Email: support@essaywriterpros.com
Call Us: US - +1 845 478 5244 | UK - +44 20 7193 7850 | AUS - +61 2 8005 4826

Job Performance in the Hospitality Industry

ANOVA ON PARTICIPATIVE LEADERSHIP ON EMPLOYEE PERFORMANCE A main effect of effect of participative leadership style on employee performance was found, F (1.065) = 2.406. The ANOVA table produced an f- statistic of 1.065while the p-value was .035 as shown in Table 1. 65.2 34.8 Gender Male Female 0.0 5.0 10.0 15.0 20.0 25.0 21.7 11.6 17.4 10.1 7.2 10.1 21.7 Industry Researchjournali’s Journal of Management Vol. 4 | No. 5 July | 2016 ISSN 2347-8217 8 www.researchjournali.com Table 4.2.1: ANOVA on Participative Leadership on Employee Performance Model Sum of Squares df Mean Square F Sig. 1 Regression 3.544 2 1.772 1.065 .035 Residual 109.789 66 1.663 Total 113.333 68 a. Predictors: (Constant), Participative leadership style b. Dependent Variable: Employee performance (Source Author, 2016) 4.2.2 CHI-SQUARE TESTS ON PARTICIPATIVE LEADERSHIP ON EMPLOYEE PERFORMANCE A Chi-square test of independence was calculated comparing the frequency of relationship between participative leadership style and employee performance. A significant interaction was found 𝑥 2 (3, N=69) =2.231, p< .018 as shown in Table 2. The results show that supportive leadership style was likely to improve the performance of the employee. Table 4.2.2: Chi-Square Tests on Directive Leadership on Employee Performance Value df Asymp. Sig. (2-sided) Pearson Chi-Square 2.231a 6 .018 Likelihood Ratio 3.570 6 .735 Linear-by-Linear Association .940 1 .332 N of Valid Cases 69 a. 8 cells (66.7%) have expected count less than 5. The minimum expected count is .10. (Source Author, 2016) 4.2.3 CORRELATION OF PARTICIPATIVE LEADERSHIP STYLE AND PERFORMANCE OF THE EMPLOYEE Table 3 shows the relationship between the application participative leadership style and the performance of the employee. The table shows that employees are treated with respect from the leadership was correlated leaders consult employees when facing a problem at (r=0. 323**, p<0.01, N=69), top performing employees are recognised by the leadership at (r=0.499**, p<0.01, N=69), all employees are given opportunities to attend relevant trainings and conferences at (r=0.455**, P<0.01, N=69), all employees enjoy friendly work environment at (r=0.563**, P<0.01, N=69 ) and employees are well compensated for their work at (r=0.415**, P<0.01, N=69). Table 4.2.3: Correlation of Participative Leadership Style and Employee Performance Our company employees are treated with respect from the leadership Pearson Correlation Sig. (2-tailed) N Leaders consult employees when facing a problem .323** 0.001 69 Top performing employees are recognised by the leadership. .499** 0 69 Researchjournali’s Journal of Management Vol. 4 | No. 5 July | 2016 ISSN 2347-8217 9 www.researchjournali.com All employees are given opportunities to attend relevant trainings and conferences. .455** 0 69 All employees enjoy friendly work environment .563** 0 69 employees are well compensated for their work .415** 0 69 **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed)