When Motivation is Not Enough: How Job Satisfaction Shapes Employee’s Attitudes Toward Job Rotation at XYZ Hotel

Ficky March Firmanto Purba; Irfiani Bakri; Risma Simamora

doi:10.34050/kcxgtf18

Authors

Ficky March Firmanto Purba Politeknik Negeri Manado
Irfiani Bakri Politeknik Negeri Manado
Risma Simamora Universitas Batanghari

DOI:

https://doi.org/10.34050/kcxgtf18

Keywords:

Employee's Attitudes, Hotel Employees, Job Rotation, Job Satisfaction

Abstract

Job rotation can broaden employee capability, but employees may evaluate it negatively when its purpose, process, and support are unclear. This study examines the effects of work motivation and job satisfaction on employees' attitudes toward job rotation at XYZ Hotel, an independent hotel in Bogor City. A cross-sectional survey was completed by 92 employees, and the model was assessed using partial least squares structural equation modeling in SmartPLS 3.0. Work motivation had a strong positive effect on job satisfaction (beta = 0.878, p < 0.001), while job satisfaction positively affected attitudes toward job rotation (beta = 0.506, p = 0.042). The direct effect of work motivation on attitudes toward job rotation was negative and not significant (beta = -0.172, p = 0.480). The indirect pathway through job satisfaction was positive and marginally significant at the 10% level (beta = 0.444, p = 0.061). The findings indicate that motivation alone is insufficient to create acceptance of rotation; satisfaction with supervisors, working conditions, rewards, and development opportunities helps translate motivation into a more favorable attitude. Hotel managers should therefore communicate rotation objectives clearly, prepare employees through training, and apply transparent and supportive rotation policies.

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