Browsing by Author "Dibora Mebratu"

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    The Effect of Associate Wellbeing on Service Excellence: The Mediating Role of Associate Engagement and the Moderating Role of Supervisory Support at Marriott Hotels in Ethiopia
    (Addis Ababa University, 2026-06-02) Dibora Mebratu; Lakew Alemu
    One of Marriott International’s values is putting people first. It is the belief that associate wellbeing is a key driver for excellent service delivery. However, there is limited empirical evidence showing how this philosophy works in the developing country hospitality sectors, particularly in Ethiopia. This study examined the effect of associate wellbeing on service excellence at Marriott Executive Apartments Addis Ababa and Sheraton Addis, Luxury Collection Hotels, with associate engagement being as a mediating variable. It is grounded in the job Demands – Resources model (Schaufeli & Bakker, 2004) and Conservation of resources theory (Hobfoll, 1989). The study used an explanatory, cross sectional quantitative design primary data was gathered from 252 associates working from both properties. Inferential analysis was executed by hierarchical linear regression and Hayes PROCESS Macro Model 1 and 4 configurations, at the same time adjusting the five baseline demographic covariates. The empirical findings shows that associate wellbeing has a significant positive direct effect on service excellence and function as an important partial mediator in the system. In addition supervisory support significantly moderated the direct pathway wellbeing and service outcome by introducing an incremental 1.97% of variance explanation. Simple slope testing verified an organizational buffering mechanism showing weak supervisory support leaves service delivery highly vulnerable to fluctuations on individual wellness, while rich supervisory support functions as an institutional safety net that standardized and stabilize the delivery of quality service. Together the variables used on the model successfully account for 53.28% of the total variance in service excellence, the remaining 46.72% by the structural error term. The findings offer localized empirical evidence on how Marriott’s global people first value influences associate experiences, engagement levels, and service outcomes. It provides practical suggestions for human resource professionals, supervisors, and hotel management seeking to boost service excellence within the Ethiopian hospitality industry