This thesis study entitled “Organizational Commitment, Adaptive Performance and Job Satisfaction of Hotel

satisfaction of hotel employees and designed to yield an intervention program that will help increase if not

sustain the above-mentioned variables. The study consisted of 10 problems and 3 hypotheses. The research

instrument which was an adapted 4-part questionnaire was administered to 782 hotel employees, 91 of which

are managers/administration and 691 are employees of two-to-four stars hotels in Region XII accredited by the

Department of Tourism to examine the level of organizational commitment, adaptive performance and job

adaptively and often satisfied with their job. The hotel is therefore, urged to improve the level of organizational

commitment, adaptive performance, and job satisfaction of hotel employees. Relative to the result of the study,

an intervention program in a form of revisiting the policy manual and strategic planning is proposed.

Keywords: organizational commitment, adaptive performance, job satisfaction, hotel employees,

intervention program

The tourism sector in the Philippines is growing fast. More and more hotels and resorts are opening themselves

to an international tourist market as the number of international flights that find their way to the Philippines

increases. Hotel operators are looking into the natural environment's opportunities for international tourism.

Some of the major global hotel chains operate in the Philippines. Many well-developed hotels and resorts are

in the country (Francia, 2019).

With the increasing number of the hospitality and tourism industry, job opportunities also increase. Hotel and

tourism operators also invest in human capital to answer the diverse needs of customers. Thus, they intensify

human resource programs to boost organizational commitment, improvement of performance and satisfaction

of employees at the front lines of providing quality service to customers. The technology was adopted and

made some refinement of systems as required by the industry. There are also training and work safety

workshops done not only to ensure the delivery of quality service to customers but also for the competitive

advantage of the organization.

Human resource is the most important resource for any organization (Farooq & Hanif, 2013). One of the key

resources of the organization is the employees. Organizational success or failure relies most on the ability of

2014).

Organizational commitment towards their associations has turned into a generally examined point during the

last quarter of a century. Observational work shows solid relationship among responsibility and significant

result factors for associations, for example, lower non-appearance and turnover rates just as higher execution

and efficiency level of workers. (Grund, and Titz, 2018).

Organizational commitment is defined as the extent to which an employee identifies with the organization and

wishes to remain actively involved in it. It is a measure of an employee's willingness to stay with a company in

the future, similar to a strong magnetic force attracting one metallic object to another. It frequently represents

employees' belief in the firm's objective and goals, willingness to put in effort to achieve them, and intentions

to continue working there. Longer-term employees, those who have achieved personal achievement in the firm,

performance, work attitude, and stress management skills. Employees who exhibit strong adaptive

performance in a company have a competitive edge in terms of career opportunities, as opposed to employees

who are not adaptable to change (Haddad, Carey, & Weiss, 2021).

The requirement to clearly address employees' flexibility to changes in the work environment is shown in

adaptive performance. Individually, adaptive performance can lead to good results such as improved

performance capabilities and career success. Adaptive performance of employees can also lead to

organizational outcomes such as change management, organizational learning, and keeping up with changing

customer expectations (Jundt, Shoss, & Huang, 2015).

Employee adaptable performance should be a major focus of HRD. Performance has been identified as a

critical domain in human resource development. Organizations must manage and develop their employees'

performance. These research, however, were undertaken outside of the HRD field. (Jundt, Shoss, & Huang,

2015).

Job satisfaction is defined as the level of contentment with one's job. This includes happiness with team

members/managers, satisfaction with organizational policies, and the impact of their employment on

employees' personal lives, in addition to their daily activities. Job satisfaction refers to a person's sense of

fulfillment on the job, which serves as motivation to work. It is not self-satisfaction, pleasure, or contentment

that is important, but rather job fulfillment. Job satisfaction refers to an individual's overall connection with the

employer for which he is compensated. Satisfaction is defined as the simple feeling of having achieved a goal

or objective. Job dissatisfaction leads to a lack of drive at work (Bourne & Psych, 2021).

Job satisfaction is one of the most significant goals for a company that is undergoing a whole quality

Customer satisfaction and loyalty, on the other hand, are dependent on the firm's employees' satisfaction and

the degree of saturation for their job (Celik, 2011).

The Bureau of Labor Statistics estimates an annualized employee turnover rate of 73.8% in the hotel and motel

industry. This figure is striking consider most HR experts agree a healthy turnover rate should actually be

somewhere in the 10-15% range (Wells, 2018).

According to the Philippine Statistics Authority, in their survey conducted in the 2

employee-initiated separation for accommodation and food industry is 6.7%, higher than the acceptable

turnover rate of 4.0% for hotel and tourism industry. The result of the survey is quite alarming; thus, this study

needs to be conducted to determine the factors of the turnover rate and its relationship to the organizational

commitment, adaptive performance, and job satisfaction of hotel employees in Region XII.

The study will be anchored on the theory proposed by Eisenberger, Huntington, Hutchinson and Sowa which is

(Hsu, Chun-Yang, Pi-Hui, & Ching-Wei, 2019).

bet theory, later reinforced by Grund and Titz (2018), argues that employees remain because of accumulated

investments they fear losing. This perspective highlights the rational, cost-related aspects of staying in an

organization. However, later literature broadens the concept, showing that commitment encompasses

emotional, moral, and calculative dimensions beyond purely economic reasoning.

Commitment is widely linked to desirable organizational outcomes. Studies show strong associations between

commitment and employee performance, lower turnover, job satisfaction, positive organizational behavior, and

effectiveness. As organizations face rapid and unpredictable changes, the need for a committed and high-

When employees internalize organizational goals, especially when these goals are clear, achievable, and

categorize commitment into (1) affective, (2) continuance, and (3) normative commitment:

Affective commitment reflects emotional attachment, identification, and involvement in the organization.

Employees with strong affective bonds stay because they want to (Ibrahim & Iqbal, 2015; van der Werf, 2018).

Grund and Titz (2018) argue that affective commitment develops through positive work experiences,

supportive organizational climates, fairness, autonomy, recognition, and opportunities for growth. Employees

who feel supported and valued show better performance and stronger loyalty.

Normative commitment pertains to a moral obligation to remain with the organization. Employees stay

because they feel they ought to (Shoaib & Khalid, 2017; van der Werf, 2018). This form of commitment often

arises from socialization processes, organizational support, and feelings of indebtedness when the organization

invests in employee welfare or development.

Work environment plays a crucial role in shaping the three forms of commitment. Supportive leadership, fair

treatment, job clarity, participatory decision-making, and opportunities for professional growth strengthen

commitment, especially affective and normative (Grund & Titz, 2018). Conversely, stressful conditions, lack

of recognition, or poor leadership weaken commitment and undermine performance.

Occupational or professional commitment also influences organizational commitment. Beri and Beri (2016)

and Shoaib and Khalid (2017) explain that individuals who are motivated, competent, and professionally

dedicated are more likely to develop strong organizational ties. Professional commitment is linked to job

satisfaction, motivation, and performance, contributing to a more positive organizational climate.

Job satisfaction is strongly associated with organizational commitment. Azeem (2010) notes that satisfied

Wei, 2019). Employee performance remains a critical determinant of organizational efficiency,

competitiveness, and development (Inuwa, 2016; Abdirahman, Najeemdeen, Abidemi, & Ahmad, 2018). As

employees serve as essential organizational resources, their capability to adapt—especially under dynamic

through incidents such as accidents, theft, layoffs, or death (Registe, 2016). Handling such events requires

speed, situational awareness, and the ability to navigate high-risk conditions (Charbonnier-Voirin & Roussel,

2012).

through either adaptive or maladaptive coping (Tracy, 2017). Caplan (1961, 1964) expanded this by

involves influencing co-workers positively during frustration and high-pressure tasks.

employees must adjust interpersonal behaviors to work effectively with diverse colleagues and clients

(Charbonnier-Voirin & Roussel, 2012). The person–organization fit theory argues that employees choose