Socially responsible human resource management and hotel employee organizational citizenship behavior for the environment: A social cognitive perspective

Drawing on the social cognitive theory, this study intends to discuss the concept of socially responsible human resource management (SRHRM) and empirically examine the impact of SRHRM on hospitality employee’s organizational citizenship behavior for the environment (OCBE). By a two-stage survey of 270 responses from one chain hotel group in Shanghai, China, our findings indicated that SRHRM had a positive impact on OCBE; moral reflectiveness fully mediated the relationship between SRHRM and OCBE. Moreover, the effect of SRHRM on moral reflectiveness and the indirect impact of SRHRM on OCBE via moral reflectiveness were stronger with lower rather than higher levels of responsible leadership. These results extend the macro-level factors in influencing hospitality employee’s environmental-behavioral intentions and provide significant insights into why and how SRHRM affects hospitality employee OCBE. Finally, we outline the results, theoretical and empirical significance, and propose future research directions.     

Workplace spirituality as a mediator between ethical climate and workplace deviant behavior

This study investigates workplace spirituality as a mediator between organizational justice/ethical climate and workplace deviant behavior/organizational citizenship behavior. Data was collected from 641 Indian employees employed at economy to luxury hotels. Workplace spirituality mediated organizational justice-organizational citizenship behavior link and ethical climate-workplace deviant behavior link. The implications can help hospitality professionals in creating an ethical work environment that embraces justice and spirituality for the well-being of employees, the organization, and the community at large. Hospitality managers can cultivate workplace spirituality by adopting a humanistic work environment. Hotel employers can give their employees the freedom to bring their physical, emotional, intellectual, and spiritual attributes to the workplace so that employees can realize the meaning and purpose of their work and their full potential as a person. The results can also aid hospitality professionals in formulating new policies by embracing spiritually sensitive services. The limitations and directions for future research are outlined.     

Green human resource practices and organizational citizenship behavior for the environment: the roles of collective green crafting and environmentally specific servant leadership

Green behavior among employees can contribute to the green performance of organizations. Regardless of the salience of human resource (HR) practices in translating organizational strategy into employee behaviors, this role of green HR practices in shaping employee green behavior has been under-explored. Through surveys of the participants from tour operators in Ho Chi Minh City, Vietnam, our study seeks to investigate how green HR practices impact organizational citizenship behavior for the environment (OCBE) at team and individual levels as well as the mechanisms underlying such effects. The results demonstrated the positive relationships between green HR practices and collective as well as individual OCBE. Collective green crafting was found to mediate these relationships. Besides, environmentally specific servant leadership served as a moderator to strengthen the effects of green HR practices on collective green crafting as well as OCBE at team and individual levels. We anticipate our research to solicit further investigations into mechanisms underlying the nexus between green HR practices and employee green behavior. Discussion on the implications for tourism practitioners is presented.     

The sequential relationships of hotel employees' perceived justice,commitment, and organizational citizenship behaviour in a high unemployment context

The aim of this study is to examine the relationship between justice perceptions of hotel employees in international hotels and work-related variables, such as organizational commitment and organizational citizenship behaviours. The hypotheses were examined by collecting data from over 200 employees currently working for eight international upscale hotels located in the Canary Islands (Spain) during the economic crisis period with a high unemployment level. This paper proposes multiple dimensions of employee justice, organizational commitment, and citizenship behaviours, which allows for identifying the relative importance of justice concepts to explain various aspects of organizational outcomes. While distributive justice and interactional justice have positive influences on continuous and affective commitments, only distributive justice leads to normative commitment. Continuous commitment is a specific type which positively influences all three types of organizational citizenship behaviours. The discussion sections indicate theoretical and practical implications of the findings.     

From internal brand management to organizational citizenship behaviours: Evidence from frontline employees in the hotel industry

This paper examines the links between internal brand management, organizational identification, work engagement, and organizational citizenship behaviours in the hospitality industry. A model is proposed and tested using a sample of 323 frontline employees from the main hotel chains operating in Spain. This model includes different dimensions of internal brand management and different manifestations of citizenship behaviours. Data are analysed through the use of partial least squares. The findings confirm that transformational leadership leverages organizational identification and work engagement. However, brand training and brand communications do not directly raise positive emotions in the workplace. The results also suggest that work engagement is a better predictor of citizenship behaviours than organizational identification. Identification influences citizenship behaviours towards the organization. However, this variable does not explain extra-role supportive behaviours towards customers and other employees. These results extend previous research by empirically analysing the effects of internal brand management from the employees' perspective.     

From angels to demons: Uncovering the relationships between tipping,social dignity,OCB and incivility intentions

Building upon equity, expectancy-disconfirmation, and social exchange theories, this research broadens the tipping literature by examining employees’ psychological and behavioral responses when receiving tips that differ in size from expectations, and how managers’ support influences perceptions. Using a 2 (actual-expected tipping discrepancy: higher vs. lower-than-expected tip size) x 2 (manager delivered social praise: presence vs. absence) between-subjects experimental design, the study finds that employees receive higher-than-expected tip size (vs. lower-than-expected tip size) have a higher level of social dignity, which promotes employees’ organizational citizenship behavior (OCB). The results also support an interaction effect of manager delivered social praise and tipping discrepancy on employees’ social dignity. The results provide important theoretical and managerial implications to the tipping, social dignity, OCB, incivility, and social praise literature.     

An examination of the progressive effects of hotel frontline employees’ brand perceptions on desirable service outcomes

The present study scrutinizes how hospitality firms’ internal branding influences the service performance of frontline employees in a progressive way. More specifically, based on social influence and social exchange theories, this study examines if organizational commitment mediates the link between hospitality frontline employees’ perceptions of brand authenticity (BA) and brand-value fit (BVF) and their service-related behaviors such as generating ideas for service improvement (GISI) and service-oriented citizenship behavior. With a matched sample of 286 customer-contact frontline employees and 33 of their supervisors from five-star hotels in South Korea, this study found that the higher employees’ perceptions of BA and BVF, the more likely they were to generate ideas for service improvement and engage in service-oriented citizenship behavior, as they were more likely to be committed to the firm. Based on the findings, implications are discussed for hospitality practitioners and researchers alike in terms of internal branding with frontline employees.     

An examination of the links between corporate social responsibility (CSR) and its internal consequences

The purpose of this study is to examine the links between Corporate Social Responsibility (CSR) and its internal consequencesusing the hotel employees' CSR perception, Quality of Working Life (QWL), affective commitment, organizational citizenship behavior (OCB), and job performance. Although CSR has been widely studied from the perspective of employees, no previous study has related it to QWL in the field of hospitality research. Applying relevant theories, the study empirically substantiates the connection between the constructs and provides theoretical and practical implications. The results, drawn from data collected from hotel employees in upscale hotels in South Korea, show that hotel employees' CSR perception of the firm positively influences their QWL, affective commitment, and organizational citizenship behavior, which, in turn, enhance their job performance.     

Hotels’ environmental leadership and employees’ organizational citizenship behavior

Expanding on a stream of literature connecting employee motivation to environmental practices, this research investigated why hospitality employees participated in organizational citizenship behaviors related to company sustainability efforts. The results of this study suggest that employees’ environmental belief partially mediates the influences of both environmental-transformational leadership and environmental policies on organizational citizenship behavior toward the environment, while it fully mediates the association between environmental training and the outcome. The findings also demonstrate that employees’ perception of organizational support moderates the relationship between environmental belief and organizational citizenship behavior toward the environment. Pointedly, hospitality workers reported they were increasingly more likely to engage in ecologically friendly organizational citizenship behaviors as their environmental beliefs increased, and as such, organizational support moderated the association so that the more support received, the more likely workers would engage in such behaviors, and the less support received, the less likely they were to do so.     

In pursuit of service excellence: Investigating the role of psychological contracts and organizational identification of frontline hotel employees

Research in tourism management is yet to examine the role of psychological contracts in shaping organizational identification and influencing service-oriented behaviors of frontline employees. Drawing upon psychological contract and social identity theories, we propose a theoretical model that links the two types of psychological contracts (relational vs. transactional psychological contracts) with organizational identification and service employees' in-role performance and organizational citizenship behaviors. Data collected from 199 matched frontline employee-coworker-supervisor triads in hotels show that while transactional psychological contracts were directly and negatively associated with supervisor-reported in-role performance and co-worker reported service-oriented citizenship behaviors, the relationship between relational psychological contracts and both types of service-oriented behaviors were positive and partially mediated by organizational identification. Our findings have important implications for tourism operators by highlighting the important role of different types of psychological contracts in the delivery of high quality service.     

Is corporate social responsibility (CSR) participation the pathway to foster meaningful work and helping behavior for millennials?

This study examines how corporate social responsibility (CSR) participation affects organizational citizenship behavior (OCB) through meaningful work. This work is significant for three reasons: the joint examination of CSR, meaningful work, and OCB is novel; the comparative effects of CSR perception versus CSR participation have not been examined previously; and this is the first examination of such relationships for different generations of employees. Data from 245 employees of four-star hotels were analyzed using a partial least squares structural equation modelling (PLS-SEM) approach and multigroup analysis (MGA). Results reveal that CSR participation has a strong influence over work-related outcomes. The strongest effect of CSR participation on helping behavior is in Generation Y whereas CSR perception has a strong indirect effect on helping behavior through meaningful work in Generation X. These findings offer managerial implications to hotel managers on how best to manage generational differences in predicting helping behavior at workplace.     

The COVID-19 pandemic: The mitigating role of government and hotel support of hotel employees in Egypt

We investigated the effect of government support of hotels on hotels' employee support (namely, health support, staff retention, and staff training) and consequently on employee job satisfaction and organizational commitment, through the moderating role of perceived overall organizational justice and ethical climate, during the COVID-19 pandemic. Using a quantitative approach and a framework that drew on the stakeholder and organizational support theories, we collected data from 669 employees in Egyptian hotels through a web-based survey. The results support the proposed framework and show a positive effect of government support through the strengthened perception of perceived overall organizational justice. Surprisingly, findings indicated that the association between job satisfaction and organizational commitment is significantly and negatively influenced by hotel ethical climate. Furthermore, job satisfaction partially mediates the association between hotels’ support of employees and organizational commitment. The study holds important implications for both theory and practice.     

Workplace ostracism and proactive customer service performance: A conservation of resources perspective

This study tests the impact of workplace ostracism on hospitality employees’ proactive customer service performance (PCSP). Drawing upon the conservation of resources theory, we investigate the effects of two sequential mediators (i.e. job tension and customer orientation) and the moderating effect of need for affiliation. Using a time-lagged research design and the data from 16 hotels in China, we find that workplace ostracism positively influences job tension; job tension decreases customer orientation, which in turn undermines employees’ PCSP. Moreover, we find that need for affiliation exacerbates the effect of workplace ostracism on job tension such that the effect is stronger when employees’ need for affiliation is high rather than low. We discuss the theoretical and practical implications subsequently.     

An examination of restaurant employees’ work-life outlook: The influence of support systems during COVID-19

The main objective of this research paper is to examine the influence of perceived support (i.e., organizational support and social support) on life satisfaction (i.e., current and anticipated life satisfaction), which is hypothesized to increase restaurant employees’ loyalty organizational citizenship behavior (OCB) and decrease their intentions to leave the restaurant industry during the COVID-19 pandemic. Moreover, the moderating effects of employees’ resilience and employment status are also examined. Analyzing the responses of 609 restaurant employees using structural equation modeling (SEM), findings revealed that all direct effects were supported, except for the effect of anticipated life satisfaction on intention to leave the restaurant industry. Lastly, the moderating role of resilience in the relationships between current life satisfaction and restaurant employees’ loyalty OCB and intentions to leave the industry was confirmed. Theoretical and practical implications are discussed in detail.     

Being ignored at work: Understanding how and when spiritual leadership curbs workplace ostracism in the hospitality industry

Drawing on the conservation of resources theory, the present study theorizes that spiritual leadership is negatively related to workplace ostracism, both directly and indirectly via job social support and that employees’ justice orientation moderates the negative relationship between spiritual leadership and workplace ostracism. Based on time-lagged (three waves, two months apart) survey data collected from 252 hospitality employees, our findings reveal that spiritual leadership is negatively associated with workplace ostracism, both directly and indirectly via job social support. We also find that justice orientation strengthens the negative relationship between spiritual leadership and workplace ostracism. These findings not only highlight core theoretical contributions towards the existing literature on spiritual leadership, job social support, justice orientation, and workplace ostracism but also offer useful practical implications for hotel managers concerned about the repercussions of workplace ostracism for employees’ and organizations’ outcomes.     

Feeling trusted and taking-charge behaviour: An internal branding perspective based on self-categorization theory

Although the mechanism of internal branding is related to both organizational factors and employees’ personal factors, the existing research mainly focuses on organizational factors. Thus, the literature on the formation and function of internal branding from the employee perspective is scarce. In this multisource study, we applied self-categorization theory to test the relationships among employees’ feeling trusted, perceived insider status, self-efficacy and taking-charge behaviour within the framework of internal branding. Data from 169 employee-supervisor dyads from the hotel industry in Northwest China revealed that employees’ perception of feeling trusted is an important factor that causes them to internalize their hotel employer’s brand and categorize themselves as “insiders” who regard the hotel brand as part of themselves and present brand-aligned behaviour to achieve brand success. In addition, employee self-efficacy is an important boundary-level variable that facilitates the transformation of brand internalization to brand-aligned behaviour. The theoretical and practical implications are discussed.     

Organizational trust in times of COVID-19: Hospitality employees’ affective responses to managers’ communication

During a crisis, such as the COVID-19 pandemic, what managers communicate to their employees can greatly impact important organizational attitudes, such as organizational trust. There is, however, very little research focusing on the mechanisms explaining how managers’ messages during a crisis can influence employees’ organizational trust. To address this gap, the current study examined the role that emotions play in developing organizational trust using a 2 (following CDC norms vs. ignoring CDC norms) by 2 (employee focus vs. bottom-line focus) between-subjects factorial experiment, with COVID-19 as the context. The results showed that a manager’s communication that followed the CDC social norms made employees feel grateful, whereas communication that ignored CDC social norms enhanced fear and anger toward the organization. The feelings of gratefulness and fear influenced organizational trust. These results provide important theoretical and practical implications for understanding organizational trust during a crisis.     

Reducing Employee Turnover Intention Through Servant Leadership in the Restaurant Context: A Mediation Study of Affective Organizational Commitment

Building on a social exchange theory, our model explains how an employee’s perception of servant leadership affect frontline restaurant employees’ turnover intention. Data were collected from 213 frontline restaurant employees in United States. The structural equation modeling findings support our hypothesized model and indicate that affective organizational commitment fully mediated the relationship between the employee perception of servant leadership and turnover intention. This article includes discussions of the theoretical and managerial implications of the findings.     

Am I doing the right thing? Unpacking workplace rituals as mechanisms for strong organizational culture

Workplace rituals are powerful learning mechanisms for core values that underpin organizational culture in restaurants. Yet, more research is needed to identify different types and how these rituals operate to reinforce core values in different organizational cultures. Drawing on ritual theory, organizational culture and hospitality research, we use 52 semi-structured interviews and 20 observations to study four restaurants representing clan, ad hoc, market, and hierarchy cultures. We identify and unpack eight employee-focused emotional, behavioral, and cognitive workplace rituals linked with owners’ core values such as comradery, creativity, competition and efficiency. Finally, we discuss practical implications of workplace rituals as they relate to business identity, selection, retention and day-to-day management of employees to further strengthen said culture.