组织公正对餐饮业员工工作态度和行为的影响研究

文章以组织行为学为理论基础,运用结构方程模型研究了组织公正对餐饮业员工工作态度和行为的影响。研究结果显示：（1）分配公正和程序公正都对工作满意和组织承诺有显著的正向影响,但程序公正的影响较大;（2）程序公正对分配公正有显著的正向影响;（3）工作满意和组织承诺正向相关,并且都对员工的离职意向和顾客导向有显著的影响;（4）就影响方向来说,工作满意和组织承诺负向影响员工的离职意向,正向影响员工的顾客导向。文章最后提出了管理建议、研究的不足之处和进一步研究的方向。     

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.     

Organizational injustice and emotional labor of hotel front-line employees

Using equity and appraisal theories to integrate four dimensions of organizational justice and emotional labor, this study examines effects of organizational injustice and emotional labor. Perceptions of front-line hotel employees of customer injustice (interpersonal and informational), procedural and distributive injustice and their perceived effect on employees’ emotional labor and subsequent job satisfaction were examined. Our finding suggests the distributive injustice had an effect on hotel employees’ emotional labor, while effects of informational and procedural injustice on emotional labor were moderated by gender.     

Effects of CSR on affective organizational commitment via organizational justice and organization-based self-esteem

This study examined how employee perceptions of corporate social responsibility (CSR) influenced their affective organizational commitment (AOC) via procedural justice and organization-based self-esteem (OBSE). Using survey data collected from 203 employees working for a hospitality company, hypotheses were tested using structural equation modeling. The results showed that economic and philanthropic CSR did not have significant effects on procedural justice, but had significant direct effects on AOC. The findings also showed that procedural justice had a significant effect on OBSE, and both procedural justice and OBSE had significant effects on AOC. In addition, the results suggested that ethical CSR programs can have a positive impact on employees’ AOC via their procedural justice and OBSE. This study contributed to the literature by developing a CSR-procedural justice-OBSE-AOC model, guided by social exchange and self-consistency theories, and empirically testing it within a hospitality context.     

An investigation of the role of justice in turnover intentions,job satisfaction,and organizational citizenship behavior in hospitality industry

The relationship of organizational justice perceptions of hotel employees in North Cyprus with various work-related variables was investigated. A total of 208 employees and their managers filled out questionnaires. It was found that distributive justice tended to be a stronger predictor of all of the study variables compared to procedural justice. Findings suggest that the fairness of personal outcomes that employees receive may have more impact on turnover intentions, job satisfaction and organizational citizenship behavior (OCB) than the perceived fairness of a firm's procedures. It was also found that even though improved job satisfaction seems to be related to OCB, organizational justice seems to be the key factor that has a strong effect on both OCB and job satisfaction.     

The mediating role of trust between expatriate procedural justice and employee outcomes in Chinese hotel industry

This study draws from social exchange theory to examine the roles cognitive and affective trust play in mediating the relationship between expatriate supervisors and their local employees. We differentiate the two forms of trust by proposing, on the one hand, that cognitive trust mediates the relationship between the procedural justice displayed by expatriate supervisors and job satisfaction and organizational commitment of their employees and, on the other hand, that affective trust mediates the relationship between the procedural justice displayed by expatriates and the level of employee satisfaction with and altruism toward their supervision. We then support the hypotheses by using structural equation modeling (SEM) to analyze data collected from 286 employees working with expatriate supervisors in China's hotel industry. Implications of the findings are discussed.     

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 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.     

Propensity to trust and knowledge sharing behavior: An evaluation of importance-performance analysis among Nigerian restaurant employees

Drawing from knowledge management theory, this study examines the relationships between employee's propensity to trust, organic organizational structure, knowledge sharing behavior, and service innovation in a multivariate nexus in restaurants. Data from 180 restaurants with a total of 453 employees were used to test the research hypotheses via partial least square structural equation modelling. As expected, the results of the empirical analysis revealed that propensity to trust is positively related to knowledge sharing behavior, organic organizational structure and service innovation; and knowledge sharing behavior is positively related to organic organizational structure and service innovation. Further, this study established that both knowledge sharing behavior and organic organizational structure serially mediates the positive effect of propensity to trust on service innovation. The result of importance-performance analysis highlights propensity to trust as the highest important predictor of service innovation while knowledge sharing is the best performance factor for service innovation in restaurants.     

Antecedents and consequences of knowledge sharing in international tourist hotels

The purpose of this empirical study is to investigate factors which influence knowledge sharing, organizational learning and effectiveness. Of self-completed questionnaires collected from international tourist hotels in Taiwan, 615 were usable for data analysis. The structural equation modeling results showed that leaders played the roles of mentor, facilitator and innovator, and nurtured a supportive environment at the levels of workgroup, immediate superior and organization. In addition, employees had a positive attitude towards learning and to sharing. All of these contributions facilitate transformation of collective individual knowledge to organizational knowledge, resulting in the advancement of organizational learning, and thus, greater organizational effectiveness.     

Coaching and employee organizational citizenship behaviours: The role of procedural justice climate

This study investigates how the level of procedural justice climate (PJC) in a group may reduce or increase the impact of coaching behaviour of department managers on the organizational citizenship behaviours (OCBs) of their subordinates in the hospitality sector. The sample consists of 40 department managers and 176 employees of 12 five star hotels operating in Northern Cyprus. A multilevel analysis using hierarchical linear modelling (HLM) was utilized due to the nested nature of employees in their corresponding departments. Effective coaching is especially more important in departments where procedural justice climate is low. When the PJC is low, the role of effective coaching becomes imperative for OCBs of employees. In line with the substitutes for leadership theory, the higher levels of PJC serve as a substitute for coaching.     

Perceptions of casino dealers toward organizational justice: Are there any gender differences?

The emphasis on equity and diversity is vital for businesses to flourish. Promoting workplace equality, essential to enhance employees' satisfaction in delivering excellent service quality, requires understanding of the perception of employees as well as the problems they face. This study examines whether gender equality exists among frontline casino employees, the degree to which inequality is experienced and the consequence of such perceptions, through face-to-face, in-depth interviews with the dealers in Macao. The theory of organizational justice is adopted. Results revealed that perceived inequality and injustices were stronger among the male dealers. Male dealers perceived stronger distributive and procedural injustices than females, while female dealers perceived stronger interactional injustice than males. The perceived injustices resulted in various negative work attitudes among employees. Recommendations to improve work attitudes and counterbalance the inequities are proposed.     

Effects of corporate social responsibility and internal marketing on organizational commitment and turnover intentions

This study examined the effects of four aspects of corporate social responsibility (CSR) (i.e., economic, legal, ethical, and philanthropic responsibility) and five aspects of internal marketing (IM) (i.e., welfare system, training, compensation, communication, and management support) on employees’ organizational commitment (OC) and turnover intentions (TI) in the casino industry. Based on survey data collected from 310 employees working for a casino company, the relationships were examined using confirmatory factor analysis, second-order factor analysis, and structural equation modeling. The results indicate that both employees’ perceptions of CSR and IM are positively related to their OC and negatively to their TI, suggesting that adding CSR programs to existing IM programs is likely to improve desirable employee work attitudes such as OC, which in turn contributes to decreasing TI. This study makes a contribution to the literature by conceptually and empirically evaluating CSR and IM dimensions simultaneously in the casino environment.     

Factors affecting the knowledge sharing attitude of hotel service personnel

The accumulation and sharing of knowledge is an important managerial approach to attracting customers and increasing customer satisfaction. However, knowledge sharing is not an automatic behavior. The primary purpose of this study is to understand the organizational and personal factors motivating employees to share knowledge. Personnel in international tourist hotels in Taipei who provide front-line services for travelers were surveyed. This study shows that internal marketing and organizational culture influence knowledge-sharing attitudes and perceived behavioral control. In addition, perceived behavioral control influences the relations among internal marketing, organizational culture, and knowledge-sharing attitudes. This research suggests that to develop knowledge-sharing attitudes among personnel that benefit customer service, it is important for managers to model supportive attitudes, give actual support in forms such as bonuses and resources, and develop a culture that encourages personnel to attempt innovation.     

The determinants of hospitality employees’ pro-environmental behaviors: The moderating role of generational differences

Seeking to build a deeper understanding of the determinants of hospitality employees’ pro-environmental behaviors (PEBs), this study explored linkages between employees’ autonomous and external motivations to perform PEBs, environmental concerns, self-efficacy, and employees’ reported PEBs. Hospitality employees (n = 432) indicated that autonomous motivation was associated with increases in employees’ environmental concern, self-efficacy, and PEBs. External motivation was significantly related to employees’ levels of environmental concern and PEBs. Employees’ environmental concern levels had positive effects on self-efficacy and PEBs. Self-efficacy was, in turn, positively associated with PEBs. The relationships between these variables were moderated by generational differences (e.g., Gen X and Gen Y) because generational characteristics might lead to formulating distinct generational perceptions in an organizational context. There were significant differences in the effects of autonomous motivation on environmental concern levels and PEBs between Gen X and Gen Y. In addition, the differences in effects of external motivation on environmental concern and PEBs were statistically significant between the two generations. Lastly, the impacts of environmental concern and self-efficacy on PEBs were significantly different between the two generations as well. Overall, our results suggest that the interplay of autonomous motivation, external motivation, environmental concern, and self-efficacy is important to the process of influencing hospitality employees’ PEBs.     

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.     

Conflict,exhaustion, and motivation: A study of frontline employees in Northern Cyprus hotels

This study develops and tests a model that investigates the effects of work-family conflict, emotional exhaustion, and intrinsic motivation on affective job outcomes using data from frontline employees in Northern Cyprus hotels. Results show that work-family conflict is positively related to emotional exhaustion. Work-family conflict was found to be negatively associated with job satisfaction. However, the study results demonstrate that work-family conflict did not depict any significant relationships with affective organizational commitment and intention to leave. Results indicate that emotional exhaustion leads to job dissatisfaction, decreased affective organizational commitment, and high levels of intention to leave. Results reveal that intrinsic motivation is significantly related to emotional exhaustion, job satisfaction, and affective organizational commitment. In addition, the study results provide empirical support for the positive impact of job satisfaction on affective organizational commitment and the negative effects of job satisfaction and affective commitment to the organization on intention to leave. Discussion and implications of the results are presented in the study.     

Predicting hospitality employees’ safety performance behaviors in the COVID-19 pandemic

This study develops and tests a research model to explain and predict how and when organizational safety climate influences hospitality employees’ safety performance behaviors by proposing two boundary conditions: communication transparency and safety-related stigma based on expectancy-valence theory. Specifically, we examined if communication transparency intensifies the impact of perceived safety climate on employees’ safety motivation that drives safety performance behaviors through prevention work focus and if safety-related stigma attenuates the links between safety motivation and safety performance behaviors. Based on two national samples of 214 South Korean and 240 U.S. foodservice employees, this research found that safety climate was positively associated with safety motivation, prompting safety behaviors with the key mediating mechanism of prevention focus work. However, there were different patterns observed for the moderating roles of communication transparency and stigma for the foodservice employees between South Korea and the United States. Implications of the findings are discussed for hospitality researchers and practitioners.     

Creating and Sustaining Fun Work Environments in Hospitality and Service Organizations

ABSTRACT

Managers of hospitality and service organizations have long believed that it is critical for their employees to have fun at work. They recognize the important relationships between their employees having fun and their customers having a pleasant experience. While everyone accepts this notion, there is little empirical support for either a definition of what managers can do to promote a fun work environment or even what makes a fun work environment fun. Further, while many positive outcomes for both the individual and the organization are claimed to be associated with fun work environments, there is even less empirical data to support this belief.

This primary purpose of the paper is to identify and define the actions and activities that managers can do or support to create and sustain the feeling employees have that their firm is a fun place to work or have a “fun work environment.” The paper reports results of a large e-mail survey of human resource managers designed to identify what cues managers send to create a fun work environment, the degree to which these cues actually are associated with a work environment that is fun, and the positive individual and organizational outcomes that are claimed to be associated with working in such an environment. The study offers definitions and measurements of the cueing process, a fun work environment, and outcomes of the process.

We found a strong relationship between the antecedent cues and the degree to which the work environment was perceived as fun. The relationships between a fun work environment and various outcomes were not as strong or comprehensive. While the results of this research are positive and extend our knowledge of cues, culture and especially “fun work environments,” more needs to be done in validating the measures and extending the research.     

Procedural justice,ethical climate and service outcomes in restaurants

The literature suggests that ethical climate may actually contribute to organizational success by enhancing employee performance. Ethical climate is considered to be highly relevant to the hospitality industry, since it enhances service-providers’ contact with customers. This study reinforces previous researches by exploring the relationships between ethical climate, service, and customer satisfaction in restaurants. We have also examined the relationship between ethical climate and the fair treatment of employees by an organization. The study was conducted in 20 restaurants, with 171 employees and 103 customers. Data were obtained from employees, customers, and “mystery shoppers”. As expected, ethical climate was found to be related to service performance which, in turn, was found to fully mediate the relationship of ethical climate with customer satisfaction. Ethical climate was also found to correlate positively with procedural justice. Our results indicate the benefits of the ethical message conveyed through consistent managerial practices in service organizations.