SERVICE ORIENTATION AS A DRIVER OF ENGAGEMENT AND JOB SATISFACTION: INSIGHTS FROM SERBIAN HOTEL EMPLOYEES

Marija Cimbaljević; Dunja Demirović Bajrami; Milica Lakić; Dragana Popović; Jelena Jovović

doi:10.35120/sciencej0304141c

Authors

Marija Cimbaljević University of Novi Sad, Faculty of Sciences, Department of Geography, Tourism and Hotel Management, Novi Sad, Serbia
Dunja Demirović Bajrami Geographical Institute “Jovan Cvijić” Serbian Academy of Sciences and Arts, Belgrade, Serbia
Milica Lakić Academy of Hospitality, Tourism, and Wellness, Belgrade, Serbia
Dragana Popović Independent University of Banja Luka, Faculty of Economics, Banja Luka, Bosnia and Herzegovina
Jelena Jovović University of Business Engineering and Management, Faculty5 of Economics, Banja Luka, Bosnia and Herzegovina

DOI:

https://doi.org/10.35120/sciencej0304141c

Keywords:

service orientation, job engagement, job satisfaction, hotel employees, analysis

Abstract

The study investigates the relationships between service orientation, job engagement, and job satisfaction among hotel employees in Serbia. The research surveyed 244 employees across hotels of varying categorization levels, employing quantitative methods using AMOS software. Results reveal a significant positive influence of service orientation on job engagement, which in turn positively impacts job satisfaction. The study also explores the direct effect of service orientation on satisfaction and its indirect influence mediated by engagement. Findings highlight partial mediation, underscoring engagement's critical role in linking service orientation to satisfaction. Furthermore, significant differences were observed between employees with tourism-related education and those from other backgrounds in terms of these three variables. The research underscores the importance of fostering service-oriented practices to enhance employee satisfaction and engagement, which are essential for delivering high-quality services. The study concludes with recommendations for future research and practical implications for human resource strategies in the hospitality sector. By addressing the interplay of these variables, this study contributes to understanding how employee-centric practices can drive organizational success in competitive tourism markets. Limitations and prospects for comparative studies across different economic contexts are also discussed.

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