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Project Work

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© University of Cape Coast https://ir.ucc.edu.

gh/xmlui

UNIVERSITY OF CAPE COAST

ORGANISATIONAL CLIMATE, PSYCHOLOGICAL EMPOWERMENT AND JOB

PERFORMANCE OF STAR-RATED HOTELS IN THE CENTRAL REGION: THE

ROLE OF EMOTIONAL INTELLIGENCE

JENNIFER CUDJOE

2023

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UNIVERSITY OF CAPE COAST

ORGANISATIONAL CLIMATE, PSYCHOLOGICAL EMPOWERMENT AND JOB

PERFORMANCE OF STAR-RATED HOTELS IN THE CENTRAL REGION: THE

ROLE OF EMOTIONAL INTELLIGENCE

JENNIFER CUDJOE

Thesis submitted to the Department of Management, School of Business,

College of Humanities and Legal Studies, University of Cape Coast, in partial
fulfillment of the requirements for the award of Master of Commerce degree
in Management.

JANUARY, 2023

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DECLARATION

Candidate’s Declaration

I hereby declare that this thesis is the result of my own original research and

that no part of it has been presented for another degree in this university or

elsewhere.

Candidate’s Signature: ………………………......... Date: ……………………

Name: Jennifer Cudjoe

Supervisor’s Declaration

I hereby declare that the preparation and presentation of the thesis were

supervised following the guidelines on supervision of thesis laid down by the

University of Cape Coast.

Supervisor’s Signature: ……………………........... Date: ……………............

Name: Professor Daniel Agyapong

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ABSTRACT

Relying on social exchange and job demands-resources theories, this study

examined the role of emotional intelligence in the relationship between

organisational climate, psychological empowerment and job performance in

star-rated hotels in the Central Region. The study adopted the positivism

research paradigm along with the quantitative approach. The study employed

the explanatory research design. Using the lottery method of simple random

sampling technique, 289 data were gathered from employees through a self-

administered structured questionnaire. Each construct was evaluated on a five-

point Likert-like scale. IBM SPSS 26 and SmartPLS 3 were used to process

data. The analytical tool was descriptive and inferential statistics.

Organisational climate, psychological empowerment, as well as emotional

intelligence were found to have a significant positive effect on job performance.

Also, it was discovered that emotional intelligence partially mediates the

relationship between psychological empowerment and job performance,

however, it does not play a role in the relationship between organisational

climate and job performance. It was therefore recommended that policy makers;

government, managers, and owners of hotels should be concerned with the

organisational climate measures that fit into the industry and individual

organisations to enhance job performance while ensuring employees are

psychologically empowered and emotionally intelligent.

iii

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KEY WORDS

Organisational Climate

Psychological Empowerment

Emotional Intelligence

Job Performance

Star-rated Hotels

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ACKNOWLEDGEMENTS

I appreciate my supervisor, Professor Daniel Agyapong, for his input,

constructive criticism, and direction which contributed significantly to the

timely completion of this project. I also like to thank the teaching assistants of

my supervisor notably Mr Osman Light, Stephanie Frimpong and Richard

Opoku for their unending support, advice, and outstanding contributions to the

successful completion of this project. I would also want to appreciate Mrs.

Mildred Asmah, Mrs. Joan-Ark Manu Agyapong, and Mr Felix Yirdong for

their support, encouragement and advice. Words cannot explain how grateful I

am to Patrick A. Donkoh for his timely assistance and encouragement since the

beginning of this study. To my brother, Bernard, I am grateful for your

assistance throughout my education. My profound gratitude goes to my parents,

for all they have done for me. Finally, I want to thank all my lecturers at the

department of management and all my friends especially Dorcas, Nester, Judith,

and Richie and the entire UIC family for their support throughout my study.

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DEDICATION

To my parents, siblings, and supervisor.

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TABLE OF CONTENTS

DECLARATION ii

ABSTRACT iii

KEY WORDS iv

ACKNOWLEDGEMENTS v

DEDICATION vi

TABLE OF CONTENTS vii

LIST OF TABLES xi

LIST OF FIGURES xii

LIST OF ACRONYMS xiii

CHAPTER ONE: INTRODUCTION

Background to the Study 1

Statement of the Problem 8

Purpose of the Study 12

Research Objectives 12

Research Hypotheses 12

Significance of the Study 13

Delimitations 14

Limitations 14

Definition of Terms 14

Organisation of the Study 15

CHAPTER TWO: LITERATURE REVIEW

Introduction 16

Theoretical Review 16

Social Exchange Theory (SET) 16

Job Demands-Resources Theory (JD-R) 19

Goleman's Theory of Emotional Intelligence 22

vii

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Empirical Review 25

Organisational Climate 25

Psychological Empowerment 27

Emotional Intelligence 29

Job Performance 30

Organisational Climate and Job Performance 31

Psychological Empowerment and Job Performance 37

Emotional Intelligence and Job Performance 41

Organisational Climate, Emotional Intelligence and Job Performance 42

Psychological Empowerment, Emotional Intelligence and Job Performance 45

Conceptual Framework 47

Chapter Summary 48

CHAPTER THREE: RESEARCH METHODS

Introduction 49

Research Paradigm 49

Research Approach 50

Research Design 51

Study Area 52

Population 54

Sampling Procedure 54

Data Collection Instrument 55

Measurement of Variables 57

Pre-Testing 58

Data Collection Procedure 59

Data Processing and Analysis 60

Structural Equation Modelling (SEM) 60

Moderating in SEM 61

viii

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Mediation in SEM 62

Internal Consistent Reliability 64

Convergent and Discriminant Validity 64

Assessment of the Structural Model 65

Ethical Considerations 66

Chapter Summary 67

CHAPTER FOUR: RESULTS AND DISCUSSION

Introduction 68

Demographic Characteristics of Respondents 68

Assessment of the Model Measurement of the Study 70

Factor Loadings 71

Assessing the Factor Loadings 72

Assessing the Reliability and Validity of the Model 74

Internal Consistency Reliability 74

Convergent Validity 75

Assessing Discriminant Validity 76

Assessing Multicollinearity 78

Assessing the Structural Model 79

Coefficient of Determination and the Predictive Relevance 80

Testing the Significance of the Model 81

Discussion of Results 82

Chapter Summary 97

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND

RECOMMENDATIONS

Introduction 98

Summary 98

Key Findings 99

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Conclusions 100

Recommendations 103

Suggestions for Future Research 108

REFERENCES 109

APPENDICES 141

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LIST OF TABLES

Table Page

1 Sample Frame 55

2 Measurement of Variables 57

3 Computed Reliability Co-Efficient for Pre-Test 58

4 Demographics of Respondents 69

5 Factor Loadings 73

6 Reliability and Validity 74

7 Fornell-Larcker Criterion 76

8 Heterotrait-Monotrait Ratio (HTMT) 77

9 Collinearity among Variables 78

10 Coefficient of Determination and the Predictive Power 80

11 Path Estimation for Organisational Climate and Job Performance 82

12 Path Estimation for Psychological Empowerment and Job Performance 86

13 Path Estimation for Emotional Intelligence and Job Performance 90

14 Path Estimation for Organisational Climate, Emotional Intelligence

and Job Performance 93

15 Path Estimation for Psychological Empowerment, Emotional

Intelligence and Job Performance 95

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LIST OF FIGURES

Figure Page

1 Conceptual Framework 47

2 Mediation Procedure in SEM 64

3 Results for PLS Algorithm 71

4 Structural Equation Model 79

xii

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LIST OF ACRONYMS

EI Emotional Intelligence

GDP Gross Domestic Product

GSS Ghana Statistical Service

GTA Ghana Tourism Authority

GTR Ghana Tourism Report

ILO International Labour Organisation

JP Job Performance

MOTAC Ministry of Tourism, Arts and Culture

OC Organisational Climate

PE Psychological Empowerment

SDG’s Sustainable Development Goals

SEM Structural Equation Modelling

UNESCO United Nations Education Science and Cultural Organisation

UNWTO United Nations World Tourism Organisation

WTTC World Travel and Tourism Council

xiii

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CHAPTER ONE

INTRODUCTION

Every organisation strives to improve performance, and the Ghanaian

hotel industry is no exception. The hotel industry, which is a subset of the

tourism and hospitality sector, is a service industry that is both laborious and

quality-oriented, with workers being the significant component (Arthur, Mensah

& Owusu, 2016). Given this, the success and the effectiveness of the industry is

determined by the performance of its employees. In the post coronavirus

pandemic economic downturn, hotel companies must significantly improve their

activities to guarantee the well-being and security of their employees and

customers, as well as boost customer eagerness to patronise their services

(Gössling, Scott & Hall, 2020).

In stimulating the job performance of workers in the star-rated hotels in

the Central Region, organisational climate is a sensitive antecedent for

consideration (Obeng, Zhu, Azinga & Quansah, 2021). Also, the psychological

empowerment of employees has been of imperative concern to the industry

where employees have to utilise their creativity, innovative abilities, and

enthusiasm to serve customers. Even though organisational climate and

psychological empowerment may affect job performance, employees’ emotional

intelligence may play a role in these relationships.

Background to the Study

Globally, the travel and tourism sector contribute significantly to

economic development through gross domestic product [GDP] (i.e., taxes,

foreign exchanges), employment opportunities, and poverty reduction (World

Travel and Tourism Council [WTTC], 2021). In 2019, the travel and tourism

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sector which includes the hotel industry was among the fast-increasing sectors,

contributing 10.4 per cent (USD 9.2 trillion) of world GDP and 10.6 per cent

(334 million) of overall employment. The sector accounts for one out of every

four new jobs launched internationally (WTTC, 2021), with the majority of

workers being low-skilled (Mouki, 2021).

The sector also contributes immensely to advanced economies. For

instance, in the United States of America, the travel and tourism sector

contributed USD 1,429 billion to GDP and provided 33.4 million jobs in the year

2020. Similarly, in Europe, the sector recorded USD 1,065 billion to GDP with

34.9 million jobs in the same year (WTTC, 2021). In a fast-developing continent

like Africa, the travel, tourism, and hospitality sector has become a major sector

that employs approximately 24.7 million people and contributes about USD 169

billion to the continent’s GDP in 2019 (WTTC, 2021).

Specifically, in Ghana, the hospitality sector generated around 525,374

jobs as of 2021. In general, the travel and tourism sector contributed about USD

1.9 billion to Ghana’s GDP (Statista, 2022). The hotel industry, which is a major

segment of the tourism and hospitality sector, currently boasts of more than

4,000 hotels (Ministry of Tourism, 2019). According to the Ghana Tourism

Report [GTR] (2019), the country recorded an increase in tourist arrivals from

956,372 in 2018 to 1,130,307 in 2019; presenting the hotel industry with both

hurdles and opportunities (GTR, 2019). This is because, accommodation is an

indispensable part of tourism, as such, the job performance of employees is

important.

The sector is a major driver of the economy of Ghana and stimulates

many other economic activities in the country (Ghana Statistical Service [GSS],

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2017). This indicates that with the right strategy, it could contribute immensely

to economic growth and development. In addition, the sector equally contributes

to the attainment of Sustainable Development Goals [SDG] 1, 2, and 8 which

represent No poverty, Zero Hunger, Decent Work and Economic Growth

respectively. The hotel industry in Ghana has historically been labour-intensive

and uses manpower to accomplish duties, regarding employees as frontline

workers due to the prominence of their services to customers (Ampofo, Owusu,

Coffie & Asiedu-Appiah, 2022).

The hotel services are consumed in situ (on site) thus, the product cannot

be carried from the place of production (Anaman & Dacosta, 2017). Also, due

to the boundless level of personal interactions between the employees and

customers, Asiamah (2017) and Acquah and Chen (2021) highlighted that

human resource is an important component in the hotel industry. This is also by

virtue of the services’ heterogeneity, intangibility, diversity in culture, work

intensity, variability, perishability, and notably the inseparability of services

(Opute, Obiageli & Iwu, 2020).

Corollary to this, employees in the sector have become a very crucial

asset because the success or failure of the industry depends largely on them since

they often have direct contacts with the customers (Ghebregiorgis, 2018).

Employees in the industry contribute to the sustainability and success of the firm

as well as sustaining competitive urge (Ampofo, 2020). They are the ones who

interact with customers and provide solutions to their problems encountered.

Generally, the relevance of the hotel industry cannot be overlooked as it is linked

to the nation’s cultural, economic, and intellectual perspective (Ampofo, 2020).

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As such, the performance of the employee is very sensitive to the operations and

accomplishments of these hotels.

Job performance is considered to be a result of numerous variables that

may affect work and working behaviours (Ghebregiorgis, 2018). Thus,

customers and management of organisations expect employees to engage in

strategies that will satisfy both parties. Yao, You and Zhu (2020) describe job

performance as the continuous actions that an individual employee completes in

a given unit of time in contributing to an organisation's core activities. Previous

research has tried to explain the factors that affect employee job performance in

the hotel industry including job embeddedness, intention to stay, motivation, and

job satisfaction (Amissah, Gamor, Deri & Amissah, 2016; Arthur, Mensah &

Owusu, 2016; Owusu-Mintah & Kissi, 2016; Ampofo, 2021; Ampofo, Owusu-

Ansah & Owusu, 2021).

Similarly, in light of the increase in the number of foreign visitors (GTR,

2019), it is imperative to improve job performance to meet the standards of

services demanded by visitors and tourists. This would subsequently influence

the receipts and profitability of the industry. To achieve this, hotel employees

must be induced and stimulated to perform in order to meet international

standards as well as satisfy customers. Bearing this in mind, improving job

performance has become unavoidable task of the industry. However, despite all

the highlighted growth potentials, the industry is limited by several factors that

hinder its smooth operations (Heimerl, Haid, Benedikt & Scholl-Grissemann,

2020). Among these factors, poor job performance was eminent. Consequently,

the issue of performance has critically been attributed to employees in the

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industry. For this reason, hotels must concentrate on enhancing employee job

performance (Dadson, 2020; Badreddine, 2021).

Allowing employees to address client requests or complaints

immediately rather than waiting for managers to do so could be an excellent way

to enhance performance and satisfy customers. In view of that, a fundamental

duty in the business is to build an organisational climate that inspires

management, labour force, and resources to collaborate successfully to achieve

organisational goals and objectives while also rewarding individuals involved

(Sekyi, Boakye & Ankumah, 2016). Over time, management has been

responsible for creating an appropriate organisational climate to boost

job performance (Brimhall et al., 2016).

The social exchange theory is a prevalent organisational principle

between members in an organisation (Blau, 1964). Drawing upon this theory,

employees willingly perform better when the organisation provides them with a

receptive climate. The organisational climate is an essential characteristic of the

workplace that has an immediate influence on employee behaviour and

performance (Li & Mahadevan, 2017). Ogilvie, Rapp, Bachrach, Mullins and

Harvey (2017) assert that there is a correlation among corporate atmosphere,

employee commitment, and perceived organisational performance. It has an

effects on organisational processes like decision-making, coordination,

communication, and control (Shanker, Bhanugopan, Van der Heijden & Farrel,

2017). Organisational climate is a feature of an enterprise that exists

independently of its members' viewpoints and understandings, making it more

readily apparent and quantifiable (Hadiyatno, 2018).

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Researchers in a variety of domains (Conger & Kanungo, 1988; Thomas

& Velthouse, 1990; Spreitzer, 1995) have paid close attention to psychological

empowerment. Thus, empowering employees through meaningful work,

building competences, and giving them an efficient level of autonomy might lead

to an enhanced performance and also increase customer satisfaction. This is

because employees that are happier appear to be more productive and successful,

and are more inclined to stay rather than quit (Santhanam & Srinivis, 2019).

Nevertheless, psychological empowerment may also influence the job

performance of hotel workers (Francis & Alagas, 2020). To deliver welcoming

service to customers, hotels rely on motivated and qualified workers (Heimerl et

al., 2020). Despite the significance of empowerment, little research is known

about psychological empowerment in the Ghanaian hotel industry.

Empowerment is described by Thomas and Velthouse (1990) as four

perceptions about workers: ‘meaning’, ‘competence’, ‘choice’, and ‘impact’.

Spreitzer (1995) restructured Thomas and Velthouse's concepts by integrating

these four cognitions to create the psychological empowerment constructs.

These constructs include meaning, competence, self-determination and impact

(Spreitzer, 1995). Extant literature has talked about its importance in the

organisational setting and how it boosts employee confidence, which in turn

improves job performance. Psychological empowerment is both a process and a

product. It is an aspect of intrinsic motivation displayed by the individual

(Spreitzer, 1996; Shah, Khattak, Zolin & Shah, 2019). However, the overall level

of experienced empowerment is diminished but not eliminated when

psychological empowerment is absent.

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Although, it has been thought of as being a structural construct (Kanter,

1977; Tuuli & Rowlinson, 2009), empowerment in this study centres on the

psychological aspect (Thomas & Velthouse, 1990). According to this

empowerment ideology, individuals who are empowered outperform others who

are substantially less empowered (Spreitzer, Kizilos & Nason, 1997). Lashley

(2000) emphasised the need to develop a standardized program to study

psychological empowerment among hotel workers (Hancer & George, 2003).

Clinton (2014) adds that there is still a rising demand for research on

psychological empowerment and service environment in the hotel industry.

In the hotel industry where guests and customers must be treated with

passion, warmth, and enthusiasm, the employees must be empowered

(Amenumey & Lockwood, 2008). This will help them to perform their work

better which will result in satisfying customers and subsequently lead to the

success of the industry (Wu & Gao, 2019). Moreover, employees who are

psychologically empowered are more creative and have greater sense of job

ownership, which motivates them to continually improve their abilities and

knowledge of their responsibilities. Psychological empowerment does not only

improve positive job outcomes but also reduces negative job outcomes, such as

unproductive behaviour and employee attrition (Shah et al., 2019).

However, the connection between organisational climate, psychological

empowerment and job performance is not always linear. Because an employee's

adjustment to organisational revolution especially in the hotel work environment

involves both cognitive and emotional dimensions. Emotional intelligence as

described by Zeidner, Matthews and Roberts (2004), is extremely fragile and can

have either positive or negative associations with job performance contingent on

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the context. Thus, a change in the current system can result in a wide range of

reactions (Jafri, 2020). As postulated by the Goleman theory of emotional

intelligence, employees perform better when they are able to manage their

emotions and that of others. Businesses have realised that in today's competitive

world, they need personnel who are not only academically educated but

emotionally intelligent. As a result, to test this argument, it was proposed to

empirically investigate the interrelating role of emotional intelligence in the

relationship between organisational climate, psychological empowerment and

job performance of employees in the star-rated hotels in the Central Region.

Statement of the Problem

Employees play a crucial role in a service-oriented industry like the hotel

which is characterised by excessive labour intensiveness. Therefore, the quest to

enhance job performance is critical to the existence and sustainability of the

industry (Ghebregiorgis, 2018). A report by International Labour Organisation

[ILO] on the Tourism and Hospitality sector, stated that employees in the sector

lack essential skills, especially in the star-rated hotels (ILO, 2020) which affects

their job performance. Nonetheless, the hotel industry in the Central Region is

not an exception to this issue of performance. The industry faces the worse

human resource challenge exhibited through decline of job performance

behaviours.

These includes poor scheduling of duties, slow response to reservations,

poor work methods, lack of cooperation and flexibility, insubordinations,

inappropriate work methods and unwillingness to take responsibility coupled

with lower friendliness among workers and managers (Anaman & Dacosta,

2017; Amankwah-Amoah, Debrah, Honyenuga & Adzoyi, 2017). The hotel

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industry experiences these challenges pertaining to job performance emanating

from the fact that management has been more concerned with achieving and

growing profit margin than ensuring matters concerning employees and their

welfare (Wiyana, Putranto & Zulkarnain, 2020).

The National Tourism Development Plan [NTDP] highlighted that a key

challenge facing the hotel industry is the quality of the human resource.

Undeniably, the industry is characterised by a shortfall in the supply of trained,

skilled and motivated employees to deliver quality service (NTDP, 2013-2027).

There are also, twice as many young people and women employed in the sector

who become economically vulnerable, hence, there is a need for motivation and

required abilities (Morgan & Pritchard, 2019; United Nations World Tourism

Organisation [UNWTO], 2019; ILO, 2020).

According to Ampofo (2020), employees experience an unfavourable

organisational climate such as fluctuating shift obligations, working extra

hours, weekends and public holidays which contributes to poor performance. In

addition, the hotel industry is characterised by a lack of flexibility in the

workplace (Amissah et al., 2016), and less workplace culture which constitutes

a poor organisational climate (Francis & Alagas, 2020). However, figures from

Statista (2022) indicate that, Ghana recorded around 1.13million international

tourists in 2019 against 956,730 people in 2018. Therefore, the rise in the number

of visitors and tourists sojourning in the country stimulates and necessitates the

need for enhanced and improved performance in the hotel industry.

The Central region holds four of the Worlds Heritage Monuments sites

in the country (United Nations Educational, Scientific and Cultural Organisation

[UNESCO]), which attract a greater number of tourists to the region. In fact, the

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region had the highest share of tourists visiting the nation (Ghana Statistical

Service, 2017). However, most of these tourists and visitors prefer to lodge in

Accra or Takoradi (Anaman & Dacosta, 2017). This has been attributed to the

poor performance behaviours of employees. The poor job performance has led

to dissatisfaction of customers, loss of clients, poor patronage and loss wof

business investment capital. Also, the Bureau of Labour Statistics report

indicated that, the industry has an annual turnover rate of 73.8 percent which has

become a global concern (Deri, Zaazie & Bazaanah, 2021).

This has resulted in the collapse of several hotels leading to wastage of

resources, with negative effect on employee retention and effective contribution

to government income. This has also caused an increase in the region’s poverty

index. Also, poor performance in the sector negatively affects related services

and commodities such as Information Communication and Technology services,

food and fuel as they are great component of visitor spending (Powell, 2015).

Meanwhile, the Ministry of Tourism's recent “Year of Return” in 2019 and the

overall Visit Ghana programs led to a growth in the number of people visiting

the nation.

According to the GTA, the expectation was exceeded, with an

approximately 45% increase more than the 500,000 visitors expected. Even in

the most magnificent locations on earth, tourism development would be difficult

without accommodations (Carr, 2016). This present both opportunities and

challenges to managers of hotels to provide the right service to enhance their

competitiveness. Even though, the job performance of workers in the star-rated

hotel has become a great concern, organisational climate, psychological

empowerment and emotional intelligence may enhance job performance.

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To deal with the problems enumerated above, studies have been

conducted in the hotel industry on job performance. Positive correlations have

been discovered among motivation, training, and working conditions

(Ghebregiorgis, 2018), human resource management practices (Otoo, 2019),

motivation (Wiyana, Putranto & Zulkarnain, 2020; Amankwah, Sarfo & Antwi,

2020), leadership style (Dadson, 2020), as well as organisational embeddedness,

work engagement and affective commitment (Ampofo, 2020). Although, the

abovementioned studies were conducted in the hotel industry, there is lack of

empirical evidence on how psychological empowerment and organisational

climate and concurrently affect job performance.

Most studies on organisational climate and job performance in Ghana,

however, focused on the banking industry (Awortwi-Tandoh, 2013; Obeng, Zhu,

Azinga & Quansah, 2021), manufacturing (Boateng, Kanyandewe & Sassah,

2014) and the public sector (Nutsugah, 2021). Thus, studies on organisational

climate and job performance in the hotel industry are rare. Additionally, it has

been discovered that studies on psychological empowerment concentrated on the

service sector in developed economies (Tuuli & Rowlinson, 2009; Ölçer &

Florescu, 2015; Commey, Sarkodie & Frimpong, 2016; Li et al., 2018; shi, Meng

& Huang, 2022). Additionally, none of these studies looked at the intervening

role of emotional intelligence. Management of hotels usually pay attention to

emotional intelligence in the hiring processes following the nature of their job to

produce better job performance (Wen, Huang & Hou, 2019).

Concern for high level of emotionally intelligent employees have gained

much attention over the years since it helps employees to assess and manage

emotions and effectively boost job performance. However, there appears to be

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scanty literature on organisational climate, psychological empowerment and job

performance along with the role of emotional intelligence in these supposed

relationships in the hotel industry in Ghana. On this premise, the focus of this

thesis was to examine the relationship between organisational climate,

psychological empowerment, and job performance, and the role of emotional

intelligence among employees in the star-rated hotels in the Central Region.

Purpose of the Study

The study examined the role of emotional intelligence in the relationship

between organisational climate, psychological empowerment and job

performance of employees of star-rated hotels in the Central Region.

Research Objectives

The study had the following objectives. Specifically, the study sought to:

1. examine the effect of organisational climate on job performance,

2. investigate the effect of psychological empowerment on job

performance,

3. assess the relationship between emotional intelligence and job

performance,

4. examine the role of emotional intelligence in the relationship

between organisational climate and job performance, and

5. examine the role of emotional intelligence in the relationship

between psychological empowerment and job performance.

Research Hypotheses

Based on research objectives, the study tested the following hypotheses.

H1: There is a significant positive relationship between organisational

climate and Job performance.

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H2: There is a significant positive relationship between psychological

empowerment and job performance.

H3: There is a significant positive relationship between emotional

intelligence and job performance

H4: Emotional intelligence plays a role in the relationship between

organisational climate and job performance.

H5: Emotional intelligence plays a role in the relationship between

psychological empowerment and job performance.

Significance of the Study

The findings of the study are essential for the hotel industry, management

and researchers. The study informs managers and owners on creating an enabling

environment to harness a favourable organisational climate and formulate

strategies to enhance psychological empowerment of employees. This study

would highlight the appropriate empowerment techniques that human resource

managers can take advantage of to enhance job performance of employees. It

also gives an insight into the techniques of building the emotional intelligence

of employees as well as view employees as a treasure for organisations’ success.

The industry is one of the essential in the country known for the jobs creation,

innovation, and entrepreneurial spirit, as well as harnessing individual creative

endeavours for its sustainability, therefore, requires critical attention.

Furthermore, the findings of the study is useful to policymakers and

stakeholders of the industry by presenting ways of developing policy initiatives

and structures within organisations through enhancing organisational climate

and psychological empowerment interventions to enhance job performance.

More importantly, this study currently one of the few studies that examines the

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role of emotional intelligence in the association between the organisational

climate, psychological empowerment and job performance in the hotel industry

in Ghana. As a result, this study fills this gap and contributes to the body of

knowledge and literature by presenting evidence on the significance of these

relationships. Finally, this study provides a basis for further inquiries since it

gives suggestions for future research.

Delimitations

The study was conducted within the scope of the effect of organisational

climate, psychological empowerment, and emotional intelligence on job

performance of employees in star-rated hotels in the Central Region. The job

performance looked at three dimensions; task performance, contextual

performance and adaptive performance. Participants were only employees in the

selected star-rated hotels in the study area at the time of the research. The

research employed quantitative techniques to perform its analysis with primary

data obtained through distributing close-ended questionnaires.

Limitations

The study had the following limitations. The instrument used did not

permit respondents to give information other than the ones presented on the

scale. This limited the study only to make its analysis from the responses

respondents were permitted to give. In addition, this research adopted the cross-

sectional design for data collection and relied on respondents' assessment which

was not checked with their superiors.

Definition of Terms

Organisational Climate-the perceptions that employees hold about the practices,

policies, procedures and the overall systems of the organisation which

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differentiate one organisation from another, through a blend of internal and

external forces affecting employees and influencing their behaviour in the

workplace.

Psychological Empowerment-it is a form of intrinsic motivation based on the

belief that one has influence over their work environment and recognises that

their values and those of the company are compatible.

Job Performance-is defined as behaviours or the continuous actions that an

individual completes in a given unit of time in contributing to an organisation's

core activities.

Emotional intelligence-the capacity to pay attention to one's own and other

people's emotions, to recognise the differences between them, and use that

knowledge to shape one's thoughts and behaviours.

Organisation of the Study

This research is organised into five chapters. Chapter one covers the

background, statement of the problem, the purpose of the study, research

objectives and hypotheses, and significance along with limitation and

delimitation of the study. The second chapter comprises the literature review,

which focuses on the study’s theoretical foundation, empirical review,

conceptual review and framework. Chapter three explained the research

paradigm, design, approach, population and sampling, and analytical tools in

addition to the measurement of variables. Analysis of data and a detailed

discussion of the analysed data were covered in chapter four. Chapter five

summarises and gives the main conclusions as well as recommendations and

suggestion for future research.

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CHAPTER TWO

LITERATURE REVIEW

Introduction

This chapter focused on the literature review of the study. It provided

empirical review on the relationships between the organisational climate and

psychological empowerment, job performance and the role of emotional

intelligence in the aforementioned associations. The chapter is in three

subdivisions, the first part explains the theories underpinning the study, and the

second part reviewed the conceptual and empirical literature whiles the last

section explains the conceptual model developed drawing on the extant

literature.

Theoretical Review

This study draws upon the Social Exchange Theory (Homans, 1958;

Blau, 1964, 2017), Job Demands-Resources Theory (Demerouti, Bakker,

Nachreiner & Schaufeli, 2001; Bakker & Demerouti, 2007, 2017) and Goleman

Theory of Emotional Intelligence (Goleman, 1995).

Social Exchange Theory (SET)

The social exchange theory was propounded by George Homans, a

sociologist, in his essay “Social Behaviour as Exchange” in 1958. Homans

(1961) defined social exchange as a tangible or intangible exchange of activities

between two or more parties that might be rewarding or costly. Cost according

to him, is the opportunities forgone by either of the parties. It is a primary

theoretical paradigm in the social psychology field (Blau, 1964) that explains

the relationship between two or more parties or individuals. According to Blau

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(1964), the underlying basis of social exchange theory remains the interactions

between humans. The theory explains how these parties exchange resources and

how those exchanges influence the connection among the members involved

(Cropanzano, Anthony, Daniels & Hall, 2017).

In the organisational setting, the exchange is said to exist between the

employer or the management and the employees. This involves the exchange of

extrinsic benefits and other social structures that are created through their

interactions. Blau (1964, p. 196) stated, “Social exchange refers to the voluntary

actions of individuals that are motivated by the returns they are expected to

bring and typically do bring from others.” The definition by Blau is adapted for

this study. In defining, he argues that, social exchange involves the principle

that one person does another a favour, and while there is a general expectation

of some future returns, its exact nature is not stipulated in advance (Blau, 1986).

The social exchange theory is essential in explaining the interactions existing

between the organisation and employees (Adeoti, 2019).

Reciprocity, relationship, and exchange are three key aspects of social

exchange. Relationships begin when a party offers something beneficial to the

other. As a result, the beneficiary can demonstrate reciprocity, and a series of

exchanges can ensue, resulting in a sense of commitment between them (Coyle-

Shapiro & Shore, 2007). The social exchange theory postulates that, if

employees believe their employers are accommodating their demands at work,

they will create an implicit obligation to reciprocate by increasing their desire

to accomplish tasks and engage in good workplace behaviours that benefit their

employer. Employees appear to reciprocate favourable workplace experiences

by doing duties to a better standard (Zou, Tian & Liu, 2015).

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Following the social exchange theory, which implies, that the

relationship among parties should encompass reciprocal interdependence (Blau,

1964), the provision of the appropriate climate in the organisation increases job

performance. Thus, employers and management provide an appropriate

organisational climate for employees in order to exchange it for increased and

improved job performance. From this vantage point, the social-exchange theory

proposes that workers react to a seeming favourable organisational climate by

acting in a way that benefits both the company and their fellow employees.

Contrarily, employees respond to a dissatisfying organisational climate by

adopting unfavourable work behaviours such as absenteeism and tardiness

(Hernández, Zatarain & Barrón, 2019).

According to Ndungu (2017), when an organisation pledges to provide

employees with rewards, recognition, financial rewards and conducive working

environment, it creates a receptive organisational climate. This will develop a

strong bond between the employees and their organisation, which will raise their

willingness to work hard and to repay the organisation with improved job

performance. This study in the hotel industry is on the notion that organisational

climate represents an antecedent whilst job performance is considered as a

consequent in the reciprocal organisation-employee relationship based on the

social exchange theory (Chang & Busser, 2020).

Therefore, organisational climate stands as the organisation's side of the

exchange by providing the appropriate climate in the organisation for the

employees. In return, the employees execute their side of the exchange by

performing their job roles to a higher standard (Blau, 2017; Obeng et al., 2021).

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Moreover, this theory helps to highlight how employees contribute to the

attainment of managerial aims (Kurtessis et al., 2017).

Job Demands-Resources Theory (JD-R)

The job demands-resources theory explains the relation between

psychological empowerment and job performance, which is the study's second

objective. This is an organisational theory propounded after the publication by

Demerouti et al. (2001) to explain how organisational environment affects

performance of employees. According to the theory, there are two types of

environments in every workplace which are the demands required by the job

(job demands) and the resources available or needed to meet those demands (job

resources) that affect performance (Bakker & Demerouti, 2007; 2017). The

recent extension included to the theory is the personal resources (Xanthopoulou,

Bakker, Demerouti & Schaufeli, 2009). This is known as the person's sense of

self-efficacy and optimism with their ability to influence their work

environment (Bakker & Demerouti, 2017).

The job demands encompass all the physiological, social, and emotional

pressures associated with one's work and as such requires a persistent effort and

a corresponding psychological cost (Demerouti et al., 2001). Included in the job

demands are a hefty workload, conflicting demands from managers and clients,

a stressful work environment, emotional labour, poor relationships as well as

uncertainty in the role. On the contrary, job resources are the physical,

psychological, social, and organisational dynamics that help the individuals to

perform well and also reduce negative work outcomes (Demerouti et al., 2001;

Bakker & Demerouti, 2017). Autonomy, the opportunity for advancement,

coaching, learning, and development are all considered resources. According to

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the theory when job resources are high and job demands are low, it improves

motivation, upsurges performance, and other positive job outcomes.

Additionally, the theory explains how job demands and resources have

multiple effects on motivation as well as stress (Bakker & Demerouti, 2014).

Khan, Malik and Saleem (2020) indicated that empowered staff are more

sensitive to client needs and deal with consumers with more cordiality, which

leads to increased performance. According to this notion, job demands, as well

as job and personal resources, activate different processes. Job resources result

in a motivational process, therefore possessing those, leads to better job

performance. Similarly, in this current study, it was suggested that

psychological empowerment is a job resource and a personal resource.

Moreover, per the job demands-resources theory employees use their resources

to meet the job demands (Bakker & Vries, 2021).

For example, having autonomy in one's work, which is the same as the

self-determination dimension of psychological empowerment, can assist an

employee in dealing with a heavy workload. Job demands, on the other hand,

when high, cause job strain, which harms job performance (Tummers & Bakker,

2021). Additionally, The JD-R model is a two-pronged paradigm, with one

focusing on health impairment and the other on motivation. According to the

health impairment process, high employment demands lead to burnout

and health concerns (example is exhaustion, sleep disturbances, and cardiac

dangers). Employees who are subjected to high emotional demands, excessive

work overload, or workplace emotional discord, for example, have been

reported to experience exhaustion (Bakker, Demerouti & Schaufeli, 2003;

Bakker & Vries, 2021).

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Alternatively, job resources lead to good job outcomes such as employee

commitment, employee performance, and intention to stay in the motivational

process (Bakker & Demerouti, 2007). This is because embedded in job

resources is both intrinsic and extrinsic stimulus on performance since it

supports employee knowledge acquisition, development, and evolution (Bakker

& Demerouti, 2007). Also, job resources are intrinsically motivating and

enhance job performance (Lupsa, Baciu & Virga, 2019). It assists in fulfilling

fundamental human needs including competence and relatedness (Bakker &

Vries, 2021).

Furthermore, according to the Resource-Based View (RBV) of the firm

(Barney, 1991; 2001), both tangible and intangible as well as job and personal

resources are critical for the organisation to improve performance and assist the

firm in gaining a competitive advantage. According to research, psychological

empowerment significantly contributes to the overall improvement of

performance (Ul Haq, Usman & Khalid, 2018). The RBV also holds that

psychological empowerment is crucial for organisations to raise their

performance and level of industry competition (Khan et al., 2020). Because

meaningful work is a defining characteristic of psychological empowerment,

empowered employees regard their work as profoundly important and

influential. As a result, personnel in star-rated hotels become more enthusiastic

and use a range of inventive methods to handle their responsibilities (Javed,

Khan, Bashir & Arjoon, 2017; Khan et al., 2020).

Psychological empowerment was recognised by Ugwu, Onyishi and

Rodríguez-Sánchez (2014) as a resource, while Schaufeli and Taris (2014)

identified risk-taking and performance as job-demands. Also, Ugwu et al.

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(2014) indicated that psychological empowerment is a resource that retains

personnel on track to complete their tasks. The Job-Demand-Resources theory

explains the interaction between job demands and job resources as well as their

influence on job outcomes (Kirrane, Kilroy & O’Connor, 2018; Iqbal, Ahmad,

Nasim & Khan, 2020). This study is of the notion that job performance is a job

demand while psychological empowerment is a resource.

The JD-R model (Demerouti et al., 2001; Seibert, Wang & Courtright,

2011) shows that employees can use psychological empowerment as a resource

on the job to stimulate job performance. Lupsa et al. (2019) highlight that when

employees have access to resources and increase these resources, it enhances

job performance and improves their well-being. This study broadens the

theoretical perspective of job demands-resources theory by looking at how

psychological empowerment might be used to deal with workplace demands

such as job performance.

Goleman's Theory of Emotional Intelligence

Daniel Goleman's works popularised emotional intelligence and sparked

widespread interest in the media and within organisations. Mayer and Salovey's

(1997) model were used to build Bar-On's (1997) theory. Mayer and Salovey's

(1997) definition are the most acknowledged in research, it described emotional

intelligence as a collection of interconnected capabilities related to the four

aspects of emotional intelligence that can be a huge advantage to employee

activities (Wong & Law, 2002; Offermann, Bailey, Vasilopoulos, Seal & Sass,

2004; Carmeli & Josman, 2006). The concept of emotional intelligence is a

relatively new concept that remains a prevalent approach to understanding how

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emotions are perceived and expressed in the work environment and its impact

on employee outcomes (Kamassi, Boulahlib, Abd Manaf & Omar, 2019).

Though there are numerous emotional intelligence theories, academics

acknowledge Goleman's (1995) work to have had a significant effect on the

scholarly discussion. This exceptional impact of Goleman's (1995) theory is due

to some factors. First, Goleman's emotional intelligence theory expounds the

four extents of Mayer and Salovey's (1997) model to five extents, making the

emotional intelligence concept more comprehensive. Second, Goleman's theory

explained emotional intelligence in a more appropriate field, leadership, and is

thus capable of articulating the relevance of emotional intelligence in everyday

life. This conjures up the fact that many emotional intelligence theories are

based on proponents' attempts to explain emotional intelligence in many fields.

Undoubtedly, either of these theories is valid as long as it delivers the correct

information in its discipline.

In reality, Salovey and Mayer's (1989) proposition was the foremost to

be fully integrated into literature. Even though, other latest theories such as

Goleman's (1995), are prevalent, intricate, and thorough somehow negate the

importance of Salovey and Mayer's theory. According to Bar-On's (1997)

theory, emotional intelligence is a cognitive capacity or a sort of intellectual

ability which harmonises people's daily interpersonal communication, in

addition to providing a foundation for many hypotheses (Freshman & Rubino,

2002). This theory continues to be useful in academics' efforts to determine the

viability of emotional intelligence models for usage in particular sectors or

specialities.

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A thorough examination of all emotional intelligence theories reveals

that ideologues and scholars of emotional intelligence seek to explain the same

concept from various perspectives. They typically argue that emotional

intelligence is required for effective interpersonal relationships. In essence,

Alotaibi, Amin and Winterton (2020) agreed that emotional intelligence is

required in everyday behaviour. Thus, emotional intelligence allows people to

interact successfully and adequately with others by first accepting and

empathising with their own emotions, and then using that understanding to

respond constructively to information and conduct, including potentially

exasperating behavioural patterns.

In the theory of Goleman (1995), three models are represented. One of

these frameworks is the mixed model, with the other two being the ability

model and the trait model. The trait model examines a person's perception of

their emotional capacity (Goleman, 1995; Salovey, Mayer, Goldman, Turvey

& Palfai, 1995) The ability model considers a person's own emotions as well

as other people's emotions as an important source of information for making

sense of and steering a social situation (Goleman, 1998). Individuals differ in

their willingness to exercise emotion-driven information as well as their ability

to connect psychological processing to higher levels of thinking, according to

this model. Perception, comprehension, and management of emotions are the

three objectives of the ability model. As a result, this model is adopted for this

study.

It is thought to be useful in situations where understanding other people

is essential. Understanding and managing emotions and feelings are crucial

skills that enhance positive work behaviours (Milhem, Muda & Ahmed, 2019).

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Emotional intelligence contributes to positive work psychology and has a

beneficial effect on job performance (Chen & Guo, 2020). Emotionally

intelligent employees portray better duty performance with dedication, and

voluntarily participate in the workplace.

Drawing on this theory and existing literature, it is proven that the

emotional intelligence of employees has a significant effect on job

performance. A significantly favourable association between emotional

intelligence and job performance was also discovered by Gong, Chen and

Wang (2019). However, research on how emotional intelligence intervenes in

the relationship between organisational climate, psychological empowerment,

and job performance has not been fully certified and still awaits further enquiry.

In light of this, it is proposed that emotional intelligence plays a role in the

relationship between organisational climate, psychological empowerment, and

job performance.

Conceptual Review

This section reviews the concepts of organisational climate,

psychological empowerment, emotional intelligence, and job performance.

Organisational Climate

Individual assessments of the workplace environment result in complex

dimensions. The sum of these dimensions is referred to as organisational climate.

Organisational climate is a vital concept in the management of organisations.

However, it is characterised by two main limitations which are, defining the

organisational climate and measuring organisational climate (Punwatkar &

Verghese, 2018). According to Punwatkar and Verghese, organisational climate

can be referred to as the characteristics of an organisation that differentiates one

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organisation from another through a fusion of internal and external forces that

have an influence on employees. These characteristics could include official

procedure, physical facilities and structure, autonomy, incentive structures,

conflict and tolerance, the need for creativeness, support, consideration, job

stress, job satisfaction, the style of leadership, and so on.

Forehand and Gilmer (1964) posit that organisational climate is a

distinct combination of traits that identifies and distinguishes one organisation

from another. These traits persist for an extended period, affecting the behaviour

of those who operate in such a setting. In addition, organisational climate is seen

as the collection of attributes that are unique to a given organisation and can be

influenced by how that organisation interacts with its members and

surroundings. Organisational climate is a persistent aspect of the internal

environment that affects members' behaviour. Litwin and Stringer (1968)

defined six organisational climate components: organisational structure,

individual responsibility, rewards, risk and risk-taking, warmth and support,

tolerance and conflict.

Howbeit, according to Tagiuri, Litwin and Barnes (1968), there is no

common set of dimensions for determining organisational climate. Climate,

instead, takes on several dimensions depending on the sort of organisation and

the behaviours being researched. They saw climate as a heterogeneous,

synthetic, and changing construct influenced by managerial behaviour.

Following these, a conceptual gap was identified through the review of the

literature. This study, therefore, intends to fill this gap by focusing on selected

components of organisational climate lacking in literature in the Ghanaian hotel

industry. For the purpose of this study, selected components of organisational

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climate; employee welfare, employee training, innovation and flexibility and

outward focus were adopted. Employee welfare measures the degree at which

the organisation provides care for its employees and values them (Guest, 1998;

Patterson et al., 2005).

Innovation and flexibility measure the organisations orientation towards

change, and how change is embraced within the organisation. Innovation refers

to the degree to which the organisation encourages new ideas of its members and

provide support for innovative approaches (Patterson et al., 2005). Outward

focus refers to how the organisation respond to the needs of its customers and

the extent of the organisation’s responsiveness to the external environment

(West & Farr, 1990; Patterson et al., 2005). Employee training dimension of

organisational climate refers to the extent to which the organisation is concerned

with developing the skills of employees with regard to current trends and needs

(Morrow, Jarret & Rupinski, 1997; Patterson et al., 2005). Bellou and

Andronikidis (2009), found that innovation and flexibility, and outward focus is

among top priorities which affects employee behaviour and performance.

Psychological Empowerment

Conger and Kanungo (1988) defined psychological empowerment as a

process that fires emotions of self-efficacy among employees by removing all

variables that promote powerlessness through formal organisational procedures

and informal means of providing useful knowledge. Thomas and Velthouse

(1990) expanded on this premise, stating that a broad collection of activities,

including meaningfulness, choice, competence, and impact of employees, might

inherently inspire people. Despite their differences, all of these elements

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contribute to the overall concept of psychological empowerment (Spreitzer,

1995).

Meaning produces an emotional response to the relevance and

significance of work to the individual. Meaning is the importance of the work

objectives in relation to one's ideals and the assessment of a task's goal

(Spreitzer, 1995). Spreitzer et al. (1997) defined meaning as the instrument of

empowerment, or the process through which people become passionate about

their professions. If employees' hearts aren't in their work, they will not feel

empowered, and their value systems will clash. It is recognised that when

workers feel their work matters, they are more willing to contribute to job

performance (Chiang & Hsieh, 2012).

The self-determination dimension of psychological empowerment

implies some control over employees' work habits and procedures (Bell & Staw,

1989). Increased flexibility, inventiveness, initiative, resilience, and self–control

result from the self–determination of employees (Thomas & Velthouse, 1990).

According to Fulford and Enz (1995), it is the degree of freedom with which one

decides to do one's duty. It is concerned with the ability to initiate and complete

a task or activity. Self-determination, often known as autonomy, refers to the

beginning and continuing of work activities by employees (Buitendach &

Hlalele, 2005). If employees are given only directives, they would not feel

empowered (Zhang & Bartol, 2010).

Competence is seen as self-efficacy, an individual’s confidence and

belief in one's ability to execute well within their domain of skill. Bandura

(1977) compares competence to personal mastery or effort–performance

expectancy. A high sense of competence activates intellectual resources,

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improves human accomplishment and personal well-being resulting in attempts

and efforts in difficult conditions in a variety of ways (Gecas, 1989), dealing

with high expectations (Ozer & Bandura, 1990), and good job performance

(Locke, Frederick, Buckner & Bobko, 1984). According to Gist and Mitchell

(1992), competency increases motivation and affects employees' conviction in

their abilities to accomplish their jobs effectively. Competence is a valid concept

that may be developed over time as new information, experience, and learning

become available (Luthans & Peterson, 2002).

The impact of employees is described as the extent to which an

individual's behaviour or job brings a difference in the workplace. Impact refers

to an employee's ability to influence strategic, administrative (Ashforth, 1989),

and work results for the organisation (Thomas & Velthouse, 1990), as well as

persuade others to buy into their ideas (Spreitzer, 1995). This component is

stated to convey one's belief that one's activities have an effect on the results

of the department and the organisation as a whole (Spreitzer, 1995). It is also

seen as the extent to which an individual perceives his or her labour can affect

organisational outcomes and make a substantial difference in attaining the task's

goal (Quinn & Spreitzer, 1997).

Emotional Intelligence

Emotional intelligence according to definition is described as a concept

with four dimensions: the capacity for emotion management, sensation, and

expression of emotions as well as the understanding and use of emotions as a

tool for thought (Goleman, 1995). Emotionally intelligent employees may be

more conscious of their own and others' emotions. As a result of their great

emotional intelligence, people may be able to perform well (Kamassi et al.,

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2019). Employees must be able to grasp customers' perspectives and form

relationships with them to support possible transactions most importantly in the

service organisations like the hotel industry.

Wong and Law (2002) established the WLEIS scale, which is linked to

the four measures of emotional intelligence: Self-Emotion Appraisal, Others

Emotion Appraisal, Use of Emotion and Regulation of Emotion. Self-emotion

appraisal is the ability to be familiar with and express one's profound emotions.

The ability to detect and comprehend others' emotions is referred to as others'

emotion appraisal. Regulation of emotion is explained as a person's capability to

control their emotions, which allows them to recover from psychological pain

more quickly. The use of emotion gauges a person's capacity to direct their

emotions toward useful endeavours and superior achievement (Hur, Van Den

Berg & Wilderom, 2011; Yan, Yang, Su, Luo & Wen, 2018).

This study proposed that the links between organisational climate,

psychological empowerment, and job performance are influenced by emotional

intelligence. The multidimensional construct developed by Wong and Law

(2002), which evaluates a person's capacity to successfully recognise,

communicate, analyse, and assess his or her own emotions as well as those of

others, is used in this study to assess emotional intelligence (Lapalme, Wang,

Joseph, Saklofske & Yan, 2016; Yan et al., 2018).

Job Performance

Borman and Motowidlo (1997) classified individual performance into

two categories: task performance and contextual performance. Adaptive

performance has been included as a distinct domain in job performance

evaluation by Sinclair and Tucker (2006) and Haneberg (2011) in response to

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recent environmental dynamics. Over all, job performance is described as the

behaviour of an individual employee that is relevant to the organisation's aim.

Job performance is determined by the behaviours and actions of the employees

(Campbell & Wiernik, 2015).

Task performance is characterised as an employee's conduct consistent

with the requirements of their job description. It is seen as behaviours that aid in

the creation of a product or the delivery of services. It contains work-related

behaviours that are largely role-specific and are typically stated in job

descriptions (Borman & Motowidlo, 1997). As a result, the universal

frameworks for task performance are difficult to obtain because they are related

to fundamental job functions, and perspective frameworks are used.

Contextual performance is viewed as the behaviour which supports the

ideal corporate, social, and psychological surroundings and is consistent with the

organisation's goal. Additionally, it is known as organisational citizenship

behaviour (OCB). It is also described as the conduct that assists the organisation

in achieving its objectives by enhancing the social and psychological

environment (Rotundo & Sackett, 2002). It includes activities that go above and

beyond what is required for a job, like initiative, proactivity, teamwork, and

enthusiasm (Koopmans et al., 2011). Adaptive performance is concerned with

interdependent development, work system uncertainty, and continual changes in

the workplace.

Empirical Review

The section also presents a thorough review of studies by scholars

relating to the objectives of the study.

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Organisational Climate and Job Performance

Researchers define organisational climate as a phenomenon with several

resultant effects, therefore to study organisational factors such as performance,

it’s imperative to look at organisational climate. Organisational climate,

according to Steinke, Dastmalchian and Baniasadi (2015), represent employees'

perception of the rules, standards, and operations that are expected, reinforced

and acknowledged in terms of the organisation's members. Madhukar and

Sharma (2017) state that an individual's interactions with the surroundings of

an organisation determine its organisational climate. Organisational climate is

a vital element with major implications in human resource management and

organisational behaviour (Ahmad, Jasimuddin & Kee, 2018). According to

Rozman and Štrukelj (2021), organisational climate may have a different

influence on larger and smaller organisations alike.

Moreover, an organisation's climate is a significant determinant of its

performance and a vital factor in deciding its success (Burton, Lauridsen &

Obel, 2004; McMurray & Scott, 2013). According to Bamel, Rangnekar, Stokes

and Rastogi (2013), organisational climate includes a company's structure,

procedures, employee interactions, workplace conduct, standards for

performance, and possibilities for advancement. Different climates exist in

organisations, depending on a variety of factors. In general, the climate of an

organisation can be seen as either favourable or unfavourable, receptive or

hostile. A favourable workplace climate is one of the most crucial components,

and it has a major effect on employee behaviour. Several organisational

characteristics and social ties have an influence on how employees behave at

work (Berberoglu, 2018).

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A favourable organisational climate enhances financial results like

revenue growth, profitability, and sales turnover. An organisation's climate also

has effect on its success (Bhaskar & Ashok, 2012). Jegajothi and Sudha (2015)

asserts that there is a link between organisational climate and performance.

Therefore, according to Lu, Lu, Gursoy and Neale (2016), organisations should

pay attention to the organisational climate factors that can affect the quality of

work life. In addition, Individual, group, and organisational levels all benefit

significantly from the organisational climate (Ghanbari & Eskandari, 2016).

Again, a favourable organisational climate, as postulated by Maamari and

Majdalani (2017), increases efficiency and lowers turnover costs associated

with human resources. Despite that, employees who perceive their

organisational climate as favourable and receptive have more chances of being

satisfied and engaged (Albrecht, Breidahl & Marty, 2018).

Furthermore, a study by Balkar (2015) found that organisational climate

components; support, fairness, and pressure had positive effects on job

performance. It was also revealed that organisational climate measures, support,

and pressure had a significant positive effect on innovative behaviour. Also, Al-

Madadha, Al-Adwan, Alrousan and Jalghoum (2019) discovered that

organisational climate had a positive significant relationship with psychological

empowerment and team performance.

Again, it was found that psychological empowerment mediated the

relationship between organisational climate and team performance. This brings to

light that; the organisational climate will only enhance team performance through

members’ psychological empowerment. The organisational climate was measured

with seven items hence the components of the organisation that affect team

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performance were not indicated. For this research, some constructs were used to

measure organisational climate with job performance.

Also, a study on the influence of organisational climate on employee

performance revealed that organisational climate influences performance in the

public sector (Okine, 2019). He measured four components of organisational

climate namely; career advancement opportunities, pay and compensation

packages, working environment, supervision, and co-worker relationships. The

study was confined to the public sector, hence, at some point, further studies might

be interested in the private sector of which the hotel industry is among. The data

was processed using IBM SPSS. Again, their study was undertaken only in Accra

and was just a case study.

One of the most important aspects affecting and altering subordinates'

perceptions of workplace contribution and involvement is the organisation's

climate (Jung & Ali, 2017). Another study by Rahmat, Abdillah, Priadana, Wu

and Usman (2020) on organisational climate and job performance indicated that

organisational climate had a positive significant link with job performance.

However, the study used only participants from the higher private educational

institutions so generalising the results of other organisations was difficult. In the

future, research in different national cultures is encouraged to confirm the

results. Hence, this study assessed organisational climate and job performance

in the star-rated hotels in the central region of Ghana.

In recent decades, studies have demonstrated that satisfaction with work

has contributed to increased performance and dedication, as well as reduces

absenteeism and intention to quit (Hagmaier & Abele, 2015; Zeffane & Melhem,

2017). In the study of Yawman (2020), it was postulated that organisational

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climate comprising the nature of power, communication, leadership styles, and

the social environment manifested in the culture, values, and norms behaviours of

the employees. It was highlighted that organisations need a favourable climate to

improve employee motivation which leads increase commitment and

performance. Also, leaders must create a favourable climate to promote to

performance of the employees and reduces turnover (Yawman, 2020). As a result,

job performance can be improved when organisations place a high value on

creating an appropriate organisational climate to achieve their objectives through

increased job satisfaction.

Also, a study conducted by Rozman and Strukelj (2021) found that

organisational climate affects both job and organisational performance. Their

study employed five components of organisational climates; leadership,

employee relations, employee motivation, employee commitment, and

employee satisfaction which were assessed using a five-point Likert Scale. The

present study analyses organisational climate using employee welfare, training,

innovation and flexibility, and outward focus. This helps to explain these

relationships among employees in the hotel industry compared to their study.

Neverthless, their study was limited to medium-sized organisations.

Contextually, the location of the study, Slovenia, which is part of the European

Union (EU) have different business ethics, cultural values, and habit which may

influence the organisational climate. Also, the study did not consider the

interacting effect of any variable. For this reason, this current study has the

objective of assessing the role of emotional intelligence between organisational

climate and job performance.

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Again, Obeng, Zhu, Azinga and Quansah (2021) in their study found

first, that the organisational climate had significantly positive correlations with

the constructs of job performance (Task and contextual). Second, the study

discovered that harmonious work passion partially mediated the correlation

between organisational climate and job performance. Lastly, the link between

organisational climate and harmonious work passion was adversely mediated

by the leader-member exchange. In addition, coaching as a management tool

improved the relationship between organisation climate and job performance.

In their study, organisational climate was measured as a unidimensional

concept using the CLIOR Scale (short version) comprising 15 items. Thus, did

not consider the individual components of organisational climate. As a result,

the component(s) of the organisational climate that influenced performance

could not be pinpointed. However, this study measures organisational climate

using the selected components based on the problem identified. Also, they

measured job performance with the subscales Task and contextual performance.

This study measures job performance with task, contextual and adaptive

performance.

Organisations now seek to improve their organisational climate in order

to advance the performance of employees (Punwatkar & Verghese, 2018). Taking

into consideration the above studies, it is evident from earlier scholars that a

positive and favourable organisational climate is vital for enhancing job

performance in organisations. Corollary to this, several studies have recognised

that organisational climate has a handy link with job performance, although

different components were used to measure organisational climate (Li &

Mahadevan, 2017; Soefijanto & Supriyati, 2019; Obeng et al., 2021). In the hotel

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industry, the employees play a key role by serving as a link between the

organisation and the customers. As a result, the climate created by management

within the workplace directly determines the services provided by employees to

customers.

Therefore, it is essential to create a receptive organisational climate for

employees for a better job and organisational outcomes. Meanwhile, Bellou and

Andronikidis (2009) asserted that the organisational climate in hotels has received

little attention and this is not an exception in the Ghanaian context. This is why it

was hypothesised that, there is a positive significant relationship between

organisational climate and job performance of employees in the star-rated hotels.

Psychological Empowerment and Job Performance

Since the term's inception, scholars have placed a special emphasis on the

link between psychological empowerment and job performance, because

psychological empowerment’s ultimate goal is to improve workplace

performance. Research on the effect of psychological empowerment on job

performance is still in its early stages. Spreitzer's four-dimensional psychological

empowerment measure, for instance, was utilised by Liden, Wayne and Sparrowe

(2000) to examine how it affects job performance. They discovered that

psychological empowerment had a significant positive effect on job performance.

Psychological empowerment has no seeming effect on job performance,

according to Dewettinck, Buyens and Singh (2003), although it can boost

employee job satisfaction

In the study by Pepra-Menash, Adjei and Yeboah-Appiagyei (2015)

among hotel employees in Cape Coast and Elmina in the Central Region of Ghana

on the effect of work attitudes on turnover intentions, it was found that

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satisfaction, motivation, and alternative job opportunities had a significant

relationship with intention to quit. Albeit, organisational commitment, and job

hopping were not significant to the intention to quit. They concluded that the

management of hotel businesses must consider proper compensation and

motivational strategies to retain employees to enhance job performance. This

raises a key question that needs careful attention in current literature; what

motivational strategies should managers in the hotels adopt to retain employees

and improve job performance?

Olcer and Florescu (2015) conducted a study to assess the mediating role

of job satisfaction in the relationship between the aspects of psychological

empowerment-meaning, competence, self-determination, and impact-and job

performance in the manufacturing sector. Using a survey questionnaire, it was

discovered that the psychological empowerment characteristics; competence,

self-determination, and impact had a favourable effect on job performance,

whereas meaning had no link to job performance.

Again, meaning, impact, and self-determination had a positive significant

effect on job satisfaction. He indicated that employees in the manufacturing

industry perceive themselves as empowered psychologically. Job performance

and job satisfaction are influenced by high levels of psychological empowerment.

The researchers advised that all levels of management in the organisation should

support employee psychological empowerment techniques. However, the

research was an exploratory study and collected data from only one manufacturing

industry, hence, the generalisation of findings to other organisations was

debatable.

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In Ghana, Okyireh and Simpeh (2016) undertook a qualitative study to

evaluate the nature of psychological empowerment of women entrepreneurs. The

study, using an open-ended interview, found out that the women found their job

to be meaningful, had competence and autonomy, and had influence over what

happened in their business. Thus, it was established that women entrepreneurs had

a level of empowerment. However, the study was only an exploratory study

therefore, an investigation into the relationship between psychological

empowerment and performance was difficult.

Again, Al-Makhadmah, Al Najdawi and Al-Muala, (2020) conducted

research on psychological empowerment and employee performance in four and

five-star hotels in the Dead Sea- Jordon tourist Area. In their study, it was revealed

that the performance of employees was influenced by meaning and self-

determination dimensions of psychological empowerment, while, competence

and impact of employees did not affect performance. Also, the educational level

of the employees significantly moderated the relationship between impact and

employee performance but did not affect the meaning, competence, and self-

determination. The researchers stated that further investigations using different

populations and other departments in hotels will be crucial since they only

collected data from room division employees.

Mahmoud, Ahmad and Poespowidjojo (2021) undertook a study in

Nigeria to investigate psychological empowerment and Individual performance

(Task and contextual). Considering the mediating effect of intrapreneurial

behaviour, a self-administered questionnaire was used to collect data from

Medium Enterprises. Using a stratified sampling technique, it was discovered that

psychological empowerment had a direct and significant association with both

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individual performance and intrapreneurial behaviour. As a result, individual

behaviour served as a mediating factor in the relationship between psychological

empowerment and individual performance. They claimed that one notable

element in raising worker performance is psychological empowerment.

Nevertheless, the use of subjective data to measure individual

performance rendered the results venerable to judgment biases. Empirical

evidence has been provided by extant studies on the influence of motivation on

job performance and other related job outcomes beneficial to hotel organisations.

In line with a study by Amankwah, Sarfo and Antwi (2020), examined the impact

of motivation on employee satisfaction and work performance. It was revealed

that motivational packages including good working conditions, and job security

positively affected employee satisfaction whilst salary and skills, and knowledge

development positively affected work performance. Overall, there was a

significantly positive relationship between motivation and performance.

Psychological empowerment is the process that ignites self-efficacy

among employees. It is a form of intrinsic motivation that makes employees feel

they have work-related abilities and control over their decision and hence

stimulate and induce employees’ enthusiasm to work and promote job

performance (Meng & Sun, 2019). Most of the studies (Amankwah, Sarfo &

Antwi, 2020) focused on the theorised motivational packages and how they

influence the performance of employees. It was identified that studies on

psychological empowerment as a motivational strategy is scanty, especially in

Ghana. Therefore, it was hypothesised that, there is a significant positive

relationship between psychological empowerment and job performance of

workers in the star-rated hotels.

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Emotional Intelligence and Job Performance

Emotional Intelligence (EI) theory, explains emotional intelligence as a

set of interconnected social and emotional competencies that connote how well

people comprehend and communicate, understand and relate to others, and

manage the pressures of everyday life. Countless interaction with clients from

diverse backgrounds and high demands on employees from both customers and

managers (Siaw, Khayiya & Mugambi, 2018) requires that employees are

emotionally intelligent to communicate effectively and control their emotions.

In other words, whether employee conduct reflects the organisation's

objectives and its ability to produce the intended outcomes. One of the categories

of performance, job performance indicates whether the work done by the

employees is effective or whether they can demonstrate good talent, which

represents how well a person is exploiting opportunities (Gong et al., 2019). In a

study by Chong, Falahat and Lee (2019), it was found that emotional intelligence

dimensions (intrapersonal skills, interpersonal skills, adaptability and general

mood) have a significant positive relationship with job performance. However,

their study was undertaken in private higher educational institutions.

An individual who can thrive in the hotel industry or the hospitality

profession, and coordinate closely with customers and managers, must be

someone with sufficient emotional intelligence to recognise and take advantage

of his/her sentiments and thoughts. In their study, Zhan and Fan (2013),

discovered that emotional intelligence has a positive significant relationship with

project performance. Their study also revealed that international involvement and

contract type moderate the relationship between emotional intelligence and

project performance. Another study by Alonazi (2020) on the effect of emotional

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intelligence and job performance during the Covid-19 pandemic found that

emotional intelligence had a significant relationship with job performance.

Similarly, Asiamah (2017) studied the relationship between emotional

intelligence and job performance among health workers. It was discovered that

emotional intelligence had a significant positive effect on job performance. Also,

it was concluded that employees' emotional intelligence helps them to perform

their job roles and thus when improved, employees will increase their job

performance (Asiamah, 2017). Edward and Purba (2020) also carried out a study

on the effect of emotional intelligence and work environment on employee

performance. Using the structural equation modelling, they found that both

emotional intelligence and work engagement has a significantly positive

relationship with the performance of employees.

From the above literature, it could be concluded that the emotional

intelligence level of the employees in various organisations has an effect on the

performance of their job. Thus, positive relationships were found between

emotional intelligence and job performance of employees. Nevertheless, it was

noted that none of these studies were undertaken in the hotel industry in Ghana.

Therefore, the hotel industry in Ghana need to expand the scope and level of

emotional intelligence of their employees. In response, it was hypothesised in this

study there is a significant positive relationship between emotional intelligence

and job performance of employees in the hotel industry in the Central region.

Organisational Climate, Emotional Intelligence and Job Performance

There are a number of competencies needed by professionals in the hotel

industry. Among these competencies emotional intelligence is outstanding

(Alonazi, 2020). Most academics today concur that emotional intelligence

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enhances job performance especially with employees who have direct contact

with customers (Law, Wong, Huang & Li, 2008; Alonazi, 2020). In the hotel

industry, the nature of work environment necessitates a high demand for

employee’s emotional intelligence. Emotional intelligence is a crucial factor that

improves job performance by enabling individuals to control their emotions in

order to deal with stress and pressure associated with their work. Additionally, it

enables them to maintain a positive composure and adapt to organisational change

(Sanchez-Gomez & Breso, 2020).

It has been argued that emotional intelligence is a crucial skill that must

be valued above technical and conceptual skills (Wong & Law, 2008). Emotional

intelligence shapes the behaviour of employees to perform better (Al-Ahmadi,

2009). According to Chen and Guo (2020), emotional intelligence has a

significant effect on job performance and helps to promote positive work

psychology. They described Emotional intelligence as the capacity to monitor

one's own and others' moods and emotions, distinguish between them, and utilise

this information to inform one's decisions and behaviour.

In the face of the demanding work environment exhibited during the

Covid-19 pandemic, for instance, workers who had high levels of emotional

intelligence exhibited high resilience and performed well with low

counterproductive behaviour at work unlike those with low level of emotional

intelligence (Sadovyy, Sánchez-Gómez & Bresó, 2021; Supramaniam &

Singaravello, 2021).

Based on Wong and Law (2002) explanations on emotional intelligence,

every aspect of emotional intelligence is essential in contributing to the overall

level of emotional intelligence. The skill to identify and comprehend the emotions

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of those around you is highly essential in the hotel industry. In the hotel industry,

emotional Intelligence helps employees to successfully sense, direct, analyse, and

evaluate their own and others' emotions including both colleagues and customers

(Wong & Law, 2002). Emotionally intelligent employees engage in behaviours

such as constructive dispute resolution (Schlaerth, Ensari & Christian, 2013). It is

essential in recognising and expressing their intense emotions in a normal way

and the capacity to control their feelings. Also, emotional intelligence empowers

employees to heal from psychological harm more rapidly (Yan et al., 2018).

Boohene, Gyimah and Osei (2019) undertook a study on the role of

emotional intelligence on Social Capital and SME Performance. It was revealed

that emotional intelligence significantly and favourably influences the correlation

between Social Capital and SME performance. Also, Cuéllar-Molina, García-

Cabrera and de la Cruz (2019) assert that emotional intelligence impacts

employee performance, thus, workers with extraordinary levels of emotional

intelligence exhibit high performance, on the contrary, employees with low

emotional intelligence exhibit low performance. Previous research that looked

into the relationship between emotional intelligence and performance regarded it

as positive and phenomenal.

Drawing on the arguments on the effect of emotional intelligence on job

performance and related job outcomes raises the question, can the emotional

intelligence of the employees play a role in the relationship between

organisational climate and job performance? Even though emotional intelligence

is mostly perceived as being individual-centred, building constructive working

connections, being successful at work, and managing emotions well are all

examples of having emotional intelligence (Setyaningrum, Utami & Ruhuna,

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2016). This research asserts that emotional intelligence plays a role in the

relationship between organisational climate and job performance. On this notion,

it was hypothesised that emotional intelligence plays a role in the relationship

between organisational climate and job performance.

Psychological Empowerment, Emotional Intelligence and Job Performance

Scholars have found relationships between psychological empowerment

and emotional intelligence. Several studies conducted on emotional intelligence

such as (Goleman, 1995; Bar-On & Parker, 2000; Cherniss & Goleman, 2001;

Langhorn, 2004), concluded that emotional intelligence and job performance are

positively correlated. According to a meta-analysis, employees having high

emotional intelligence outperformed those with low emotional intelligence

(O'Boyle, Humphrey, Pollack, Hawver & Story, 2011). Similarly, Jung and Yoon

(2012) discovered that among food and beverage (F&B) personnel in a luxury

hotel, there is a direct positive relationship between emotional intelligence and

unproductive work behaviours.

According to Idrus, Alhabji, Al Musadieq, and Utami, (2015),

psychological empowerment influences employees' emotional intelligence. Also,

Francis, Alagas and Jambulingam (2018), undertook a study to find the causal

relationship between employees' emotional intelligence, organisational support,

organisational citizenship behaviour, and job performance. It was discovered that

there is a positive significant association between emotional intelligence,

perceived organisational support, organisational citizenship behaviour, and job

performance using Andanco software. Through organisational citizenship

behaviour, emotional intelligence and psychological empowerment improved

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their job performance. They posit that emotionally intelligent people have

stronger organisational citizenship behaviour qualities at work.

Their findings further showed that persons with higher emotional

intelligence had better emotional regulation and performance under stress. To

enhance organisation citizenship behaviour and raise job performance,

organisational management teams should devise viable strategies for increasing

emotional intelligence and perceived organisational support. Finally,

understanding the good effects of emotional intelligence, perceived organisational

support, and demonstrating organisational citizenship behaviour attributes that

will improve employees' job performance will benefit the hotel sector greatly.

This four-dimensional construct includes the meaning, (the value of the

work to the individual); competence, (the ability to do the job); self-determination

(autonomy); and impact (the capacity to influence results) (Spreitzer, 1995b),

which may have a direct or indirect effect on work outcomes as per existing

literature. In their study, Alotaibi, et al. (2020) found statistically significant

positive connections between psychological empowerment, job engagement,

empowering leadership, and emotional intelligence. Psychological empowerment

dimensions including meaningful work, competence, impact and self-

determination may influence the emotional intelligence of employees. For

instance, the meaningful work dimension of psychological empowerment can

boost employee’s emotional intelligence. As emotional intelligence unlike

intelligent quotient can be learnt overtime. As employees find meaning in their

work, they become attached to their work and hence develop the essential skills

to perform their work with ease.

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Furthermore, Lipson (2020) conducted a study to determine the role of

emotional intelligence in the relationship between job resources and employee

work engagement, and it was discovered that emotional intelligence had no effect

on the relationship between supervisor support and autonomy and employee

engagement. When working in the service sector and other businesses where

employees must interact with customers, emotional intelligence may be extremely

crucial (Karimi et al., 2021). As a result, one of the hypotheses to tested was

emotional intelligence plays a role in the relationship between psychological

empowerment and job performance.

Conceptual Framework

This section presents the study's conceptual framework based on the

variables being evaluated in this research. This framework was developed

following the reviewing of empirical literature from the independent to the

dependent variables reflected in the study. The conceptual framework collectively

provides a thorough understanding of the phenomenon which are mutually

supportive and constitute a framework-specific view of this study (Jabareen,

2009). The conceptual framework is depicted in Figure 1.

Organisational
Climate

Emotional Job
Intelligence Performance

Psychological
Empowerment

Figure 1: Conceptual Framework

Source: Author (2022)

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This framework presents the relationship between the independent

variables; organisational climate, psychological empowerment, and emotional

intelligence and the dependent variable; job performance as well as the role of

emotional intelligence. The role of emotional intelligence in this framework

depicts the role (moderating and mediating) which were represented with the

broken lines. The framework was developed to provide a schematic model of the

concepts between the dependent and independent variables. From Figure 1, job

performance of employees in the star-rated hotels is dependent on the

organisational climate and psychological empowerment. With that, any change in

the organisational climate and/or psychological empowerment is likely to cause a

change in job performance. Furthermore, from Figure 1, emotional intelligence

plays a role in the relationships between organisational climate, psychological

empowerment and job performance. This framework was supported by the review

of related literature.

Chapter Summary

This chapter reviewed relevant literature that are related to the aim of

the study. The chapter also explained the various concepts of this study as well

as the empirical review. Evidence from the review of literature indicated that,

though scholars used different dimensions of the organisations to measure the

organisational climate depending on the context of the study, organisational

climate is however an important concept in every organisation or workplace.

The implications of the discoveries in the literature are crucial in examining the

role of emotional intelligence in the relationship between organisational

climate, psychological empowerment and job performance.

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CHAPTER THREE

RESEARCH METHODS

Introduction

This chapter presents the methodologies that were employed in this

study. The chapter explains the research paradigm, research approach, the

research design, area of the study, population and the sampling procedure, data

collection instrument as well as the procedure, measurements of variables, data

processing tools, analytical descriptions and finally, a summary of the chapter.

Research Paradigm

Generally, there are four main research paradigms, they are; pragmatist

research paradigm, the interpretivist research paradigm (Galliers, 1991),

positivist research paradigm and the realistic research paradigm. In this study,

the positivism research paradigm was adopted. This paradigm emphasises the

importance of what is offered generally, with a focus on absolute data and facts

that are unaffected by bias or subjective interpretation and can be quantified

(Taylor & Medina, 2011; Scotland, 2012; Saunders, Lewis & Thornhill, 2012).

Also, positivism allows issues in this study to be explained and proven through

experiments as well as generalising its findings (Saunders, Lewis & Thornhill,

2016). Furthermore, the positivism paradigm explains the set of beliefs that

governs how this study’s data was obtained, analysed and interpreted (Malhotra,

2017).

The current study assumes the positivism paradigm because it examined

the relationships and cause-and-effects between organisational climate,

psychological empowerment, emotional intelligence and job performance. The

positivist assumes a deductionistic nature which supports this current study’s

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focus on drawing inferences from a sample through the testing of hypotheses of

a defined set of variables. It is gained through careful measurement or

observation of an objective reality that already exists and is regulated by a

theory that is either validated or tested to comprehend the world (Creswell,

2017). Thus, this study started with a theory and then conducted the necessary

tests to either support or refute the theory.

The positivism paradigm is of the notion that; there is no absolute truth

and thus does not accept hypotheses, rather, it shows that the hypothesis cannot

be rejected. Also, objectivity is a key component of the positivism paradigm

(Phillips & Burbules, 2000). This study, therefore, created facts from an

objective evaluation of the primary data obtained from employees in the star-

rated hotels through the testing of hypotheses and examining the findings. This

paradigm was chosen for this study based on existing theories applied in the

study, that is, social exchange theory, job demands-resources theory and

Goleman theory of emotional intelligence.

Research Approach

The quantitative, qualitative or the mixed methods are three main

approaches to a research. Considering the objectives of this study, the

quantitative research approach was appropriate for the research. The

quantitative approach allowed for the use of quantitative tools such as inferential

and descriptive statistics to describe issues in this study (Hoover & Donovan,

2008) as well as using standards of validity and reliability. First, this study

identified the variables to study, tested the hypotheses objectively and analysed

them with descriptive and inferential statistical procedures using predetermined

close-ended questions (Creswell, 2009). Also, the research approach in this

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study was the procedure that incorporated everything from general assumptions

to specific collection of data, analysis, and discussion of results (Creswell &

Creswell, 2017; 2020).

According to (Creswell, 2012) this approach also expounds on

measuring complex relationships between variables employed in techniques

including structural equation modelling, linear modelling and regression which

were employed in this study. The study tested the relationships between

variables based on numbers and figures with the use of structural equation

modelling. Nonetheless, aside from this approach being appropriate for this

study, there are some drawbacks, among them is the limited focus on numbers

thereby ignoring emotion and behaviours.

Additionally, the reliability of the data surveyed is highly dependent on

the organisation of the survey and the correctness of answers given by

respondents (Queiros, Faria & Almeida, 2017). Practically, this study examined

the relationship between organisational climate and job performance,

psychological empowerment and job performance and how emotional

intelligence plays a role in the aforementioned relationships.

Research Design

There are three main research designs, this includes descriptive,

exploratory and the causal (explanatory) research design (Creswell, 2005). The

study employed an explanatory research design. Explanatory research is

characterised by the testing hypothesis that specifies the nature of the

relationship between variables (Creswell, 2005). This current study analysed the

cause and effects through testing of hypothesis to help understand the problem

efficiently. The employed an explanatory design in order to increase the

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understanding of how organisational climate, psychological empowerment, and

emotional intelligence affect job performance by providing detailed

information. This design also allowed to access sources such as published

articles to gain new insights on the occurrences in this study and generalising of

findings (Creswell & Creswell, 2017).

Notwithstanding these strengths, an explanatory design has some

shortcomings (Creswell, Goodchild & Turner, 1996). Among them are, the

study could have been prone to receiving biased information from the

participants of the study as well as the results being influenced by time and

incorporative of respondents. Considering the shortcomings, the content of the

questionnaire was clarified to respondents and the need to provide honest

feedback as well as allow adequate time for the completion of the instrument.

The objectives of the study provided in-depth comprehension of the research

and allowed the gathering of data about the variables using a well-designed

questionnaire (Creswell, 2005).

Practically, the study looked at the effect of organisational climate and

psychological empowerment on job performance and the role of emotional

intelligence among star-rated hotel employees in the Central Region. Finally,

the study was a cross-sectional study. That is, the gathering of data was done at

a particular point in time among the employees of star-rated hotels.

Study Area

The area of study is the Central Region of Ghana. The area was selected

for the study because of its numerous contributions to tourism and ecotourism

in Ghana. The capital of the region, Cape Coast was the first Capital of Ghana.

Thus, tourism in Ghana cannot be mentioned without Central Region as the

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region is a major centre of tourism. Tourism, particularly high-end leisure and

ecotourism, is already having a significant influence on jobs and community

income in the Cape Coast, Elmina, and other districts along the region. The

Central Region attracts a large number of tourists attributable to its castles

(which are part of UNESCO World Heritage Sites), attractive beaches along the

coast, national parks, and forts (Ministry of Tourism, 2019). Hence, there is a

need for improved job performance to meet customer expectation.

According to the GSS (2017), the central region is known as the

“heartbeat of Ghana Tourism”. The region has major cities including Cape

Coast, Winneba, Agona Swedru, Kasoa, Saltpond, and Twifo Praso among

others. And has a sizable population. The hotel industry is directly connected to

tourism since most of its customers are visitors, foreigners and tourists from

diverse cultural backgrounds. According to Statista (2020), tourist sites in the

Central region were among the most visited place in Ghana with Kakum

National Park ranked first with over 126 thousand people visiting the place.

Cape Coast Castle and Elmina Castle ranked third and fourth respectively.

The region has several hotels ranging from 3-star hotels to numerous

budget hotels (GHA, 2021), and is highly commercial, contributing to economic

activity. Aside from these, the region has a large number of firms and

enterprises. According to the Ghana Hotels Association (GHA), there are 197

registered hotels as of 2022. Also, a report by Statista (2022) stated that the

Central Region was the second leading hotel in terms of the number of rooms

for use by visitors. The region also contributes to economic, social and cultural

development. Based on all these, this area was deemed suitable and therefore

chosen for the study.

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Population

In this study, the target population were employees working in star-rated

hotels in the Central Region at the time of the survey. These hotels are organised

based on the widely used star rating system. The categories include budget

hotel, guesthouse, 5-Star, 4-Star, 3-Star, 2-Star, and 1-Star. The establishment

size, location, target market, average room rate, ownership, number of rooms,

affiliation, levels of services, facilities provided, and other establishments in the

surrounding region, in general, determine the categories of these facilities.

Information from the Office of the Ghana Tourism Authority in Cape

Coast indicated that the total number of employees of the star-rated (3-star, 2-

star and 1-star) hotels in the Central Region was 1,145 employees as of 2022.

The Ghana Tourism Authority evaluates these categories yearly and oversees

the approval and inspection of hotels (GSS, 2017). This evaluation is done to

ensure the hotels meet the requirements for operation, keep up with trends and

ensure efficient delivery of service. Star-rated hotels are considered large with

high numbers of employees working in a different environment.

Sampling Procedure

Since it is impossible to reach all of the population due to several

constraints and the difficulty associated with getting data from a large

population, it is prudent to resort to samples. To represent the entire population,

a sample was chosen. With a population of 1,145 hotel employees, a sample

size of 289 hotel employees was generated using Krejcie and Morgan sample

size determination table (see Appendix) (Krejcie & Morgan, 1970). The lottery

method of simple random sampling technique was used. This technique gives

every employee in the target population an equal chance of participating in the

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study, thus, ensuring that biases associated with the collection of data was

minimised. This technique was used because all the employees in the star-rated

hotels were considered a homogenous group with similar characteristics

With the lottery method under the simple random technique, all the

respondents in the various hotels were assigned numbers to represent them on

paper cards. These papers were folded and placed into a container, afterwards,

these paper cards were blindly selected until the sample size was obtained. Table

1 represents the sample frame for the employees of star-rated hotels in the

Central Region and the proportion of the sample. These employees were

randomly chosen from the hotels to participate in the study.

Table 1: Sample Frame

Hotels Number of Employees Proportion of the sample

3-star 309 78

2-star 280 71

1-star 556 140

TOTAL 1,145 289

Source: GTA (2022)

Data Collection Instrument

The instrument employed for gathering data for the study was a

structured questionnaire. The questionnaire contained closed-ended items

which were self-administered. Questionnaires are usually appropriate for both

large and small groups of participants and also ensure anonymity, however, may

be susceptible to nonresponse bias. The respondents were educated on how

important and helpful completing the questionnaire is, to cover the challenge of

nonresponse bias. These questions were self-structured from the evaluation of

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related literature which is consistent with the research objectives. To avoid

common method bias, the questions were interspersed with unrelated items for

the systematic answering of questions. The questionnaire contained five

sections. Section A gathered information on the demographics of the

respondents.

Section B looked at the organisational climate of the star-rated hotels by

adapting the Organisational Climate Measure (OCM) questionnaire (Patterson

et al., 2005). This measure was adapted since its validity and reliability had been

examined in both western and African cultures (Nieuwoudt, 2011; Patterson et

al., 2005). It was also adapted by Bellou and Andronikidis (2009). Section C

captured questions on psychological empowerment by adapting the

Psychological Empowerment Scale (PES) given by Spreitzer (1995) and was

supported with psychological empowerment questionnaire items from Singh

and Sarkar (2019). Section D comprised questions on emotional intelligence.

The Wong and Law Emotional Intelligence Scale (WLEIS) was adopted (Wong

& Law, 2002).

The last section, Section E, also presented questions items on the job

performance of the employees of the hotels. It was measured by “The Individual

Work Performance Questionnaire” (IWPQ) by Koopmans et al. (2014) for the

task and contextual performance. Individual Adaptive Performance measure

given by Marques-Quinteiro, Ramos-Villagrasa, Passos and Curral (2015) was

used to measure Adaptive Performance. Respectively, all items presented on the

instrument were keyed positively and were rated on a five-Point Likert-like

Scale with ‘1’ being Least Agreement to ‘5’ being Strong Agreement. The five-

point Likert-like Scale was adopted for this study because of its efficiency in

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measuring human behaviour on an interval basis when using close-ended

questions to gather respondents’ opinions. This scale is relatively simple to

understand and use, it also takes less time to complete as well as allows for

regression analysis to be undertaken.

Also, this scale allowed for feedback from respondents on a special

rating scale on the extent of their agreement based on the objectives of the study

(Sekaran & Bougie, 2003; Agyapong & Attram, 2019). This Scale has been

used in several studies (Al-Madadha et al., 2019; Al-Makhadmah et al., 2020;

Rozman & Strukelj, 2021; Mahmoud et al., 2021) to measure organisational

climate, psychological empowerment, emotional intelligence and job

performance respectively.

Measurement of Variables
The measurement of variables was presented in Table 2.
Table 2: Measurement of Variables
NO. COMPONENT INDICATORS SOURCE
1. Organisational Innovation and flexibility Patterson et al.
Climate Outward focus (2005)
Employee training
Employee welfare
2. Psychological Meaningful work Spreitzer (1995)
Empowerment Competence
Self- determination
Impact of employees

3. Emotional Self-emotion appraisal Wong and Law

Intelligence Others Emotion appraisal (2002)
Use of emotion
Regulation of Emotion

4. Job Task Performance Koopmans et al.

Performance Contextual Performance (2014) and Marques-
Adaptive Performance Quinteiro et al.
(2015).

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Pre-Testing

After data collection instrument was developed, sample questionnaires

were given out to pre-test the instrument before the main questions were

distributed to the target respondents. A survey questionnaire must be pre-tested,

(Sekaran, 2003), the purpose of this preliminary test was to test the effectiveness

of the questions in measuring their respective construct and also to refine and

identify the errors in the questionnaire (Calitz, 2009). Again, according to (Van

Wijk & Harrison, 2013) the objective of pre-testing was to ensure that the

phrasing and order of the questions are correct such that the participants are able

to understand all questions completely prior to the final distribution. This pre-

test was conducted to ensure the questionnaire’s validity and reliability. Thus,

to enhance the readability, clarity and face validity.

The appropriate sample size for pre-test is between 30-50 participants

(Perneger et al., 2015). Therefore, participants of the pre-test were only in Cape

Coast with a sample size of thirty (33). From the findings of the test, the

readability and clarity of the items were improved based on peer and expert

review. Errors in wording and construction of questions were also corrected in

assessing the validity of the questionnaire. Additionally, in testing the reliability

of the items, IBM SPSS was used to run a reliability test.

Table 3: Computed Reliability Co-efficient for Pre-Test

Variable No. of Items Cronbach’s Alpha

Organisational Climate I6 0.81

Psychological Empowerment 12 0.83

Emotional Intelligence 16 0.82

Job Performance 15 0.72

Source: Field survey (2022)

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The results in Table 3 indicated that all the variables were reliable with

a Cronbach Alpha of 0.81, 0.83, 0.82 and 0.72 representing organisational

climate, psychological empowerment, emotional intelligence and job

performance respectively.

Data Collection Procedure

Primary data was used in this research and the data was gathered through

structured questionnaires. The ethical approval from the Institutional Review

Board (IRB) and a letter of introduction from the Department of Management,

School of Business were obtained for the data collection after a thorough

assessment of the instrument. The letters were sent to various hotel managers in

the Central Region to seek their permission to execute the data collection

exercise. The questionnaires were administered to participants once the hotels

as well as the respondents gave their consent. A total of 289 questionnaires were

distributed and collected from the employees of the star-rated hotels.

Due to the busy schedules of the participants and also to achieve a timely

and maximum rate of answers, the data collection activity lasted for 30 days

from 1st June 2022 to 4th July 2022. During the data collection exercise, some

challenges were encountered, which includes some respondents' refusal to

participate in the study for a variety of reasons, such as confidentiality concerns

and restrictive schedules. Some respondents also rejected to participate in the

survey, citing rigorous organisational standards, the absence of managers and

ethical regulation as justifications. To relieve those concerns, participants were

reassured that the activity was exclusively for academic purposes. Respondents

were also given the option of filling out the questionnaires at their leisure. These

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techniques were implemented to encourage respondents to engage in the survey

because their responses were crucial to the success and completion of the study.

Data Processing and Analysis

After the collection of data, a thorough scanning of the data was made

to make sure the incomplete and incorrectly filled questionnaire were removed.

To prevent any missing values, data was carefully coded and entered into the

software. SPSS 26 and SmartPLS 3 applications were used to enter and process

the data. Descriptive and inferential statistical techniques were used to analyse

the data. Frequencies and percentages make up the descriptive statistical

instrument. Also, the inferential statistics made use of Partial Least Square

Structural Equation Modelling (PLS-SEM). The processed data was presented

using tables and figures. The demographics of respondents were analysed using

descriptive statistical tools notably, the percentages and frequencies. Lastly,

PLS-SEM was used to test the study’s hypotheses and the significance of the

effects of the relationships.

Structural Equation Modelling (SEM)

The SmartPLS 3.0 was utilised to test the measurement model and

hypotheses, it was used to calculate the path coefficient (β), coefficient of

determination (R2), effect size (f2), and predictive relevance (Q2) to assess the

predictive capability of the structural model (Ringle, Sarstedt & Schlittgen,

2014). The path coefficient represents the estimated change in the endogenous

construct resulting from a unit change in the exogenous construct (Hair,

Matthews, Matthews & Sarstedt, 2017a; 2017b). The amount of variance

explained by external factors is shown by R2, and the closer the coefficient value

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is to 1, the better, the prediction accuracy (Chin, 1998b; Chin, Peterson &

Brown, 2008; Henseler & Chin, 2010).

The effect size (f2) determines how much an exogenous (predicting)

construct contributes to an endogenous latent construct (Ringle et al., 2014). It

estimates the intensity of the relationship between the set of variables, with

effect sizes ranging from ‘small’ (0.02), ‘medium’ (0.15) or ‘big’ (0.35) (Cohen,

1988). Predictive relevance (Q2) is a metric that measures how well an

endogenous component may predict a specific exogenous construct. Q2 will

demonstrate how successfully the PLS parameters may be used to rebuild

empirical data. Q2 assesses the predictive validity of a large complicated model

using PLS, based on blindfolding techniques.

If the endogenous constructs have a Q2 value greater than zero, it means

they are sufficiently predictive (Chin et al., 2008; Hair et al., 2017b). With a re-

sampling of 5,000, a bootstrapping technique was used, t-statistics and paths

were estimated to investigate the hypothesised relationships. Structural

Equation Modelling is highly resistant to flaws such as skewness,

multicollinearity of indicators and model misspecification (Cassel, Hackl &

Westlund, 1999). With this method, correlation, regression, and confirmatory

factor analysis can all be done concurrently. Also, the SEM was appropriate

because several dependent and independent variables can be examined at the

same time showing both direct and indirect effects as well as the total effect

which was used in this study.

Moderating in SEM

Baron and Kenny (1986, p. 1174) define a moderator as “a qualitative

or quantitative variable that affects the direction and/or strength of the relation

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between an independent and dependent or criterion variable.” Sharma et al.

(1981) establish a typology of moderator variables that distinguishes between

moderator factors that alter the intensity of the association between predictor

and criteria and moderator variables that affect the form of the relationship.

Moderator factors that influence the shape of a connection can be either quasi

or pure moderator variables. A quasi-moderator is a moderator variable that

interacts with the predictor variable while also being directly related to the

criterion variable. A pure moderator variable is one that only interacts with the

predictor variable (Sharma et al., 1981).

In addition, Sharma et al. (1981) argued that in the psychometric

literature, quasi moderators were not considered moderator variables. This

prohibition appears to have been repealed, as (Baron & Kenny, 1986, p. 1174)

noted that “there may also be significant main effects for the predictor and the

moderator, but these are not directly relevant conceptually to testing the

moderator hypothesis.” In this study, it was proposed that emotional intelligence

may play a role in the relationship between organisational climate,

psychological empowerment and job performance.

Mediation in SEM

Structural equation modelling has been an appropriate analysis

procedure for testing mediation effects. According to Alwin and Hauser (1975)

and Bollen (1987), the mediation effect in SEM can be described as an indirect

effect, such that ‘the indirect effect of an independent variable (X) on a

dependent variable (Y) via a mediator (M)’ in which X influences M, which

then influences Y. Hair et al. (2021) defined that mediation happens once a

mediator construct regulates the dependent and independent variables. Thus, a

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change in the exogenous variable causes a change in the mediator construct

which then results in a change in the endogenous construct. It is represented by

the direct and indirect effects. The causal connection between dependent and

independent variables is known as a direct effect.

A structural path is considered to have indirect effects when it involves

some interactions with at least one intervening construct. As a result, an indirect

influence is a chain of two or more direct effects and is visually represented by

many connections (Nitzl, Roldan & Cepeda, 2017; Hair et al., 2021). Thorough

research of mediation is based on relationships that have been theorised and

hypothesised, such as the mediating effect on a model that is theoretically

supported. There are three possible outcomes of the mediation process:

complementary mediation, competitive mediation, and indirect-only mediation

(Nitzl et al., 2017; Hair et al., 2021). When both the direct and indirect effects

are significant and point in the same direction, complementary mediation takes

place. This is known to be partial (complementary) mediation.

When the direct and indirect effects are both significant but in the

opposite direction, a competitive partial mediation-also known as the competing

mediation occurs. Additionally, when only the indirect effect is significant,

there is an indirect only mediation, thus the full mediation (Baron & Kenny,

1986; Hair et al., 2021). Emotional intelligence’s potential to play a role

between organisational climate, psychological empowerment and job

performance is examined in this current study. Where p1 and p2 represent the

indirect effect and p3 represents the direct effect, the mediation procedure is

presented in Figure 2.

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Figure 2: Mediation Procedure in SEM

Source: Hair et al. (2021)

Internal Consistent Reliability

A reliability test is conducted using internal consistency. Reliability is

defined as, all other factors remaining constant, the extent to which a measure

yields the same number or score each time it is administered (Hays & Revicki,

2005). The internal consistency test is employed to see if the result from the

multiple items on the same test are consistent or have a similar score (Drolet &

Morrison, 2001). In this study, the Rho A and composite reliability were

employed in determining the internal consistency reliability (Rossiter, 2008;

Hair et al., 2021). Values of .70 to .90 are acceptable in research in its mature

stages (Nunnally & Berstein, 1994).

Convergent and Discriminant Validity

Validity is referred to as the degree to which a measure's scores truly

represent the variable they are intended to measure. Convergent validity arises

once all indicator loadings for items measuring the same variable are

statistically significant (Hair et al., 2021). Assessing the convergent validity

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requires collecting data using the measure with the factor loadings and

computing the (AVE) average variance (Hair et al., 2021). In other to establish

convergent validity, the factor loadings should be .70 and above (Hair, Ringle

& Sarstedt, 2011). An AVE of 0.50 or greater, accounts for more than half of

the variance in its indicators. Hence, the threshold for assessing the convergent

validity is an AVE score of 0.50 and above.

The discriminant validity is the degree to which the measure of a

construct is not related to the measure of a distinct construct. This ensures that

the constructs used are unique and capture the phenomenon that the model of

other constructs does not (MacKinnon, 2008). The Fornell-Larcker Criterion

was adopted to determine the discriminant validity, which is the square roots of

the expected average variable are compared to the latent variable correlations

(Fornell & Larcker, 1981). Additionally, the Heterotait-monotriat ratio (HTMT)

has been recommended as a better alternative for assessing the discriminant

validity (Henseler, Ringle & Sarstedt, 2015; Hair et al., 2021).

According to Hair et al. (2021 p. 79), “HTMT is the mean value of the

indicator correlations across construct relative to the mean of the average

correlations for the indicators measuring the same construct.” To assess

discriminant validity, the HTMT value of less than 0.85 is acceptable. Again,

the study used the HTMT ratio to assess the discriminant validity.

Assessment of the Structural Model

In assessing the structural equation model, there are two assessments.

These are, the measurement model assessment (outer model) and the structural

model assessment (inner model). The measurement model assessment evaluates

the reliability and validity of the structural measurement model, thus, the

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relationship between the latent variables and their measures (Hair et al., 2021).

The structural model assessment evaluates the hypothesis tests between the

endogenous and exogenous variables which are depicted in a path diagram. The

coefficient of multiple determinations (R2) for each endogenous component is

the most essential parameter for evaluating the PLS-SEM. The R-Squared

calculation compares a latent variable’s defined variance to its overall variance.

The R2 values are in the range of 0 to 1. R2 value of 0.25 are classified as ‘weak’,

0.5 as ‘moderate’, and 0.75 as ‘substantial’ (Hair et al., 2014; 2021).

The second critical evaluation is the regression coefficient between the

confirmed latent variables in the structural equation model. The regression

coefficient represents the strength of the relationship between two latent

variables. To be considered significant, the regression coefficients must be

significant at the 0.05 level (Bradley, 2007). Finally, the model's prediction

ability is evaluated. The Stone-Geissar Q2 statistic is used to evaluate the

prediction capability of structural models (Stone, 1974). In the SEM model, Q 2

values greater than zero suggest that the endogenous latent variable exhibits

route model predictive power for the construct. Predictive values of 0.02, 0.15,

and 0.35 show that the external construct is moderate, medium, and highly

predictive of the endogenous construct, respectively (Hair et al., 2016).

Ethical Considerations

The key ethical factors that were considered in this research were

voluntary participation, right to privacy, anonymity, and information

confidentiality (Patten & Newhart, 2017). Therefore, every effort was made to

address each of these ethical concerns. For instance, all participants were

allowed to actively participate in the survey out of their free will. Accordingly,

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informed consent, anonymity, and confidentiality were all followed in this

study. In addition, all documents used for this research were properly cited to

avoid plagiarism concerns. The names of the organisation, participants, and

emails were not included in the data collection instrument to prevent the obvious

identification of respondents. Therefore, all important ethical considerations

were observed in this research.

Chapter Summary

This chapter expounded on the research methods and methodologies that

were followed to achieve the objectives of the study. The chapter examined the

research paradigm that underpinned this thesis as well as the research approach

and design. The population and sampling technique, research instrument,

measurement of variables, pre-testing, analysis of data and procedures, and the

Structural Equation Modelling were all explained in this chapter. Also, to

achieve the study’s objectives, the data from the questionnaires were evaluated

using descriptive and inferential statistics including frequencies, percentages,

means standard deviation, correlation and regression.

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CHAPTER FOUR

RESULTS AND DISCUSSION

Introduction

This research aimed to evaluate the relationship between organisational

climate, psychological empowerment, emotional intelligence, and job

performance among star-rated hotel staff in Central Region-Ghana. The results

of the demographic characteristics of the participants, indicator loadings,

composite reliability, average variance extracted, and model measurement were

precisely provided in this chapter. This chapter is divided into two parts. The

first section provides the study's findings in light of the objectives and

hypotheses that were outlined in chapter one of the thesis. The second section

discusses the findings.

Demographic Characteristics of Respondents

This section presents statistics on the background information of the

respondents. As shown in Table 4, the demographic characteristics of

participants of the study include; sex, age, educational qualification, number of

years with the organisation and designation (Current position in the

organisation). From Table 4, the employees in the star-rated hotels in the Central

Region are female-dominated, 125 of the respondents were male representing

43.3% and 164 representing 56.7% were female. Concerning the age of

respondents, 122 representing 42.2% of the respondents were between the ages

of 18-29 years, 136 representing 47.1% of the respondents are between the ages

of 30-39 years, 26 of the respondents representing 9% are between the age 40-

49 years, and 5 of the respondents representing 1.7% are of the ages 50 years

and above.

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Table 4: Demographics of Respondents

Demographic Variable Frequency Percentage
Sex Male 125 43.3
Female 164 56.7
Total 289 100
Age 18-29years 122 42.2
30-39years 136 47.1
40-49years 26 9.0
50 years and above 5 1.7
Total 289 100
Educational Qualification SSCE/WASSCE 110 38.1

Diploma 76 26.3
First Degree 81 28.0
Master's Degree 15 5.2
Others 7 2.4
Total 289 100
Number of years with the 5 years or less
174 60.2
Organisation
6-10 years 82 28.4
11-15 years 22 7.6
16-20 years 8 2.8
21 years and above 3 1.0
Total 289 100
Designation Front Office 116 40.1
House Keeping 96 33.2
Restaurant 64 22.1
Administration 13 4.5
Total 289 100
Source: Field survey (2022)

This means that most of the employees in the hotel are youth and young

people. Thus, the hotel industry has a youthful population. With the majority of

the respondent being between 30-39 years (47.1%) followed by 42.2% being

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between 18-29 years. Concerning the educational qualification, all respondents

had some level of educational qualification. Aside, a higher proportion of the

respondents representing 110, 38.1% had SSCE/WASSCE, 81 of the

respondents representing 28% had a first degree, 76 of the respondents

representing 26.3% had a diploma, 15 of the respondents representing 5.2% had

a master’s degree and lastly, 7 of the respondents representing 2.4% had other

educational qualification including professional and other lower qualification.

The results also show that most of the respondents, 174 representing

60.2% had 5 years or less work experience with the hotel, 82 of the respondents

representing 28.4% had worked with the hotel for 6-10 years, 8 of the

respondents representing 2.8% had 16-20 years’ work experience with the hotel

and 3 of the respondents had worked with the hotel for more than 20 years (21

years or more), with the least number of the respondents. And lastly, concerning

the designation of the respondents, the majority of the respondents, 116

representing 40.1 per cent were currently working as front office staff, followed

by the housekeeping staff with 96 of the respondents representing 33.2%. 64

representing 22.1% of the respondents were restaurant staff with the

administration staff being the minority position with 13 representing 4.5% of

the respondents.

Assessment of the Model Measurement of the Study

This section presents the assessment of the PLS-SEM measurement.

Assessing the measurement model includes the reliability of the indicators, the

internal consistency reliability, convergent validity and discriminant validity.

The model measurement assessment is evaluated using the factor loadings, the

RhoA and composite reliability were used to assess the internal consistency

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reliability. Also, the convergent validity was assessed using Average Variance

Extracted (AVE) and the discriminant validity, using the Fornell-Larcker

Criterion and HTMT.

Factor Loadings

For this study, the independent variables are organisational climate,

psychological empowerment and emotional intelligence whiles the dependent

variable is job performance, as well as emotional intelligence being the

mediating variable. The model is presented in Figure 3. Figure 3 presented the

PLS Algorithm of the latent variables, organisational climate, psychological

empowerment, emotional intelligence and job performance.

Figure 3: Results for PLS Algorithm

Source: Field survey (2022)

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From Figure 3, job performance (JP) was measured using 15 indicators;

(task performance [TP1-TP5], contextual performance [CP1-CP5] and adaptive

performance [AP1-AP5]). Organisational climate (OC) had 20 indicators;

(employee training [ET1-ET5], employee welfare [EW1-EW5], innovation and

flexibility [IF1-IF5], and outward focus [OF1-OF5]). Psychological

empowerment (PE) had 20 indicators; (meaningful work [MW1-MW5], self-

determination [SD1-SD5], employee impact [IM1-IM5], and competence

[CM1-CM5]). Lastly, emotional intelligence (EI) was measured with 16

indicators; (self-emotion appraisal [SEA1-SEA4], others emotion appraisal

[OEA1-OEA4], use of emotion [UOE1-UOE4], and regulation of emotion

[ROE1-ROE4]).

Assessing the Factor Loadings

According to Hair et al. (2016), a valid indicator must load 0.7 and

above. For that reason, all indicators that loaded below the threshold of 0.7 were

removed in other to meet the requirement and enhance the reliability of the

measurement model. A total of 71 indicators were used to measure all the latent

variables in the study. Table 5 presents the indicator loadings for the latent

variables.

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Table 5: Factor Loadings

OC PE EI JP
IF1 0.738
IF2 0.759
IF3 0.746
IF4 0.753
OF1 0.796
OF2 0.807
OF3 0.807
OF4 0.784
CM3 0.801
CM4 0.840
CM5 0.856
SD1 0.701
SD2 0.706
UOE2 0.746
UOE3 0.799
OEA4 0.792
ROE2 0.768
ROE4 0.766
AP3 0.736
AP4 0.761
AP5 0.711
TP2 0.776
TP3 0.705
TP5 0.706
NB: OC-organisational climate, PE- psychological empowerment, EI-
emotional intelligence, JP-job performance.
Source: Field survey (2022)

From Table 5, it is noticed that some indicators have been deleted, thus,

all indicators that loaded below 0.7 as prescribed by Hair et al. (2016) were

removed from the model to increase reliability. Indicator items such as ET1-

ET5, EW1-EW5, IF5 and OF5 measuring organisational climate were deleted.

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For psychological empowerment, indicators such as MW1-MW5, IM1-IM5,

SD3-SD5 and CM1, CM2 were deleted. SEA1-SEA4, OEA1, 2 and 3, ROE1,

ROE3, UOE1, and UOE4 measuring emotional intelligence were deleted and

job performance indicators TP1 & TP4, CP1-CP5 and AP1-AP2 were all

deleted given that they fell short of the requirement as Hair et al. (2021)

prescribed. Thus, they are not a true measure of their construct in this study.

Assessing the Reliability and Validity of the Model

This section presents the reliability and validity of the model based on

the PLS-SEM values. The results were specifically presented in Table 6. The

table presented the values for Cronbach’s Alpha, Rho A, Composite Reliability

and AVE.

Table 6: Reliability and Validity

Cronbach's RhoA Composite AVE
Alpha Reliability
Emotional 0.833 0.837 0.882 0.599
Intelligence
Job Performance 0.828 0.835 0.874 0.537

Organisational 0.905 0.908 0.923 0.600

Climate
Psychological 0.843 0.862 0.887 0.614
Empowerment
Source: Field survey (2022)

Internal Consistency Reliability

The internal consistency reliability assesses how closely connected a

construct's indications are to one another (Hair et al., 2021). Higher values of

reliability indicate that there is good and satisfactory reliability. The internal

consistency reliability was measured using the reliability coefficient RhoA and

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composite reliability. According to Hair et al. (2021) values ranging between

0.70 and 0.90 thresholds represents a satisfactory to a good level of reliability.

The reliability coefficient RhoA and composite reliability were used in assessing

internal consistency reliability because of the limitations of Cronbach’s Alpha.

The Cronbach Alpha has a limitation of tau-equivalence (it is more conservative

and assumes all the population has the same indicator loadings) whereas the

composite reliability may also be too liberal to measure the internal consistency

(Dijkstra & Henseler, 2015).

Hence, the reliability coefficient RhoA is more acceptable as it lies

between the two extremes; Cronbach Alpha and the Composite Reliability (Hair

et al., 2021). From Table 6, the results of reliability using the RhoA indicated

that all the latent variables of the study meet the threshold and are all reliable.

The organisational climate had the greatest level of reliability with of RhoA

value of 0.908, psychological empowerment had the second highest with the

value of 0.862, followed by emotional intelligence and job performance with

values of 0.837 and 0.835 respectively. Also, the composite reliability results

indicated the measures are reliable because all the construct loaded more than

0.7 (Bagozzi & Yi, 1988). Organisational climate again had the highest value

of composite reliability with a score of 0.923, followed by psychological

empowerment, emotional intelligence and job performance with composite

reliability scores of 0.887, 0.882 and 0.874 respectively.

Convergent Validity

Convergent validity measures the degree to which the indicators

converge to explain the latent variables’ variance, thus the degree by which a

given measure is positively correlated with other measurements of the same

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construct (Hair et al., 2021). The average variance extracted (AVE) was

employed. A construct is said to explain at least 50% of the variance of its

indicators when the AVE value is 0.50 or higher (Hair et al., 2021). An AVE of

less than 0.50, on the other hand, denotes that, on average, more variance is still

present in the item errors than in the variance explained by the construct. From

Table 6, the findings show that each construct has an AVE of more than 0.50,

with the highest being psychological empowerment (0.614) and the least being

job performance (0.537). This indicates that the model's structures can explain

more than half of the variation in the indicators.

Assessing Discriminant Validity

The degree to which the constructs in the structural model are distinct

from one another is measured by discriminant validity. To demonstrate

discriminant validity, a construct must be distinct and capture phenomena that

are not captured by other constructs in the model (MacKinnon, 2008). The

Fornell-Larcker criterion and the heterotrait-monotrait ratio (HTMT) were both

employed in this study to establish discriminant validity. Table 7 presents the

results for the Fornell-Larcker criterion.

Table 7: Fornell-Larcker Criterion

Emotional Job Organisational Psychological
Intelligence Performance Climate Empowerment
Emotional 0.774
Intelligence
Job Performance 0.592 0.733
Organisational 0.325 0.400 0.774
Climate
Psychological 0.545 0.561 0.411 0.783
Empowerment
Values that are Bolden represent the Fornell-Larcker Criterion for
discriminant validity.
Source: Field survey (2022)
76

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The Fornell-Larcker criterion contrasts the latent variable correlations

with the square root of the AVE values (Fornell & Larcker, 1981). Particularly,

each construct's AVE should have a square root bigger than its highest

correlation with any other construct (Hair et al., 2013). According to outcomes

in Table 7, each variable's square root is much higher than its association with

other research constructs. This indicates that no two constructions can

accurately reflect the same phenomenon.

Even though the Fornell-Larcker criterion for discriminant validity was

achieved in this study, Henseler et al. (2015) suggest evaluating the correlations'

heterotrait-monotrait ratio (HTMT) is more appropriate in establishing the

discriminant validity to address the shortcomings in the Fornell-Larcker

criterion's inability to reliably identify the discriminant validity. The indicator

correlations' average value across the construct is known as HTMT. A latent

construct possesses discriminant validity, when the HTMT value is less than

0.850 in accordance with Henseler et al. (2015). Due to flaws in the Fornell-

Larcker Criteria, the HTMT has been approved and is more appropriate. As a

result, the HTMT was also analysed, this is presented in Table 8.

Table 8: Heterotrait-Monotrait Ratio (HTMT)

Emotional Job Organisational Psychological
Intelligence Performance Climate Empowerment
Emotional
Intelligence
Job 0.704
Performance
Organisational 0.361 0.453
Climate
Psychological 0.632 0.650 0.460
Empowerment
Source: Field survey (2022).

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From Table 8, the results show that the HTMT values of the latent

variables are all below 0.850. This suggests that every construct in the model is

different and unique.

Assessing Multicollinearity

Collinearity occurs when the predictor indicators in the model are highly

correlated (Hair et al., 2021). The metric for assessing the collinearity of

indicators in this study is the Variance Inflator Factor (VIF). In PLS-SEM, a

VIF score of 0.2 or lower and a score of 5 or higher indicates a problem of

collinearity among the construct. The results for multicollinearity among

independent variables are presented in Table 9.

Table 9: Collinearity among Variables

VIF

Emotional Intelligence 1.448

Organisational Climate 1.225

Psychological Empowerment 1.558

Source: Field survey (2022)

The collinearity results from Table 9 indicate that, the independent

variables have no issues with multicollinearity because they all meet the

threshold. A common approach bias is not present, according to the VIF data in

Table 9. According to the standards outlined by Kock and Lynn (2012), a VIF

score of more than 3.3 is indicative of pathological collinearity and a cautionary

indicator that the model may be vulnerable to common method bias. The model

can be said to be free from the issue of vertical or lateral collinearity as well as

common method bias if all of the VIFs from a full collinearity test are equal to

or lower than 3.3 (Kock, 2017).

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Figure 4: Structural Equation Model

Source: Field survey (2022)

Assessing the Structural Model

Information relating to the evaluation of the research hypotheses is

provided in this section. This section assesses the relevance and the significance

of the path coefficients. The coefficient of determination (R2) is used to

examines the explanatory power, effect size (f 2), and predictive power (Q2) are

used to evaluate the predictive relevance. These results are presented in Table

10.

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Table 10: Coefficient of Determination and the Predictive Power

R2 Adjusted R2 F2 Q2

Job 0.452 0.446

Performance
Organisational 0.037 0.232
Climate
Psychological 0.096 0.221
Empowerment
Emotional 0.187 0.180
Intelligence
Source: Field survey (2022)

Coefficient of Determination and the Predictive Relevance

The explanatory power of the model in terms of the endogenous

component is measured using the coefficient of determination (R2) (Shmueli &

Koppius, 2011). The R2 values range from 0 to 1, with values closer to 1

indicating a better explanatory power. Even though R2 values are acceptable on

the bases of the research context, R2 values of 0.25 are considered weak, 0.50

are considered moderate whilst 0.75 are considered substantial in the social

sciences field (Hair et al., 2011; 2021). The author also claimed that for

structural models, a predictive relevance (Q2) of ‘0.02, 0.15, and 0.35’ and an

effect size (f2) of ‘0.02, 0.15, and 0.35’ are viewed as ‘small, medium, and

large,’ respectively.

Referring to Table 10, it can be concluded that organisational climate,

psychological empowerment and emotional intelligence have a moderate

(0.452) R2 (explanatory power) on employees’ job performance, accounting for

45.2 per cent of the variation in job performance. Thus, the exogenous

(independent) variables explain 45.2% of the variations in the endogenous

construct. Hence, the model had a moderate explanatory power. With respect to

predictive relevance, the results show that the model has a medium predictive

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relevance. It shows that organisational climate, psychological empowerment

and emotional intelligence had a predictive relevance score of 0.232, 0.221 and

0.180 respectively.

It also indicates that organisational climate had greater predictive

relevance in the model. This demonstrates how accurately the exogenous

variables can forecast the endogenous variable. The effect size's findings

indicate that organisational climate and psychological empowerment had small

effect sizes with f2 values of 0.037 and 0.096 respectively with emotional

intelligence having a medium effect size of 0.187. This implies that emotional

intelligence had a greater effect on the endogenous variable.

Testing the Significance of the Model

In PLS-SEM, the bootstrapping process is undertaken to assess the

significance of the path model. Bootstrapping is a resampling technique used in

SEM to evaluate the significance of the path model. A bootstrap approach is

used by creating numerous subsamples from the original sample and estimating

parameters for each subsample. To determine whether the estimated coefficients

are statistically different from zero or not, estimates from all the subsamples are

pooled, yielding not only the "best" estimated coefficients but also information

on their predicted variability and the likelihood of deviating from zero. This

method bases its evaluation of statistical significance only on the sample data

and does not rely on statistical inferences about the population. SmartPls

displays the bootstrap results on the path model presenting the indicator weights

(Ringle, Wende & Becker, 2015).

At a 5% significance level (two-tailed), any t-value above 1.96 are

considered to be statistically significant. The results of the path modelling are

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depicted in Figure 4. Concerning the P-values, any value of 0.05 or lower is

interpreted as being significant. The next section presents the results for the

hypothesis and discussions of the findings.

Discussion of Results

Organisational Climate and Job Performance

The study’s first objective was to examine the effect of organisational

climate on job performance among employees in the hotel industry in the

Central Region. Therefore, it was hypothesized that:

H1: There is a significant positive relationship between organisational

climate and Job performance.

This hypothesis was formulated to determine the relationship between

organisational climate and job performance. The results for this

hypothesis are presented in Table 11.

Table 11: Path Estimation Results for Organisational Climate and Job
Performance
Beta R2 Adjusted T- P-
R2 Value Value

Job 0.452 0.446

Performance
Organisational 0.157 3.043 0.002
Climate
Source: Field survey (2022)

From the path estimation Table 11, the results of the SEM indicate that

organisational climate had a positive significant relationship with job

performance (β = 0.157, p<0.05; Figure 4). As hypothesised; there is a

significant positive relationship between organisational climate and Job

performance. Also, the path coefficient was in the same direction, therefore fails

to reject the hypothesis. Thus, this hypothesis is supports. The findings indicate

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that when the organisational climate in hotel organisations is favourable,

receptive and supports employees, it enhances their job performance. The hotel

industry in the Central Region must take measures to stimulate a positive

organisational climate. Organisational climate is vital to the job performance of

employees within the hotel industry.

Also, the results from Table 11 revealed that organisational climate

positively affect job performance by 15.7%. As posited by Jegajothi and Sudha

(2015), the organisational climate has a strong positive relationship with job

performance. Additionally, similar conclusion by Okine (2019) also indicated

a strong significant positive association between organisational climate and job

performance. These findings are similar to the conclusions drawn by Obeng et

al. (2021), who also found that organisational climate had a significant positive

relationship with job performance.

Organisational climate is one of the most important aspects affecting

and altering subordinates' perceptions of workplace contribution and

involvement (Jung & Ali, 2017). This implies that every aspect of the

organisation must be given the needed attention when seeking to improve the

job performance of employees (Soefijanto & Supriyati, 2019). Also, Rahmat et

al. (2020) on organisational climate and job performance indicated that

organisational climate had a positive significant association with job

performance. This is also supported by Rozman and Strukelj (2021), who found

that organisational climate influences both job and organisational performance.

Notwithstanding the fact that different components are mostly used by

researchers to assess organisational climate, there has mostly been a significant

positive relationship with job performance.

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Phua (2018) posited that organisational climate shapes the behaviours

and attitudes of employees which impacts the individual and the organisation as

a whole. Thus, an organisation that always work on improving its climate mostly

succeeds and performs better relative to another organisation (Louzeiro, 2019).

On the other hand, Punwatkar and Verghese (2018) stated that an unhealthy

organisational climate leads to dissatisfaction, poor motivation among the

employees and higher absenteeism which negative affect job performance.

Therefore, a receptive and positive organisational climate such that, employees

in the organisation perceive their organisation as providing training and ensuring

their welfare, open to innovation and new ways of doing things, boosts their job

performance.

The climate of the organisation in which employee’s work induces their

perception about the work environment and instils in them needed confidence

and beliefs. Therefore, it is imperative that the hotel industry provide the needed

organisational climate to the needs and the underlying components of climate

that affect job performance in the particular context. This implies that, when

employees perceive that their organisation assesses their training needs and

provides training for the employees, attends to the welfare of employees and

provides an opportunity for innovation and flexibility within the workplace, it

enhances their job performance.

Additionally, organisations should concern themselves with the outside

environment. Thus, when employees perceive their organisation as being

outwardly focused, it increases their job performance. As a result, organisational

climate plays a key role in organisations, influencing employees' perceptions,

which influences their practices and behaviours, which in turn influence job

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performance. Organisational climate alludes to the experience of employees in

the organisation and is centred on discernment.

Similarly, this is supported by the social exchange theory which

postulates that the relationship between individuals in organisations (employers

and employees) involves several exchanges (Blau, 1964). The foci of this theory

are the social influences on how people engage in a reciprocal relationship. Thus,

one person does provide something to the other with the expectation that the

other will return the favour at a future time (Blau, 1986). For that reason, when

employees experience favourable treatment from their organisation, they may be

compelled to respond with positive attitudes or behaviours, such as improved

commitment and job performance (Blau, 2017). Social exchange theory ties the

attitudes of employees to the commitment of employers and management

through job performance.

Several studies (Balkar, 2015; Li & Mahadevan, 2017; Okine, 2019;

Obeng et al., 2021) have supported this argument that organisational climate is

key to enhancing job performance. Hence, management of hotels must promote

a healthy and receptive organisational climate. Specifically, providing training

needs, ensuring matters concerning the welfare of employees with respect to

adequate salaries, well-being and benefits, being flexible and innovative

pertaining to the way workers perform. As well as being concerned with the

outside environment that can influence employee behaviour, all sum up to give

the employees a favourable and positive perception of the organisation. They are

made to perceive that the organisation is executing its side of the exchange and

hence they are propelled to reciprocate by improving their task performance as

well as going beyond what has been assigned (contextual performance) and

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being dynamic as and when necessary, in relation to job performance, as

expected by employees in the hotel industry.

Psychological Empowerment and Job Performance

The study’s second objective was to assess the relationship

between psychological empowerment and job performance among

employees in the hotel industry in the Central Region. It was therefore

hypothesized that:

H2: There is a significant positive relationship between psychological

empowerment and job performance.

This hypothesis was formulated to determine the relationship between

psychological empowerment and job performance. This objective was tested

as part of the structural model, presented by the path connection between

psychological empowerment and job performance. The result is presented in

Table 12.

Table 12: Path Estimation Results for Psychological Empowerment and

Job Performance
Beta R2 Adjusted T- P-
R2 Value Value

Job 0.452 0.446

Performance
Psychological 0.287 4.090 0.000
empowerment
Source: Field survey (2022)

From the path estimation Table 12, the results of the SEM indicate that

psychological empowerment had a positive significant relationship with job

performance (β = 0.287, p<0.05; Figure 4). The path coefficient was in the

same direction as the hypothesis; therefore, the hypothesis was supported.

From Table 12, the results show that psychological empowerment affects job
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performance by 28.7%. Thus, psychological empowerment had a higher

positive effect on job performance compared to organisational climate. The

findings indicate that psychological empowerment is crucial to the job

performance of employees in the hotel industry. The hotel industry in the

Central Region must take measures to stimulate psychological empowerment.

Psychological empowerment is vital in enhancing the job performance of

employees within the hotel industry.

The results demonstrate that psychological empowerment (0.287) had a

greater positive effect on job performance than organisational climate (0.157).

This implies that psychological empowerment enhanced job performance by

28.7% and thus, it supports the nexus that psychological empowerment boosts

the employee's job performance. In their study, Olcer and Florescu (2015) found

that competence, self-determination and impact dimensions of psychological

empowerment had a positive influence on job performance, while the meaning

dimension had no relationship to job performance. Additionally, studies

including Liden et al. (2000), Okyireh and Simpeh (2016) and Mahmoud et al.

(2021) revealed that psychological empowerment had a significant positive

connection with the job performance of employees.

This present study in assertion supports that all dimensions of

psychological empowerment are crucial to job performance since it serves as a

personal resource of the employees that helps them to meet their job demands.

Contrary to the findings of Liden et al. (2000); Okyireh and Simpeh (2016);

Mahmoud et al. (2021), Dewettinck et al. (2003) discovered that psychological

empowerment can boost employee job satisfaction but has no discernible effect

on job performance. This shows that psychological empowerment in the

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Ghanaian hotel industry is key in stimulating the needed response of employees

for job performance.

This result implies that, when employees find meaning in their work,

have the competence, are self-determined and able to impact their department

or the organisation as a whole, it improves their psychological empowerment

which enhances job performance. Thus, job roles and duties must have a sense

of meaning to the employee, it should align with their personal goals and values.

When employees perform roles meaningful to them, they can perform better

since they have much control and autonomy over their job and do not struggle

to do what is required of them. They can influence their colleagues through

decision-making and better communication with customers and clients.

The findings of this objective are also in agreement with the Job

Demands-Resources Theory (Demerouti et al., 2001), which is based on the

notion that there are two types of work environments, that is, job demands and

job resources that impact the performance of employees. The job demands

encompass all the physical, social and emotional pressures associated with

one's work and as such requires a sustained effort. On the other side, job

resources are the physical, psychological, social and organisational dynamics

that help individuals to perform well and also reduce negative work outcomes

(Bakker et al., 2003).

The four cognitions of competence, impact, self-determination, and

meaning were used by (Spreitzer, 1995) to define psychological empowerment

as a psychological condition. Psychological empowerment constitutes a job

resource, that is, employees are more driven to achieve at a high level as a result

of empowerment since it increases their intrinsic motivational resources

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(Arshadi, 2010). Consequently, employees tend to perform well as a result of

being psychologically empowered. Employees who feel empowered at work

perform better because their job is meaningful to them and align with their life

goals reflecting a sense of self-control in relation to one’s work and an active

involvement with one’s work role. This makes them have access to essential

resources that help them improve themselves in the workplace (Javed et al.,

2017).

Employees in turn use their resources to handle work demands such as

job performance, according to JD-R theory. For job resources, personal

resources like psychological empowerment encourage employees because they

assist them in achieving their professional objectives and improving job

performance. Per the Resource-Based View of the Firm (RBV), a firm's

resources are also critical to its success and competitive advantage (Barney,

1991). According to RBV, psychologically empowering workers could help

hotel businesses gain a competitive advantage. According to Shi, Meng and

Huang (2022), empowered staff are more receptive to customer needs and treat

clients with greater courtesy, which is the lifeblood and fundamental objective

of the hotel sector, and this ultimately results in improved organisational

performance.

Recovery literature claims that empowerment promotes service

recovery which in turn increases customer and employee satisfaction (Bowen

& Lawler, 1995; 2006). The Central Region as a tourism hub attracts several

visitors and guests from all over the world, hence, psychologically empowered

employees will be able to deal with these customers from diverse backgrounds

and serve them with passion and enthusiasm. Empowerment practices exhibit

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advantageous effects on several individuals and organisational outcomes e.g.,

employee self-efficacy and job performance (Logan & Ganster, 2007; Wallace,

Johnson, Mathe & Paul, 2011).

Personal resources are said to have predictive validity for job resources

(Xanthopoulou et al., 2009). Also, the findings of this study are also consistent

with those of Lupsa et al. (2019), who conducted a meta-analysis of training

interventions aimed at boosting optimism, self-efficacy, hope, and resilience.

They found that when employees increase these personal resources such as

psychological empowerment, their job performance improves.

Emotional Intelligence and Job Performance

The third objective of the study was to investigate the effect of

emotional intelligence on job performance among employees in the star-rated

hotels in the Central Region. It was therefore hypothesized that:

H3: There is a significant positive relationship between emotional

intelligence and job performance.

This hypothesis was formulated to determine the relationship between

emotional intelligence and job performance. The result for this hypothesis is

shown in Table 13.

Table 13: Path Estimation Results for Emotional Intelligence and Job
Performance
Beta R-Square Adjusted T-value P-Value
R2
Job 0.452 0.446
Performance
Emotional 0.385 5.988 0.000
Intelligence
Source: Field survey (2022)

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From the path estimation Table 13, the results of the SEM indicate that

emotional intelligence had a positive significant relationship with job

performance (β = 0.385, p<0.05; Figure 4). The hypothesis was supported since

the path coefficient was in the same direction as the hypothesis, which states

that there is a strong positive association between organisational climate and

job performance.

The findings of the study, based on the results in Table 13, show that

emotional intelligence (0.385) had the largest positive effect on job performance

compared to the other relationships. Emotional intelligence improves the job

performance of employees by 38.5%. For that reason, it supports the statement,

that emotional intelligence augments job performance. These findings are also

in line with Asiamah (2017) who concluded that emotional intelligence had a

positive effect on job performance. It was asserted that employees' emotional

intelligence helps them to perform their job roles and improve both job and

organisational performance. Similarly, Edward and Purba (2020), found that

emotional intelligence had a positive significant relationship with the

performance of the employee.

Emotional intelligence allows people to interact successfully and

adequately with others by first accepting and empathising with their own

emotions, and then using that understanding to respond constructively to

information and conduct, including potentially exasperating behavioural

patterns. This shows that the emotional intelligence of the employees in the

hotel industry is a key stimulant for job performance if it is managed effectively

and directed to the right channel through communication and behaviours. The

hotel industry in the Central Region should incorporate emotional intelligence

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dimensions when recruiting and selecting prospective applicants, specifically,

assessing one's emotion, understanding and managing emotions and that of

others, using and regulating one's emotions and directing it to valuables

positions in the workplace.

This result is also in line with the Goleman’s theory of emotional

intelligence which states that emotional intelligence can be applied in the

organisations to improve job performance. Thus, emotional intelligence is a

good predictor of achievement in the workplace (Goleman, 1998). This will

help in the attainment of goals and objectives aside creating a happier working

environment. This emphasizes the need to adopt emotional intelligence in

organisations. From this perspective, successful development of emotional

intelligence requires employees to constantly learn from their work experience

by growing more adept at controlling their emotions (Shipley, Jackson &

Segrest, 2010).

Organisational Climate, Emotional Intelligence and Job Performance

The fourth objective of the study was to examine the role of emotional

intelligence in the relationship between organisational climate and job

performance of employees in the star-rated hotels in the Central Region. It was

therefore hypothesized that:

H4: Emotional intelligence plays a role in the relationship between

organisational climate and job performance.

This hypothesis was formulated to determine whether emotional

intelligence plays a role in the relationship between organisational climate and

job performance. The objective was the bases for testing this hypothesis. To test

this hypothesis, both moderating and mediating effect were tested. However,

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there was no moderating effect. As posited by Nitzl (2016), a possible

requirement for assessing a mediating effect is the significance of the indirect

effect. Organisational climate had a positive significant relationship with job

performance (β = 0.157, p=0.002), emotional intelligence also had a significant

effect on job performance (β = 0.385, p=0.000). For that reason, the testing of

mediating effect was likely. According to Hair et al. (2021), a bootstrapping

procedure is required to test the mediation of a variable, hence bootstrapping

was undertaken to test this hypothesis. The result for this hypothesis is presented

in Table 14.

Table 14: Path Estimation Results for Organisational Climate, Emotional

Intelligence and Job Performance
Indirect effects Beta R2 T-statistics P-values Decision

OC -> EI -> JP 0.047 0.452 1.782 0.075 Not supported

Source: Field survey (2022)

From the path estimation Table 14, the results of the SEM indicate that

emotional intelligence does not mediate the relationship between organisational

climate and job performance (β = 0.047, p>0.05; Figure 4). From Table 14, the

indirect effect from the mediation is also not significant, the threshold for the t-

statistics is that it should be more than 2 and p-values less than 0.05. Therefore,

the hypothesis that, Emotional intelligence plays a role in the relationship

between organisational climate and job performance, was not supported. From

Table 14, the results indicated that it did not meet the threshold. This shows that

emotional intelligence does not play any role in the relationship between

organisational climate and job performance of employees in the star-rated hotels

in the Central Region.

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From Table 11, it was observed that the direct relationship between

organisational climate and job performance is significant. Additionally, there is

a significant relationship between emotional intelligence and job performance,

however, the indirect effect results were not significant. Moreover, the nature

of the mediation of emotional intelligence in this relationship is direct- only (no

mediation) (Hair et al., 2021). Most previous studies have found the simple

effect of organisational climate and job performance (Obeng et al., 2021).

Psychological Empowerment, Emotional Intelligence and Job Performance

The fifth objective of the study was to examine the role of emotional

intelligence in the relationship between psychological empowerment and job

performance among employees in the star-rated hotels in the Central Region. It

was therefore hypothesised that:

H5: Emotional intelligence plays a role in the relationship between

psychological empowerment and job performance.

This hypothesis was formulated to determine the role emotional

intelligence plays in the relationship between psychological empowerment and

job performance. Psychological empowerment had a positive significant

relationship with job performance (β = 0.287, p=0.000, Table 12), emotional

intelligence also had a significant effect on job performance (β = 0.385,

p=0.000, Table 13). To test this hypothesis, both moderating and mediating

effect were tested. However, there was no moderating effect. The result for this

hypothesis is presented in Table 15.

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Table 15: Path Estimation Results for Psychological Empowerment,

Emotional Intelligence and Job Performance
Indirect effects Beta R2 T-statistics P-values Decision

PE -> EI -> JP 0.191 0.452 5.329 0.000 Supported

Source: Field survey (2022)

From the path estimation Table 15, the results of the SEM indicate that

emotional intelligence mediates the relationship between psychological

empowerment and job performance (β = 0.191, p<0.05; Figure 4). Therefore,

the hypothesis that, Emotional intelligence plays a role in the relationship

between psychological empowerment and job performance, was supported. The

results from the direct relationship found a significant effect between emotional

intelligence and job performance. From Table 15, the results indicate that the

indirect effect is significant. This shows that emotional intelligence mediates

the relationship between psychological empowerment and job performance.

Based on the criteria from Hair et al. (2021), it can be concluded that a

partial mediation, thus a complementary partial mediation, occurs in the

relationship between psychological empowerment and job performance. This is

because the direct effect of psychological empowerment and job performance

was significant (p=0.000, t-value=4.090) and the indirect effect was also

significant (p=0.000, t-value=5.329).

The findings led to the conclusion that psychological empowerment

affects employees' emotionally intelligence, which causes them to enhance job

performance in the hotel industry. The findings are supported by the results of

Shahab, Sobari and Udin (2018) who found that emotional intelligence mediates

the relationship between empowering leadership and organisational citizenship

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behaviour which researchers (Koopmans et al., 2014) agreed to be similar to

employees' contextual performance, a dimension of job performance.

This implies that even though psychological empowerment enhances job

performance, it can also boost employees’ emotional intelligence. This will then

cause them to perform well and better by maintaining a positive composure

whiles handling their job duties. Through communication with clients and

managers, constructive conflict resolutions and relations with colleagues in the

organisation. Employee control over their roles in the workplace and their

feelings of capacity to contribute to the organisation are addressed through

psychological empowerment (Najafi et al., 2011).

Additionally, per the job demands-resources theory, when there are too

many demands placed on an employee in the workplace and not enough

resources available, it can lead to burnout (Bakker & Vries, 2021).

Alternatively, this study is in relation to the notion that emotional intelligence

reduces job burnout (Schoeps, Tamarit, de la Barrera & Barrón, 2019) and

confirms that job performance improves when employees have higher

emotional intelligence levels while job burnout increases among employees

with lower emotional intelligence levels.

It suggests that job burnout is negatively exhibited by employees' less

emotionally intelligent, they are not able to control their emotions and are easily

exhausted due to the nature of services provided by employees in the hotels.

The findings may represent a turning point for managers of hotel businesses in

their effort to lessen employee burnout to enhance job performance through

psychological empowerment and emotional intelligence.

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Chapter Summary

The chapter, first of all, presented the demographic characteristics of

the respondents of the study. This was followed by assessment of the structural

model and discussion of results based on the objectives of the study. Precisely,

the chapter presented discussion on the effect of organisational climate on job

performance, the effect of psychological empowerment on job performance,

and the relationship between emotional intelligence and job performance. This

chapter also presented discussion on the mediating role of emotional

intelligence between organisational climate, psychological empowerment and

job performance. All the findings had theoretical and managerial implications.

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CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Introduction

This is the final chapter of the study, it provides a summary of the study,

and gives conclusions based on the findings and discussions. This chapter also

offers recommendations for stakeholders and policymakers in the hotel industry

and the tourism and hospitality at large as well as future researchers in this area.

Summary

The purpose of this research was to investigate the relationship between

organisational climate, psychological empowerment and job performance and

the role of emotional intelligence among star-rated hotel employees in the

Central Region. Specifically, the study sought to achieve the following

objectives: examine the effect of organisational climate on job performance;

assess the relationship between psychological empowerment and job

performance; examine the relationship between emotional intelligence and job

performance; examine the role of emotional intelligence in the relationship

between organisational climate and job performance; examine the role of

emotional intelligence in the relationship between psychological empowerment

and job performance.

Following the objectives, five hypotheses were developed and tested in

this study. The study was a quantitative study based on the positivist paradigm

adopted in this study. The explanatory research design was adopted, and the

target population were all employees working in the star-rated hotels in the

Central Region at the time of the research. A sample was developed from the

population, this sample was selected using the lottery method of the simple

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random sampling technique. A total of 345 questionnaires were distributed to

the respondents, and 289 correctly filled questionnaires were analysed.

Prior to the distribution of the instrument and the collection of data, a

pre-test of the instrument was conducted in Cape Coast to test for validity and

reliability. A total of thirty-three questionnaires were distributed both to

employees and experts in the field of research. From the pre-testing, some errors

identified were corrected, deleted and modified as well as restructuring of some

question items as raised by expert opinions to ensure the face validity. This was

to make the instrument more meaningful to respondents as well as satisfy the

objectives of the study. Also, the results of the reliability revealed substantial

results with all variables’ having a Cronbach Alpha above 0.7.

After the pre-testing, the main data collection was done through the

administration of self-administered questionnaires to the employees in the star-

rated hotels. Responses were rated on a five-point Likert-like Scale for all the

71 items of the questionnaire. All objectives were analysed using Partial Least

Square Structural Equation Modelling (PLS-SEM) with the SmartPLS 3

software. Additionally, the demographics of the respondents were analysed. The

major findings based on the research objectives are as follows;

Key Findings

For the first objective, the effect of organisational climate on the job

performance of employees in star-rated hotels was examined. The findings

revealed that organisational climate had a significantly positive relationship

with job performance. The second objective examined the relationship between

psychological empowerment and the job performance of employees in star-

rated hotels. The results showed that there is a significant positive connection

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between psychological empowerment and job performance. Thus, meaningful

work, employee impact, self-determination and competence greatly affect how

employees perform their job duties assigned to them.

The third objective analysed the effect of emotional intelligence on job

performance. It was found that emotional intelligence had a positive significant

relationship with job performance. This demonstrates that workers are able to

control, utilise, and comprehend their emotions and those of others, enhances

their ability to work effectively. The fourth objective of this study assessed the

role of emotional intelligence on the relationship between organisational

climate and job performance. Regarding this objective, it was revealed that

emotional intelligence did not have a moderating or mediating effect in the

relationship between organisational climate and job performance. Thus,

emotional intelligence did not play a role in the relationship between

organisational climate and job performance of the employees in star-rated

hotels.

The fifth objective was to analyse the role of emotional intelligence in

the relationship between psychological empowerment and job performance.

The results indicated a mediating effect between psychological empowerment

and job performance through emotional intelligence. Specifically, emotional

intelligence partially mediates the relationship between psychological

empowerment and the job performance of employees in the star-rated hotels.

Conclusions

Based on the findings of this study, the conclusions drawn from this

study are as follows;

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Empirically, organisational climate had an effect on the job performance

of employees in the star-rated hotels in the Central Region. Thus, when

employees have a positive and favourable view of their organisation, such as

the organisation assesses their training needs and provides the necessary

training, ensuring matters of their welfare, it boosts their job performance. Also,

when the organisation is flexible and open to new changes, it enhances the

overall perception of its employees which causes them to perform their duties

better. While management may tend to ignore the organisational climate,

forgetting that it has an influence on their performance, the result implied that

organisational climate is one of the important factors regarding the

organisational environment which directly influence the behaviour of

employees in relation to their job performance.

Regarding the second objective, it was concluded that psychological

empowerment positively and significantly affects the job performance of

employees in the star-rated hotels in the Central Region. Thus, psychologically

empowering employees in star-rated hotels is a key stimulating factor for

improving job performance. This implies that meaningful work, competence,

self-determination and the impact of employees in star-rated hotels have a

profound effect on their job performance. Psychological empowerment is a

powerful tool to ensure organisational effectiveness and sustainable

performance of employees. It ignites their self-efficacy which helps them to be

in control of their work. It is considered that when staff feel psychologically

empowered, they will behave actively, show initiative and creativity as well as

be willing to communicate positively with co-workers and hotel guests.

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Another key conclusion drawn from the findings of the study concerning

the third objective was that emotional intelligence has a strong positive and

statistically significant effect on the job performance of employees in star-rated

hotels in the region. It was highlighted that when employees are emotionally

intelligent, they are able to maintain a positive composure no matter the issues

that may arise from their interaction what their customers and managers. This

implies that, when employees are able to assess their emotions and that of their

colleagues as well as being able to manage and use their emotions effectively,

it improves their performance. That is, trivialising the effect of emotional

intelligence will negatively affect job performance. Emotional intelligence is as

valuable as providing technical skills aside from it being individualistic.

Additionally, with their high level of emotional intelligence, they would be able

to deal with customers' issues emanating as they arise from work.

Regarding the fourth objective, it was concluded that emotional

intelligence does not play any role in the relationship between organisational

climate and job performance. With the fifth objective, the conclusion drawn was

that psychological empowerment affects the emotional intelligence of

employees in star-rated hotels which in turn affects their job performance. Here,

the result implied that psychologically empowering employees will improve

their emotional intelligence and then cause them to perform better to meet

organisational goals. Currently, customers have been more cautious of the

service they consume, hence organisations must develop and implement

strategies that will empower employees and build their emotional intelligence

to enhance job performance.

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Overall, organisational climate, psychological empowerment and

emotional intelligence have a positive and statistically significant relationship

with job performance. Owners and managers of star-rated hotels through

psychological empowerment of employees spur their emotional intelligence.

Psychological empowerment reflects a sort of optimistic and motivated

condition of workers in star-rated hotels. As a result, the greater the level of

psychological empowerment, the more emotionally intelligent they become, the

higher their job performance.

Recommendations

The following recommendations were made to management,

policymakers and the theoretical implications drawn from the findings of the

study;

First of all, it is recommended that managers and owners of star-rated

hotel businesses must frequently assess the existing climate perceived by the

employees and constantly change and improve the organisational climate by

being receptive, positive and sympathetic to the needs of employees. Issues

pertaining to organisational climate can be somewhat dicey, such that the

climate needed in an organisation to improve job performance may differ from

what is needed in another organisation. Therefore, in order to maximise the job

performance of employees, managers and owners as well as departmental heads

of star-rated hotel businesses, must always engage employees to find out their

views and perceptions about the organisation to attest whether they view the

organisation as being receptive and concerned to their needs or being hostile.

This can be achieved through excellent business communications with

employees such as frequent meetings and dialogues. This will help shape the

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organisation into the desired dimension to achieve organisational effectiveness.

Particularly, in the hotel business, every organisation is unique in terms of

organisational goals and vision even though they all provide the same service.

Issues regarding concern for training needs of the employee, accommodating

employee welfare such as issues relating to salaries, incentives and general well-

being must prioritised with maximum attention. Also, hotel managers must be

open to innovation; encouraging employees to try new ways of performing their

job duties must be prioritised. They must also embrace themselves with the

outside environment that can affect their business to boost employee job

performance. Thus, the work environment has been a potent influence on

employee behaviour.

Overall, managers and employers should enhance the working

conditions of employees by developing internal policies that create an enabling

environment for employees. Also, at the industry level, policies must be

developed to sensitise the hotel organisations to compel them to eliminate poor

organisational climate since it demoralises employees and negatively affects job

performance as well as the profitability and the image of the industry. In relation

to the social exchange theory used for the objective, it is recommended that

further extensions of the theory should critically emphasise the reciprocity of

the exchanges between the organisation and employees. Thus, the organisation's

side of the exchange should precede that of the employees. Thus, providing a

supportive and receptive climate will induce employees to return this by

performing better.

Regarding, psychological empowerment, it is recommended that

managers should undertake individual capacity building that concentrates on

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developing employees' psychological empowerment. First, managers must post

employees to designations that match their life goals and personal values. Also,

at the group level, employees must be assigned to teams that will kindle their

sense of meaning and help them develop competences reflected through an

active involvement in their work roles. Furthermore, employees must be given

the opportunity to partake in and influence the decision-making processes in

their department which will make them feel their behaviours produces desired

outcome in the organisation. This will also increase their competencies by

having autonomy to determine how to carry out work roles. Superiors can count

on them to initiate new ideas to execute their job duties accurately.

Policymakers including the management, industry stakeholders and the

ministries should develop policies that enforce psychological empowerment as

a vital job resource that helps employees to improve their job performance and

the image of the industry as a whole. Employees may generate several outcomes

according to the extent to which they are psychologically empowered. This will

reduce employee turnover and promote the image of the industry. Additionally,

it will ensure the efficiency and effectiveness of employees that manifest in

reducing total cost, smooth operations and customer satisfaction.

In relation to emotional intelligence, it is recommended that aside from

looking to employ emotionally intelligent employees during the hiring

processes, managers can put mechanisms that will allow personnel in the star-

rated hotels to develop and build their emotional capabilities within the context

of the work in the hotel. This will help them to understand and manage their

emotions with their work requirement and environment since they deal with

visitors and customers from diverse backgrounds in order not to affect how they

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respond to and serve customers. Thus, maintaining a positive composure at the

workplace irrespective of their encounters with customers, colleagues and

managers.

Policymakers, it is recommended that they should develop policies

encouraging the collaboration with relevant departments of universities and

technical universities to provide workshops and seminars on emotional capacity

building through understanding and managing emotions, reducing negative

emotions at the workplace, and enhancing personal relationships to develop an

emotionally intelligent workforce. These workshops and seminars for

employees must be focused on building the emotional capacity of employees by

being able to assess their emotions, the emotions of their colleagues,

professional ways of using emotions and improving their ability to regulate their

emotions at the workplace. This study supports the need for a positive and

receptive organisational climate, psychological empowerment and emotional

intelligence.

Management of hotel businesses should create compatibility and

harmony with psychological empowerment and emotional intelligence of

employees. Additionally, business’ management must support psychological

empowerment among personnel by assigning hard duties without always

providing directives that will equip employees for other future performance, all

employees should also be evaluated for how they can be psychologically

empowered to boost their emotional intelligence and confidence which will in

turn boost their job performance. Whiles empowering employees

psychologically builds their emotional intelligence in relation to their job roles

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in the hotel since customers with different issues and emotional needs must all

be served to their maximum satisfaction.

In relation to policy, the management and other pertinent stakeholders

need to implement policies that will influence the policies and structures of the

hotel organisation. Psychological empowerment training for employees in the

hotel industry must be stimulated by the hotel associations and various hotel

businesses. The focus of the training must be on developing psychologically

empowered employees which include the ability of management to ensure that

work roles are meaningful to employees, allows employees some level of

autonomy, allowing employees create and implement new ideas.

With respect to the job demands-resources theory, future development

on the theory must highlight the significance of psychological empowerment as

a personal resource in improving job performance. The theory currently focuses

on the consequences of having high job demands to low job resources such as

job burnout (Bakker & Vries, 2021). The need to increase the job resources to

meet the job demands has been overlooked, further development on integrating

psychological empowerment as a personal (job) resource will benefit a lot both

to the individual and the organisation.

It is also recommended that the personal resource must be updated to

include psychological empowerment. Psychological empowerment is an

important personal motivational resource which stimulates enthusiasm for work

and reduces emotional exhaustion that can lead to job burnout. Tourism in the

Central Region would be greatly impacted and enhanced as clients and

customers visiting the region would be served by workers who are empowered

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and have control over their work to perform their duties with enthusiasm and

diligence.

Suggestions for Future Research

This study was a cross-sectional study and was restricted to only the

star-rated hotels in the Central Region. It is therefore suggested that further

studies should be undertaken in other parts of Ghana or the entire hotel industry.

Future research could replicate this study on a longitudinal design to discover

how organisational climate changes within a period and its influence on

performance in the long run. Also, prospective studies can consider measuring

job performance from both employees and management.

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APPENDICES

APPENDIX A

UNIVERSITY OF CAPE COAST

COLLEGE OF HUMANITIES AND LEGAL STUDIES

SCHOOL OF BUSINESS

DEPARTMENT OF MANAGEMENT

Dear Sir/Madam,

This questionnaire seeks to solicit information from hotel workers to help a final

year student in the University of Cape Coast, which seeks to research on

“Organisational Climate, Psychological Empowerment and Job

Performance in Star-rated Hotels in Central Region: the role of Emotional

Intelligence” in the hotel industry in the Central Region. This study is purely

and purposely for academic exercise and you are assured of protection of the

information provided and guided by all other relevant ethical principles. There

are no direct benefits as well as risk associated with participating in this study.

You are entreated to complete this questionnaire, your anonymity and

confidentiality is 100% assured. Participation in this survey is highly valued but

voluntary. This questionnaire will take about 10-15 minutes to complete;

Thank you in advance for accepting to participate in the survey.

Instruction: kindly tick {  } or write where appropriate.

Section A: Demographics

1. Please indicate your sex. A. Male [ ] B. Female [ ]

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2. Please indicate your age bracket in years. A. 18-29years [ ] B.

30-39 years [ ]

C. 40-49years [ ] D. 50years and above [ ]

3. What is your current level of educational qualification? A.

SSCE/WASSCE [ ] B. Diploma [ ] C. First Degree [ ] D. Master’s

Degree [ ] E. Others (please specify)……………..

4. How long have you worked with this hotel? A. 5years or less [ ] B.

6-10years [ ] C. 11-15years [ ] D. 16-20years [ ] E. 21-25years

[ ] F. 26-30years [ ] G. above 31years [ ]

5. What is your position currently? A. Front office [ ] B. Housekeeping

[ ] C. Restaurant [ ] D. Administration [ ]

SECTION B: ORGANISATIONAL CLIMATE

This section seeks to solicit your knowledge on the organisational climate of

your hotel. . On the scale of 1 to 5, kindly indicate your level of agreement

on the following measures. 1=least agreement to 5=Strong Agreement.

EW Employee Welfare 1 2 3 4 5

EW1 The management of this hotel look after the

employees
EW2 This hotel cares about its employees

EW3 This hotel is fair in its action towards employees

EW4 This company pays much attention to the interests

of employees
EW5 Employees receive appropriate benefits in this
organisation
ET Employee Training

ET1 Employees are encouraged to develop their skills

ET2 Employees receive enough training when it comes

to new ways of doing things
ET3 Employees are properly trained when there is a new
machine or equipment

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ET4 We are given the maximum amount of training in

specific knowledge and skills needed to do our job
ET5 Management show an understanding of the
employees who work for them and their training
needs
IF Innovation and Flexibility

IF1 New ideas are readily accepted in this organisation

IF2 We are quick to respond when changes need to be

made.
IF3 This organisation is quick to change procedures to
meet new conditions and solve problems as they
arise
IF4 Employees in this organisation are always searching
for new ways of looking at problems
IF5 We are quick to spot the need to do things differently
in this organisation.
OF Outward Focus

OF1 Customers’ needs are considered a top priority in

this hotel
OF2 This organisation is continually looking for new
opportunities in the market place
OF3 Ways of improving services to the customers are
given much thought here
OF4 This organisation is quick to respond to the needs of
customers.
OF5 This hotel is quite outward looking: it concerns itself
with what is happening in the market place.

SECTION C: PSYCHOLOGICAL EMPOWERMENT

This section solicits for information on your personal and cognitive orientations

about your job roles. It talks about the degree to which an employee feels he/she

has work abilities, control over his work decisions and develops a sense of

meaning. On the scale of 1 to 5, kindly indicate your level of agreement on

the following measures. 1=least agreement to 5=Strong Agreement.

Psychological Empowerment 1 2 3 4 5

Meaningful Work

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MW1 My work is meaningful to me

MW2 My job helps me to become what I want to become

MW3 My job activities are personally meaningful to me

MW4 My job activities matches with my life goals

MW5 My work is important to me

Employee Impact

IM1 I decide how to go about doing my job

1M2 I have great influence over what happens in my

department

IM3 I have great deal of control over my job

IM4 My impact on what happens in my department is large

IM5 My influence on my colleagues and customers is large

Employee competence

CM1 I am excellent in planning and organising my job

activities
CM2 I am self-assured about my capabilities to perform my
job
CM3 I am confident about my abilities to do my job
CM4 I have mastered the skills necessary to do my work
CM5 I am good at communicating with customers and
colleagues
Self-determination
SD1 I have significant freedom in determining how I do my
job.
SD2 I have considerate opportunity for independence in how
I do my job.
SD3 I can decide on my own how to go about doing my
work.
SD4 My opinion counts in my work department decision
making
SD5 I am not afraid to stand up for myself in this hotel

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SECTION D: EMOTIONAL INTELLIGNECE

This section solicits for information on your ability to understand and manage

your own emotional abilities and effective regulation of emotion and those

around you. On the scale of 1 to 5, kindly indicate your level of agreement

on the following measures. 1=least agreement to 5=Strong Agreement.

SEA Self-Emotion Appraisal 1 2 3 4 5

SEA1 I have a good sense of why I have certain feelings
most of the time
SEA2 I have good understanding of my emotions
SEA3 I really understand what I feel
SEA4 I always know whether I am happy or not in this
organisation
OEA Others’ Emotion Appraisal
OEA1 I always know my colleagues emotions from their
behaviour
OEA2 I am a good observer of my colleagues emotions
OEA3 I am sensitive to the feelings and emotions of my
colleagues
OEA4 I have good understanding of the emotions of people
around me
UOE Use of Emotion
UOE1 I always set goals for myself and then try my best to
achieve them
UOE2 I always tell myself I am a competent person
UOE3 I am a self- motivated person
UOE4 I would always encourage myself to try my best
ROE Regulation of Emotion
ROE1 I am able to control my temper and handle
difficulties rationally
ROE2 I am quite capable of controlling my own emotions
ROE3 I have good control of my own emotion
ROE4 I can always calm down quickly when I am very
angry

SECTION E: JOB PERFORMANCE

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This section solicits for information on the effect of organisational climate and

psychological empowerment on your Job Performance. On the scale of 1 to 5,

kindly indicate your level of agreement on the following measures. 1=least

agreement to 5=Strong Agreement.

TP Task Performance 1 2 3 4 5

TP1 I am able to plan my work to finish on time

TP2 I keep in mind the work result I need to achieve

TP3 I am able to distinguish main issues from side issues

TP4 I perform assigned task with minimal time and eff

TP5 I plan my work efficiently

CP Contextual performance

CP1 I initiates new tasks when my old task are

completed
CP2 I take on challenging work tasks, when available.

CP3 I work on keeping my job-related knowledge and

job skills up-to-date
CP4 I continually seek for new challenges in my job

CP5 I actively look for ways to improve my performance

at work.
AP Adaptive Performance

AP1 I remain calm and positive under highly stressful

events
AP2 I use creative ideas to manage incoming events

AP3 I adjust and deal with unpredictable situations by

shifting focus and taking reasonable action.
AP4 I usually update my technical and interpersonal
competences as a way to perform better the tasks in
which I am hired
AP5 I devise alternative plan in a very short time, as a
way to cope with new task demands.

Thank you for participating in this survey.

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Appendix B

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