Factors Affecting Organizational Commitment of Hotel Employees in Phuket Province
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Abstract
This study aimed to 1) examine the quality of work life, organizational justice, and organizational commitment of hotel employees in Phuket Province; 2) investigate the relationship between quality of work life and organizational justice with organizational commitment; 3) identify key variables influencing organizational commitment; and 4) propose guidelines for enhancing organizational commitment. The sample consisted of 378 employees working in 4–5-star hotels, determined by Krejcie and Morgan’s table. Data were collected using questionnaires and analyzed through descriptive statistics, Pearson’s correlation, and stepwise multiple regression analysis.
The findings revealed that employees’ quality of work life, organizational justice, and organizational commitment were at high to very high levels. Quality of work life and organizational justice showed significant positive correlations with organizational commitment at the .01 level (r = .682 and .734). The strongest predictors of organizational commitment included job suitability, teamwork relations, customer relations, process fairness, and internal communication, which together explained 74.20% of the variance (R² = 0.742). Furthermore, based on these results, five practical guidelines were proposed to enhance organizational commitment: aligning tasks with employees’ potential, strengthening team collaboration, fostering customer relationship value, promoting transparent processes, and enhancing internal communication. These guidelines are practical and can be applied to strengthen human resource management and ensure the sustainable development of hotel businesses in Phuket Province.
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