Work hours, work intensity, satisfactions and psychological well‐being among hotel managers in China

Abstract

PurposeThe purpose of this paper is to examine the relationship of work intensity and of work hours on potential antecedents and work and well‐being consequences.Design/methodology/approachData are collected from 309 male and female managers working in 3‐, 4‐ and 5‐star hotels in Beijing, China using anonymously completed questionnaires with a 90 percent response rate.FindingsThe 15‐item measure of work intensity is found to have high internal consistency reliability. Work intensity is significantly correlated with work hours, but modestly. Gender, age and organizational level predict work intensity but not work hours; males, younger hotel managers and hotel managers at higher organizational levels indicate greater work intensity. Hierarchical regression analyses, controlling for personal demographic and work situation characteristics, show that work intensity but not work hours is a more consistent and significant predictor of work outcomes (e.g. work engagement) and psychological well‐being (e.g. exhaustion, work‐family conflict). Somewhat surprisingly, neither work intensity nor work hours have significant relationships with important work outcomes (job satisfaction, career satisfaction, intent to quit). The interaction of work intensity and work hours is not a significant predictor of work or well‐being outcomes. Interestingly, work intensity is positively related to work engagement and negatively related to indicators or psychological well‐being.Originality/valueThese findings are only partially consistent with previous conclusions suggesting the possible role played by cultural values and level of economic development.