AN EVALUATION OF EMPLOYEE RELATION ETHICS AND ITS EFFECTS ON EMPLOYEES JOB SATISFACTION IN HOSPITALITY INDUSTRIES IN CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

In the current dynamic corporate landscape, which is marked by globalization and technological improvements, knowledge becomes a vital resource that confers a competitive advantage (Gruman & Saks, 2021). Stewart and Brown (2018) assert that human resource management (HRM) plays a pivotal role in fostering favourable employee relations and maintaining morale through the provision of comfortable working environments. HRM manages a variety of organizational tasks and is a change agent. Furthermore, it takes human resources to effectively manage and use other organizational assets (Gruman & Saks, 2021). To ensure employees’s satisfaction, organizational performance and sustainability, Schuler and Jackson (2020) regard HRM ethics as a comprehensive system aimed at attracting, developing, motivating, and retaining employees. They emphasize the significance of these ethical procedures in fostering employee dedication and nurturing positive relationships between management and employees. Employee Relations, represents a strategic endeavor focused on enhancing motivation through cultivating individual relationships between employers and employees (Wargborn, 2018). Given the significant influence that the organizational environment has on employee performance, a strong management-employee connection is essential to promoting healthy organizational growth (Wargborn, 2018). Moreover, the skillful administration and observation of interactions between teams as well as among team members is included in employee relationship management. Organizations can ensure excellent working connections and individual satisfaction by strengthening employee interactions through the use of ethical employee relationship management. Improved employee relations management promises increased morale (Harrison et al., 2019) as well as improved worker attraction, retention, motivation, and performance (Schweitzer & Lyons, 2018). Likewise, it provides the company with benefits that go beyond heightened worker motivation (Grant, 2022; Gegax & Grimme, 2018). In addition, employee relations, as highlighted by Michael (2019), revolves around managing the relationship between employers and employees with the primary objective of maximizing productivity, ensuring employee motivation, and addressing issues negatively impacting the work environment. However, employee relations managers play a pivotal role in guiding line managers on enhancing employee performance and resolving grievances, disputes, and legal matters, while also disseminating organizational rules, regulations, policies, goals, and targets to align with management's vision and mission. Additionally, a positive relationship cultivates positive attitudes among employees, motivating them in their responsibilities, thereby contributing to overall organizational advancement in pursuit of its objectives. The hospitality industry is one of the largest and most intricate industries, encompassing various sub-sectors such as spas, hotels, motels, bars, inns, conference facilities, and restaurants (Ph, Crina, & Cohuţ, 2019).  The heightened competition in recent times underscores the necessity of implementing various strategies to enhance service quality. While hospitality industry with high-quality services tend to exhibit greater customer and employee retention rates, progressive employee relations practices contribute significantly to the success of leading organizations. Management selects practices aligning with the organizational culture to motivate employee to be satisfied with their job, thereby enhancing their skills and indirectly improving organizational performance. However, despite industrial laws regulating employment relationships, employee relations ethics varies across organizations due to differences in leadership or management styles. Furthermore, employee job satisfaction is increasingly recognized as the fundamental competitive edge within the hospitality sector. Consequently, many hoteliers are intensifying their efforts to ensure that their staff members are sufficiently comfortable to exhibit positive attitudes, thereby enhancing their performance within the organization and delivering superior services to clients (Ekhsan et al., 2020). It is incumbent upon management and the entire organizational structure to establish a conducive environment that fosters positive attitudes among employees. Nevertheless, it is apparent that the rapport between employees and their employer, coupled with their attitudes, significantly influences organizational performance. Therefore, a survey will be conducted in order to evaluate on employee relation ethics and its effects on employees job satisfaction in hospitality industries in Cameroon.

1.2 Statement of the Problem

Hospitality sector has gain several benefits from positive employee-employer relationships. Long-term enjoyment, loyalty, and productivity are more likely in employees who have respectful working relationships with their employers. More is needed to maintain employee engagement and happiness than merely offering competitive salary and perks. Respectful treatment is ranked by employees as the most important component of workplace satisfaction (Ali, Lei, & Wei, 2018). Senior management and employee trust is very highly regarded, particularly during difficult periods at work when worries about job security can negatively affect staff morale. Transparent communication regarding the state and future prospects of the company can help organizations cultivate a sense of security. Hospitality industries that are free from stress, problems with employee morale, harassment, and discrimination foster an environment that is good for everyone. Furthermore, Strohmeier (2019) notes that there is still a lack of agreement and comprehension in the profession regarding the significance of employee relationship management (ERM). Scholars Wright et al. (2018), Katou et al. (2018), and Purcell et al. (2019) are among those who endorse additional research. While some research—like the analysis done by Chaubey, Mishra, and Dimri (2019)—elucidates ERM practices and their effects on job satisfaction, the majority of the literature currently in circulation is centered around Western contexts. More research is needed to fully understand and address the particular dynamics and issues faced by the financial sector, as evidenced by the paucity of literature on employee relationship management in this field. Hence, it is in the light of these that the study seeks to evaluate on employee relation ethics and its effects on employees job satisfaction in hospitality industries in Cameroon.

1.3  Objectives of the Study

The main purpose of this study is to evaluate employee relation ethics and its effects on employees job satisfaction in hospitality industries in Cameroon. Specifically, the study will;

Assess the current employee relations ethics adopted by hospitality industries in Cameroon.

Investigate the relationship between employee relations ethics  and  employees job satisfaction in hospitality industries in Cameroon.

Assess the impact of employee relations ethics on  employees job satisfaction in hospitality industries in Cameroon. 

1.4 Research Questions

The following questions have been prepared for the study:

What are the current employee relations ethics adopted by hospitality industries in Cameroon?

b. Is there a relationship between employee relations ethics  and  employees job satisfaction in hospitality industries in Cameroon?

c. What are impact of employee relations ethics on  employees job satisfaction in hospitality industries in Cameroon?

1.5  Research Hypotheses

H0: There is no significant impact of employee relation ethics and its effects on employees job satisfaction in hospitality industries in Cameroon.

Ha: There is a significant impact of employee relation ethics and its effects on employees job satisfaction in hospitality industries in Cameroon.

1.6  Significance of the Study

The hospitality industry in Cameroon is a vital contributor to the country's economy, encompassing various sectors such as hotels, restaurants, bars, and tourism services. Central to the success of these establishments is the satisfaction and well-being of their employees. One crucial aspect influencing employee satisfaction is the ethical standards maintained within the realm of employee relations. The results of this study will help hospitality establishments build a reputation as employers of choice, attracting and retaining top talent in a competitive industry. Also, organizations will create a supportive work environment where employees feel valued and respected. Moreover,  subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to employee relation ethics and its effects on employees job satisfaction in hospitality industries in Cameroon.

1.7 Scope of the study

The scope of this study is boarded on the employee relation ethics and its effects on employees job satisfaction in hospitality industries in Cameroon. Empirically, this study will assess the current employee relations ethics adopted by hospitality industries in Cameroon, investigate the relationship between employee relations ethics  and  employees job satisfaction in hospitality industries in Cameroon and assess the impact of employee relations ethics on  employees job satisfaction in hospitality industries in Cameroon. 

Geographically, the study will be delimited to Douala, Cameroon.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

 1.9 Definition of Terms

Employee Relations: refers to the interactions, dynamics, and relationships among employees within an organization and between employees and management, encompassing communication, teamwork, conflict resolution, and workplace atmosphere (Olaolu, 2019)

Performance: the extent to which an individual, team, or organization successfully achieves predetermined goals, objectives, or standards within a given time frame.

Motivation:  the internal or external factors that drive an individual to initiate, sustain, and direct their behavior towards achieving a particular goal or fulfilling a need.

Employee: an individual employed by an organization or company to perform specific tasks or duties in exchange for compensation.

Job satisfaction: the level of contentment or fulfillment that an employee experiences in their job or work environment.