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

Purba, Ficky March Firmanto; Bakri, Irfiani; Simamora, Risma

doi:10.34050/kcxgtf18

Open access Jurnal

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

ELS Journal on Interdisciplinary Studies in Humanities · Vol. 9 No. 3 (2026) · pp. 694–701

DOI: 10.34050/kcxgtf18
ISSN: 2621-0835, 2621-0843
Published: 2026-09-03
Publisher: Hasanuddin University
Language: en
License: creativecommons.org/licenses/by-sa/4.0

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.

Keywords

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11 authors · 18 co-authorship links

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Co-author	Organisation	Joint articles
Reski Amalia S	Affiliation unknown	1
Walangitan Melania Rut	Affiliation unknown	1
Mega Fitri Wulandari	Affiliation unknown	1
Alfridha Dwi Putri	Affiliation unknown	1
Fisma Fisma	Affiliation unknown	1
Fitriani Fitriani	Affiliation unknown	1
Jumardin Muchtar	Affiliation unknown	1
Muhammad Chairul Aris	Affiliation unknown	1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://journal.unhas.ac.id/index.php/jish/oai, first harvested 3 Nov 2026, last seen 3 Nov 2026.

Original metadata (oai_dc)

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	<dc:title xml:lang="en">When Motivation is Not Enough: How Job Satisfaction Shapes Employee’s Attitudes Toward Job Rotation at XYZ Hotel</dc:title>
	<dc:creator xml:lang="en">Purba, Ficky March Firmanto</dc:creator>
	<dc:creator xml:lang="en">Bakri, Irfiani</dc:creator>
	<dc:creator xml:lang="en">Simamora, Risma</dc:creator>
	<dc:subject xml:lang="en">Employee's Attitudes</dc:subject>
	<dc:subject xml:lang="en">Hotel Employees</dc:subject>
	<dc:subject xml:lang="en">Job Rotation</dc:subject>
	<dc:subject xml:lang="en">Job Satisfaction</dc:subject>
	<dc:description xml:lang="en">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 &amp;lt; 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.</dc:description>
	<dc:publisher xml:lang="en">Hasanuddin University</dc:publisher>
	<dc:date>2026-09-03</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
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	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.unhas.ac.id/index.php/jish/article/view/53723</dc:identifier>
	<dc:identifier>10.34050/kcxgtf18</dc:identifier>
	<dc:source xml:lang="en">ELS Journal on Interdisciplinary Studies in Humanities; Vol. 9 No. 3 (2026): SEPTEMBER; 694-701</dc:source>
	<dc:source>2621-0835</dc:source>
	<dc:source>2621-0843</dc:source>
	<dc:source>10.34050/xw9ghv23</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://journal.unhas.ac.id/index.php/jish/article/view/53723/14973</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Ficky March Firmanto Purba, Irfiani Bakri, Risma Simamora</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by-sa/4.0</dc:rights>
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