Introduction

One of the biggest challenges facing the tourism industry in recent years is the need for more workers (Sun et al., 2022). The phenomenon concerns the wider tourism sector and food businesses. However, the area where the problem grows is the hotel industry. Workers in the field of tourism, particularly in the field of hospitality, are under pressure, especially in the months of high tourist traffic, both from the customers they are called to serve and from their superiors (Sanjeev & Birdie, 2019). The nature of the job is such that they have both responsibilities for multiple responsibilities simultaneously and a demanding working schedule, often working non-stop for long periods. Under these challenging conditions, it is necessary for employees always to be ready to serve the public, regardless of their psychological or physical condition. In the tourism industry, therefore, symptoms of job burnout often appear, as in many other occupations where employees come into close contact with customers (Arlinghaus et al., 2019).

The landscape formed until today has brought many pathologies from previous years to light. At the same time, it is also an excellent opportunity to highlight good practices. The appropriate framework will be created only by establishing criteria that will aim both at the economic viability of businesses and at the satisfaction of employees. The fundamental principles of proper education and equal opportunities will be the basis for these two pillars. Their outcomes will encompass the well-being of all involved parties, the enhancement of “Crete� as a destination, and an overall improvement in the product and experience provided to visitors, as Kraus et al. (2023) suggested.

Internal Marketing (E.M.) has been extensively discussed in the international literature and, in recent decades, has been a concept of extensive research interest, particularly in service provision. In the context of E.M., the business is perceived as an internal market, where the employee is an internal consumer whose support of the business's overall marketing strategy is crucial to the business's success (Yi et al., 2023). In cases where an employee considers his work exciting and at the same time ensures the satisfaction of his needs regarding personal success, a willingness to optimise the way it is performed is observed. In such instances, the employee may not be compelled to undertake a task solely for its own sake but rather for other incentives, such as securing financial rewards, as they might only utilise a portion of their abilities. To avoid a corresponding adverse reaction from the employees, companies have to carry out certain practices, such as the implementation of a correct management method, a fair remuneration system, and effective incentives (De Jong, Schepers, Lages, & Kadi?-Maglajli?, 2021).

Creating a positive work environment is essential for hotel units aiming to deliver excellent customer service, as it contributes to improved employee performance, as indicated by Chang et al. in their 2024 study. We all know that tourism is highly dependent on human factors; however, the hospitality industry has a reputation for exceptionally high levels of employee turnover. When employee turnover occurs, the hotel must spend time and resources to fill the vacancy. Such circumstances lead to direct and indirect costs, which are challenging to measure comprehensively and frequently surpass 100% of the annual vacancy salary. Expenses related to employee removal, replacement, and training escalate to 1.5 to 2.5 times the yearly salary of each departing employee. (Nguyen et al., 2023). Therefore, the objective of the present study is to comprehensively assess the levels of employee satisfaction and working conditions within the hospitality industry in Crete, Greece, with a particular focus on hotels. Through a quantitative research methodology, the study aims to:

To evaluate the levels of job satisfaction and rewards perceived by employees in the hospitality sector in Crete.

To analyse the impact of working conditions on employee motivation, performance, and retention in hotels in Crete.

To assess the effectiveness of company policies in managing conflicts between subordinates and superiors in Crete’s hotel industry.

To identify the best practices and areas for improvement in job satisfaction, rewards, and working conditions in Crete hotels.

The staff/ employees are the face of the hotel. Courtesy, service, and customer care are essential to creating positive experiences for the guest. Staff contribute to the hotel's smooth operation and the business model's success. Further, pleasant and efficient staff serve customers and increase repeat visits. The staff is vital in the realisation of the hotel's strategic objectives, such as the promotion of its official website, the planning and execution of events, and the creation of positive advertising. So, the current research has highlighted vital factors influencing employee satisfaction and dissatisfaction and analysed the impact of current working conditions on employee well-being and performance. The present study has also highlighted unique contextual factors shaping employee experiences in the hospitality industry in Crete and the effectiveness of existing initiatives and strategies to enhance employee satisfaction and working conditions. Further, the section deals with actionable insights and recommendations to stakeholders, including hotel managers, policymakers, and industry associations, to improve employee satisfaction and promote a positive work environment. This research enhances the body of knowledge on hospitality management by providing empirical evidence and insights into the complexities of employee satisfaction and working conditions within a specific geographic context.

Exploring Job Satisfaction in the Hotel Industry

The hotel industry is highly competitive, and hotels constantly seek to differentiate for better market positioning to ensure customer satisfaction- an approach deemed crucial for a hotel's success (Xia et al., 2018). However, internal factors of employee satisfaction are equally essential to ensure satisfied customers employees are more likely to provide high-quality services and enhance their customer satisfaction (Choi & Chu, 2001). Several factors contribute to employee satisfaction, including the overall working conditions, employee motivation, and opportunities for professional development and growth (Kaushik et al., 2018). Furthermore, hotels significantly impact employees’ job satisfaction by creating a positive work culture, like a safe workspace, fair compensation, and reasonable work hours. When employees feel comfortable and secure, they are more likely to be content and motivated in their jobs, resulting in improved performance and quality of service provided to guests.

Fostering a supportive and inclusive workplace culture that values employee contributions also contributes to employee satisfaction (Viseu et al., 2020). The study by Heimerl (2020) emphasised the employee's positive relationship with supervisors and adherence to duty rosters as significant motivation factors. Strategic human resources initiatives like Job involvement have been identified as a crucial predictor of job satisfaction (Selvanayagam, 2019). On similar lines, Tutuncu (2007) identified specific job facets, such as work itself, supervision, and promotion, as essential factors. Mount (2002) developed a job satisfaction factor model for the lodging industry, with department/work team climate as the most influential factor. Yang (2010) and Viseu (2020) highlighted the importance of organisational variables, such as perceived corporate support and health, in shaping job satisfaction.

Understanding Employee Motivation in Hospitality

Employee motivation and job satisfaction are essential to success in the hospitality industry. According to Zaharova (2021), hotels must understand what motivates their employees to create a work setting that fosters motivation and enhances their job satisfaction. Employee motivation is achieved through recognition of and rewards for hard work, offering career advancement and growth opportunities, and promoting a supportive and inclusive workplace culture. Hotels increase employee motivation and job satisfaction by tailoring their motivational strategies to meet their staff's needs and desires. Additionally, retaining hotel employees is crucial for the industry's success, as high turnover rates negatively impact a hotel's reputation and lead to increased recruitment and training costs, as Sangaran and Jeetesh (2015) noted. Implementing strategies to improve job satisfaction and motivation increases employee retention and reduces turnover.

Several studies have investigated employee motivation in the hospitality industry, emphasising its relevance to long-term organizational success. Venkatesh (2002) and Mhlanga (2018) highlighted the necessity of empowerment and appreciation, with the latter also identifying teamwork as a crucial element. Kim (2013) and Plessis (2015) examine the Role of goal orientations and HRM practices in motivating employees. Putra (2017) and Kim (2020) stressed the significance of intrinsic motivation, with the former also exploring the impact of extrinsic motivation. Xiong (2015) and Con?iu (2012) delve into the Role of internal brand management and cultural factors in influencing employee motivation. Collectively, these studies emphasize the complex nature of employee motivation in the hospitality industry, with intrinsic factors, empowerment, appreciation, and teamwork emerging as significant driving forces.

Analyzing Performance Metrics for Hotel Staff

Monitoring performance metrics is vital for hotels to evaluate the productivity and efficiency of their employees. By tracking essential performance indicators such as guest satisfaction scores, revenue per available room, and average daily rate, hotels detect areas that require improvement and provide targeted feedback and training to their staff (Tumer, 2010). These performance metrics help hotels recognize top-performing employees, reward them accordingly, and identify underperforming employees who may require additional training and support.

Various studies have investigated performance metrics for hotel employees, focusing on job satisfaction factors (Pan, 2015), self-assessment of work performance (Pupavac, 2020), and human resource management practices (Cho, 2006). The significance of workload levels and performance in work situation analysis has also been emphasized (Chen, 2010). However, there are disparities in the perception of service quality between Management and employees (Martín, 1995) and challenges in implementing effective human resource performance measurement systems (Herington, 2013). Additionally, research has explored data envelopment analysis for productivity analysis (Avkiran, 2002) and the impact of performance appraisal practices on employee perceptions (Chand, 2018).

Strategies for Improving Employee Retention in Hotels

Strategies for enhancing hotel employee retention include offering competitive compensation and benefits packages and opportunities to attract and retain top industry talent (Amin et al., 2017). Establishing a positive work culture, promoting a sense of teamwork, and creating an inclusive workplace where employees feel valued and recognized for their contributions is recommended by (Asghar et al., 2023). Additionally, strategies like flexible work schedules, paid time off, and establishing transparent career paths and growth opportunities within the organization are valuable initiatives to promote work-life balance (Ten Reasons,2024). Constructive feedback, recognition, implementation of effective performance management systems to evaluate employee performance regularly, and offering competitive employee benefits such as health insurance and retirement plans are recommended (Shoven & Slavov, 2013). In addition, paid time off and rewarding outstanding performance to show appreciation for employees' hard work and dedication are deemed necessary strategies (Hurrell & Keiser, 2020).

Adopting measures to provide family members access to the organization's facilities and activities to enhance employee engagement and satisfaction has been considered a crucial initiative for employee motivation (Azoury et al., 2013). It is additionally implementing a comprehensive employee recognition program that acknowledges and rewards exceptional performance and achievements, creating a secure and healthy workplace that supports employee well-being and minimizes job-related stress, and establishing a fair and competitive compensation system that appropriately rewards employees' efforts and attracts and retains top talent (Reese, 2020). The Role of fostering open and transparent communication channels between Management and employees and offering professional development programs and training opportunities to help employees acquire new skills and knowledge has also been explored (Yue et al., 2019).

Employee Retention in Hospitality Industry

Employee retention in the hotel industry is influenced by various factors, including organizational culture, monetary rewards, learning and career growth, work-life balance, and exit barriers (Chawla, 2021). Employee satisfaction is a critical determinant of retention, and it is essential to provide a sustainable work setting, growth opportunities, and effective Communication, as Ghani (2022) emphasizes. Customer retention is also closely linked to employee satisfaction, and it is essential to focus on tangibility and reliability, as highlighted by Adzoyi (2018). To reduce employee turnover, hotel managers implement strategies based on motivation-hygiene theory and focus on career advancement and training, as Yang (2012) and Davis (2018) suggested. However, hotel managers often rely on external labor markets and may need to consider job-related, organizational, and relationship variables, as Riley (1990) and Mohsin (2022) indicated.

Navigating the Challenges of Hotel Employment

Effective Management and development of talent in the hotel industry necessitate implementing extensive employee training programs, providing career growth opportunities, addressing employee needs, and resolving workplace issues to boost engagement and job satisfaction (Basnyat & Lao, 2019). Moreover, managers must understand their employees' perspectives and actively work towards resolving any problems or issues that arise in the workplace. Adopting these strategies enables hotels to enhance employee retention rates and create a positive workplace that motivates and promotes high performance among staff members (Huertas-Valdivia et al., 2018).

In addition to assessing performance metrics, hotels implement strategies to evaluate and enhance employee performance. One approach is to conduct regular performance appraisals to provide feedback and set improvement goals. These appraisals also serve as platforms for discussing employee career development and training opportunities. Furthermore, mentorship programs and coaching sessions contribute to the professional growth of staff members and ultimately improve their performance (Le et al., 2017). Continuous learning and knowledge sharing within an organization significantly affect employee performance. Hotels foster innovation and development by organizing workshops, seminars, and skill-building activities. In addition, establishing performance improvement plans for employees struggling in certain areas helps them overcome challenges and excel in their roles (Kim & Lee, 2013).

A comprehensive approach to evaluating and improving employee performance optimizes hotel staff's productivity and efficacy while fostering a culture of continuous improvement and professional advancement that impacts the hotel industry, potentially enhancing productivity and customer satisfaction (Karsavuran, 2021; Shrestha, 2023). It is essential to acknowledge that the pandemic has significantly affected the industry, resulting in job losses, deteriorating working conditions, and financial and psychological crises for employees (Mihailescu, 2021). The pandemic has also reduced the attractiveness of hospitality occupations, emphasizing the need for organizational resilience and corporate social responsibility (Filimonau, 2020). In addition, the crisis highlighted the importance of employer branding and the use of technology in hotel operations (Ognjanovi?, 2021; Bharti, 2023). Furthermore, the industry's reliance on non-standard workers has exacerbated these challenges, necessitating a new model of workforce resilience (Martins, 2020).

The relationship between Job Satisfaction and Performance in Hotels

The relationship between job satisfaction and hotel performance is well-established. Abukhalifeh et al. (2013) noted that employees are more likely to be motivated, engaged, and committed to their work when satisfied. Increased motivation and commitment result in enhanced performance, with employees displaying heightened focus, productivity, and willingness to exert additional effort. The relationship between Job Satisfaction and Performance in Hotels is supported by researchers such as Almutairi (2013), Phuong (2020), Wann-Yih (2011), and Chen (2016). Borralha (2016) and Gu (2009) identified specific factors contributing to job satisfaction, such as autonomy, decision-making power, and training opportunities. Furthermore, Amin (2017) and Jain (2015) emphasized the importance of total quality management practices and intrinsic satisfaction in driving employee satisfaction and performance.

Creating a Positive Work Environment for Hotel Staff

A positive work environment is critical for hotels to ensure high staff performance, motivation, and job satisfaction (Abukhalifeh et al., 2013). A positive work environment is achieved by establishing an open communication and support culture where employees are encouraged to express their thoughts, concerns, and feedback (Basnyat & Lao, 2019), providing professional growth and development opportunities through training programs, mentorship, and career advancement pathways, and recognizing and rewarding employee achievements and contributions to a hotel's success is essential (Abukhalifeh et al., 2013). In addition to the strategies mentioned above, hotels must prioritize employee well-being. Implementing employee well-being initiatives significantly impacts job satisfaction, motivation, and overall performance (Joseph Sirgy, 2019). Hotels offer wellness programs such as yoga classes, mindfulness sessions, or on-site gym facilities to promote physical and mental well-being. Moreover, providing access to counseling services and stress management workshops helps employees cope with job-related stress and maintain a healthy work-life balance (Kara et al., 2013). Hotels should create supportive and inclusive workplaces where employees feel valued and respected. Organizing team-building activities, social events, and employee appreciation days fosters a sense of belonging and camaraderie among staff members. By prioritizing employee well-being and implementing initiatives to support their physical, mental, and emotional health, hotels create a positive work culture that enhances job satisfaction and contributes to an organization's overall success.

A positive work environment for hotel staff is also achieved by incorporating fun activities in the workplace, which enhance team performance by fostering a sense of camaraderie and trust (Han, 2016). Additionally, implementing high-performance work practices such as task autonomy and performance-based pay increases job satisfaction and reduces turnover (Tsai, 2009). Organizational support also creates a work environment that encourages creativity (Tsai, 2015). Positive resources such as self-efficacy improve service quality through increased work engagement (Wang, 2019). Satisfactory working conditions, including fair remuneration and promotion systems, are essential for employee job satisfaction (Mokaya, 2013).

Moreover, psychological empowerment, including meaningfulness and influence, enhances job satisfaction (Patah, 2009). However, workplace-induced stress, particularly among front-office staff, poses a significant challenge (Faulkner, 1997). Core self-evaluations and a positive psychological climate drive work engagement (Lee, 2015).

Research methodology

The present research has been conducted on behalf of the Union of Hotel Employees of Crete and aims to delve deeper into the satisfaction and well-being of hotel employees across the region. The survey strived to understand the working conditions, job satisfaction, and overall well-being of the hotel employees in Crete, Greece—the research aimed to identify areas that may require improvement and celebrate the industry's successes. The current study focused on hotel employees in the Region of Crete as the target population. The researcher used quantitative data to achieve the study's objective to understand the participants' perspectives comprehensively. A stratified random sampling technique was employed to categorize the population based on relevant factors such as hotel categories, positions, and departments. Subsequently, samples were randomly selected from each stratum to ensure proportional representation. Such an approach permits the inclusion of a diverse and representative sample, capturing insights from various roles and levels within the hospitality industry and contributing to a more robust and nuanced analysis of the workforce's experiences and perspectives. The questionnaire was distributed digitally among 2000 employees of hotels in the Crete region, and 547 responses were received. An email was sent to hotel employee unions requesting them to participate enthusiastically. The flexible questionnaire distribution allowed participants to choose between electronic or in-person completion based on their preferences, ensuring accessibility and convenience for a diverse group of respondents. The famous 3win Action (https://3win.org/) was hired to collect data. The data was gathered between July 15 to August 30, 2023.

Instrument Development

A structured questionnaire served as the primary instrument for the quantitative aspect of data collection. The questionnaire was designed to capture various aspects of employees' experiences in the hospitality industry, covering factors such as demographics, working conditions, job satisfaction, rewards, performance, employee retention, motivation, and company policies in managing conflicts between subordinates and superiors in Crete’s hotel industry. The questionnaire incorporated multiple-choice questions to facilitate efficient data processing and statistical analysis. Complementing the quantitative data, qualitative insights were also gathered through semi-structured interviews with a subset of participants. The method used in the study aims to delve deeper into the nuances of the participants' experiences, perceptions, and suggestions. The quantitative data collection methods enabled a comprehensive and well-rounded exploration of the research questions, enriching the overall analysis and interpretation of the study findings.

Before the full-scale questionnaire implementation, a pilot study was conducted with a small group of participants. The questionnaire's clarity, relevance, and length were evaluated during the pilot testing. Participants were tasked with filling out the questionnaire providing feedback on the comprehensibility of the questions, the significance of the topics addressed, and the time needed for completion. This step is essential for pinpointing any ambiguities or potential problems with the questionnaire that might impact the reliability and validity of the data. Based on the feedback received, necessary adjustments and refinements were made to enhance the questionnaire's effectiveness and ensure it accurately captures the intended information. After making necessary adjustments, a second round of pilot testing was also conducted to validate the improvements and confirm the questionnaire's reliability. Such iterative processes aid in refining the questionnaire prior to its extensive distribution, enhancing the overall robustness and quality of the data gathered in the main study.

Statistical tools used

Quantitative data analysis involves statistical tools to examine dataset patterns, trends, and relationships. Descriptive statistics and frequency were employed to summarize the data's essential features, draw conclusions, and make predictions. The normal distribution of data was ensured by computing the Kolmogorov-Smirnov^a statistical test.

Data Analysis

This research employed both quantitative and descriptive methodologies. Descriptive research aims to accurately explain the characteristics of individuals, situations, or groups (Manandhar, 2022; Dulock, 1993) by describing existing phenomena, quantifying their frequency, or categorising data. The study aimed to determine job satisfaction, employee motivation, performance retention, and conflict management, thus opting for a descriptive research methodology.

Normal Distribution of Data

Two methods were used to check for data normality. Q.Q. Plot analysis was used as the first approach. Variables' Q.Q. Plots showed their values clustered in the middle, right around the mean. Second, the Kolmogorov-Smirnov test was applied to the respondents' questionnaire variables. The Kolmogorov-Smirnov tests generate test statistics (along with a degree of freedom parameter) to determine whether or not a sample is usually distributed. Table 1 demonstrates that the Kolmogorov-Smirnov statistic ranges from .172 to 539 for all variables, which falls within the acceptable range of 0 to 1. The p-value listed under Sig. for Kolmogorov Smirnov is .000 (reported as p <.001), which is less than 0.05. Therefore, sufficient evidence refutes the null hypothesis that the variable has a normal distribution. Consequently, it is possible to state that the data is normally distributed or that all the variables in the data set adhere to a normal distribution.

Table 1: Tests of Normality

Demographic Analysis

The demographic profile of respondents, as depicted in Table 2, provides a comprehensive overview of the characteristics of individuals working in the hospitality sector in Crete. The gender distribution reveals a nearly equal representation, with 48.4% men and 51.6% women participating in the survey. Regarding marital status, 65.3% are married, while 34.7% are unmarried. The age distribution illustrates a diverse workforce, with respondents falling into different age brackets. Notably, the educational attainment of participants varies, with 35.8% being graduates of high school or technical school, 26.1% holding post-secondary or college degrees, and 20.7% being university or TEI graduates. Additionally, the language proficiency of respondents shows that a majority speak one language (48.6%), followed by two languages (28.5%), and a smaller percentage are multilingual. The regional distribution of hotels where respondents work indicates a predominant presence in Heraklion (82.6%), followed by Lasithiou (8.2%), Chania (4.0%), Rethymnon (3.7%), and a few outside the Region of Crete (1.5%). Concerning work experience in the hospitality industry, the distribution is spread across different brackets, with 33.5% having over 20 years of experience. Hotel categories vary, with a significant portion working in 4-star hotels (40.2%) and 5-star hotels (51.6%). Regarding hotel capacity, most respondents work in hotels with 251-400 beds (20.1%) and 401-600 beds (14.4%). In terms of employment department, the survey participants are distributed across various roles, including the F&B/Bar department (30.5%), kitchen (23.9%), and front office/reception (15.9%).

Table 2: Demographics profile of respondent

Job Satisfaction among the Employees of Creta Region, Greece

The survey findings from Table 3 present a comprehensive overview of the job satisfaction and rewards perceived by employees in the hospitality sector in Crete. The diverse range of work positions, with Procurement/Orders Managers, Store Assistants, and Storekeepers/Warehouse Managers being predominant, reflects the multifaceted roles within the industry.

The distribution of the survey underscores the diverse responsibilities and hierarchical structures within these hospitality establishments. A significant finding from the survey pertains to salary negotiations, with 42.41% of respondents indicating agreement on a wage higher than that stipulated in the Collective Labor Agreement (CBA). This illustrates employees' proactive stance in advocating for their compensation, demonstrating a sense of autonomy in financial discussions. Moreover, the 30.90% who accepted the CBA suggest a substantial portion of the workforce's willingness to abide by established industry norms.

The distribution of working hours provides insights into the labor dynamics within the sector. While a substantial portion (38.94%) adheres to the standard 8-hour workday, 20.66% report working beyond 8 hours. Such findings raise potential concerns about extended working hours and their impact on employee well-being and work-life balance. Days off per month also contribute to understanding overall job satisfaction. 40.22% of respondents enjoy 7 to 8 days off, indicating a favorable balance between work and leisure. However, variations in the number of days off highlight the need for companies to tailor their policies to accommodate diverse employee needs and preferences.

The data on overtime remuneration reveals a nuanced perspective. While 56.67% receive some form of overtime compensation, 21.94% do not accept any additional payment, indicating a potential area for improvement in aligning compensation with extra work hours. The finding holds significant importance in tackling fairness and equity issues within the workplace. Employee recommendations (80.44%) and positive perceptions of conflict management policies (73.67%) underscore a generally favorable work environment. These elements contribute significantly to overall job satisfaction and indicate a positive workplace culture. Insurance coverage is a vital consideration for employee well-being. The fact that 51.01% receive the expected coverage is positive, but discrepancies in displaying surcharge days (26.33%) and the obligation to return gifts (22.67%) highlight potential areas for transparency and policy clarification.

Workload satisfaction varies, with 43.69% perceiving their workload as pretty average. However, the presence of respondents feeling overburdened (5.30%) or quite burdened (21.21%) emphasizes the importance of workload management strategies to ensure employee satisfaction and prevent burnout. With 76.78% expressing contentment, food satisfaction contributes positively to overall job satisfaction, suggesting that employers prioritizing the quality and quantity of employee meals to enhance workplace experience. In conclusion, the survey provides a rich understanding of job satisfaction and rewards in the hospitality sector in Crete. The positive recommendations and satisfaction levels highlight strengths within the industry. At the same time, areas for improvement, such as overtime compensation and workload management, guide targeted interventions to enhance employee well-being and satisfaction.

Table 3: Job satisfaction and rewards

Performance and Employee Retention

The findings from Table 4 provide valuable insights into the surveyed population's working conditions, performance, and retention aspects. Notably, a significant portion, 63.44%, have actively attended hygiene and safety seminars, indicating a proactive approach towards employee well-being. Conversely, 36.56% have not participated, suggesting a potential area for improvement in promoting safety awareness. An overwhelmingly positive response is observed regarding the clarity of health and safety rules, with 95.98% affirming the clarity of regulations. However, the 4.02% expressing uncertainty warrants a closer examination to identify specific areas of confusion and refine communication strategies.

The results of coronavirus preventive measures seminars reveal that 69.29% participated, showcasing a commendable effort in addressing the pandemic's challenges. To enhance participation rates, exploring the reasons behind the 30.71% who did not attend could provide insights into potential barriers or areas for improvement. Workplace incidents are relatively low at 2.19%, suggesting a generally safe working environment. Delving into the nature of these incidents guide targeted improvements in safety protocols to maintain or further improve the current positive trend.

Transport safety and compliance with the Road Traffic Code present a more nuanced picture, with 59.96% expressing satisfaction. The diverse responses, including those unaware or dissatisfied, highlight a need for effective Communication and potential enhancements in transport conditions. Accommodation conditions display variations, with a notable percentage either unaware or without provided housing. Improving the clarity of available accommodations and exploring options for providing housing could address these concerns.

Regarding educational backgrounds, the workforce exhibits diversity, contributing to a rich skill set within the team. The presence of individuals with tourism-related education is substantial, offering potential avenues for targeted training and development programs. Ensuring all employees have access to clear job descriptions is crucial, as indicated by the 18.65% who reported not having one. The majority participating in training programs (89.58%) reflects a positive commitment to skill development, and understanding the reasons for non-participation guide improvements in program accessibility or relevance.

The presence of a work evaluation system for 95.98% of respondents is a positive aspect, emphasizing the importance of regular performance assessments. Ensuring employees understand and benefit from feedback is vital for overall satisfaction and professional growth. In conclusion, the results underscore several strengths in working conditions and safety awareness while pinpointing specific areas that warrant targeted interventions for continuous improvement and employee satisfaction.

Table 4: Working Conditions, Performance, and Retention

Company Policies in Managing Conflicts

Table 5 presents a comprehensive overview of company policies related to organizational conflict management. Regarding daily work hours, most respondents (74.95%) reported adhering to an 8-hour workday, while a notable 16.45% indicated working beyond the standard 8 hours. This distribution highlights the diversity in work schedules within the company, which may impact employee satisfaction and work-life balance.

Days off per month exhibit variation, with the highest frequency (56.67%) falling within the 3 to 4 days off range. These findings indicate a moderate level of flexibility in employee schedules. Notably, 91.41% of respondents preferred working at a hotel, signaling a positive sentiment towards the recommendation.

Concerns about overtime remuneration are evident, with 67.46% reporting dissatisfaction with the existing policies. The effectiveness of conflict management policies, however, shows a positive outlook, with 93.60% of respondents affirming their efficacy. The indication is that while dissatisfaction may exist in certain aspects, the overall perception of conflict resolution mechanisms is positive.

Insurance coverage is significant, with 89.58% indicating a lack of coverage for specific conditions or times requiring surcharges. Such circumstances might become a point of contention among employees, potentially impacting their job satisfaction and well-being. The workload distribution indicates that a substantial portion of the workforce (51.01%) feels relatively burdened, emphasizing the need for a balanced workload distribution strategy.

The number of rooms cleaned daily is diverse, with the majority (42.05%) managing between 12 to 14 rooms. These findings underscore differences in job demands among various roles within the organization. The distribution of checkouts and stays percentage reveals a balanced workload, with a significant portion (30.53%) experiencing less than 20% departures, potentially contributing to a more stable and predictable work environment.

In conclusion, the survey results provide a detailed insight into various facets of company policies and their implications for conflict management. While positive sentiments regarding the effectiveness of conflict management policies and a preference for working at hotels, areas of concern, such as overtime remuneration and insurance coverage, warrant further attention to enhance employee satisfaction and well-being.

Table 5: Company Policies in Managing Conflicts

Impact of working conditions on employee motivation, performance, and retention in hotels in Crete

The analysis of survey data in Tables 4 and 5 provides valuable insights into the impact of working conditions on employee motivation, performance, and retention in hotels across Crete. Noteworthy findings include active participation in hygiene and safety seminars by 63.44% of respondents, indicating a commitment to a safe working environment. The high clarity of health and safety rules (95.98%) contributes to a secure workplace, and the low prevalence of workplace incidents (2.19%) suggests an overall safety-conscious atmosphere. Transportation safety is affirmed by 59.96% of respondents, emphasizing its significance in ensuring employee well-being. Education plays a pivotal role, with 57.04% having a tourism-related background and 81.35% reporting the availability of job descriptions, providing clarity for employees. Training programs are widely embraced (89.58%), underscoring the commitment to skill development. However, challenges lie in dissatisfaction with overtime remuneration (67.46%) and concerns about insurance coverage (89.58%), indicating potential areas for improvement. While the effectiveness of conflict management policies is high (93.60%), the diverse workload distribution (51.01%) suggests the need for balance. These findings underscore the nuanced dynamics of working conditions in Crete hotels, emphasizing the importance of addressing specific areas to enhance overall employee satisfaction, motivation, and retention in the hospitality industry. Further research and targeted interventions are recommended to optimize working conditions and foster a positive and sustainable work environment in Crete hotels.

The best practices and areas for improvement in job satisfaction, rewards, and working conditions in Crete hotels.

The comprehensive analysis of the survey data aimed at identifying best practices and areas for improvement in job satisfaction, rewards, and working conditions in Crete hotels has provided valuable insights into the multifaceted dynamics of the hospitality sector in the region. The demographic profile of respondents indicates a balanced gender distribution, with 51.6% women and 48.4% men, while most employees are married (65.3%). A diverse age range and educational background among the workforce underscore the varied skill sets within the industry. Language skills vary, with 48.6% speaking only one foreign language, highlighting the importance of effective communication strategies catering to linguistic diversity. The distribution of respondents across regional units and employment departments emphasizes the diverse nature of the hotel industry in Crete, contributing to a rich and dynamic working environment.

In job satisfaction and rewards, the survey reveals that employees actively negotiate salaries, with 42.41% securing higher compensation than the provided Collective Labor Agreement (CBA). These points to a proactive approach to financial negotiations among the workforce. However, concerns arise, with 20.66% reporting working beyond the standard 8-hour workday, suggesting potential challenges in maintaining a healthy work-life balance. Days off per month showcase favorable conditions for 40.22% of respondents, but variations highlight the importance of tailoring policies to accommodate diverse employee needs. Discrepancies in overtime remuneration (21.94% receiving none) call attention to potential fairness and equity concerns, prompting a necessary review of compensation policies. Positive recommendations (80.44%) and favorable perceptions of conflict management policies (73.67%) contribute to a positive workplace culture, yet challenges persist in insurance coverage and workload management, indicating areas for targeted improvements.

Turning to exploring working conditions, performance, and retention, the survey highlights generally favorable conditions in Crete hotels. Active participation in safety seminars and precise health and safety rules underscore a commitment to employee well-being. The participation rate in coronavirus preventive measures seminars (69.29%) demonstrates proactive efforts to address challenges posed by the pandemic. Concerns about transport safety and accommodation conditions suggest areas for Communication and employee welfare improvement. Educational diversity among the workforce is a strength, contributing to a rich skill set, and positive aspects such as job description availability and participation in training programs are evident. The majority expressed satisfaction with work evaluation systems and emphasized the importance of regular performance assessments.

Examining company policies in managing conflicts, diversity in daily work hours (74.95% adhering to 8 hours) emphasizes the need for flexibility to accommodate various work schedules. The overwhelming preference for hotel work (91.41%) reflects a positive sentiment among employees. Concerns regarding overtime remuneration and insurance coverage highlight potential areas for policy enhancement to ensure employee satisfaction and well-being. The diverse workload distribution underscores the need for a balanced strategy, and the positive outlook on conflict management policies indicates effective resolution mechanisms.

In conclusion, the survey outcomes provide a nuanced understanding of the strengths and challenges within Crete Hotels concerning job satisfaction, rewards, and working conditions. The identified best practices and areas for improvement can guide targeted interventions to optimize employee satisfaction, performance, and retention in the hospitality sector in Crete. Further research and collaborative efforts between employers and employees are recommended to foster a holistic and sustainable work environment in the region's hotels.

Conclusions and Suggestions

In economic sectors such as tourism and hospitality, the behavior of employees determines customer satisfaction and consequently affects the company's success. Therefore, everyone's interest has turned to hotel workers in recent years. Not surprisingly, job satisfaction is constantly being researched, yet it often needs to recognize the complexity with which it is shaped. Job satisfaction emerges as an essential multivariate interaction function related to internal factors, such as the employee's cognitive and emotional characteristics, and external factors, including organizational and social influences.

Suggestions of good work practices that can be applied to hotels

Training and Development

They provided staff members with systematic education, specialization, and training to develop their skills and professional advancement. Staff training on best practices for customer service, safety, and professional development can improve employee confidence and service quality. 45.5% answered that in the last two years, they did not participate in training seminars or other educational activities because the hotel where they work did not organize such activities, while only 4.5% answered that they did not participate because they did not wish to join in.

Communication and Cooperation

By promoting open Communication and cooperation between employees and managers, employees can express their opinions and participate in decisions. Such factors have the potential to enhance job satisfaction. Enhancing communication and information Regular information meetings and open Communication with management/supervisors should be set so that employees can express their views and be informed about issues and goals of the hotel. Understanding the objectives allows for improved responses, and the administration can take timely corrective actions if needed. In the phrase, "Our company teaches us the reasons and benefits of working in a certain way and not just the tasks that need to be performed," only about 15% of all employees responded positively.

Open Dialogue

It is essential to listen to the concerns and reactions of employees on issues that concern them and to take steps to resolve them. In addition, it is important to encourage creativity and innovation among employees by inviting them to contribute to various concerns by making suggestions for improvement and to contribute to the continuous development of the hotel. Thus, it fosters a sense of importance in the employee and builds trust.

Recognition and Reward

Rewarding employee performance with recognition and rewards such as bonuses, promotions, and additional leave could enhance motivation and commitment. The survey revealed that 31% of employees are paid a lower salary than the one defined by the collective labor agreement. However, we should remember that 72.7% of the workers stated that their insurance usually includes the stamps for the days and hours of work, and they receive all the legal supplements, gifts, and allowances provided for by the labor law. In addition, regular recognition and reward events for employee performance, such as annual awards and recognitions, provide job satisfaction and increase productivity. Only 14.5% of the respondents responded positively to the phrase, "At our hotel, we are rewarded when we achieve excellent performance."

Work Balance

Empowering employees to maintain a “work-life balance� helps reduce stress and burnout. Such circumstances are expected to reduce labor mobility (turnover) significantly. A total of 36.3% work more than 8 hours a day. Of these, 47.2% do without additional pay – in some specialties, this reaches 65% -while approximately 12.6% work without any day off. In total, approximately 56% of employees take days off, but not as much as provided for by law.

Description of the expected results and objectives of each job

Employees perform better when they have specific goals and receive feedback on their progress. Goals should be specific, achievable, measurable, and accompanied by feedback to motivate employees and reduce their stress. Uncertainty and stress are reduced when employees know the goals, expectations, and how their performance will be evaluated. In addition, job redesign can address the problems of lack of skills or insufficient numbers of workers, which are significant sources of work stress. The present research showed that only 26.9% of the participants had received a written job description (job description). More than half (53.5%) answered that the hotel needs to implement a work and efficiency evaluation system. An important finding, however, was the employees' agreement by a percentage of 48.5% on the phrase "The company provides us with the appropriate means - tools to carry out our work. “These prove the hotels' interest in promoting quality service, productivity, efficiency, and safety in many cases.

Good time Management

Helping and guiding employees in the efficient organization of their time since time management is paramount for employees in the hotel industry, particularly in the vibrant hospitality landscape of Crete. Efficient time management ensures that employees attend to guests promptly, whether checking them in swiftly, responding to their requests promptly, or ensuring timely delivery of services. A smooth guest experience leads to positive reviews and repeat business. Time management helps employees prioritize tasks effectively, ensuring they complete essential duties on time. In a hotel environment where multiple tasks are happening simultaneously – from housekeeping to food service to concierge services – effective time management ensures that each task is completed efficiently without compromising quality and delays in operational processes. Time management also contributes towards a balanced workload for employees, reducing stress and burnout. If an employee manages his time effectively, it brings a sense of accomplishment and satisfaction to their Role. In summary, time management is indispensable for employees in the hotel industry in Crete, as it directly impacts guest satisfaction, operational efficiency, employee well-being, and overall business success.

Improving work safety

Improving work-related safety in the hotel industry of Crete, Greece, is crucial for safeguarding employees' well-being, enhancing productivity, and maintaining a positive reputation for the hospitality sector. Implementing robust training programs covering safety protocols, emergency procedures, and proper equipment handling empowers employees to identify and mitigate potential hazards with regular safety audits effectively. The employees should be provided with appropriate personal protective equipment, such as gloves, non-slip shoes, and ergonomic lifting aids, which reduce the risk of workplace injuries and promote a safe working environment. Designing hotel workspaces with ergonomic principles in mind, such as adjustable furniture, proper lighting, and ergonomic tools, helps reduce the risk of musculoskeletal injuries and improve employee comfort and productivity with emergency preparedness and response plans, including evacuation procedures, first aid training, and communication protocols, ensure that employees are equipped to handle emergencies effectively. By implementing these strategies, hotels in Crete can significantly improve work-related safety, protect employees from harm, and create a safer and healthier work environment for all stakeholders

Well-being of Employees

The creation of a healthy work environment that promotes the physical and mental well-being of employees. Ensure employees have access to clean, hygienic, and safe working environments. Such considerations play a vital role in the health and well-being of employees and, consequently, their performance. In addition, psychological support and counseling programs may be offered for employees, as the high-pressure work environment and demands of the hospitality industry hurt the mental health of employees. Employees need to be encouraged, remain optimistic, accept reality, and face failure, but also look for ways to improve to become more efficient in the new work challenges.

Dealing with Bullying

Creating policies and rules to prevent and deal with bullying and harassment in the workplace (e.g., creating a "Code of professional ethics" for the company where the general principles and rules that must govern the commitment of the Management towards the employees, as well as the acceptable professional behavior of all employees (and executives) will be described. Hotels must invest in improving Management and Communication to deal with the toxic work environment. Dialogue, recognizing performance, resolving disputes, and promoting a positive work culture help create a healthy and productive work environment.

Opportunities for Development

Providing employees with the opportunity to develop new skills and progress in their careers and promoting internal upgrades increases their satisfaction and commitment. 48.5% of employees would not recommend the hotel where they work to someone they know to work.

Involvement in the local community

Activities in the local community aimed at improving society, such as programs dedicated to education, saving the environment, charity, and helping people in need, make employees feel proud of the company they work for and create commitment. Only 13.4% of respondents answered positively that they are motivated to participate in voluntary actions for society and the environment organized by the company. Therefore, a substantial margin improvement is evident in this area.

Limitations of present research

While conducting the present research, the limited access to a diverse sample of hotels and employees within the Crete hotel industry may impact the generalizability of findings. Lack of representation across different hotel categories (e.g., luxury, boutique, budget) may limit the applicability of results. Employees may be reluctant to provide honest feedback about their satisfaction and working conditions due to concerns about repercussions or fear of affecting their employment status. Thus, it could lead to response bias and skew the results towards more positive or socially desirable responses. Language barriers and cultural differences between researchers and participants may hinder effective Communication and understanding during data collection. Misinterpretation of questions or responses could compromise the validity of the findings. Researchers had no control over external variables influencing employee satisfaction and working conditions, such as management practices, organizational culture, or industry trends. Controlling for confounding variables or conducting multivariate analyses may help mitigate these limitations. A cross-sectional study design may provide a snapshot of employee satisfaction and working conditions at a particular time. However, it may fail to capture changes or trends over time, limiting the ability to draw causal inferences or assess the long-term impact of interventions.

Ethical Consideration

Ethical considerations were paramount throughout the research process. Informed consent was obtained from employees of hotels in the Crete region, outlining the purpose of the study, the nature of their involvement, and the voluntary nature of their participation. Confidentiality and anonymity were maintained, protecting participants' identities and responses. To further uphold ethical standards, participants were also informed of their right to withdraw from the study at any point without facing any consequences. These ethical safeguards are crucial for respecting the participants' rights and well-being and maintaining the research process's integrity.

Funding Sources

The author(s) received no financial support for the research, authorship, and/or publication of this article.

Conflict of interest

The authors do not have any conflict of interest.

Data Availability Statement

This statement does not apply to this article.

Ethics Statement

This research did not involve human participants, animal subjects, or any material that requires ethical approval.

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