Journal of Multidimensional Management

The Influence of Product Quality and Price Perception on Repurchase Intention at Favehotel Olo Padang

2026-01-26T19:52:21+07:00

The Indonesian hospitality industry is experiencing rapid growth, intensifying competition among hotels. This study examines the influence of product quality and price perception on repurchase intention at Favehotel Olo Padang. Using a quantitative associative approach, data were collected from 100 guests through questionnaires measured on a Likert scale. The analysis employed multiple linear regression using SPSS version 26.00. Results indicate that product quality and price perception together significantly influence repurchase intention (F = 6.323, p = 0.003). Individually, price perception shows a significant positive effect (t = 2.178, p = 0.032), while product quality does not demonstrate significant influence (t = 1.967, p = 0.052). The coefficient of determination reveals that both variables explain 11.5% of repurchase intention variation, with the remaining 88.5% influenced by other factors. These findings suggest hotel management should prioritize competitive pricing strategies while maintaining product quality standards to enhance guest retention and loyalty.

The Effect of Paradoxical leadership onEmployee well-being : Mediating Role of Harmonious work passion at Hotel Pangeran Beach Padang

2026-02-02T12:15:15+07:00

This study examines the role of paradoxical leadership in shaping employee well-being by considering harmonious work passion as a mediating variable among employees of Hotel Pangeran Beach Padang. The hospitality industry is characterized by intense job demands, making adaptive leadership and attention to employees’ psychological conditions essential for maintaining service quality and organizational sustainability. Using a quantitative approach with a causal relationship design, this study involved all hotel employees as research participants, resulting in 111 valid responses collected through a five-point Likert scale questionnaire. The data were analyzed using Partial Least Squares–based Structural Equation Modeling (PLS-SEM) with the support of SmartPLS version 4.0. The findings indicate that paradoxical leadership has a direct positive and significant effect on employee well-being and also plays a strong role in enhancing harmonious work passion. However, harmonious work passion does not show a significant influence on employee well-being and does not function as a mediating variable in the relationship between paradoxical leadership and employee well-being. The R-square results further reveal that paradoxical leadership has a very strong explanatory power for harmonious work passion, whereas its contribution to employee well-being remains relatively limited. Overall, this study highlights that employee well-being is more strongly influenced by direct leadership practices than by psychological mechanisms such as work passion. These findings are expected to enrich the literature on leadership and employee well-being and provide practical insights for hotel management in implementing adaptive leadership approaches that prioritize employee welfare.

Work Motivation, Competence, and Employee Performance in a Four-Star Hotel: Evidence from Bedrock Hotel Kuta Bali

2026-05-11T21:55:07+07:00

The intensifying competition in Bali's four-star hotel segment requires sustained human-resource performance to maintain international service standards. This study examines the partial and simultaneous effects of work motivation and competence on employee performance at Bedrock Hotel Kuta Bali, where an internal appraisal indicated that the overall performance score rose from 10.6 (2024) to 11.9 (2025) while the competence sub-score remained stagnant at 3.0. A quantitative causal-associative design was employed using a saturated sample of 60 permanent employees. Data were collected through a five-point Likert questionnaire (29 items) adapted from established instruments and analysed using multiple linear regression in IBM SPSS Statistics 29. The instrument satisfied validity (r-count > 0.254) and reliability (Cronbach's α = 0.872–0.911), and all classical-assumption tests were met. The regression results show that work motivation (β = 0.390, t = 3.739, p < 0.001) and competence (β = 0.330, t = 3.247, p = 0.002) have positive and significant partial effects on employee performance, and jointly explain 31.9% of its variance (Adjusted R² = 0.295; F(2, 57) = 13.32, p < 0.001). Work motivation emerged as the more dominant predictor. The findings suggest that hotel management should implement department-specific competence-development programmes and motivation-enhancing practices—such as structured on-the-job training, supervisor coaching, and performance-based recognition—to sustain service quality during high-occupancy periods.

The Influence of Price, Place, and Promotion on Guests' Repurchase Intention at Pangeran City Hotel

2026-05-11T21:55:50+07:00

This study aims to analyze the influence of price, place, and promotion on guests' repurchase intention at Pangeran City Hotel, Padang. The research was motivated by occupancy-rate fluctuations and guest complaints concerning the mismatch between room rates and facilities, limited parking availability, and underperforming promotional activities. A quantitative causal-associative design was employed. Data were collected through a structured questionnaire distributed to 100 respondents who had checked out from Pangeran City Hotel, selected using purposive sampling. The instrument was measured using a five-point Likert scale and tested for validity and reliability prior to data collection. Data were analyzed using multiple linear regression in IBM SPSS Statistics version 26 after fulfilling the classical assumption tests of normality, heteroscedasticity, and multicollinearity. The results show that price (β = 0.363; p = 0.011) and place (β = 0.422; p = 0.001) have positive and significant effects on repurchase intention, while promotion (β = 0.245; p = 0.119) has a positive but insignificant effect. Place is the most dominant predictor. Simultaneously, the three variables explain 63.3% of the variance in repurchase intention. The findings imply that hotel management should align room prices with delivered facilities, sustain location-based service advantages, and redesign promotional strategies to be more relevant and attractive to repeat guests.