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Happiness, Job Stress, Job Dedication and Perceived Organizational Support: A

Mediating Model

Article in Journal of Hospitality and Tourism Insights · July 2022

DOI: 10.1108/JHTI-07-2021-0189

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Happiness, job stress, Happiness,

job stress,
job dedication and perceived job dedication
and POS
organizational support:
a mediating model
Yilmaz Akgunduz and Ovunc Bardakoglu Received 26 July 2021
Revised 20 September 2021
Dokuz Eylul University, Izmir, Turkey, and 29 November 2021
Gaye Kizilcalioglu 18 January 2022
31 January 2022
Antalya Akev University, Antalya, Turkey Accepted 2 February 2022

Abstract
Purpose – Based on The Conservation of Resources Theory (COR), Spillover Theory and Social Exchange
Theory (SET), this study investigates the mediating role of job dedication in the relationships between job
stress, happiness and perceived organizational support (POS).
Design/methodology/approach – Data were collected from 5-star resort hotel employees in Turkey. 362
valid questionnaires were collected. The research hypotheses were tested using Covariance-Based Structural
Equation Modeling (CB-SEM).
Findings – The analysis results show that POS is positively related to employee happiness and job dedication.
Job stress is negatively related to employee happiness but positively related to job dedication. Job dedication
partially mediates the relationships between job stress and happiness, and POS and happiness.
Research limitations/implications – The study’s findings could be used by hotel managers to improve
employees’ job dedication, which will lead to increased employee happiness. Together with qualitative and
quantitative research methods, future research could be conducted on the predecessors of job dedication and
comparatively on employee happiness for different country samples.
Practical implications – In order to increase employee happiness, Turkish hotel managers may want to
increase POS and decrease perceived job stress of their employees. Although it was found out in this study that
job stress increases job dedication, it is also accepted that this unexpected situation arises due to special
conditions. Therefore, by reducing job stress, hotel managers may prefer to increase the job dedication of their
employees and their happiness indirectly.
Originality/value – The current study contributes to the hospitality management literature by investigating
the organizational factors behind employee happiness. In addition, it also explored in depth the mediating effect
of job dedication on the relationships between POS, job stress and happiness.
Keywords Happiness, Job dedication, Job stress, Perceived organizational support
Paper type Research paper

1. Introduction
In the intensive tourism sector, a prerequisite of successful enterprises is employee happiness.
In this sector, interactions between employees and customers directly affect customer
satisfaction (Ma and Qu, 2011) because hospitality is the fundamental element of the tourism
sector, which must therefore invest in human capital to achieve profitability. Promoting
employee happiness is one of the most effective management techniques (Jayasinghe, 2017)
since employee happiness makes customer satisfaction more likely, thereby ensuring
sustainable relations between hotels and customers. Generally, tourism sector employees
have lower levels of happiness than other sector employees and they are motivated to become
less successful (He et al., 2019). Happy employees believe that they can easily cope with
difficulties and solve problems quickly (Zhao and Ghiselli, 2016). At the same time, hotel Journal of Hospitality and Tourism
Insights
employees who do not want to lose such a working environment become more dedicated to © Emerald Publishing Limited
2514-9792
their work if they perceive organizational support (Dalgıç and Akg€ und€ uz, 2019). DOI 10.1108/JHTI-07-2021-0189
JHTI Hotel employees in one-to-one communication with customers want to feel the support of
their organization and know that they will be supported in case of a problem. Those who
receive organizational support deal with stress more easily and work more happily (Gordon
and Adler, 2017). In addition, happy employees are more likely to be dedicated to their jobs.
Hotel managers prefer to work with employees who are dedicated to achieving the goals of
the organization and who try to fulfill their job requirements (Kim, 2019). To increase such
organizational outputs, it is important to create an appropriate organizational climate. By
creating sustainable relationships with employees, hotel managers can reduce the high
employee turnover rates as a characteristic of this industry.
The present study draws on Social Exchange Theory (SET), Conservation of Resources
Theory (COR) and Spillover Theory. According to SET, employees interact based on social
exchanges (Blau, 1964) while their behaviors toward each other are influenced by interpersonal
interaction processes. According to COR, stress may occur under one or more of three situations:
when resources are threatened or lost, or when there is a lack of resources despite substantial
investment (Hobfoll, 2001). While SET provides a useful theoretical basis for examining the
psychological mechanisms underlying POS’s impact on job dedication and happiness, COR
provides the theoretical basis for the relationship between job stress, happiness and job
dedication. Spillover theory emphasizes that emotions in different areas like work life and family
life are transitive. That is, when an employee experiences positive emotions in work life, their
family life benefits from these emotions, or vice versa (Staines, 1980).
Job dedication explains the psychological identification levels of employees toward their
job (Schaufeli et al., 2002; Schaufeli and Bakker, 2004). Research shows that employees who
perceive organizational support have greater job dedication (Akduman and Hatipo glu, 2020;
Wang et al., 2017). Conversely, job stress reduces the job dedication of employees (Liu et al.,
2013; Motamedzade et al., 2018). Furthermore, job dedication increases employee happiness
(Field and Buitendach, 2011; Fisher, 2010). Therefore, perceived organizational support and
job stress may affect employees’ job dedication, and in turn promote employee happiness.
This shows that job dedication may mediate the relationship between perceived
organizational support and job stress and happiness; however, the role of job dedication in
this relationship is still unclear. Therefore, this study proposes a research framework to
understand how perceived organizational support and low job stress can improve employee
happiness through greater job dedication.
This study makes several contributions to the hospitality literature. First, it strengthens
existing research findings (Akçakanat et al., 2018; Wattoo et al., 2018) by examining the
nature of the relationship between organizational support and employee happiness, and
provides evidence that organizational support increases employee happiness. It also offers
practical suggestions on how to increase the perception of organizational support as a
precursor to happiness. Second, the study strengthens the literature (Chiang et al., 2010;
Wright and Cropanzano, 2004) by examining the effect of job stress on employee happiness. It
offers practical suggestions to reduce the negative impact of job stress on employee
happiness. Third, showing the mediating roles of job dedication can highlight the importance
of job dedication. This paper is also the first empirical study to analyze the relationships
between POS, job stress, job dedication and happiness in the same model.

2. Literature review
2.1 Happiness
Happiness can be defined as subjective well-being or positive evaluation of people’s lives. The
good life should be emphasized for a good society (Diener et al., 2003). According to Haller and
Hadler (2006) happiness consists of combined life satisfaction, and positive and negative
emotions. Positive and negative emotions form the emotional aspect, whereas life satisfaction
constitutes the cognitive aspect. Cognitive and emotional well-being are also determined by Happiness,
gender, age, education, income, marital status and personality structure (Luhmann, 2017). If job stress,
the subjective well-being of employees is high, they feel more intense and try to evaluate
different situations which they encounter in their daily lives positively. Those who view
job dedication
themselves positively also show greater life satisfaction. Individuals with low subjective well- and POS
being often experience unpleasant feelings, such as distress, stress or anger, and describe
their living conditions negatively (Xu, 2014). Following Aristotle, some researchers have
defined happiness in terms of virtues, such as being brave, fair, restrained, correct, honest and
humorous. Individuals who possess these characteristics and live-in accordance with them
experience more positivity (Oravecz et al., 2020).
Organizational happiness occurs when employees experience more positive than negative
emotions (Meldrum, 2013). In contemporary management approaches, the concepts of the
happy organization and happy employees have become more common because current
theories tend to include emotions. When employees realize their potential, their increased
level of happiness allows them to evaluate their quality of life positively (Ibrahim et al., 2020;
Medvedev and Landhuis, 2018). Employees’ workplace happiness also raises their total
happiness (Jayasinghe, 2017). Happy employees progress rapidly in their careers because
they produce good work and are willing to cooperate (Gavin and Mason, 2004).

2.2 Job stress

Stress is generally accepted as an undesirable tension (Chen et al., 2006). Job stress is a harmful
type of stress that causes undesirable physical, psychological, behavioral and social
consequences on employees, including anxiety and depression (Pearsall et al., 2009). The
issues that cause job stress include failure to comply with job requirements, failure to fulfill role
requirements, failure to achieve the required progress in the profession and communication
barriers (Liu et al., 2021). An employee who feels that they are under stress has an increased level
of anxiety and problems communicating with customers and other employees. This reduces
service quality, and the employee becomes unhappy (Malik et al., 2011).
Stress also depends on an employee’s role, defined as the sum of all actions expected from
them. Not all the work that an employee performs in the organization may be their own task
because task contents also include the organization’s aims (Hu et al., 2017). This may lead to
role stress caused by role ambiguity and/or role conflict (Kim et al., 2009). Organizational
factors and role expectations create role pressure, which can induce stress due to conflict and
uncertainty regarding the effects of personal characteristics and communication with other
employees. Role ambiguity occurs when hotel employees’ objectives are not clearly defined,
their powers are not fully defined and their responsibilities are unclear. Role conflict is caused
by contradictions in an employee’s roles in the organization (Hu et al., 2017).

2.3 Perceived organizational support

Organizational support reflects the value that an organization put on its employees and the
appreciation shown through their contributions (Akgunduz and Bardakoglu, 2017). Hotel
employees who feel approved, respected, rewarded and safe perceive that they are supported
(Pereira and Mohiya, 2021). Hotels should therefore acknowledge the contributions of their
employees, attach importance to their happiness and satisfy their needs of belonging, respect
and acceptance. Employees develop positive beliefs toward the organization in response to
supportive policies (Eisenberger et al., 2002). Caring about employees’ ideas improves their
performance while employees with a strong perception of organizational support also tend to
demonstrate behaviors that benefit the organization (Asghar et al., 2021).
The foundations of POS are organizational rewards, business conditions, organizational
justice and executive support (Eisenberger et al., 2002). Managerial support is related to the
JHTI interest shown to the employee (Garcia et al., 2021). The basic elements of managerial support
are respect, trust and willingness to assist. These strengthen POS because they are perceived
as behaviors arising from the organizational culture (Rhoades et al., 2001). POS is the
assurance that employees receive from the organization when under stress as the resources
and emotional support provided to employees play important roles in reducing stress
(Eisenberger et al., 2002). Perceived managerial support is positively related to perceived
organizational support (Shanock and Eisenberger, 2006), whereas it is negatively related to
role overload, role conflict and role ambiguity, which are indicators of role stress (Saadeh and
Suifan, 2020). According to SET, employees that feel valued and experience POS perform
their duties and responsibilities to the best of their abilities, experience lower stress levels and
feel happier (Schiffrin and Nelson, 2008).

2.4 Job dedication

Dedication refers to an employee’s satisfaction, enthusiasm and deep dedication to the
organization. Dedicated employees strive to be productive by fulfilling their job requirements
(Schaufeli et al., 2002) through their physical, mental and emotional dedication. The
organizational bases of dedication are performance, feedback, use of authority and
organizational support while the individual bases are optimism, self-efficacy and self-
esteem (Liu et al., 2017). Dedicated employees concentrate enthusiastically by focusing all
their energies on work to deal with problems effectively and quickly. They skillfully ignore
time-consuming, distracting elements, which increases the quality of their performance
(Bakker et al., 2008). Although physically, emotionally and mentally dedicated employees can
experience feelings of burnout, its level is controllable (Maslach et al., 2001). The level of
dedication depends on work characteristics, POS, manager support, organizational justice
and rewards (Saks, 2006). Employees dedicated to the organization are more productive and
increase customer satisfaction and profitability (Schaufeli and Bakker, 2004).

2.5 Hypotheses development

When employees perceive that their contributions are valued by the organization they work
for, they believe that their interests will be taken care of by the organization and that the
organization will support them when they need it (Akgunduz and Eryilmaz, 2018). Compared
to SET, this perception which is expressed as organizational support will perhaps enable
employees to spend more efforts to fulfill their responsibilities toward the organization and
show more dedication to it. POS will positively affect employees’ job dedication as it
internally strengthens their interest in their duties (Imran et al., 2020). In addition, POS allows
employees to feel the power of the organization they work behind and always feeling the
power of the organization standing by them will always make employees more dedicated to
their jobs by providing a safe working environment (Akkoç et al., 2012). The fact that POS
also increases employees’ job dedication was also empirically proven (Musenze et al., 2020;
Yongxing et al., 2017). These findings suggest the following hypothesis:
H1. POS increases employees’ job dedication.
When employees perceive that they are supported, positive emotions like job satisfaction,
organizational dedication and employee advocacy increase, which makes them feel happy.
Employee happiness increases when they perceive that they are supported by their
organizations (Joo and Lee, 2017). A good working environment increases employee
motivation, enabling them to enjoy their work, which can raise happiness levels (Kosasih and
Basit, 2019). That is, POS can be a predictor of happiness, leading to the following hypothesis:
H2. POS increases employees’ happiness.
Hotel employees face many stress-causing factors (Wen et al., 2020). If stress levels exceed an Happiness,
acceptable level, then employees’ attitudes toward their job and the organization become job stress,
more negative (Hight and Park, 2019; Karatepe et al., 2018). This negative effect of stress on
hotel employees can be explained through COR (Choi et al., 2019; Khliefat et al., 2021).
job dedication
According to this theory, employees always defend their various resources and try to avoid and POS
threats that may exhaust these resources (Hobfoll, 2001). When employees lose these
resources or face another stressful situation, they may become nervous (Tsaur and Tang,
2012), or depressed (Motowidlo et al., 1986). This decreases positive emotions, eventually
reducing happiness. Also, this negative relation between job stress and employee happiness
was proved empirically (Khan and Khurshid, 2017, Mensah, 2021; Schiffrin and Nelson, 2008).
That is leading to the following hypothesis:
H3. Hotel employees’ job stress reduces their happiness.
Job dedication is characterized by self-disciplined behaviors at work, such as following rules,
working hard, persisting at job tasks and taking the initiative in problem solving (Van Scotter
and Motovidlo, 1996). Dedicated employees expend considerable time and effort in doing
something (Coetzee and Villiers, 2010). The meaningfulness of a job is negatively related to
job stress (Lease et al., 2019; Li et al., 2008). Therefore, job stress is unnecessary obstacle that
reduces employees’ motivation to achieve work goals. This in turn makes employees more
likely to deviate from their work behaviors (Liu et al., 2013). Consequently, job stress
decreases job dedication, which leads to the following hypothesis:
H4. Job stress decreases employees’ job dedication.
Job dedication is characterized by enthusiasm, pride and challenge (Orgambıdez-Ramos et al.,
2014). Job dedication influences psychological status (Maslach et al., 2001), including
increased work happiness (Kim, 2019). From the perspective of positive psychology,
employees experience work happiness if they dedicate themselves to their job, they show
positive attitude in daily activities (Seligman, 2002). In other words, since dedicated
employees enjoy their work (Baker and Oerlemans, 2016), they focus on organizational goals
(Macey et al., 2009). Therefore, when employees have job dedication, they have positive
emotions, which in turn increase happiness. Moreover, although job dedication is directly
related to work, it also increases general life happiness (Judge et al., 2005). For example,
dedicated employees are successful, energetic and proactive individuals who are able to
manage the events that may affect their lives (Muldoon et al., 2017).
As Spillover Theory explains, happiness in one area of life affects other areas (Staines,
1980). Thus, happiness has increases job dedication while job dedication has increases
happiness. The theoretical assumption that refers to the interactive relationship between job
dedication and happiness has also been proven empirically. For example, De Stasio et al.
(2019, 2020) stated that employee happiness increases job dedication. However, McCarthy
(2021) expressed just the opposite as employees’ job dedication increases employee
happiness. Since this current study only focuses on the effect of job dedication on employee
happiness, one-way effect hypothesis was determined as an assumption. This hypothesis:
H5. Job dedication increases employee happiness.
In the hotel industry, intense interactions with customers can cause job stress. For example,
hotel employees are required to deal with customer complaints, requests and high
expectations. Hotel managers should therefore support their employees to solve customer
problems (Akgunduz and Bardakoglu, 2017). If so, employees will tend to dedicate
themselves more to their job because of POS (Bano et al., 2015). Previous research
demonstrates that POS increases employee happiness (Ni and Wang, 2015). Thus, hotel
employees will feel dedicated and have an effective connection with their job, which will make
JHTI them happier. The relationship of job dedication with both POS and happiness indicates that
job dedication can mediate the effect of POS on happiness, leading to the following hypothesis
(Figure 1):
H6a. Job dedication mediates the effect of POS on employee happiness.
Hotel employees are happier in low-stress work environments (Chia and Chu, 2016), so
happiness can be expected to shape job dedication resulting from job stress. According to
COR, employees who feel job stress due to lack of resources may also be dedicated. That will
increase their job satisfaction, and in turn happiness. Schiffrin and Nelson (2008) determined
that job dedication is related to stress level, so that job stress reduces happiness. The
relationship of job dedication with both POS and happiness indicates that job dedication can
mediate the effect of POS on happiness, leading to the following hypothesis (Figure 1):
H6b. Job dedication mediates the effect of job stress on employee happiness.

3. Method
3.1 Sample and data collection
This study focused on hotel employees. The universe of the research consisted of 5-star hotels
operating in Antalya in Turkey as affiliates of the Ministry of Culture and Tourism. Because
these hotels are very widely dispersed, the data were only collected from hotels in Side
Tourism Region, which has the most beds. First of all, HR departments of these hotels were
contacted to explain the aims and scope of the research. However, only four hotels agreed to
participate to the study. The hotels were visited in March–May 2017 to survey employees in
different shifts. Since the hotel managers did not share their exact staffing numbers, it was
difficult to determine the population. According to Kline (2011) reliable results can be
achieved by including 10 times or more respondents than the number of items in the survey.
As the research questionnaires consisted of 14 items, 140 questionnaires were found
sufficient for this research. 100 questionnaires were distributed to each hotel. Conducted
through convenience sampling method, 364 questionnaires were collected at the end of the
data collection process. One after excluding eight questionnaires with missing data, 356
questionnaires were included in analyses, giving a response rate of 79%. The distribution of
the questionnaires collected from the four hotels in the research is as follows: Hotel1 86, Hotel2
89, Hotel3 91 and Hotel4 90.

Perceived
Organizational β2
Support
β1 H2
H1

Job Dedication H5
Happiness
H6a and H6b β5

H4
β3
β4
Job Stress H3
Figure 1.
The conceptual model
3.2 Measures Happiness,
POS was measured with four items from Eisenberger et al. (1997). A sample item is “The job stress,
organisation cares about my general satisfaction at work”. This scale was translated into
Turkish by Turunç and Çelik (2010). The Cronbach alpha value was 0.85. Employee
job dedication
happiness was measured with the three-item Happiness Scale by Chia and Chu (2016). A and POS
sample item is “Compared to most of my peers, I consider myself to be happy”. This scale was
translated into Turkish by Akın and Satıcı (2011). The Cronbach alpha value was 0.82.
Employees’ job dedication was measured with the three-item Job Dedication Scale developed
by Lee and Ok (2016). A sample item is “I exercise personal discipline and self-control”. The
scale was translated into Turkish by Dalgıç and Akg€und€uz (2019). The Cronbach alpha value
was 0.74. Job stress was measured with the four-item Job Stress Scale developed by House
and Rizzo (1972). A sample item is “If I had a different job, my health would probably
improve”. This scale was translated into Turkish by Efeo glu (2006). The Cronbach alpha
value was 0.79. All items of scales are measured on a Likert-type scale ranging from 1
(strongly disagree) to 5 (strongly agree).

3.3 Analytic approach

Before testing the study hypotheses with SEM, checks were conducted to determine whether
the data met normality assumptions, specifically multiple normal distribution tests, and
skewness and kurtosis tests. Since the skewness values were between 0.912 and 0.122, and
the kurtosis values were between 1.171 and 0.103, and there were no outliers, the data was
accepted as meeting normality assumptions according to Hair et al. (2010). The reliability and
convergent validity of the measurement model in Figure 1 were then estimated, as presented
in Tables 2 and 3. All Cronbach’s alpha values surpassed the recommendation of 0.70
(Nunnally, 1978). In general, for each structure, a composite validity greater than 0.60
(Bagozzi and Yi, 1988) and an average variance extracted greater than 0.50 (Fornell and
Larcker, 1981) are accepted as indicating a suitable structure. Furthermore, a single factor
test was employed to test for common variance bias. The hypotheses of current research were
tested using covariance-based structural equation modeling (CB SEM) in Lisrel 8.8. The
following goodness-of-fit indices were used for the analyses: GFI, AGFI, RMSEA, NFI and
chi-square/df.

4. Results
356 valid questionnaires were collected in this empirical research (Table 1). Of these
participants in this research, 70% were male (n 5 249) and 29% were female (n 5 102). Their
ages ranged from 17 to 50 (mean 30.2 years) while their hotel experience ranged from 1 to
30 years (mean 6.3 years).

4.1 Psychometric properties of the measures

Construct validity of this research model was tested by using confirmatory factor analysis
(CFA) as suggested by Anderson and Gerbing (1988). In the model fit test, the factor loadings
of the observed variables and the interactions between the latent variables were significant
(p < 0.01). The goodness-of-fit index values for the model were as follows: X2 5 83.76, df 5 71,
X2/df 5 1.18; RMSEA 5 0.022; NFI 5 0.97; NNFI 5 0.99; PNFI 5 0.75; CFI 5 0.99; IFI 5 0.99
RFI 5 0.96; RMR 5 0.044; GFI 5 0.97; AGFI 5 0.95; PGFI 5 0.65. All the results passed the
model adaptability standards suggested by Hair et al. (2010), confirming that the scales were
unidimensional. The composite reliability (CR) scores were higher (0.74–0.85) than the
standard of 0.60 suggested by Hair et al. (2010). Accepted procedures were used to evaluate
the latent variables’ convergent validity (Table 2). The AVE values of latent variables varied
JHTI Gender n Percentage Experience in the organization n Percentage

Female 102 29 5 years or less 257 72

Male 249 70 6 years or more 85 24
Missing value 5 1 Missing value 14 4
Age Work experience
25 and under 77 22 5 years or less 117 33
26–45 years 258 72 6 years or more 230 65
46 and above 7 2 Missing value 9 2
Missing value 14 4 Education
Department Primary school 8 2
Front office 33 9 Secondary School 25 7
Housekeeping 62 17 High School 168 47
Maintenance 39 11 University 153 43
F&B 194 54 Missing value 2 1
Table 1. Management 14 4
Profile of participants Missing value 14 4

Standardized loading t-value AVE CR √AVE

Job Stress (JS) 0.51 0.79 0.71

JS1 0.60 11.23
JS2 0.78 15.59
JS3 0.80 16.07
JS4 0.61 11.49
Employee Happiness (EH) 0.61 0.82 0.78
EH1 0.81 16.46
EH2 0.85 17.63
EH3 0.68 13.44
Perceived Organizational Support (POS) 0.60 0.85 0.77
POS1 0.83 18.12
POS2 0.85 18.89
POS3 0.74 15.43
POS4 0.66 13.37
Table 2. Job Dedication (JD) 0.50 0.74 0.70
Items, factor loadings JD1 0.67 12.16
and construct validity JD2 0.78 13.96
results JD3 0.65 11.77

Variables Mean SD 1 2 3 4

(1) POS 3.60 0.92 0.77a

(2) Job stress 2.77 0.99 0.26* 0.71a
(3) Job dedication 3.61 0.92 0.37* 0.14* 0.70a
Table 3. (4) Happiness 3.64 0.89 0.23* 0.18* 0.37* 0.78a
Correlation analysis Note(s): aThe square root of AVE, *p < 0.001
between 0.50 and 0.61, which were higher than the standards suggested by Fornell and Happiness,
Lacker (1981), thereby confirming the convergent validity of the measures. job stress,
According to Table 3, POS was positively related to happiness (r 5 0.23 p < 0.01) and job
dedication (r 5 0.37 p < 0.01), but negatively related to job stress (r 5 0.26 p < 0.01). Job
job dedication
stress was negatively related to job dedication (r 5 0.14 p < 0.01) and happiness (r 5 0.18 and POS
p < 0.01) while job dedication was positively related to happiness (r 5 0.37 p < 0.01). These
results support the initial examination of the proposed relationships. Discriminant validity
was evaluated by calculating the AVE. The square roots of the AVE values were all higher
than the inter-correlations values, thereby confirming the discriminant validity of the four
constructs in this study as suggested by Fornell and Lacker (1981).

4.2 Common method bias

If data only one source is collected, the problem of common method bias may raise. Whether
there was a common method bias was tested Harman’s single factor test in this research. As
Podsakoff et al. (2003) note, when all variables are grouped under a single factor or when first
factor explains a significant part of total variance, a common variance problem may arise. In
this study, the factor analysis included 14 items collected under a single factor, with the single
factor explaining 28.60% of the total variance. This result indicated that this study had no
common method bias problem.

4.3 Hypothesis tests

CB-SEM was used for testing the hypotheses. In this stage, three models consist of direct
model, full mediation model and partial mediation model were tested and were compared. The
fit indices of the partial mediation model were closer to acceptable values than those of the
other two models (Table 4). The fit indices values for the partial mediation model were as
follows: X2/df 5 1.18; AGFI 5 0.95; GFI 5 0.97; CFI 5 0.99; and RMSEA 5 0.022.
Table 5 indicates the path estimates of the models. First, POS increases job dedication
(β 5 0.35 p < 0.001) and employee happiness (β 5 0.14 p < 0.05), thereby supporting H1 and
H2. Second, job stress decreases employee happiness (β 5 0.19 p < 0.05) but increases job
dedication (β 5 0.16 p < 0.05). Therefore, although H3 was supported, H4 was rejected. Third,
H5 was supported as the last direct effect hypothesis since job dedication increases employee
happiness (β 5 0.25 p < 0.001).
The proposed model specified job dedication and happiness as an endogenous construct
while POS and job stress are exogenous constructs. The coefficient of determination of
happiness as an endogenous construct accounted for 15% of the variance in its variables
(POS, job stress and job dedication) while job dedication as an endogenous construct was
13% of its variability was explained by estimated model. The partial mediation model shown
in Figure 2 indicates that POS affects happiness both directly (β 5 0.14) and indirectly
through job dedication (β 5 0.35*0.25 5 0.09). Since the direct effect (β 5 0.14) is stronger

X2/
Model X 2
df df ΔX2 AGFI GFI NFI NNFI PNFI CFI RMSEA

Direct model 95.55** 72 1.33 – 0.95 0.96 0.96 0.99 0.76 0.99 0.030
Full mediation 103.99** 73 1.42 8.44 0.94 0.96 0.96 0.98 0.77 0.99 0.035
model
Partial 83.76** 71 1.18 20.23 0.95 0.97 0.97 0.99 0.75 0.99 0.022
mediation model Table 4.
Note(s): **p < 0.001 Models’ fit indices
JHTI than the indirect effect (β 5 0.09). Therefore, job dedication partially mediates the effect of
POS on happiness. Thus, H6a was partially supported. According to Table 5 and Figure 2, job
stress predicts job dedication (β 5 0.16) while job dedication predicts happiness (β 5 0.25).
This indicates that the indirect effect of job stress on happiness via the mediation of job
dedication is 0.04 (β 5 0.16*0.25 5 0.04), whereas its direct effect is 0.14 (β 5 0.14). That is,
the direct effect is stronger than indirect effect, thereby partially supporting H6b.

5. Conclusion and discussion

Since employees’ happiness is a significant antecedent for organizational success and
customer satisfaction, both practitioners and academicians focus on employees’ happiness.
Although previous studies examined the relationship between POS, stress and happiness
(Fabiyani et al., 2021; Kim, 2019; Zhong et al., 2016), they did not include job dedication as a
mediator. By drawing on COR, SET and Spillover Theory, the present study provided a
deeper understanding of the effects of stress and organizational support on employee
happiness through job dedication. That is, it examined the mediating effect of job dedication
on both POS and happiness, and job stress and happiness.
This study demonstrated a significant relationship between POS and happiness, which is
consistent with previous models (Ni and Wang, 2015; Roemer and Harris, 2018) in which
organizational support is considered as the major predictor of employee happiness. This
finding also proves that supported employees will be happier both inside and outside of the
organization, as predicted by Spillover Theory. The finding also indicates that POS increases
job dedication. According to this finding, supported by SET, hotel employees who feel
supported by the organization are motivated to respond to this support, which in turn
strengthens job dedication. This finding confirms Dai and Qin (2016), Nguyen and Tran
(2021) and Zhong et al. (2016). Hotel employees who think that they are supported by their

Path values
DM FM PM

Job stress → Happiness 0.14 ( 2.04) 0.19 ( 2.81)

POS → Happiness 0.24 (3.68) 0.14 (2.02)
Job dedication → Happiness 0.29 (4.21) 0.25 (3.44)
Job stress → Job dedication 0.15 (2.11) 0.16 (2.32)
Table 5. POS → Job dedication 0.37 (5.02) 0.35 (4.87)
Models’ path estimates Note(s): DM: Direct effect model; FM: Full mediation model; PM: Partial mediation model

Perceived
Organizational 0.14*
Support

0.35***

Job Dedication 0.25*** Happiness

0.16*
*
Job Stress –0.19*
Figure 2.
Path results of the
structural model
Note(s): *p < 0.05, **p < 0.01, ***p < 0.001
organization are capable of converting their positive thoughts into visible a behavior such as Happiness,
high performance and dedication to achieving organizational aims (Eisenberger and job stress,
Stinglhamber, 2011).
The current study, which is similar to the studies of Chia and Chu (2016), and Naseem
job dedication
(2018) shows that the job stress in hotel businesses has a negative effect on employee and POS
happiness. This effect also confirms its assumptions with the Spillover Theory, which
suggests that feelings and thoughts formed in workplace affects employees outside of work,
too. Furthermore, findings of this study show that, contrary to the expectations, employees’
job stress increases their dedication to work. There is no research in the literature that
supports this finding. This unexpected finding can be explained by taking into account the
application area of this research and the positive impact of job stress. It is also true that in
countries with a high unemployment rate such as Turkey, it can be important to be working
only despite negative working conditions such as long working hours, inadequate education
and development opportunities, insufficient financial gains and low dignity (Kandasamy and
Ancheri, 2009). According to COR which says that employees consider their jobs as a valuable
resource, this explains why employees are committed to their jobs in in order to protect and
maintain them despite job stress.
The result from the present study also highlights the key role of job dedication in
employee happiness, as also reported by Field and Buitendach (2011) and Joo and Lee (2017).
Employees who are psychologically and emotionally dedicated to their organization feel
fewer negative attitudes (Kahn, 1990), which in turn makes them happier at work (Bataineh,
2019). In other words, employees who are dedicated to their job feel happy. Lastly, the current
study found that job dedication has a significant mediating role in the relationships between
POS and happiness, and job stress and happiness. The POS and job stress levels of hotel
employees influence their happiness via their job dedication. This study thus contributes to
similar researches on stress, happiness and POS by identifying the varying impact of job
dedication on attitudes. The findings also support Rich et al. (2010), who demonstrated the
mediating role of job dedication on the relationship between POS and happiness, and
Rothmann (2008), who demonstrated the mediating role of job dedication on the relationship
between job stress and happiness.

5.1 Theoretical implications

This research contributes to the current literature concerning the happiness and dedication of
employees in the hospitality industry. In the researches, employee happiness is mostly
explained depending on the characteristics of the job and the conditions of the workplace
(Atan et al., 2021; Gangwani et al., 2020; Melief et al., 2020). There is very little research
examining the overall happiness of employees in this sector (Jayasinghe, 2017; Roemer and
Harris, 2018). There is also very limited research that examines the happiness of hotel
employees, especially in Turkey, separately from workplace happiness (Biçen and Koç, 2019),
and employee happiness has been recognized as an independent variable or workplace
happiness in national surveys (Kemer, 2019; Kilic and Akdemir, 2019). For this reason, this
research is among the first to evaluate the employee happiness holistically. In addition, job
dedication is considered as a dimension of business commitment in the literature (Burke et al.,
2009; Mokhine and Geyser, 2020; Bhardwaj and Kalia, 2020). In this research, employees’ job
dedication was recognized as a tool variable and as a precursor to employee happiness.

5.2 Practical implications

The findings provide useful guidelines for hotel managers. First, hotel managers should
understand the role of perceived organizational support given by the employees in the
formation of positive attitudes toward the hotel, their jobs and their managers.
JHTI Hotel employees who perceive that the hotel supports them are more likely to be happy and
show greater job dedication. Therefore, hotels and managers should support their employees.
To increase hotel employees’ POS, managers could provide opportunities for employee
creativity (Hermida et al., 2019), pay and benefit satisfaction (Jolly et al., 2021), and high-
quality leader–member exchange (Wayne et al., 1995). Hotel managers can select from these
tools to increase POS, and thereby boost employee happiness and job dedication. Conversely,
a lack of POS may reduce employee happiness and job dedication.
Secondly, hotel managers should promote job dedication since this can increase employee
happiness. Job dedication is affected by both personality (self-esteem, optimism and self-
efficacy), and organizational factors (pay satisfaction, participation, feedback, exercising
power and organizational support) (Saks, 2006). Hotel managers may use various techniques
to enhance job dedication and in turn overall happiness. These include recruiting skilled
employees for the job, paying attention to person-job-organization fit, and providing social
support, justice rewards systems and flexible work hours.
Thirdly, although job stress increases employee job dedication, it decreases employee
happiness. This shows that not all stressors may not reduce the happiness of employees.
Therefore, hotel managers should determine which factors increase employees’ job stress and
reduce employee happiness. Generally, anxiety, fear, uncertainty and perceptions of inadequacy
are among the most important causes of stress (Khan et al., 2021). Thus, managers should listen
to employees to reduce their stress and make them feel important by taking care of them. It
would be beneficial to ensure objective performance evaluations and promotion processes to
reduce job stress caused by job insecurity and career anxiety. To eliminate job stress caused by
inadequacy, employees should be assigned tasks appropriate to their skills and abilities.
Hotel managers have great responsibilities for the future of the tourism industry and the
motivation of their employees. Organizational support should be increased so that employees
can feel happier. By creating an organizational climate that will make the employees happy,
they should be supported for their dedication to their work. If employees feel safer, then their
stress levels will decrease, which in turn encourages them to stay in the organization because
they are happy to be there. Lastly, job dedication partially mediates the relationship between
POS and happiness. Job dedication also partially mediates the relationship between job stress
and happiness. This suggests that stressed employees will develop greater job dedication,
which in turn increases their happiness. Thus, to increase employee happiness, managers
should increase POS. Hotel managers should consider constantly improving the
organizational support environment for their employees. Appropriate policies and reward
procedures should be formulated to recognize employees’ contributions and care for their
welfare. In addition to more job autonomy, a fair atmosphere should be created for employees.
Managers should be granted more authority to trust and support their employees. Employees
should be given more feedback and provided coaching and encouragement by hotel
managers. This should help make employees both happier and more dedicated.

5.3 Limitations and future research

This research has a few limitations. Firstly, the data were only collected from Antalya
destination. Therefore, it is difficult to generalize the findings for the whole Turkey. For future
studies, data can be collected from other hotel types (e.g. business hotels or boutique hotels) and
different cities (e.g. Istanbul or Izmir). Second, there may be response bias due to the use of self-
report measures of perceived organizational support, job stress, happiness and job dedication.
Third, this study focused only on the effects of hotel employees’ job dedication and happiness
and neglected the effects of employees’ personality traits. Thus, future studies should investigate
the role of personality traits. Fourth, this study only explored the relationships between POS, job
stress, job dedication and happiness. Future research could focus on other variables to be tested
as mediators. Especially, perceived organizational support and job stress may have indirect Happiness,
effects on happiness through other mediators, such as employee motivation, employee advocacy job stress,
and job embeddedness. Moreover, the only dependent variable in this study was happiness.
Future research could consider employee performance, organizational dedication and customer
job dedication
satisfaction as dependent variables. Fifth, 75% of participants were from generation Y while and POS
only 25% were from generation X. Therefore, the study could not explore intergenerational
differences. Finally, the data were collected before the COVID-19 pandemic, so possible effects of
the pandemic could not be considered.

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Further reading
Jain, A., Giga, S. and Cooper, C. (2013), “Stress, health and well-being: the mediating role of employee
and organizational dedication”, International Journal of Environmental Research and Public
Health, Vol. 10, pp. 4907-4924, doi: 10.3390/ijerph10104907.
Rai, A. (2018), “Differential relationship of challenge and hindrance demands with employee
engagement: the moderating effect of job resources”, International Journal of Sociology and
Social Policy, Vol. 38 Nos 9/10, pp. 887-906, doi: 10.1108/IJSSP-12-2017-0174.
Dodanwala, T.C. and Santoso, D.S. (2021), “The mediating role of job stress on the relationship
between job satisfaction facets and turnover intention of the construction professionals”,
Engineering, Construction and Architectural Management. doi: 10.1108/ECAM-12-2020-1048.

Corresponding author
Yilmaz Akgunduz can be contacted at: yilmaz.akgunduz@deu.edu.tr

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