Intrinsic and extrinsic factors impacting casino hotel chefs' job satisfaction
International Journal of Contemporary Hospitality Management
Job satisfaction, Hotel and catering industry, Casinos, Employee behaviour, United States of America
Business | Gaming and Casino Operations Management | Hospitality Administration and Management
– The purpose of this paper is to explore intrinsic and extrinsic factors impacting the job satisfaction of casino hotel chefs, and whether chefs' background characteristics are associated with their overall and specific facets of job satisfaction.
– A total of 152 surveys were analyzed using a randomly selected sample of 25 major casinos in Las Vegas, Nevada. The sample selection represented chefs working in various types of foodservice operations within the hotel segments.
– Overall, the casino hotel chefs were satisfied with their jobs (M=3.9). Among intrinsic factors, the chefs were most satisfied with the “work itself” and least satisfied with “growth and recognition” they received. Among extrinsic factors, they were most satisfied with “supervision” and least satisfied with “company policy” pertaining to sick leave and paid vacation. Highest job satisfaction levels were found among chefs who worked in the fine dining kitchens and supervised between 21 and 30 employees.
– Results reinforce the value of recognition at work and creation of specialized incentive programs. In order to be most effective, these programs should be tailored to chefs working in different kitchen types and with various levels of management and supervisory responsibilities.
– Job satisfaction of casino hotel chefs has been minimally studied, yet they have significant roles in successful hotel operations. This study is unique in directing attention to the “back of the house leaders” – hotel chefs, in a top tier gaming and tourism city.
Chuang, Ning Kuang; Yin, Dean; and Dellman-Jenkins, Mary (2009). Intrinsic and extrinsic factors impacting casino hotel chefs' job satisfaction. International Journal of Contemporary Hospitality Management 21(3), 323-340. Retrieved from https://digitalcommons.kent.edu/flapubs/41