Dia Zeglat

This study aims to introduce new insights regarding factors influencing employees’ level of training motivation through investigating the impact of job satisfaction dimensions (pay, fringe benefits, contingent rewards, promotion, supervision, co-workers, operating conditions, nature of work and communication) on training motivation.
Data were collected from 342 participants from six Jordanian ministries. The multiple regression technique was utilized to examine the predictive power of job satisfaction dimensions on training motivation. At the next stage, three sequential MR analysis rounds were conducted, each time using a different construct of training motivation (valence, instrumentality and expectancy) as a dependent variable.
The results indicate that the dimensions of job satisfaction explain a low but significant variance of the overall training motivation model. Furthermore, it was found that only three dimensions of job satisfaction (nature of work, supervision and co-workers) respectively had a positive and significant impact on training motivation, while contingent rewards had a significant but negative impact.
Regarding training motivation constructs, results indicate that the nature of work and supervision were the elements that have an impact on all constructs of training motivation. Finally, it was found that co-workers and contingent rewards had a significant impact on the training motivation constructs of expectancy (confidence in ability to learn) and valence (the perceived value of training outcomes), but no impact on instrumentality (rewards associated with learning).

Economic sustainability allows hotel customers and other stakeholders to profit from hospitality services. Hotels can improve their marketing success by leveraging technologies and innovation strategy initiatives to suit guests’ ever-changing needs. Thus, this paper investigated the effect of service quality on marketing performance among hotels in Jordan. In addition, it analyzed the moderating role of operational innovation and external environment on the relationship between service quality and marketing performance among Jordanian hotels. This study was quantitative and used the pretested questionnaire by interviewing general managers. The valid questionnaires were distributed stratified randomly to general hotel managers. The analyzed data were from 162 completed questionnaires, employing partial least squares analysis software. The results demonstrate a positive relationship between service quality and marketing performance. Moreover, this relationship was moderated by operational innovation and external environment. Clearly, the managers in Jordanian hotels might find and draw business strategies by linking the marketing performance with the service quality specifically (SERVQUAL) and employing management and technologies strategies through its operational innovation and external environment.