Enhancing Hotel Employee Engagement Through Transformational Leadership and Psychological Empowerment: Evidence from the Hospitality Industry

Ni Putu Tia Maharani; Wayan Suryathi; I Gusti Ayu Widiadnyani

doi:10.30640/jmcbus.v4i3.6873

Authors

Ni Putu Tia Maharani Politeknik Negeri Bali
Wayan Suryathi Politeknik Negeri Bali
I Gusti Ayu Widiadnyani Politeknik Negeri Bali

DOI:

https://doi.org/10.30640/jmcbus.v4i3.6873

Keywords:

Employee Engagement, Hospitality, Human Resource Management, Psychological Empowerment, Transformational Leadership

Abstract

This study examines the influence of transformational leadership and psychological empowerment on employee engagement in the hospitality industry, focusing on non-managerial permanent employees at Four Points by Sheraton Bali Ungasan. Employee engagement is a critical factor in delivering high-quality hospitality services, as it reflects employees' dedication, enthusiasm, and emotional commitment to their work. This study employed a quantitative correlational design using a survey method. The research population consisted of 58 non-managerial permanent employees from eight hotel departments, all of whom were included as respondents through a census sampling technique. Data were collected using a five-point Likert-scale questionnaire and analyzed through multiple linear regression. The measurement instruments were confirmed to be valid and reliable, while the data satisfied the assumptions of normality, homoscedasticity, and absence of multicollinearity. The findings indicate that transformational leadership has a positive and significant effect on employee engagement. Psychological empowerment also exerts a positive and significant influence and demonstrates a slightly stronger contribution than transformational leadership. Simultaneously, both variables explain 67% of the variation in employee engagement. These findings suggest that enhancing employee engagement in the hospitality sector requires inspirational leadership combined with psychological empowerment through meaningful work, individual support, competence development, autonomy, and employees' belief that their contributions have a meaningful impact on service quality and organizational success.

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