The objectives of this research were to 1) study the performance of hotel managers based on the significant level of leadership, organizational commitment, job satisfaction, and engagement utilizing a Casual Model, and 2) study the factors that have an influence on Hotel Employees’Performance for Managers. The research employed both quantitative and qualitative methodology. The quantitative sample was obtained by using stratified sampling, consisted of 708 hotels that were members of the Thai Hotel Association in 2012. The room division managers or equivalent in each hotel were requested to complete a questionnaire type survey. The questionnaire with 7 ratingscales was used as a research instrument to collect data from a sample of 206 respondents.Descriptive statistics such as percentage and mean was employed to study the perceived importance of variables, and Structural Equation Modeling by AMOS was employed to test the hypothesis. The qualitative response was obtained from eight room division managers or equivalent selected purposivelyat each hotel. This research instrument, a structured interview form, was used as a guideline for in-depth interviews and was analyzed usingContent analysis method. The research found that 1) leadership, job engagement, job satisfaction and hotel employees’ performance for managers were rated at a “high” level; while organizational commitment was rated at an “almost high” level. 2) The result of this Casual Model of Hotel Employees’ Performance for Managers correlatedwith the empirical data at the “good” level. (
= 58.866, df = 58,p = .444, RMSEA = .009, GFI = .961),and 3) Leadership had a direct influence on job engagement, job satisfaction, organizational commitment and hotel employees’ performance for managers. Leadership was, however, found to indirectly influence hotel employees’ performance for managers via organizational commitment. Furthermore, the results of the qualitative data analysis showed significant support for the results of the quantitative data analysis.
แบบจำลองเชิงสาเหตุ; ภาวะผู้นำโรงแรม; ผลการปฏิบัติงาน; Casual Model; Leadership; Hotel; Performance