Workaholic job behaviors among hotel managers in Beijing China: Potential antecedents and consequences

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dc.contributor.authorMustafa Koyuncu
dc.contributor.authorLisa Fıksenbaum
dc.date.accessioned2019-08-01T13:38:39Z
dc.date.available2019-08-01T13:38:39Z
dc.date.issued2009
dc.departmentNiğde ÖHÜ
dc.description.abstractThis research examined the relationship of two workaholic job behaviors proposed by Mudrack (2007) and potential antecedents and consequences. The two workaholic job behaviors were Non-required work and Control of others. Data were collected from 309 male and female managers working in 3, 4 and 5 star hotels in Beijing China using anonymously completed questionnaires, a 90% response rate. The two workaholic job behaviors were significantly and positively correlated (r=.63, p<.001) Managers scoring higher on the two workaholic job behaviors were at higher organizational levels, worked in more intense jobs and worked more hours per week. Managers scoring higher on the two workaholic job behaviors were also more perfectionistic and delegated less often. Contrary to predictions, however, workaholic job behaviors had few relationships with work and career satisfaction, work-family and family –work conflict and indicators of psychological well-being. Mudrack’s two workaholic job behaviors seemed to be measures of characteristics of high level jobs than actual workaholic behaviors.
dc.description.abstractThis research examined the relationship of two workaholic job behaviors proposed by Mudrack (2007) and potential antecedents and consequences. The two workaholic job behaviors were Non-required work and Control of others. Data were collected from 309 male and female managers working in 3, 4 and 5 star hotels in Beijing China using anonymously completed questionnaires, a 90% response rate. The two workaholic job behaviors were significantly and positively correlated (r=.63, p<.001) Managers scoring higher on the two workaholic job behaviors were at higher organizational levels, worked in more intense jobs and worked more hours per week. Managers scoring higher on the two workaholic job behaviors were also more perfectionistic and delegated less often. Contrary to predictions, however, workaholic job behaviors had few relationships with work and career satisfaction, work-family and family –work conflict and indicators of psychological well-being. Mudrack’s two workaholic job behaviors seemed to be measures of characteristics of high level jobs than actual workaholic behaviors.
dc.identifier.endpage26
dc.identifier.issn1303-2860
dc.identifier.issue3
dc.identifier.startpage13
dc.identifier.trdizinid100018
dc.identifier.urihttps://app.trdizin.gov.tr/makale/TVRBd01ERTRPQT09
dc.identifier.urihttps://hdl.handle.net/11480/2131
dc.identifier.volume11
dc.indekslendigikaynakTR-Dizin
dc.institutionauthor[0-Belirlenecek]
dc.language.isoen
dc.relation.ispartofİş Güç Endüstri İlişkileri ve İnsan Kaynakları Dergisi
dc.relation.publicationcategoryMakale - Ulusal Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/openAccess
dc.subjectKonu Ataması Yapılmamış
dc.titleWorkaholic job behaviors among hotel managers in Beijing China: Potential antecedents and consequences
dc.typeArticle

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