A satisfação dos colaboradores e a sua percepção da performance da organização num destino turísticoThe employee's satisfaction and their perception of the organization performance in a tourism destinationLa satisfacción de los colaboradores y su percepción del desempeno de la organización en un destino turístico

Abstract

A satisfação dos colaboradores é uma questão que tem vindo a merecer grande atenção entre académicos e profissionais. A importância deste assunto é salientada pelos resultados a que chegaram alguns estudos que encontraram uma relação positive entre a satisfação dos colaboradores e a performance do negócio, assim como pelo desenvolvimento e melhoramento de alguns conceitos de gestão. A indústria turística envolve uma amálgama de serviços e produtos e a interacção entre colaboradores e turistas faz parte da própria experiência turística. Num estudo realizado na região do Algarve (Portugal), um questionário foi aplicado a uma amostra representativa de 5/77 colaboradores, de organizações privadas e públicas, com 25 ou mais colaboradores. O inquérito foi dividido em cinco partes. Os resultados foram analisados com recurso a um programa informático estatístico e permitiram à equipa de investigação apresentar sugestões e recomendações com o intuito de aumentar a satisfação dos colaboradores de organizações de um destino turístico, muito dependente desta indústria. Acredita-se que o maior contributo desta investigação relacionase com o facto da análise ter sido realizada de forma agregada, incluindo organizações directa e indirectamente ligadas ao turismo, já que os turistas consomem não só serviços de alojamento e viagem mas também outros serviços como de comércio, segurança e saúde.

Full text

itania
sciencia
THE
EMPLOYEE'S
SATISFACTION
AND
THEIR
PERCEPTION
OF
THE
ORGANIZATION
PERFORMANCE
INA
TOURISM
DESTINATION
A
SATISFAGAO
DOS
COLABORADORES
E
A
SUA
PERCEPÇÃO
DA
PERFORMANCE
DA
ORGANIZAÇÃO
NUM
DESTINO
TURÍSTICO
LA
SATISFACCIÓN
DE
LOS
COLABORADORES
Y
SU
PERCEPCIÓN
DEL
DESEMPENO
DE
LA
ORGANIZACIÓN
EN
UN
DESTINO
TURÍSTICO
Graciana
Vieira
*
(gracianavieiraDhotmail.com)
Júlio
Mendes
**
(jmendes@valg.pt)
M.
Manuela
Guerreiro
***
(mmgverreDvalg.pt)
Patricia
Valle
****
(pvalle@valg.pt)
RESUMO
A
satisfação
dos
colaboradores
é
uma
questão
que tem
vindo
a
merecer
grande
atenção
entre
académicos
e
profissionais.
A
importância
deste
assunto
é
salientada
pelos
resultados
a
que
chegaram
alguns
estudos
que
encontraram
uma
relação
positive
entre
a
satisfação
dos
colaboradores
e a
performance
do
negócio,
assim
como
pelo
desenvolvimento
e
melhoramento
de
alguns
conceitos
de
gestão.
A
indústria
turística
envolve
uma
amálgama
de
serviços
e
produtos
e a
interacção
entre
colaboradores
e
turistas
faz
parte
da
própria
experiência
turística.
Num
estudo
realizado
na
região
do
Algarve
(Portugal),
um
questionário
foi
aplicado
a
uma
amostra
representativa
de
5/77
colaboradores,
de
organizações
privadas
e
públicas,
com
25
ou
mais
colaboradores.
O
inquérito
foi
dividido
em
cinco
partes.
Os
resultados
foram
analisados
com
recurso
a
um
programa
informático
estatístico
e
permitiram
à
equipa
de
investigação
apresentar
sugestões
e
recomendações
com
o
intuito
de
aumentar
a
satisfação
dos
colaboradores
de
organizações
de
um
destino
turístico,
muito
dependente
desta
indústria.
Acredita-se
que
o
maior
contributo
desta
investigação
relaciona-
se
com
o
facto
da
análise
ter
sido
realizada
de
forma
agregada,
incluindo
organizações
directa
e
indirectamente
ligadas
ao
turismo,
já
que
os
turistas
consomem
não
só
serviços
de
alojamento
e
viagem
mas
também
outros
serviços
como
de
comércio,
segurança
e
saúde.
Palavras
Chave:
satisfação
dos
colaboradores,
atributos
de
satisfação,
performance
da
organização
e
destino
turístico.

egitania
setencia
[
ABSTRACT
Employee
satisfaction
has
become
a
crucial
question,
which
has
led
to
an
increased
attention
among
academics
and
professionals,
in
general.
A
positive
relationship
between
employee
satisfaction,
customer
satisfaction
and
business
performance
found
in
some
studies
along
with
the
development
and
improvement
of
some
management
concepts
highlights
the
importance
of
this
issue.
Tourism
is
an
industry
that
involves
an
amalgam
of
services
and
products,
where
the
interaction
between
employees
and
tourists
becomes
part
of
an
experience.
In
a
study
camied
out
in
a
Tourism
Region
of
Algarve
(Portugal),
a
survey
was
applied
to
a
representative
sample
of
577
employees,
from
both
public
and
private
organizations,
with
25
and
more
employees.
The
survey
was
divided
in
five
parts.
The
results
were
analyzed
using
a
statistical
program
allowing
the
team
to
formulate
some.
suggestions
and
recommendations
in
order
to
improve
the
employee's
satisfaction
in
a
tourism
destination,
highly
dependent
on
this
industry.
The
main
contribute
of
this
research
is
believed
to
be
the
aggregated
way
in
which
the
employees
of
the
organization
of
tourism
destination
are
analyzed,
both
directly
and
indirectly
related
to
the
tourism
activity,
as
tourists
interact
not
only
with
accommodation
and
travel
services,
but
also with
shops,
health
and
security
services.
Keywords:
employees
satisfaction,
satisfaction
attributes,
organization
performance,
tourism
destination.
[
ResUMEN
La
satisfacción
de
los
colaboradores
es
una
cuestión
que
ha
venido
a
merecer
gran
atención
entre
académicos
y
profesionales.
La
importancia
de
este
asunto
ha
sido
destacada
por
los
resultados
a
los
que
llegaron
algunos
estudios
que
encontraron
una
relación
positiva
entre
la
satisfacción
de
los
colaboradores
y
la
actuación
del
negocio,
así
como
por
el
desarrollo
y
la
mejora
de
algunos
conceptos
de
gestión.
La
industria
turística
abarca
una
amalgama
de
servicios
y
productos
y
la
interacción
entre
colaboradores
y
turistas
hace
parte
de
la
propia
experiencia
turística.
En
un
estudio
realizado
en
la
región
del
Algarve
(Portugal),
se
aplicó
un
cuestionario
a
una
muestra
representativa
de
577
colaboradores,
de
organizaciones
privadas
y
públicas,
con
25
o
más
colaboradores.
La
encuesta
fue
dividida
en
cinco
partes.
Los
resultados
fueron
analizados
con
recurso
a
un
programa
informático
estadístico,
permitiendo
al
equipo
presentar
sugerencias
y
recomendaciones
con
la
meta
de
aumentar
la
satisfacción
de
los
colaboradores
de
organizaciones
de
un
destino

itania
sciencis
turístico,
muy
.dependiente
de
esta
industria.
Se
cree
que
la
mayor
contribución
de
esta
investigación
se
relaciona
con
el
hecho
de
que
el
análisis
fue
realizado
de
forma
agregada,
incluyendo
organizaciones
directa
e
indirectamente
unidas
al
turismo,
ya
que
los
turistas
consumen
no
sólo
servicios
de
alojamiento
y
viaje
sino
también
servicios
de
comercio,
seguridad
y
salud.
Palabras
Clave:
satisfacción
de
los
colaboradores,
atributos
de
satisfacción,
actuación
de
la
organización
y
destino
turístico.
*
Master
student
of
Tourism
Management
and
Development
Course,
University
of
Algarve,
Portugal.
Tourism
and
marketing
trainer.
*
PhD
in
Management.
Assistant
Professor
at
the
Faculty
of
Economics,
University
of
Algarve,
Portugal.
**
Master
in
Marketing.
Assistant
Professor
at
the
Faculty
of
Economics,
University
of
Algarve,
Portugal.
*
PhD
in
Applied
Quantitative
Methods
to
Economics
and
Business.
Assistant
Professor
at
the
Faculty
of
Economics,
University
of
Algarve,
Portugal.
Artigo
enviado
em:
2
de
Outubro
de
2009
Artigo
aceite
em:
18
de
Janeiro
de
2010

:
Egitanta
SC
Ce
Ae
a
[;.
INTRODUCTION
To
be
successful
in
a
competitive
market,
it
is
important
that
managers
know
how
their
employees
feel
and
want
about
their
work.
The
human
resource
management
should
not
be only
a
functional
strategy,
but
an
integral
part
of
corporate
strategy
(David,
2001).
Nowadays,
most
organizations
claim
to
focus
on
their
customers
to
provide
strong
customer-oriented
relationship
marketing.
Nevertheless,
employees
are
a
key
issue
and
as
Choi
(2006)
claims,
an
important
part
of
the
organization
seem
to
be
sometimes
unnoticed,
put
in
inappropriate
work
environments
and
charged
with
the
execution
of
unfair
tasks.
Due
to
the
potential
impact
they
have
on
their
business,
it
is
important
that
managers
understand
the
specific
dimensions
that
help
profile
employee's
attitudes
toward
their
jobs.
During
the
1960s
and
1970s,
managers
were
especially
concemed
with
the
organization
efficient
use
of
resources.
In
order
to
deal
with
competitive
environments,
“optimization”,
“cost
reduction”,
“work
measurement”
and
“quality
control”
were
very
important
efforts
to
“do
the
job
right’,
being
employees
seen
as
numbers
rather
than
persons.
The
growing
global
competition
of
the
1980s
led
to
the
recognition
that
new
strategies
were
needed,
leading
some
organizations
in
the
following
decade
to
become
more
concemed
about
“doing
the
right
job”,
gaining
“customer
satisfaction”
and
give
more
importance
to
“employee
contentment
and
loyalty”
(Rogers
et
al.,
1994).
Regarding
the
services
in
general,
and
the
tourism
industry
in
particular,
the
role
of
employees
is
of
extreme
importance
due
to
the
human
contact
which
directly
influences
tourists
(customers)
satisfaction.
Bueno
(1999:
321)
argues
that,
in
a
tourism
context
“since
competition
between
firms
is
determined
by
skills,
human
resources
are
a
central
factor
in
achieving
competitiveness
because
of
the
new
opportunities
brought
about
by
new
technologies
and
the
importance
of
consumer
loyalty
in
maintaining
high
demand.
Over
the
past
decades,
this
industry
and
academics
have
conducted
studies
on
employees.
Role
conflict,
role
clarity,
job
tension,
motivation,
empowerment,
tumover
intention
and
job
satisfaction
are
some
of
the
areas
of
study
(e.g.:
Kelly
et
al.,
1981;
Dalessio
et
al.,
1986;
Lusch
and
Serpkenci,
1990;
Vandenberg
and

itania
Scie
neta
Scarpello,
1990;
Rogers
et
al.,
1994;
Lam
et
al.,
2001;
Matzler
and
Renzi,
2007).
Concerning
the
service
industry,
there
is
the
well
known
conceptualization
“service-profit
chain”,
which
comprises
a
number
of
relationships
among
employee
satisfaction,
customer
loyalty
and
company
performance
(Heskett
et
al,
1994).
Even
some
new
management
concepts
such
as
Total
Quality
Management
have
highlighted
the
importance
of
behavioural
aspects
of
organizations
to
increase
productivity
and
satisfaction.
1.1.
EMPLOYEES
SATISFACTION
Matzler
et
al.
(2004)
claim
that
“in
modern
management
theory,
employee
satisfaction
is
considered
to
be
one
of
the
most
important
drivers
of
quality,
customer
satisfaction
and
productivity.
Job
satisfaction
has
been
considered
in
a
diversity
of
ways
and
differently
defined
in
various
studies.
lvancevich
and
Donnelly
(1968)
argue
that
there
is
an
identical
definition
of
job
satisfaction,
although
almost
every
author
has
given
his
own.
The
most-used
definition
of
job
satisfaction
is
given
by
Locke
(1976: 1304),
who
defines
it
as
“a
pleasurable
or
positive
emotional
state
resulting
from
the
appraisal
of
one's
job
or
job
experiences”.
Robbins
and
Coulter
(1996)
affirmed
that
job
satisfaction
is
an
employee's
general
attitude
towards
his
or
her
job.
The
importance
of
employee's
satisfaction
as
a
driver
to
an
organization
success
is
highlighted
by
some
management
concepts
such
as
the
Balanced
Scorecard
and
the
Total
Quality
Management.
The
Balanced
Scorecard
underlines
a
causal
relationship
between
Innovation
and
Leaming,
Intemal
Business
Perspective,
Customer,
and
Financial
Performance
(Kaplan
and
Norton,
1996).
In
the
EFQM
Model
the
criterion
People
Results
focuses
on
employee
satisfaction,
among
other
indicators.
From
a
managerial
perspective,
it
is
important
to
know
which
factors
influence
employee's
satisfaction.
However,
organizations
are
limited
by
the
resources
available,
leading
them
to
decide
how
best
their
efforts
should
be
applied
in
order
to
achieve
the
desired
level
of
employee's
satisfaction.
There
are
different
methods
for
measuring
employee
attitudes,
such
as
carrying
out
employee
surveys,
conducting
focus
groups
and
interviewing
employees.
Saari
and
Judge
(2004)
say
that

Egitania
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CURE
one
ie
the
most
precise
measure
is
a
well-constructed
employee
attitude
survey.
Due
to
its
vision
as
a
multidimensional
construct,
there
are
a
variety
number
of
standardized
scales
to
measure
satisfaction
on
several
dimensions
(e.g.:
Bettencourt
and
Brown,
1997;
Hoffman
and
Ingram,
1992;
Rogers
et
al.,
1994),
assuming
that
some
of
the
dimensions
are
more
important
to
employees
than
others.
Herzberg's
two-factor
theory
of
motivation
(Herzberg
et
al.,
1959)
is
one
of
the
most
influential
and
most
criticized
works
in
this
area.
It
differentiates
between
factors
that
can
increase
job
satisfaction
-
motivators
-
versus
those
which
can
prevent
dissatisfaction,
but
do
not
lead
to
satisfaction
-
hygiene
factors.
Although
Herzberg's
work
has
received
many
critics,
basic
ideas
have
not
passed
out
of
literature.
In
fact,
his
basic
ideas
have
also
been
adopted
in
marketing
theory,
using
multi-attribute
models
to
understand
and
“explain
the
construction
of
customer
satisfaction.
N.
Kano
has
developed
a
three-factor
model,
based
in
Herzberg's
two-factor
theory,
but
basic,
performance
and
enhancement
factors
are
not
defined
a
priori:
the
classification
depends
on
customer
expectations
and
varies
between
industries
and
even
market
segments.
This
Kano's
model
can
be
interpreted
as
a
dynamic
model
(Matzler
and
Renz,
2007).
There
can
be
found
in
the
human
resource
management
literature
and
in
tourism
and
hospitality
research
some
factors
that
influence
employee
satisfaction.
For
example,
in
a
study
carried
out
in
the
Turkish
Hotel
industry
(Karatepe
and
Sokmen,
2006),
findings
showed
that
work
and
family
role
variables
were
predictors
of
job
satisfaction;
a
study
carried
out
by
Lam
et
al.
(2008)
found
that
individual’s
subjective
norms
influenced
job
satisfaction;
Lam
et
al.
(2001),
in
a
study
on
Hong
Kong
hotel
employees,
found
that
age,
educational
level,
length
of
employment
and
marital
status
were
related
to
job
satisfaction;
Brown
and
Peterson
(1998)
carried
out
a
research
which
focused
on
organizational
variables
that
influence
frontline
employee
performance
and
job
satisfaction.
Seasonality,
an
important
variable
in
the
tourism
industry
and
which
affects
employee's
satisfaction,
has
also
been
studied
(Lee-Ross
and
Johns,
1995).

itania
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[>
PAPER
PREPARATION
Tourism
in
Algarve
has
become
an
industry
of
large
importance.
Being
typically
a
sea-and-sun
destination
since
the
1960's,
it
has
been
the
most
import
tourism
destination
of
Portugal.
In
Algarve,
the
Arade
region
has
become
one
of
its
reference
points.
It
is
composed
by
four
municipalities,
with
important
and
attractive
tourism
facilities
in
the
inland
as
well
as
in
the
coastline.
During
2004,
the
Arade
destination
registered
3.732.043
nights
spent
in
hotel
establishments,
which
means
about
28,1%
of
all
the
Algarve
(INE,
2005).
The
analysis
of
employee's
satisfaction
of
this
region
was
one
of
five
studies
that
composed
an
aggregate
research
conceming
the
quality
assessment
of
the
Arade
tourism
destination.
2.1.
METHODOLOGY
The
research
was
conducted
during
the
year
2004,
starting
with
a
desk
research
in
order
to
collect
reliable
information
of
previous
studies
and
collect
the
available
statistics
to
this
research.
Following
this
analysis,
a
survey
was
built,
condensing
many
of
the
variables
identified
as
important
in
previous
studies.
The
universe
was
defined
based
on
the
tourism
official
Statistics.
In
that
year,
there
were
88
public
and
private
organizations
in
Arade
region
that
had
25
or
more
employees
and
fall
into
one
of
the
following
activities:
a)
at
public
level:
city
halls,
tourism
offices,
health,
education,
safety
and
justice
services;
b)
at
private
level:
accommodation,
restaurants,
cafes,
bars
and
similar,
travel
agencies,
transport
services,
rent-a-cars,
parks,
libraries,
museums,
historic
monuments,
sports
and
spas.
An
extract
sampling
method
was
used
to
select
the
number
of
organizations.
The
extracts
were
proportionally
defined
according
to
the
number
of
employees
of
each
organization,
as
well
as
their
distribution
within
each
job
category.
The
organizations
and
employees
were
then
selected
aleatorialy.
This
resulted
in
a
sample
of
577
surveys.
The
self-administered
surveys
were
distributed,
with
the
presence
of
an
interview,
so
that
they
could
be
immediately
collected,
guaranteeing
to
the
employees
anonymity
regarding
their
organizations.
The
survey
was
divided
in
five
main
parts.
The
first

mr
guns
scfpenec¢eis
one
included
31
attributes
associated
to
the
performance
of
people
and
organizations,
where
the
responders
were
invited
to
rated
them
according
to
their
opinion
and
experience
in
a
five
level
importance
Likert
scale.
The
same
attributes
were
in
the
second
part,
but
now
the
employees
rated
them
according
to
a
five
level
satisfaction
Likert
scale.
There
was
in
this
part
a
question
regarding
the
overall
satisfaction
with
the
working
conditions.
The
next
two
parts
concemed
dimensions
related
to
the
way
the
organization
delivered
its
services
to
clients,
that
the
employees
rated
in
order
to
assess
the
quality
level
of
the
services,
in
their
point
of
view
and
intended
to
know
the
way
they
saw
the
performance
of
their
organization.
The
last
part
concemed
socio-demographic
questions.
The
primary
data
was
analysed
using
the
statistic
program
Statistical
Package
for
Social
Sciences
(SPSS),
having
all
the
statistic
tests
been
carried
out
with
a
significance
level
of
5%.
2.2.
RESULTS
AND
DISCUSSION
Most
of
the
collected
surveys
are
from
Portimão
municipality
(49,5%),
reflecting
its
weight
in
the
universe,
followed
by
Lagoa
and
Monchique
municipalities,
with
30,3%
and
11,5%,
respectively
(Table
1).
TABLE
1-
Sample
distribution
according
to
the
municipality
Municipality
Lagoa
Monchique
Silves
Portimão
%
30,3
11,5
8,6
49,5
2.2.1
EMPLOYEES
DEMOGRAPHIC
CHARACTERISTICS
AND
JOB
VINCULUM
The
table
2
summarizes
the
demographic
characteristics
of
the
respondents.
’
The
employees
were
mainly
women
(58,0%),
83,4%
of
the
employees
were
between
20
and
49
years
old,
being
the
average
age
of
37,5.
A
large
proportion
of
the
sample
was
Portuguese
and
almost
half
of
it
(46,5%)
completed
the
secondary
school.
The
length
of
employment
varied,
being
“from
1
to
5
years”
the
most
frequent
answer
(28,99%),
followed
by
“from
6
to
10
years”
(18,2%).

=
ps
screen
cra
TABLE
2-
Sample
demographic
characteristics
Characteristice
%
Sex
Male
42,0
Female
58,0
Age
Under
20
19
20-29
22,9
30-39
:
34,9
40-49
25,6
50-59
12,7
60
and
more
2,1
Nationality
Portuguese
95,6
Others
4A
Highest
educational
level
completed
Primary
26,7
Secondary
46,5
University
26,7
2.2.2
ATTRIBUTES
IMPORTANCE
AND
SATISFACTION
According
to
the
31
given
attributes,
related
to
the
people's
and
organization’s
performance,
interesting
results
were
found
(Table
3):
Most
of
the
respondents
rated
the
attributes
with
3
or
4
points
in
a
5-point
scale,
where:
1
—
Nothing
important
at
alland
5
—
Extremely
important.
The
ones
with
a
higher
mean
rate
were
the
employment
stability
(4,32), the
superiors
professional
skills
(4,29)
and
the
/eadershio
ability
of
the
superiors
(4,28).
The
least
important
attributes
were
the
range
of
tasks
(3,19),
the
involvement
of
employees
in
the
decisions
(8,39)
and
the
delegation
of
‘responsibilities
(3,55).
There
was
an
overall
homogeny,
when
analysing
results
according
to
the
type
.of
organization
(public
or
private).
The
attributes
that
showed
a
deepen
discrepancy
were
the
job
autonomy,
the
career
progression,
the
salary
adaptation,
the
existence
of
clear
orientations
and
the
quality
of
the
given
products
and
services
(t-Tests
for
two
independent
samples:
p
<
0,05).

7)
itania
screncis
TABLE
3-
Importance
and
Satisfaction
means
Variable
Mean:
Mean:
importance
|
satisfactio
1.
Tasks
variety
3,19
355
2.
Autonomous
job
3,68
3,91
3.
Employment
stability
4,32
3,87
4.
Training
and
professional
impro:
t
4,21
344
5.
Career
progression
4,10
3,25
6.
Adequate
salary
4,19
2,68
7.
Other
benefits
given
by
the
organization
3,61
3,04
8.
Existence
of
clear
orientations
3,91
3,32
9.
Tasks
equally
distributed
3,85
342
10.
Stimulus
to
present
impr
nt
suggesti
3,69 3,27
11.
Adequate
working
hours
3,70
3,55
12.
Adequate
equipment
to
work
4,06
3,35
13.
.
Organization
structure
3,86
3,42
14.
Stability
of
your
working
team
4,05
3,60
15.
Adequate
employees
to
the
tasks
3,85 3,13
16.
Knowledge
of
the
organization
objectives
and
strategies
3,74 3,32
17.
Information
exchange
between
sectors
3,65
3,28
18.
Access
to
adequate
information
in
time 3,91
3,22
19.
Direct
communication
with
superiors
3,91
3,68
20.
Example
given
by
superiors
4,05
3,53
21.
Cooperation
and
team
spirit
4,20
3,61
22.
Superiors
professional
skills
4,29
3,73
23.
Superiors
leadership
ability
4,28
3,68
24.
Responsibility
with
the
environment
protection
3,94
3,51
25.
Employee's
respect
and
recognition
4,18
341
26.
Stimulating
working
envir
3,99 3,36
27.
Considering
the
employees,
clients
and
owners
concerns
3,90
3,36
28.
Evolving
employees
in
the
organization's
decisions
3,39
3,07
29.
Competences
delegati
3,55
3,34
30.
Quality
of
the
products
and
services
delivered
4,01
3,58
31.
Innovation
ability
of
the
organization
4,00
3,39
32.
Responsibility
with
the
environment
protection
3,19
3,56
33.
Employee's
respect
and
recognition
3,68
3,91
34.
Stimulating
working
environment
4,32
3,87

itania
scirencis
When
analysing
the
employees
satisfaction
with
the
same
attributes
in
a
5-point
scale,
where:
1
—
Very
unsatisfied
and
5
—
Very
satistied,
the
job
autonomy
(3,91),
the
employment
stability
(3,87)
and
the
superiors
professional
skills
(3,73)
were
the
items
with
higher
average
rate.
On
the
other
hand,
the
adequate
salary
(2,68),
other
benefits
given
by
the
organization
(3,04)
and
the
involvement
of
employees
in
the
decisions
(3,39)
were
the
ones
with
lower
satisfaction
levels.
It
can
be
concluded
that,
the
employment
stability
and
the
superiors
professional
skills
were
the
two
attributes
that
presented
higher
importance
and
satisfaction
averages
in
this
study.
An
analysis
of
the
satisfaction
according
to
some
variables
allowed
us
to
find
significant
statistical
differences
according
to
the
education
level
and
type
of
contract
(Kruskal-Wallis
tests:
/2=0,000,
/2>0,000).
The
main
differences
according
to
the
education
level
are
regarding
the
employee's
perception
of
the
qualty
of
the
organization's
products
and
services,
the
taking
in
consideration
the
employee's
interests,
the
availability
of
the
necessary
equipment
and
the
adequate
salary,
which
are
inversely
lower
to
the
educational
level.
Regarding
the
type
of
contract,
the
satisfaction
level
of
employees
is
higher
when
they
have
a
more
stable
relationship
with
the
organization.
There
were
few
statistical
differences
found
when
examining
the
satisfaction
per
number
of
working
years
in
the
organization;
the
more
relevant
are
regarding
the
following
attributes:
the
employment
stability,
the
autonomy
at
work
and
the
organization's
responsibility”
preservation
of
the
environment
(Kruskal-Wallis
tests:
=0,000).
To
sum
up
this
analysis
importance
versus
satisfaction,
a
matrix
was
built
in
order
to
illustrate
the
overall
opinion
of
Arade's
employees,
regarding
their
work
and
respectively
organizations
(Figure
1).
In
general,
the
attributes
were
given
higher
rates
when
considering
their
importance
than
their
satisfaction.
As
the
figure
shows,
most
of
the
attributes
fall
into
the
Quadrant
|,
showing
higher
levels
of
importance
and
satisfaction
to
attributes
such
as
the
employment
stability,
the
superiors
professional
skills,
the
professional
competence
of
superiors
and
the
cooperation
and
team
spirits.
The
adequate
salary
stands
out
as
a
very
important
variable
with
a
low
satisfaction
rate.
Inversely,
the
variety
of
tasks
gets
a
higher
level
of
satisfaction
than
importance.

Egitania
sciencia
450
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3,50
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3.00
T
T
2,60 3.00
3,60
4,00
Satisfaction
Figure
1:
Strategic
matrix
regarding
the
employee’s
positioning:
Importance
versus
Satisfaction
A
global
question
was
presented
to
the
enquired
employees,
relatively
to
the overall
satisfaction
with
the
working
conditions.
In
a
5-point
scale,
where
1
—
Very
unsatisfied
and
5 —
Very
satistied,
63,3%
stated
to
be
Satisfied,
while
5,9%
were
Very
satisfied.
This
comes
along
with
the
results
found
so
far
when
analysing
the
31
attributes,
meaning
a
general
good
evaluation
of
the
work
in
the
Arade
destination.
2.2.8
QUALITY
OF
THE
SERVICES
DELIVERED
BY
THE
ORGANIZATIONS
The
employees
were
invited
to
rate
their
organization
according
to
six
dimensions
related
to
the
quality
of
the
services
delivered
to
clients.
Within
a
5-point
scale,
where
1
—
Very
bad’
and
5 —
Very
good,
the
means
go
from
3,53
to
3,75
(Table
4).

nee
—
me
itania
sciencia
TABLE
4—
Evaluation
of
the
services
delivered
by
the
organization
Dimension
Mean
St.
deviation
Services
delivered
to
tourists /clients
3,75
0,76
Sensitivity
3,74
0,76
Information
given
to
tourists/clients
3,72 0,79
Professionalism
3,72
0,71
Services
coordination
3,56
0,76
Physical
conditions
of
the
working
place
3,53 0,84
An
analysis
per
level
of
identification
with
the
organization
allowed
us
to
find
significant
statistical
differences
to
all
dimensions
except
the
physical
conditions
of
the
working
place
(Kruskal-Wallis
tests:
p=0,05).
This
is
considered
to
be
an
important
sign,
showing
that
employees
have
their.
opinion
regarding
the
services
delivered
and
give
importance
to
that;
they
do
not
confine
themselves
to
do
their
job.
2.2.4
THE
PERFORMANCE
OF
THE
ORGANIZATIONS
The
overall
evaluation
of
the
organization,
in
the
employee's
opinion,
was
done
according
to
four
elements:
the
intention
to
recommend
the
organization
to
family
and
friends,
the
level
of
identification
with
the
organization,
the
intention
to
re-apply
to
that
organization
and
the
evaluation
of
the
colleague’s
commitment
to
the
job.
Regarding
the
intention
to
recommend
their
organization
to
family
and
friends,
to
work,
60,1%
would
do
it
with
no
doubt.
Only
82,5%
said
maybe
and
7,4%
no.
This
question
presented
a
strong
correlation
with
the
overall
satisfaction
(Xº
test:
p=0,000).
The
satisfed
and
the
very
satisfied’
employees
expressed
their
recommendation
intention
with
more
obviousness.
The
same
tendency
was
found
when
employees
were
asked
about
their
intention
to
re-apply
to
the
same
organization
where
they
were
working
at
the
moment,
when
looking
back
—
61,1%
said
yes
and
31,1%
maybe.
As
well
in
the
previous
item,
it
was
found
a
strong
correlation
with
the
overall
satisfaction
(X2
test:
p=0,000),
with
the
employees
satisfied
and
the
very
satisfied
declaring
their
intention
to
re-apply
with
more
certainty.
Concerning
the
level
of
identification
with
the
organization,
in
a
3-point
scale,
where
1
—
weak
and
3
—
strong,
68,4%
said
to
be
reasonably
identified
and
21,9%
strongly
identified.

=.
Egitania
Sc
ire
a
cis
The
commitment
of
their
colleagues
toward
their
job
(also
according
to
the
previous
scale),
received
72,7%
reasonabk
of
the
answers
and
21,9%
strong,
which
indicates
an
overall
good
impression
of
the
people
working
within
the
same
organization.
In
an
open
question,
where
the
employees
were
invited
to
present
suggestions
that
would
to
raise
their
satisfaction
level
regarding
the
organization
where
they
worked,
we
can
point
out
as
the
four
more
quoted:
salary
raise,
adequate
salary,
payment
of
extraordinary
working-hours
and
other
benefits.
All
these
suggestions
related
to
compensations,
meaning
that,
although
these
employees
of
the
Arade
region
consider
themselves
generally
satisfied
with
the
working
conditions,
they
think
they
deserve
to
receive
more.
[3
CONCLUSIONS
In
a
region,
where
tourism
has
become
one
of
the
most
important
sectors,
the
employment
has
been
one
of
the
most
important
assets
to
the
residents.
Findings
from
this
study
allow
us
to
say
that,
although
with
seasonality,
typical
of
a
sea-and-sun
destination,
the
overall
satisfaction
of
the
employees
is
considered
good.
No
differences
were
found
within
the
four
municipalities
and
very
few
were
related
to
the
type
of
organization
—
public
or
private,
which
lead
us
relate
this
to
the
fact that
we
are
leading
with
a
mature
destination,
where
tourism
is
faced
as
an
intrinsic
part
of
the
Algarve,
where
this
region
sets.
The
employment
stability
and
the
superiors
professional
ability
were
the
attributes
with
higher
rate
of
importance
and
satisfaction.
Only
conceming
to
the
measure
of
satisfaction
towards
the
given
attributes,
significant
statistical
differences
were
found:
regarding
the
educational
level,
the
type
of
contract
and
number
of
working
years.
Globally
all
attributes
were
given
higher
rates
when
considering
their
importance
than
their
satisfaction,
which.
means
a
gap
that
needs
to
be
fulfilled.
Even
though
the overall
satisfaction
is
considered
to
be
good,
it
doesn't
meet
the
employee's

itania
S$.
C4
¢:-a
e418
expectations.
For
instance,
the
adequate
salary
stands
out
as
a
very
important
variable
with
a
low
satisfaction
rate.
An
evaluation
of
the
services
delivered
by
the
organizations
received
medium-high
rates
by
the
employees
according
to
the
dimensions
presented.
This
question
and
the
performance
of
the
organization,
according
to
the
employee's
perception
are
generally
correlated
to
their
level
of
identification
with
the
organization
where
they
work.
These
results
allow
us
to
say
that,
although
with
a
satisfaction
gap,
the
Arade
employees
are
strongly
committed
to
their
job
and
their
destination.
This
study
was
a
first
picture
of
the
Arade
destination
regarding
this
issue.
It
is
argued
that
this
kind
of
study
should
be
done,
at
least
twice
a
year
along
with
a
strategic
plan
to
improve
the
|
employee's
satisfaction.
Betting
on
the
improvement
of
the
satisfaction
of
the
employees,
according
to
the
attributes
presented
rated
as
more
important
and
less
satisfactory,
better
results
could
probably
be
expected
from
the
organizations.
[
BieoGRAPHY
Bettencourt,
L.
and
S.
Brown
(1997);
Contact
employees:
relationship
among
workplace
fairness,
job
satisfaction
and
prosocial
behaviors;
Journal
of
Retailing,
71;
1;
39-61.
Brown,
S.
and
R.
Peterson
(1993);
Antecedents
and
consequences
of
salesperson
job
satisfaction:
Meta-analysis
and
assessment
of
causal
affects;
Joumal
of
Marketing
Research,
62;
88-98.
Bueno,
A.
(1999);
Competitiveness
in
the
Tourist
Industry
and
the
Role
of
the
Spanish
Public
Administration;
7urzam
Special
Issue
on
Competitiveness
in
Tourism
and
Hospitality,
47;
4;
316-331.
:
Choi,
K.
(2006);
A
structural
relationship
analysis
of
hotel
employees’
tumover
intention;
Asia
Pacific
Joumal
of
Tourism
Research,
11;
4;
321-337.
Dalessio,
A.,
W.
Silverman,
J.
Schuch
(1986);
Paths
to
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