (2007). Rethinking the clockwork of work: why schedule control
may pay off at work and at home. Advanced Development in Human Resources. 9,487–506
Kelly, E.L., Moen, P., Oakes, J.M., Fan, W., & Okechukwu, C., et al. (2014). Changing
work and work-family conflict: evidence from the work, family, and health network. American Sociological. Review. 79, 485–516.
Kelly, E.L., Moen, P., & Tranby, E. (2011). Changing workplaces to reduce work-family
conflict: schedule control in a white-collar organization. American Sociological Review. 76, 265–90
Kinunen, U., Vermulst, A., Gerris, J., & Makikangas, A. (2003). Work-family conflict
and its relations to well-being: The role of familyity as a moderating factor. Familyity and Individual Differences, 35, 1669-1683.
Korjala. V., (2012). A research paper on cultural diversity in hospitality management –
How to improve cultural diversity workforce. Retrieved from http://www.theseus.fi/bitstream/handle/10024/55331/Korjala_Veera.pdf
Kutlu, D. (2006). Reliability and Validity of Turkish Version of Customer Satisfaction
Scale for Healthcare and Fitness Clubs. Thesis, Middle East Technical University, Retrieved https://etd.lib.metu.edu.tr/upload/12607825/index.pdf
Lancaster, G. (2005). Research Methods in Management: A concise introduction to
research in management and business consultancy. 1st ed. Oxford: Butterworth-Heinemann.
Lockwood, N. (2003). Work/Life balance challenges and solutions, SHRM Research
Quarterly.
Lovhoiden, C., Yap, M. & Ineson, E.M. (2011). Work-family conflicts and enrichment
in the Norwegian hotel industry. Scandinavian Journal of Hospitality and Tourism, 11(4), 457-482.
Lowe, G.S. (2005). Control over time and work–life balance: An empirical analysis.
Retrieved from http://www.hrsdc.gc.ca/eng/labour/employment_standards/fls/pdf/research15pdf
Malik, I., Saleem, F., & Ahmad, M., (2010). Work – Life Balance and Job Satisfaction
among Doctors in Pakistan. South Asian Journal of Management, 17(2): 112-123.
Malik, I., Saif, I., Gomez, F., Khan, N., & Hussain, S., (2010). Balancing Work and
Family through Social Support among Working Women in Pakistan. African Journal of Business Management . 4(13): 2864-2870.
Manuel, C.S. & Ramos, R.R. (2008). Work organization and work-life balance in the
BPO sector: The experiences of selected BPO workers in Metro Manila. University of the Philippines: SOLAIR.
Marczyk, G. R., DeMatteo, D. & Festinger, D. (2005). Essentials of research design and
methodology. Hoboken: Wiley.
Margaret.D., (2009). A framework for work – life balance practices: Addressing the
needs of the tourism industry. Tourism and Hospitality Research 9, p. 97 – 108.
Matthews, B. & Ross, L. (2010). Research methods: a practical guide for the social
sciences. Harlow: Longman.
May, T. (2011). Social research: issues, methods and process. 4th ed. Maidenhead: Open
University Press.
Maylor, H. and Blackmon, K. (2005). Researching Business and Management. Palgrave
Macmillan: NY.
McNall, L.A., Masuda, A.D. & Nicklin J.M. (2010). Flexible working arrangements,
job satisfaction, and turnover intentions: The mediating role of work-to-family enrichment. The Journal of Psychology, 144(1),61-81.
McNiff, J. (2002). Action research: principles & practice. London, Macmillan.
Mesmer-Magnus, J. R., & Viswesvaran, C. (2006). How family-friendly work
environments affect work/family conflict: A meta-analytic investigation. Journal of Labor Research, 27, 555-574.
Miller, H. (2006). When Work and life balance, everyone wins, Herman Miller.
Mulvaney, R. H., O’Neill, J. W., Cleveland J. N., & Crouter, A. C. (2006). A model of
work-family dynamics for hotel managers. Annals of Tourism Research, 34, 66-87.
Nabong, T. K. M. (2012). An exploratory study of work-life conflicts and enrichment of
front-line hotel employees in Philippines. Dissertation. The Norwegian School of Hotel Management, University of Stavanger. Retrieved http://brage.bibsys.no/xmlui/bitstream/handle/11250/185167/Final%20version%20of%20Master%20thesis.pdf?sequence=1
Netemeyer, R. G., Maxham, J. G., & Pullig, C. (2005). Conflicts in the work-family
interface: Links to job stress, customer service employee performance, and customer purchase intent. Journal of Marketing, 69, 130-143.
Norris, C. (2005). Epistemology. London: Continuum.
Ong, H. L., &Jeyaraj, S. (2014). Work-life Interventions: Differences between work-life
balance and work-life harmony and its impact on creativity at work. Sage Open. doi: 10.1177/2158244014544289
Paivi, E and Kovalainen, A. (2008). Qualitative Methods in Business Research, London:
Sage.
Peshave, A., & Gujarathi, R. (2014). An analysis of work-life balance (WLB) situation
of employees and its impact on employee productivity with special reference to the Indian Hotel Industry. Asian Management Articles. College of HMCT, Pune. 5(1), 69-70.
Phillimore, J. & Goodson, L. (2004). Qualitative research in tourism: Ontologies,
epistemologies and methodologies. London: Routledge.
Poulston, J., (2008). Hospitality workplace problems and poor training: A close
relationship. International Journal of Contemporary Hospitality Management, 20(4), 412-427.
Presser, H. B. (2004). Employment in a 24/7 economy: Challenges for the family. In A.
- Crouter & A. Booth (Eds.), Work-family challenges for low-income parents and their children (pp. 83-106). Mahwah, NJ: Lawrence Erlbaum.
Rashid, W.E., Nordin, M.S., Omar, A., & Ismail, I. (2011). Measuring self-esteem,
work/family enrichment and life satisfaction: An empirical validation. IPEDR, 10, 576-581.
Rebecca, M., (2007). A model of work-family dynamics of hotel managers. Annals
of tourism research, 34(1), 66–87.
Redmond, J., Valiulis, M., & Drew, E., (2006). Literature review of issues related to
work-life balance, workplace culture and maternity/childcare issues. Ireland: Crisis Pregnancy Agency.
Riemer, F. J., Lapan, S. D. & Quartaroli, M. T. (2012). Qualitative research: an
introduction to methods and designs. San Francisco: Jossey-Bass.
Robertson, J. (2000). The three Rs of Action Research Methodology: Reciprocity,
Reflexivity and Reflection-on-Reality. Educational Action Research, 8(2), 30
Ross , G., ( 2005). Tourism industry employee work-stress – A present and future crisis .
Journal of Travel & Tourism Marketing.19 (2/3) , 133 – 147.
Ryan, Q., (2013). Work-life enrichment and being willing to die for the organization that
would kill your for caring. Retrieved on 25th May 2015 from
http://leadingwithlift.com/2013/03/20/work-life- enrichment-and-being-willing-to-die-for-the-organization-that-would-kill-you-for-caring/
Saunders, M., Lewis, P., & Thornhill, A. (2007), Research methods for business students.
(4th ed.). London: Prentice Hall.
Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for Business
Students. (5th ed.). London: Prentice Hall.
Saunders, M., Lewis, P., & Thornhill, A. (2012). Research Methods For Business
Students. 6th ed. Pearson Research Foundation.
Sales, B.D., & Folkman, S. (2000). Ethics in research with human participants. (Eds.).
Washington, DC: American Psychological Association.
Service Skills Australia (2009). Getting on tract for change: A workforce development
strategy for sport and recreation industry. Retrieved http://www.oric.org.au/Industry/Skills_Training/xFiles/Getting_on_Track_for_Change_Report.pdf
Scholarios, D., & Marks, A. (2004). Work-life balance and the software worker. Human
Resource Management Journal, 14(2), 54-74.
doi: 10.1111/j.1748-8583.2004.tb00119.x
Shockley, K. M., & Allen, T. D. (2007). When flexibility helps: Another look at the
availability of flexible work arrangements and work-family conflict. Journal of Vocational Behavior, 71, 479-493.
Simon, W. (2009). Exploratory study of understanding hotel employees’ perception on
work– life balance issues, Management. Pp.195–203.
Smith Travel Research (2003). Smith Travel Research (STR) announced full year 2003
results for the U.S. lodging industry today. Retrieved http://www.hospitalitynet.org/news/4018330.html
Somekh, B. (2006). Action research: a methodology for change and development.
Maidenhead: Open University Press.
SPSS Inc., 2008. SPSS Statistics 17.0 Brief Guide, [Online]. Retrieved
http://support.spss.com/ProductsExt/SPSS/ESD/17/Download/User%20Manuals/English/SPSS%20Statistics%20Brief%20Guide%2017.0.pdf
Stoddard, M., & Madsen, S.R. (2007). Toward an understanding of the link between
work-family enrichment and individual health. Institute of Behavioral and Applied Management. Retrieved from www.ibam.com/pubs/jbam/articles/vol9/no1/JBAM_9_1_1.pdf
Tashakkari, A. & Charles, T. (2003). Handbook of Mixed Methods in Social &
Behavioral Research. Thousand Oaks, CA: Sage Publications.
The World Luxury Index (2013). The most sought after hotels. An international ranking
and analysis of the most searched for brands within the luxury industry. Retrieved from http://www.digital-luxury.com/reports/World_Luxury_Index_Hotels_by_Digital_Luxury_Group.pdf
Thompson, C. A., & Prottas, D. J. (2006). Relationships among organizational family
support, job autonomy, perceived control, and employee well – being. Journal of Occupational Health Psychology, 11(1), 100 – 118.
Tuten, T. L. & Neidermeyer, P. E. (2004). Performance, satisfaction and turnover in call
centers: The effects of stress and optimism. Journal of Business Research, 57(1), 26-34.
VanderStoep, S. W. & Johnston, D. D. (2009). Research methods for everyday life:
blending qualitative and quantitative approaches. San Francisco: Jossey-Bass.
Walliman, N. S.R. (2001). Your Research Project: A Step-By-Step Guide for the First-
Time Researcher. London: Sage Publications Ltd.
Wertz, F. J. (2011). Five ways of doing qualitative analysis: phenomenological
psychology, grounded theory, discourse analysis, narrative research, and intuitive inquiry. New York: Guildford Press.
West, J. G. (2013). How to Conduct a Survey: A Primer on Survey Research. National
Business Research Institute. Retrieved ww.NBRI.com
Williams, J. & Boushey, H. (2010). The three faces of work-family conflict. Center for
American Progress & Work life law. Retrieved www.americanprogress
William, J. C., Berdahl, J. L., & Vandello, J. A. (2016). Beyond Work-Life
“Integrations”. Annual Review of Psychology, 67(28), 1– 25.
Williamson, K. & Bow, A. 2002. Research methods for students, academics and
professionals. Wagga Wagga, N.S.W.: Centre for Information Studies, Charles Sturt University.
Witt, L. A., Andrews, M. C., & Carlson, D. S. (2004). When conscientiousness isn’t
enough: Emotional exhaustion and performance among call center customer service representatives. Journal of Management, 30(1), 149-160
Wong, S.C., & Kong, A. (2009). Exploratory study of understanding hotel employees’
perception on work-life balance issues. International Journal of Hospitality, 28, 195- 203.
Work-life balance -negotiators’ guidelines. (2006). London: Amicus. Retrieved from
http://www.unitetheunion.org/pdf/WorklifeBalanceApril2007.pdf.
Wayne, J. H., Randel, A.E. & Stevens, J. (2006). The role of identity and work- family
support in work -family enrichment and its work related consequences. Journal of
Vocational Behaviour , 69(3), 445-461.
Wayne, J. H., Musisca, N., & Fleeson, W. (2004). Considering the role of personality in
the work-family experience: Relationships of the big five to work-family conflict and facilitation, Journal of Vocational Behavior, 64(1), 108-130.
Xiao, Y., & Cooke, L., (2012). Work–life balance in China? Social policy, employer
strategy and individual coping mechanisms. Asia Pacific Journal of Human Resources. 50, 6–22.
Xiao, Q., & O’Neill, J. W. (2010). Work-Family Balance as a Potential Strategic
Advantage: a Hotel General Manager Perspective. Journal of Hospitality & Tourism Research, 34(4), 415-439. doi: 10.1177/1096348009350645
Yin, R. K. (2014). Case study designs and methods. Fifth Edition, London. Sage
Publications
Ying-Wen, L. (2012). The relationships among work values, burnout, and organizational
citizenship behaviours: A study from hotel front-line service employees in Taiwan. International Journal of Contemporary Hospitality Management, 24(2), 251-268. doi: 10.1108/09596111211206169
APPENDICES
Appendix I: Research Process
| Description of Work | Months in Year 2016 | ||||||||||
| Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sept | Oct | Nov | |
| Exploration Phase | |||||||||||
| Clarifying the Research Aim and Objectives | |||||||||||
| Discover Management Dilemma | |||||||||||
| Define the Management Questions | |||||||||||
| Define the Research Questions | |||||||||||
| Refine the Research Questions | |||||||||||
| Research Proposal | |||||||||||
| Research Design Strategy | |||||||||||
| Data Collection, Preparation and Pretesting | |||||||||||
| Debriefing of Moderators, Observers & Participants | |||||||||||
| Insight Development & Interpretation of Data | |||||||||||
| Research Reporting | |||||||||||
| Management Decision | |||||||||||
Appendix II: Questionnaire and Consent Form
Consent Form
Asian Hospital Manager’s Work-Life Conflict and Enrichment: A Comparative Study of China and Vietnam
My name is Nguyen Thanh Tam. I am a student seeking consent to participate in research investigating how hotel managers in China and Vietnam cope with work-life conflict (WLC) demanding roles at work and in families. The purpose of the study is to establish how hotels managers participating in the study conserve resources and achieve work life balance to minimize WLC. The study also seeks answers on feasibility of work-life interventions and enrichment for hotel managers. I have proposed to use survey and interview to gather evidence and data from different management professionals within hotel organisations in China and Vietnam. I intend to use codes to identity the participants in the study for confidentiality purposes and to avoid risks and violation of their privacy at all stages. I intend to protect the privacy of all participants in the study from any human harm including to their health as much as possible. I believe the outcomes of this study will be helpful to hotel managers and directors on how to improve work life enrichment and interventions on WLC. Various data will be gathered including your demographics, position and institutional experiences. There will be no costs or charges for participating in the study. Our institutions policy is that, the participant can withdraw from the study at anytime with no prejudice to their rights. I will ensure that no data from partial participant who withdraw from the process is used in the study without their consent. If there is not consent from such a partial participant, I will ensure their data is destroyed.
Consent (Yes / No) _________________ Date: ____________________________
Contact Details: ________________________ E-mail: _____________________
Participant Code: ________________________
SURVEY QUESTIONNAIRE
- In which country are you working? [A] China [B] Vietnam
- What is your gender? [A] Male [B] Female
- What is your age bracket? [A] 18 – 25 years old [B] 26 – 35 years old [C] 36 – 45 years old [D] 46 – 55 years old [E] Over 55 years old
- What is your marital status? [A] Single [B] Married [C] Divorced [E] Separated [F] Other
- How many children / dependants are in your family unit? [A] No dependants [B] 1-3 dependants [C] 4-6 dependants [D] 7-10 dependants [E] Over 10 dependants
- What is your highest educational achievement?
[A] High School Certificate [B] Diploma [C] Bachelor Degree [D] Master Degree [E] Doctorate Degree [F] Other professional qualification
- Which of the following broadly described your role in current hotel profession? [A] Senior head of department [B] Middle Level Manager [C] Senior Manager
- How long have you been in management role in hotel(s)? [A] Less than 2 years [B] 2- 5 years [C] 6 – 10 years [D] 10 – 15 years [E] Over 15 years.
- Which of the following work benefits are you entitled? [A] Paid annual leave [B] Healthcare insurance for dependants [C] Education scholarship for dependants [D] Annual bonus [E] Holiday vouchers [F] Entertainment allowances [G] Car loans and maintenance allowances [H] Other fringe benefits
| Hypotheses
Role Strain Theory |
Disagree Totally [1] | Disagree Slightly [2] | Disagree [3] | Neither Agree Nor Disagree [4] | Agree [5] | Agree Slightly [6] | Agree Totally [7] |
| RSH1: As a hotel manager, your work duties are distracted by stress and performance anxiety because of family roles such as childcare. | |||||||
| RSH2: As a hotel manager, the heavy roles and responsibilities have negative impact on your health. | |||||||
| RSH3: As a hotel manager, the long working hours and roles affect your sleeping schedules and cause mental irritability or anti-social behaviour. | |||||||
| RSH4: As a hotel manager, the work roles lead to dissatisfaction with work, family tensions and general exhaustion.
|
|||||||
| Conservation of Resources Theory | Disagree Totally [1] | Disagree Slightly [2] | Disagree [3] | Neither Agree Nor Disagree [4] | Agree [5] | Agree Slightly [6] | Agree Totally [7] |
| CRH1: As a hotel manager, your family obligations force you to work longer to fill needs of insufficient resources. | |||||||
| CRH2: As a hotel manager, you are willing to quit current job to enable the organization conserve their scarce resources and improve returns. | |||||||
| CRH3: As a hotel manager, the current resources enable you to meet your goals and roles together with family needs. | |||||||
| Work Life Conflicts | Disagree Totally [1] | Disagree Slightly [2] | Disagree [3] | Neither Agree Nor Disagree [4] | Agree [5] | Agree Slightly [6] | Agree Totally [7] |
| WLCH1: As a hotel manager, you often experience some mental distraction while on work duty because of family issues. | |||||||
| WLCH2: As a hotel manager, you often have work responsibility conflicting with family obligations. | |||||||
| WLCH3: As a hotel managers, the long working hours affect your attention to family obligations. | |||||||
| WLCH4: As a hotel manager, your superiors’ pressure to work overtime is affecting your family roles. | |||||||
| Consequences of Work-Life Conflicts | Disagree Totally [1] | Disagree Slightly [2] | Disagree [3] | Neither Agree Nor Disagree [4] | Agree [5] | Agree Slightly [6] | Agree Totally [7] |
| CH1: As a hotel manager, the overtime roles create significant conflicts with your family relations. | |||||||
| CH2: As a hotel manager, your superiors demand for performance creates conflict between your work roles and family. | |||||||
| CH3: As a hotel manager, the 24/ 7 schedules impacts labour pressure on you and this conflict with your family responsibilities. | |||||||
| CH4: As a hotel manager, your busy work schedule limits the childcare responsibilities which eventually lower your work performance | |||||||
| CH5: As a hotel manager, the prevailing WLC are causing strain to your life satisfaction including marriage, family time and get together. | |||||||
| Work-Life Conflict Interventions | Disagree Totally [1] | Disagree Slightly [2] | Disagree [3] | Neither Agree Nor Disagree [4] | Agree [5] | Agree Slightly [6] | Agree Totally [7] |
| IH1: As a hotel manager, you have some flexi-time arrangements for work and family harmony. | |||||||
| IH2: As a hotel manager, you enjoy special leave policies to enable you intervene on WLC. | |||||||
| IH3: As a hotel manager, you have dependent-care insurance and benefits to relieve WLC. | |||||||
| IH4: As a hotel manager, you have attended work-life balance seminar in the last 12 months. | |||||||
| IH5: As a hotel manager, you have secure job contract to enable you provide for family and perform duties without any worries. | |||||||
| Work-life enrichment | Disagree Totally [1] | Disagree Slightly [2] | Disagree [3] | Neither Agree Nor Disagree [4] | Agree [5] | Agree Slightly [6] | Agree Totally [7] |
| EH1: As a hotel manager, the work and family enrichment enables you to have stable mental balance and health. | |||||||
| EH2: As a hotel manager, work-life enrichment enables you to be in good physical health and well-being. | |||||||
| EH3: As a hotel manager, work-life enrichment lowers your chances of having chronic ailments. | |||||||
| EH4: As a hotel manager, you are satisfied with the action that the organization owners are taking towards work-life enrichment. | |||||||
| EH5: As a hotel manager, your superiors support your views on family factors that lower work performance. | |||||||
| EH6: As a hotel manager, you perform duties to satisfaction and to reduce hand-over tension with next shift co-managers. | |||||||
| EH7: As a hotel manager, you look forward to meeting colleagues every new work shift. | |||||||
| EH8: As a hotel manager, you are able to focus and perform your roles effectively due to the family support. | |||||||
| EH9: As a hotel manager, you are in control of when to commence and finish work shifts. | |||||||
| EH10: As a hotel manager, you are in control of daily tasks priorities depending on the works flexibility. | |||||||
| EH11: As a hotel manager, you often to take weekly day-offs and get cover from colleagues or superiors. | |||||||
| EH12: As a hotel manager, your superiors provide resources and incentives to enable you meet and balance family roles. | |||||||
| EH13: As a hotel manager, you regularly attend team-building seminars to support productive work environment and nurture good relationship with colleagues. | |||||||
| EH14: As a hotel manager, you have access to technological resources to enable you attend and balance between work and family roles. | |||||||
| EH15: As a hotel manager, you concur that your organization provides extra-curricular events including sports day, charity walks, healthcare workshops and musical competition to enable bonding with family and colleagues. |
Thank you for your time and consent to participate in the study.
Appendix III: Interview Questionnaire
- What is your gender? [Key: C – Chinese Manager ; V – Vietnamese Manager]
_______________________
- Which hotel are you part of management team? ________________________
- How long have you been in management position? _______________________
- Please explain if you have ever experienced role strain between family and work responsibilities. ________________________________________________________________________________________________________________________________________________________________________________________________________________________5. Which resources would you like your hotel employer to review to enable you achieve family and work responsibilities? ________________________________________________________________________________________________________________________________________________________________________________________________________________________
- Which kinds of Work Life Conflict have you ever experienced? ________________________________________________________________________________________________________________________________________________________________________________________________________________________
- What are the consequences of Work Life Conflicts to your life? ________________________________________________________________________________________________________________________________________________________________________________________________________________________
- Which Work Life Conflict interventions did you implement? ________________________________________________________________________________________________________________________________________________________________________________________________________________________
- What would you recommend for Work Life Enrichment to ensure balance between your work and family responsibilities? ________________________________________________________________________________________________________________________________________________________________________________________________________________________
Thank you for your time and consent to participate in the study.
Appendix IV: Interview Finding Transcript
- What is your gender? [Key: C – Chinese Manager ; V – Vietnamese Manager]
C1 – Male; C2 – Female; C3- Male
V1 – Female; V2 – Male; V3- Female
- Which hotel are you part of management team?
C1 – Shangri-La Hotel; C2 – InterContinental Hotel; C3 – Nikko Hotel
V1 – Bich Duyen Hotel; V2 – Hanoi La Siesta Hotel; V3 – Golden Sun Suite Hotel
- How long have you been in management position?
C1 – 4 years; C2 – 6 years; C3 – 10 years
V1 – 5 years; V2 – 4.5 years; V3 – 7 years
- What is your marital and dependant status?
C1 – Male: Married with no children
C2 – Female: Single mother of one child
C3- Male: Married with one child
V1 – Female: Separated with two children
V2 – Male: Divorced with three children for support
V3- Female: Married with two children
- Please explain if you have ever experienced role strain between family and work responsibilities.
C1 – Male: “Even though I still do not have children in my marriage, my wife has some terminal ailments and her regular medical check-ups and admission in hospital often stretch my work and family roles.”
C2 – Female: “As a single mother of one child, a lot of times I feel overwhelmed with the work and family roles. For example, my when my son is ill, I have to seek permission from work, sometimes for days to stay with him as he does not agree to be with my domestic helper / maid. Moreover, when I have to work night shift, my son demands several long telephone calls before he goes to bed and this sometimes strains my work roles.”
C3- Male: “Even though my wife is a stay home mum, she is very assertive that I must attend all school functions and events where parents are invited and this causes role strain when I have important tasks or meetings at work. I can understand about healthcare attention when she or the children are unwell, but I wish she could excuse me on some of these school functions like prize giving day!”
V1 – Female: “As I stated earlier, I am separated mum taking care of two children. The separation process is still fresh and traumatic to the children. I am forced to seek some weekend off to be with the children and this is typically the time when hotels are busy. My superior is so far supporting my struggles but I understand there is a clear role strain effect.”
V2 – Male: “I have been divorced for the last two years and we have two children from the first marriage. The court awarded me access to the children over the weekends only when they come over to my house. However, the weekends also happened to be the busiest and I have to work overtime and this upsets the children occasionally.”
V3- Female: “We have been married for just two years but my husband is in the military and works in a far distant district within the country. Therefore, I have to balance between domestic chores and tight work shifts, which sometimes run late into the night. When I am required by my superior to cover for sick colleagues or those on leave, the role strain becomes worse.”
- Which resources would you like your hotel employer to review to achieve family and work responsibilities?
C1 – Male: “ I would like my employer to review the family medical cover to enable me afford the care for my wife with terminal illness which is currently taking huge proportion of my income and occasionally causing financial distress.”
C2 – Female: “I would like my employer to provide additional communication allowances and time to enable me settle down at work and interact with family which puts a lot of pressure when I am working late.”
C3- Male: “I would appreciate if my employer provided more frequent holiday vouchers to ease the tension between my work and family roles. Such a voucher would act as facilitator and permission from work since my wife sometimes feels that I pay more attention to official duties than my family.”
V1 – Female: “I would prefer if there were more managers employed or promoted to my position so that we can establish good work rotation plans. Such an improvement in human resource rotation would enable me have more time with my children and avoid the temptation of quitting work to seek more flexible hotel.”
V2 – Male: “Other than a request to my employer to increase our communication allowance, I would be happier is I was allowed time off every other weekend to be with the children according to how the custody rotates. I can imagine that the hotel would have to employ more managers to actualize this program, but latterly, there have been talks that staff rationalization will take place soon to get rid of extra human resources. This is a worry to me.”
V3- Female: “I appreciate that my employer provides car loans to enable use be mobile between work and family responsibilities. However, I would be happier if they increase the fuel allowance, which has not been reviewed for the last five years despite the soaring inflation rates. Hence, I would be comfortable when driving late at night from work to my family or whenever there is an emergency.”
- Which kinds of Work Life Conflict have you ever experienced?
C1 – Male: “Whenever my wife is admitted in hospital due to her ailment, I feel stressed while at work and often fail to achieve my targets or to perform according to expectations. This issue sometimes puts me on a collision path with my superiors and has even come up during the annual staff appraisal sessions.”
C2 – Female: “My employer has a limitation to the number of days I can be on paid leave to attend to compassionate issues such as sick child. Whereas I would like my attendance at work to be 100%, there are times when I would rather be on unpaid leave to attend to pressing family issues.”
C3- Male: “Clearly, with a wife who demands a lot of family attention, my long working hours do not auger well with the wishes. Often I have to ponder whether I am in the right profession or if I should explore other more flexible jobs other than the hospitality industry. I pray that the work life conflict will resolve some day along my career.”
V1 – Female: “Since I am currently having problems with my marriage that escalated to separation, I feel a lot of pressure when my superior sometimes insists that I do overtime during client high peak days. The thought of my children being without a father at home haunts me and am torn between the long working hours to make ends meet and the family responsibility.”
V2 – Male: “As a divorced father, I am very anxious at the thought that my children will brand me an absentee father! Therefore, I would like to spend more time with them over the weekends, but my position, coupled with lack of adequate management cover puts a lot of pressure on me. Since the next staff appraisal session is scheduled in few weeks, I will try to discuss the issue and see how I can get assistance on this work life conflict.”
V3- Female: “The increasing work hours especially towards the weekends and also during the high customer peeks creates significant conflict between my work and family obligations. I have been reducing the number of family excursions in the last year due to work pressure and sometimes I feel my family is frustrated. I hope my superiors do something soon.”
- What are the consequences of Work Life Conflicts to your life?
C1 – Male: “The consequence of the high work pressure is that my wife sometimes feels neglected while she is ill. When she is unhappy, I am unhappy too and my work moral is relatively low. But if I fail to attend work, we will be unable to service the healthcare insurance, so it is a tight balance.”
C2 – Female: “When I take unpaid leave from work to attend to some family emergencies such as childcare, this affects my income for the month, considering that I am a single mum undergoing Work Life Conflict. Both way, my morale and productivity is low and I would really like to see better outcomes.”
C3- Male: “Due to the prevailing work pressure and demanding wife, sometimes I do not achieve life satisfaction. Ideally, I would like my work to satisfy my family get together and career aspirations. At the moment, there are some challenges to this end.”
V1 – Female: “My current marital status culminating to separation is very challenging. Sometimes I suffer low esteem at work due to the family problems and the starts all over again, endlessly. Even though my estranged husband supports financially, money is not everything and the children demand more and pass their frustrations anger and pressure on me. ”
V2 – Male: “When I work overtime, the children complain to my estranged wife and she threatens to pick up the issue with the child welfare officers to deny me weekend custody all the same. The sour relationship is really affecting my productivity especially on Mondays after the weekend visits. If the children were older, there would be better understanding and lesser consequences from the Work Life Conflicts”
V3- Female: “Obviously, the current 24 / 7 rotational shift is not auguring well with my family responsibility, because the number of managers was reduced in a recent staff rationalization program. One side, the family or work occasionally suffers when I have to make a sacrifice and my honest prayer is that I will eventually achieve Work Life Balance. Currently, there are serious performance and responsibility challenges.”
- Which Work Life Conflict interventions did you implement?
C1 – Male: “In order to balance between my tight work schedules and ailing spouse, I have been able to try flexi-time. It is my hope that there will be harmony between my wife and the job tasks so that I am retain in my position by the employer.”
C2 – Female: “Discussion on how we can achieve flexi-time schedules balanced with family responsibilities are at advanced stage with my superiors. I pray the flexi-time system comes in place and
C3- Male: “My employer has just rolled out special leave policy where managers will no longer go for all the 21 days at once, but break it down in 7 days, then spread it along the year. This way, I hope to achieve better work life balance and reduce conflicts in future.”
V1 – Female: “I have managers to enroll in some family counseling sessions of around two hours every month. I hope counseling will enable me to achieve better Work Life Balance and overcome some common conflicts.”
V2 – Male: “There is a circular on our notice board about an upcoming family Work Life Balance seminar to take place in a month. I am looking upon this opportunity to gain some knowledge about how to overcome the current Work Life Conflicts.”
V3- Female: “After the recent staff rationalization program, all managers were given new contracts to signify security of tenure. It is my sincere hope that the new terms will enable me to settle down and negotiate better for family responsibility with my superiors who have previously been adamant on high productivity.”
- What would you recommend for Work Life Enrichment to ensure balance between your work and family responsibilities?
C1 – Male: “My desire is to achieve mental balance and good composure to accomplish my work and family responsibilities. I am seeking to improve my family physical health and well-being while supporting my work productivity is my priority currently. I would not like a situation where my wife gets well while the work pressures impact some mental stress or ailments on my side, later affecting overall productivity.”
C2 – Female: “There are middle and high level discussions on how managers can achieve Work Life Balance within our hotel. The annual family day out involving all staffs and their dependent is the beginning of our superiors understanding the managers’ aspirations and challenges towards achieving Work Life Balance.”
C3 – Male: “I am considering a situation where I am able to meet my family responsibilities while minimizing tension with my peer managers from one shift to another. We hold bi monthly meeting to discuss work shifts and any potential management leaves that could pose work problems. This way, all the managers can concentrate on their work without compromising family responsibilities.”
V1 – Female: “My biggest challenge has been inability to commence or close work according to requirements by my superior and peers, obviously from my family problems. However, with the discussions on flexi-work going on, this Work Life Balance should be achievable. We are trying to negotiate amongst our management peers on how to achieve extra day offs in the week without affecting work so that the pressing family issues are addressed.”
V2 – Male: “As a divorcee, I would appreciate if my superior could organize some extra day in the week or few hours over the weekend to enable me meet my children and achieve the desired Work Life Balance.”
V3 – Female: “As a follow up on the recent staff rationalization which causes significant tension among managers, most having families, I would welcome team building trainings and get together excursions to improve bond among us. Moreover, I would advocate for my superiors to increase communication allowance to enable managers with young children to improve the communication with family during late shifts. Finally, as a mother, I support any company events that bring together families and workers to enhance relationships as these eventually motivate productivity.”
Thank you for your time and consent to participate in the study.