The relationship between intrinsic rewards and affective commitment among hospitality support staff at Grand Margherita Hotel, Kuching/ Nurnadia Zulkifli

Turnover has becoming a problem to be avoided by any organizations that exist as it could cause a loss of valuable intellectual capital and skills possessed by a potential employee as well as the competitive advantage of the organization, especially in the hospitality industry. It generally can be related to the human resource practices in which the rationale of implementing it is to increase levels of employees‟ commitment in order to ensure positive outcome and instill the feeling of loyalty towards the organization. Therefore, this research focused on investigating the influence of intrinsic rewards (recognition, promotion, feedback) received by the hospitality support staff at Grand Margherita Hotel, Kuching, on the affective commitment. A total of 108 questionnaires were distributed among the hospitality support staff at the hotel and about 91 questionnaires were collected upon collection (84% return rate). Analysis using Pearson Correlation indicated that all intrinsic rewards have a significant contribution to employees‟ affective commitment at Grand Margherita Hotel, Kuching. Promotion was found to be the most important reward that contributes to the affective commitment of the employees. Organizations should consider giving favourable rewards to the employees who have great potential, especially those in hospitality industry who deals with customers regularly, in attracting more customers and making the employees stay loyal to the organization in order to avoid the loss of valuable tacit knowledge and skills.