Factors Affecting Hotel Employees’ Job Expectations in Selangor

_______________________________________________________________________

Factors Affecting Hotel Employees’ Job

Expectations in Selangor
Amira Zafirah Zulkifli
Universiti Teknologi MARA, Kampus Bandaraya Melaka
amirazafiraa@gmail.com

Muhammad Arif Arsad

Universiti Teknologi MARA, Kampus Bandaraya Melaka
arifarsad1999@gmail.com

Sufi Zulaikha Muhamad Nor

Universiti Teknologi MARA, Kampus Bandaraya Melaka
sufimuhamadnor@gmail.com

Abstract
Hospitality employers are failing to meet the career expectation of staff and create a desirable workplace
environment. The hospitality industry had a 130.7% turnover rate in 2020. This number is extremely high,
but even before the year 2019, the rate was 78.9%. This is because the hotel industry employers are
facing a great deal of problem in retaining the employees due to being unable to meet the
expectations. Therefore, the purpose of this study was to identify the job expectation of hotel employees
towards the industry in Selangor and at the same time to understand the factors affecting job expectation
of hotel employees’ towards the industry in Selangor. In order to understand the factor, quantitative
research will be used in this research to determine the study. The target population of this study is the
employees who work in the hotel industry in Selangor. This research paper is an attempt to find out the
various factors of expectation by an employee in the hotel industry. The study also revealed some issues
among employee hotels such as overwork and low wages. According to the findings, the quality and
expectation of employees depends on the service industry, and it is precarious for hotels to preserve their
valuable employees.

Keywords:
Hotel Industry, Employees, Job Expectations, Environment, Opportunity, Success
1 Introduction
1.1 Background of Study

With her mother nature, coastal regions, history, and diversified population of people from many
cultures, Malaysia is a fortunate nation, and the growth of the tourist business has been centered on it.
The tourism sector has expanded tremendously, and Malaysia was able to bring in 26.01 million visitors
and generate $86.1 billion in tourist expenditure in 2019. The hotel businesses have benefited from this
as well. In the past 18 years, the hotel business has seen a significant transition. Globalization and tourist
arrivals have boosted Malaysia's hotel industry even more by encouraging company growth in the service
industries (Githinji, 2017). The number of hotels expanded significantly from 1492 hotels in 2000 to 4750
hotels in 2018, while the number of rooms available climbed from 124,413 rooms in 2000 to 308,207
rooms in 2018 (Tourism Malaysia, 2020). Geographically, Malaysia is located halfway between Thailand
and Singapore, which has aided in the growth of its tourist industry.

Through the generation of jobs, the hospitality sector is renowned for being a driver for economic
growth and social-economic development. According to the Malaysia Tourism Statistics (2020), the
tourism sector in 2019 has expanded tremendously, and Malaysia was able to attract 26.01 million visitors
and generate 86.1 billion in tourist expenditures. In 2020, the third-largest segment of the service sector in
Malaysia is the hospitality and tourism sector, which generates 3.5 million jobs and accounts for 23.1 % of
the country's employment (Department of Statistics Malaysia, 2021). The hotel businesses have benefited
from this as well. According to Mane (2016), in order to provide great customer service and strive for the
best results for the firm, the industry recognises the necessity for highly motivated staff. The recession in
a particular industry, which is obviously not the issue, or when an employee is not content because his or
her expectations are not met are the two main causes of turnover (Abelson, 1987).

Numerous industries, including the tourism, transportation, and food service sectors, are linked to
the hotel sector. It is obvious that every nation places a strong emphasis on the importance of this type of
business, believing that it is a source of employment, distributes national money, and drives national
advancement, especially in developing nations like Malaysia. It is acknowledged that the hotel sector
contributes significantly to the nation's economy.

1.2 Problem Statement

An individual's motivation wanes, and the caliber of their work suffers when they believe that their
expectations from the job are not being met. The individual conceptions of job happiness, job attitudes,
motives, and job expectations have all been the subject of numerous research (Sessa & Bowling, 2020).
Only a few studies have looked at work attitudes, motives, involvement on the job, and career aspirations
in the hotel and tourism sector (Goh & Lee, 2018).

Hospitality employers are failing to meet the career expectation of staff and create a desirable
workplace environment (Witts, 2021). Every person has distinct expectations of an organization, and this
is how the Malaysian business was affected. According to Hiew (2022), most employees expect their
employers to offer benefits like paid leaves, health insurance, promotions, and paid holidays, but not all
businesses can meet these demands in full, which results in high employee turnover.

The general business problem is that when talented employees leave a company, the company’s
finances and operations decrease (Yang et al, 2011). The specific business problem is that some job
expectations may be unclear to employers. Understanding the job expectations may help to reduce the
shortage of employees and enable some company leaders to attract and retain employees. According to
Palanski et al. (2014), if the workplace environment does not meet an employee’s expectations, the
employer faces the risk of losing that employee. In the hospitality industry expectation of skills is varied at
different levels of employees (Sarah, 2012). A small percentage (29.7%) expectation was for conflict
resolution and self-initiative (30%) (Austra & Asta, 2009). According to Austra et al., this small expectation
is unexpected as there is a global shift to information technology, computer knowledge, self-driven
personnel and international hospitality.

According to Jordan in HR Asia (2021), more respondents in Malaysia reported experiencing a

greater turnover rate than in 2020, particularly at the mid-career level. The hospitality industry had a
130.7% turnover rate in 2020. This number is extremely high, but even before the year 2019, the rate was
78.9 % (Johnson & Wales University, 2021). According to research Allen (2008), many departing workers
are unwilling to mention characteristics of the company that may have influenced their choice to quit,
including their supervisor, as being unsatisfactory. Additionally, they frequently mention favorable outside
variables that are outside the organization's control, such as greater chances elsewhere, as reasons for
leaving.

In numerous Asian nations, including Hong Kong, South Korea, Malaysia, Singapore, and
Taiwan, voluntary turnover has always been a major concern for hotel companies (Barnett, 1995; Chang,
1996; Syrett, 1994). In some regions, job hopping is so common that it has become a culture (Asia Pacific
Management News, 1997).

One of the issues with organisational management in a different nation is turnover intention,
particularly in Indonesia. With a turnover intention rate of 15.8%, Indonesia is among the top four
countries in the world (Gutmann, 2016). According to the 2015 Michael Page Indonesia Report, 72% of
Indonesian respondents expressed a wish to change employment over the following 12 months
(Wonowijoyo, 2018). As a result, one of the issues facing any business that has to be adequately
addressed is the high ratio and risk associated with intended turnover. It would be beneficial for a
company to understand the variables and hotel staff expectations that might affect the likelihood of
turnover intention in order to address the issue.

The issue of hotel staff turnover affects all countries equally. The service-oriented aspect of the
hospitality industry depends heavily on its personnel for excellence. Due to the high turnover rates in the
hotel industry, it is difficult for the industry to find and keep a professional workforce. Quality workers are
the foundation of the service sector, making it risky for hotels to maintain their key staff.

In the past, there has been more study conducted to identify the employees and employer
satisfaction but there has not been much study has been done yet for employees expectation or hotel
employees expectation. Researchers also noticed that research about expectations of employees from
the hotel industry has been done in 2017 by Dr. Dilbag Singh and Mr Amandeep, about 6 years ago.
Many things happened in the 6 years time, Malaysia also experienced Covid-19 virus which affect the
hotel industry during the pandemic and also during the post pandemic .In order to overcome this situation,
researchers chose to make a study regarding factors affecting the hotel employee’s expectation towards
the hotel industry in Selangor.
1.3 Research Objective

The main purpose of this study is to highlight the factors affecting job expectation of hotel
employees. Specifically, in an attempt to identify the expectation, this study addresses the following
questions;

1. What are factors affecting job expectation of hotel employees in Selangor?

2. What is the job expectation of hotel employees in Selangor?

In other words, researchers are hopeful that this study's findings would assist employers in this
sector in ensuring that they are capable of supplying advantages that were anticipated in the present
employment market by establishing a plan after learning about the current expectations from hotel
employees. And, subsequently how this study contributes to minimizing the turnover intention among
employees, which is the very main concern for any hotels in the hospitality industry. Hence, the output of
this research further poses challenges to the hotel industry to create a harmonious workplace whereby
both subordinates and supervisors share expectations, not only achieving goals. In short, this study seeks
to accomplish the following objectives;

1. To identify the factors affecting job expectation of hotel employees in Selangor

2. To measure the job expectation of hotel employees in Selangor
2 Literature Review
Expectations of employees play an important role in human behavior as people are more likely to
engage in a specific behavior when they share belief of positive outcomes (Veena et al, 2017). According
to Erdogan and Gonca, (2017) perspectives, experience and personality characteristic of employees are
factors from the relationship between future stress expectations of employees, and employee burnout.
Furthermore, employee expectations are affected by the nature of positive and negative stressors at work
(Veena et al, 2017). Veena et al also state that most hotel industry establishments are not fully staffed
during peak demand periods due to cost concern.

In maintaining the employee expectations, there is a need to identify the expectation of an

employee from the industry and some strong measures be introduced by the human resource team of the
industry that can work and try to meet the expectation of the employee which in turn will motivate them
and retain them (Dilbag & Amandeep, 2017).The negative employee expectations of stress shape the
future negative responses that will cause burnout syndrome (Erdogan & Gonca, 2017). Moreover, most
employee burnout is a psychological response of an employee to stressors on the job which does not
meet the employee's expectations.
The term “work environment” refers to the settings or objects that influence our feelings and
behavior (Syed et al, 2022). The physical form of working environment is space, physical layout, noise,
tools, materials and co workers relationship which shows the quality of all of those aspects has an
important and positive impact on the quality of the work environment (Suharno et al, 2017). Furthermore,
Syed also states that a supportive work environment has a greater likelihood of influencing their decision
to remain with the organization. According to Haslina et al, (2021) work environment influences the
employees decision to remain in the current workplace. The hotel industry is characterized by a high level
of stress because of difficult working conditions (Sari & Diane, 2016).

Hence, in ensuring the work environment is positive for the employees, the organization should
provide a healthy working environment to improve job expectation (Haslina et al, 2021). A positive work
environment is believed to make employees feel good about coming to work and provide the necessary
motivation to sustain them throughout the day (David & Joseph, 2015). According to Haslina, it stated that
specific guidance from employers can reduce stress, enhance attitude and reduce the employees’ intent
to leave their job.

Career opportunity refers to employees' perceptions of the degree to which work assignment and
job opportunity that match their career interests and goals are available within their current organization
(Muhammad et al, 2020). According to Myung & Bruce, (2016) employees perceive that they are not
getting the opportunity to learn and grow due to limited scope of the job responsibilities and perceive that
the expressions of leader support will have lesser impact on getting organizations to reward them.
Therefore, employees are prepared for the future in the organization, make decisions about what is right
for them, become curious about and take advantage of opportunities to work up to their abilities
(Homayoun & Osman, 2018). Moreover, employees who are curious about new opportunities and carry
out tasks efficiently can manage their careers successfully (Homayoun & Osman, 2018). Muhammad
(2020), states that a positive perception of career opportunities is even more relevant in hospitality
organizations where employees frequently engage in inter-organizational career mobility.

Human resource management practices are one of hotel management tools that contribute to
organizational success (Ann, 2017). Furthermore, the hospitality sector including hotels is also very
human-centric and in order to drive success and provide better service, having an efficient workforce is
necessary (Bilqees et al, 2022). Successful implementation requires the involvement of many individuals
in varying levels in an organization, which could be difficult to coordinate (Mehmet et al, 2020). The
concept of a successful career is also normative and implies an idea that making a career is something
positive and good for the individual as well as for the organization (Susanna et al, 2017). This may imply
the existence of a gap between strategy formulation and achievement of performance, which is bridged
by the strategic implementation process according to Mahmet. Therefore, understanding strategy
implementation is a key success factor for organizations in the industry.

Figure 1: Theory framework factors affecting hotel employees’ job expectations in Selangor

The theoretical framework was adapted from previous studies which are from Dee et al. (2006)
about the impact of work experience and career expectation. This study only focuses on the job
expectation of hotel employees in Selangor. To tackle this there is a need to identify the expectation of an
employee from the industry and some strong measures be introduced by the employees that can work
and try to meet the expectation which in turn will retain them in the hotel industry.
3 Methodology
Studies involving quantitative numbers are referred to as quantitative research. This research
method places a strong emphasis on statistics or numbers in the data collection and analysis. Two
examples of data collection techniques for quantitative research are structured surveys and scientific
experiments. Quantitative research is by its nature conclusive. It is measurable, concrete, and objective.
Quantitative research will be used in this research to determine factors affecting employees’ job
expectation in Selangor. According to Dannels (2018), the study design specifies how participants are
chosen, what variables are included and how they are changed, how data is gathered and processed,
and how extraneous variability is controlled in order to solve the main research topic. The target
population for this study is hotel employees currently working in the hotel industry in Selangor.
Additionally, descriptive research will be used for the research design. The unit of analysis is employees
who work in the hotel industry in Selangor.

3.1 Data Collection

For this project, both primary and secondary data will be gathered. To gather primary data, a
questionnaire and an online survey made with Google Forms will be used. The distribution of
questionnaire forms will be carried out on 1st January 2023. Using 5 Likert-scale surveys will help
researchers to draw inferences concerning casual relations among the variables under investigation. In
the questioner, the quantitative study will be done throughout Section A until Section C. The online survey
will be distributed through online platforms including WhatsApp, Telegram, and e-mail. Furthermore, the
questionnaires will be distributed to the hotel employees’ that work in Selangor, with the requirement of
381 respondents according to Krejcie and Morgan Table. Respondents who didn’t work at a hotel in
Selangor are excluded. At the beginning of the survey, the instruction and the purpose will be highlighted
to have the respondents’ consent before filling out the questionnaires. The profile of the respondents will
remain confidential.

3.2 Sampling Design and Size

The objective of this study is to indicate what are the factors affecting job expectation of hotel
employees towards the industry and also to identify what are the job expectations of hotel employees
towards the industry in Selangor. The target population of this study is the employees who work in the
hotel industry in Selangor. The number of sample sizes is 381 referring through table Krejcie and Morgan
1970.

The sampling size of a research methodology is a key factor in determining the accuracy of the
results (Newman, 2018). It is important to have a sufficient sample size to ensure that the results are
representative of the population being studied (Berk & Seaman, 2018). Generally, a sample size of at
least 30 is recommended for statistical accuracy (Kish, 1995). However, this number may need to be
adjusted depending on the complexity of the research, the population being studied, and other factors
according to Berk and Seaman. Additionally, according to Kish, the response rate should also be
considered when determining the sample size. Newman also said, a response rate of at least 60 percent
is recommended for reliable results. The sampling size for this study will be minimum 30 respondents
according to Kish (1995) and the population size is 7981. Researchers were able to collect only 45
responses due to some problems that include lack of time to collect data from respondents, not all of the
employees in the hotel industry are full time workers, some of them were contract workers, part timers
and others. Besides, there are also a lack of corporations from hotel employees. All of the respondents
are hotel employees who work in Selangor.

3.3 Data Analysis

SPSS version 20.0 has been used in this study's analysis of the data. Data analysis and
interpretation are done with this software. Users can test priori and posteriori contrast using this
application, which is not possible with other tools. Because it frequently describes the center distribution,
it can measure location, which is the central tendency. The application can measure interval, ratio, range,
and other types of variability. The SPSS software aids researchers in selecting the most appropriate
statistical method to test the hypothesis and in interpreting the findings using a variety of statistical
methods.

3.4 Area of Study

The area of the study that will be conducted is in Selangor. This is because Selangor is one of the
most visited states by domestic visitors in 2021 which accounted for 10.2 million visitors according to a
statistic from the Department of Statistic Malaysia (2021). This leads to the growth of hotel industries in
Selangor as it receives millions of visitors who would need commodities as such. That’s the reason why
Selangor was chosen because researchers are easily able to collect respondents from hotels across
Selangor. According to CEIC Data, Selangor data was reported at 167.000 units of hotel in June 2018
and this number was increasing year by year.

3.5 Pilot Study

A pilot study is a small-scale preliminary study conducted before any larger-scale quantitative
research. It is used to test various aspects of the methods planned for a larger investigation, as well as to
estimate sample size for a future bigger study. The primary goal of a pilot study is not to answer specific
research questions, but to prevent researchers from launching a large-scale study without adequate
knowledge of the methods proposed. To conduct a pilot study, a sample size of 30-50 participants is
suggested. 35 respondents have been given the questionnaire to see how the results of the method
carried out.
4 Research Findings and Discussion
After all description of the background of the research was carried out, the next researcher will
discuss the analysis done to obtain the feedback for data to establish reliability tests and how the results
are interpreted.

In the research, there was one copy of questionnaires in Google Form distributed to the
respondents. Demographic variables such as gender, age, education level, duration working in the hotel
industry, duration working in current company, and position in current company. The questionnaires were
administered personally to employees working in the hotel industry in Selangor. Researchers using SPSS
20.0 version for windows software processed the collected data and the result is presented in tables.

4.1 Frequency Analysis

Frequency distribution explains extreme values as well as insight into the central tendency, variability
and shape of underlying distribution. Frequency distribution also can be defined as a process of
organizing a set of data by summarizing the number of times a particular value of a variable occurs. The
researcher will discuss in detail respondents’ background for this research. Before the other analysis is
discussed by researchers, it is good to have an insight of the respondents profile.
Table 1 Demographic Profile, Total Duration Of work Experience In Hotel Industry and Duration Of Work
Experience In The Current Company

Variables Frequency Percent Valid Percent Cumulative

Percent

Gender

Male 21 46.7 46.7 46.7

Female 24 53.3 53.3 100

Age

18 - 25 years old 15 33.3 33.3 33.3

26 - 35 years old 9 20.0 20.0 53.3

36 - 45 years old 17 37.8 37.8 91.1

46 - 55 years old 4 8.9 8.9 100.0

Education Level

SPM 7 15.6 15.6 15.6

STPM 4 8.9 8.9 24.4

Diploma 7 15.6 15.6 40.0

Degree 23 51.1 51.1 91.1

 Master 3 6.7 6.7 97.8

Others 1 2.2 2.2 100.0

Department

Front Office 3 6.7 6.7 6.7

Human Resources 5 11.1 11.1 17.8

Sales and Marketing 7 15.6 15.6 33.3

Account 3 6.7 6.7 40.0

Housekeeping 3 6.7 6.7 46.7

Security 1 2.2 2.2 48.9

Food and Beverages 12 26.7 26.7 75.6

Other 11 24.4 24.4 100.00

Total Duration Of work Experience In Hotel Industry

1 year and less 11 24.4 24.4 24.4

1 year and 1 day to 2 years 5 11.1 11.1 26.6

2 years and 1 day to 3 years 6 13.3 13.3 48.9

3 years and 1 day to 4 years 5 11.1 11.1 60.0

4 years and 1 day to 5 years 4 8.9 8.9 68.9

More than 5 years 14 31.1 31.1 100.00

Duration Of Work Experience In The Current Company

1 year and less 12 26.7 26.7 26.7

1 year and 1 day to 2 years 13 28.9 28.9 55.6

2 years and 1 day to 3 years 12 26.7 26.7 82.2

3 years and 1 day to 4 years 2 4.4 4.4 86.7

4 years and 1 day to 5 years 3 6.7 6.7 93.3

More than 5 years 3 6.7 6.7 100.00

 Based on Table 1, From a total of 45 respondents, 21 respondents were male which represented
46.7 % of the respondents, while the other 24 respondents were female which represented another 53.3
% of the respondents. 15 respondents or 33.3 % are coming from the age group 18-25 years old. Another
9 respondents were from the age group 26-35 years old. Next, 17 respondents were from the age group
36-45 years old and the other 4 respondents or 8.9 % were from the age group 46-55 years old. There
are 0 respondents that were coming from a group above 56 years old. Majority of the respondents were
from the group age 36-45 years old with 37.8 % from the total respondents. The list number with 1
respondent were from group Other, followed by the Master at 3 respondents, STPM with 4 respondents.
The majority of the respondents were from group Degree with 23 respondents, this shows the
respondents that work in the hotel industry where the majority is a Degree holder with 51.1 % that is more
than half of the total number of respondents.

It can be seen that there are 3 groups of departments who have the same number of respondents
which are the Front Office, Accountant and Housekeeping departments with 3 respondents or 6.7 %
respectively. The least number of respondents was coming from the security department with only 1
respondent or 2.2 %, while the most responded was the Food and Beverages department which is 14
respondents or 26.7 % from the total number of respondents. Among the respondents, 31.1 % or 14
respondents have worked for over more than 5 years in the hotel industry. Next, the group of respondents
who work less than a year are the second largest number of respondents which consist of 11 respondents
or 24.4 % of the total. There are 2 groups of respondents who have the same total duration of work
experience in the hotel industry with 5 respondents respectively which are groups with less than 2 years
experience and less than 4 years experience.

Looking forward, the highest number of respondents for duration of work experience in the
current company are respondents who work less than 2 years which consist of 28.9 % or 13 respondents
from the total respondents collected. The least number with 2 respondents were coming from a group with
duration of work experience in the current company less than 4 years. Next, groups with less than 1 year
and less than 3 years duration of work experience in the current company also have the same number of
respondents with 12 respondents or 26.7 % respectively.

The last question of the questionnaire consists of questions regarding the current position of the
employee in the current hotel. The respondents of this study came from various departments such as the
Front Office Department, Financial Department, Administration Department, Food & Beverages,
Management of the Hotel, etc.

4.2 Factor Affecting Job Expectation

For these research findings, researchers used the five-likert scale to identify the job expectation of hotel
employees towards the industry in Selangor and at the same time wanted to examine the factor affecting
job expectation in the hotel industry in Selangor. There are three groups of factors affecting job
expectation which are environmental factors, opportunity factors and success factors.
Table 2 Descriptive Analysis on factor Affecting Job expectation

Based on Table 2, with mean at 4.07 which means that the majority of the respondents agreed
that the job in the hotel industry has a higher sense of accomplishment. Working as a hotel employee can
bring a great sense of accomplishment and pride. Employee morale can be further boosted by rewards
given for their hard work and devotion, which can also give them a sense of accomplishment. With the
second highest mean of 4.29, respondents agreed with the statement “There are opportunities to learn
new things” in the hotel industry. Employees in hotels have the opportunity to develop a variety of talents,
from hospitality management to customer service. Attending training programmes can help employees
advance their knowledge and abilities, which is another benefit. “The job is enjoyable" has the result of
3.98 as the mean which represents respondents who slightly agree with the statement. While working in a
hotel can be an enjoyable and fulfilling job, there are problems involved as well. Hotel staff members must
be able to work long hours in a busy setting and occasionally deal with challenging customers. Even while
the job can be demanding, it's usually not too hard if the person has a positive outlook and is prepared to
go above and beyond to make the customers' experience great. For the statement “the job is stable”, the
mean result is 3.76 which puts it as slightly agree. Working in the hotel industry is a relatively stable job,
offering steady work and the opportunity to advance in the organization through hard work. The industry is
highly competitive, so job security and advancement within the organization is often achievable.

For the statement with mean at 4.20, which shows that the majority of the respondents agreed
that they “always have the opportunities to try on different tasks within the department''. Furthermore, by
giving the opportunity to the employees in different tasks it will make them be more committed with the
organization in return. It shows with the mean 4.24, the respondents agreed with the statement “there is
always an opportunity for leadership development”. In management, leadership behavior influences the
organization’s goal and predicts employee performance. For factor “I play an important role as a part of a
team” and have the highest result of mean with 4.31. This output shows that employees agreed with the
statement that they have an opportunity to be one of the important roles as a team. In this, hotel
employees have an essential role in the service delivery process and hotel management should consider
them to be strategic partners in the delivery of quality hotel services in order to retain customers and
guests.

With the mean 4.02, it means that the majority of the respondents agree on the statement ‘I
believe that this career is a prestigious career’. This shows that respondents agree on the expectation
that the hotel industry provides them with a prestigious career, that the job is respected and admired by
people from other industries. As for the statement ‘I believe that this job provided a well-defined career
path’, the mean is 4.02. Hence, it means that the majority of the respondents agree on the statement that
the hotel industry provides them with a well-defined career path. In hotel industries, a career path is a list
of steps to take in your professional life for progressing into different or more advanced roles at work. It’s
a series of job experiences that help hotel employees reach their ultimate career objectives and future
goals. For the last statement with the lowest 3.11 mean were ‘I received a good pay for the current job’.
This output shows that employees from the hotel industry were slightly agree with the statement that they
received a good pay for their current job. This output shows that hotel employees were not totally happy
working in the industry with the pay they received. With the low salary hotel employees receive, they tend
to feel that the job in the hotel industry was not worth it with the amount and risk while working in the hotel
industry. This may cause the turnover of employees to other industries in Selangor that may provide and
meet hotel employees current expectations.
5 Conclusion & Recommendations
The study was initiated to know the factors affecting hotel employee job expectation in Selangor.
In the service sector employees are the real assets of an organization. Hotel is one of the organizations
which runs in the field of services which also requires performance for its benchmark of success. The
expectation of the employees directly affects the smooth functioning of the organization. So it is very
important to explore the variables related to the expectations of employees from the hotel industry. The
researcher can inculcate a wide range of variables related to expectation of employees from the hotel
industry and do the potential research. The study shows that most employees are overworked, which is
one of the greatest factors of the hotel industry that need to be improved in future. Furthermore, the
business in this sector must also be willing to make changes in how they operate to support the
employees in giving their best effort on an ongoing basis. Based on the respondents, they expected that
the hotel industry could increase their workers to avoid overwork among the employees due to shortage
of workers. Respondents from the department of sales and marketing stated the hotel industry is facing
an intense challenge of labour shortage to reduce their cost. In addition, it can be seen the hotel industry
in Selangor is growing in terms of competitiveness, which will require significant amounts of labour to
serve guests who have an increasing level of service expectation, probably from wages and skilled
employees. According to the study, competitiveness of the industry can lead to lower revenues, which
entrenches the view of reduced ability to pay higher wages. In part of this, the respondent from the
department of food and beverage stated that hotel wage rates are typically lower than those of other
industries, which adds to the image of the hotel industry.

Moreover, the operational cycles caused by factors such as seasonality, require hotels to use a
mixture of full and part-time employees for labour cost control. The strategies for positive outcomes that
have been used for the hotel and those seeking part-time work, for example students. However, there is a
stigma in the hotel industry that the temporary nature of some jobs indicates the industry does not offer
careers for some employees. Lastly, this study will also help to increase the job expectations level of the
employees in each department with the help of such practices that the hotels can retain their employees
for a long time. Hence in hotels, employees are trained to perform different roles. Since hotels are a
service industry, different departments often face situations where they require help, during phases of
increased demand.This could bridge the gap between expectation and reality in the hotel industry in
Selangor. Hotel industry can show great care for employees since the employees and the management
play a vital role in one goal that would provide the best service. If the organization shows great care for
their employees, it will improve and show in their job performances.
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