EMPLOYEE BEHAVIOUR, EMPLOYEE PERCEPTION, AND PERCEIVED ORGANISATIONAL COMPETITIVENESS IN A SELECTED FULL-SERVICE HOTEL IN KUALA LUMPUR, MALAYSIA
DOI:
https://doi.org/10.35631/JTHEM.1145031Keywords:
Employee Behaviour, Employee Perception, Hotel Industry, Perceived Organisational Competitiveness, Workplace AttitudeAbstract
Employees play an important role in supporting service delivery and workplace performance in hotel organisations, particularly because hospitality services depend heavily on employee interaction, teamwork, and responsiveness. This study examines the relationship between employee behaviour, employee perception, and perceived organisational competitiveness in a selected full-service hotel in Kuala Lumpur, Malaysia. A quantitative, cross-sectional research design was adopted, using survey data collected in 2024 from 103 hotel employees across several operational and support departments, including front office, housekeeping, administration, finance, human resources, kitchen, maintenance, security, sales and marketing, and food and beverage. The data were analysed using descriptive statistics, reliability analysis, Pearson correlation, and multiple regression analysis. The findings indicate that respondents generally reported positive employee behaviour and favourable workplace perceptions, particularly in relation to pride in working for the hotel, willingness to contribute extra effort, access to job-related information, managerial appreciation, team spirit, and opportunities for skill development. However, communication recorded the lowest mean score under employee perception, while trust in the organisation showed a more moderate level of agreement. Pearson correlation results showed positive and statistically significant relationships between employee behaviour, employee perception, and perceived organisational competitiveness. The regression analysis further showed that employee behaviour and employee perception, when considered together, significantly explained perceived organisational competitiveness, although neither variable had a statistically significant individual predictive effect. These findings suggest that employee-related factors are associated with perceived organisational competitiveness within the participating hotel. The study provides context-specific insights for similar hotel settings, particularly in relation to strengthening communication, recognition, employee development, and organisational trust. Future studies are recommended to include a broader hotel sample and additional organisational factors to improve understanding of competitiveness in the hotel industry.
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