Impact of human resources practices on employee creativity in the hotel industry: The impact of job autonomy

ABSTRACT

This study aims to offer a holistic model for human resource practices, affective commitment, job autonomy, and employee creativity. It examines the factors that create conditions for bringing forth creativity in employees. Data were collected from 440 employees drawn from 35 hotels using a structured self-administered questionnaire. Confirmatory factor analysis and hierarchical regression analysis were used to analyze the data. The findings of the study reveal that affective commitment was acted as a mediator between human resource practices and employee creativity while job autonomy was acting as a moderator between affective commitment and employee creativity. This article contributes to a better understanding of the effect of human resource practices on the commitment level of employees working in the hotel industry and provides evidence that commitment acts as a mediator between the factors of human resources practices and employee creativity.     

Psychosocial work environment,work engagement,and employee commitment: A moderated,mediation model

This paper contributes to the growing body of literature on the wellbeing of hospitality employees from a perspective of strategic human resource management. The role of high performance work systems (HPWS) in enhancing the affective commitment of hospitality employees is examined. The study found work engagement to mediate the relationships between HPWS, perceived organizational support, and affective commitment. Workplace bullying, a highly prevalent phenomenon in the hospitality sector, was found to mediate the relationship between HPWS and affective commitment, while psychosocial safety climate moderated this mediating impact. We will suggest the implications for managing psychosocial work hazards in hospitality organizations.     

Employees intent to leave: A comparison of determinants of intent to leave versus intent to stay

The purpose of the study is to examine whether the predictors that decrease employee intention to leave will also increase employees’ intention to stay. Therefore, the objective of the study is twofold: (1) to examine the influence of perceived organizational support, perceived supervisors’ support, and organizational commitment regarding intent to leave and (2) to investigate the influence of the same variables on intent to stay. A total of 416 hospitality employees in the U.S. participated. The results suggest that perceived organizational support and organizational commitment decreased intent to leave while only perceived organizational support had a positive impact on intention to stay. Implications detail ways that hospitality organizations can focus on increasing their employees’ commitment through perceived organizational support as a critical component of turnover culture.     

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.     

Hospitality employees promotional attitude: Findings from graduates of a twelve-month management training program

Mentoring is considered an important human resources training program but is seldom discussed as an internal marketing tool in the hospitality management literature. This study, using a major hotel company’s formal mentoring program, empirically tested mentoring’s influence on employee’s promotional attitude. Employee psychological contract theory provided the theoretical foundation for the study. The proposed research model was tested using Partial Least Squares (PLS) SEM. The results showed that mentor functions (i.e., career development and psychosocial support) were antecedents of employee promotional attitude. In addition, employee’s psychological contract breach and employee’s affective organizational commitment were mediators between mentor functions and promotional attitude, with affective organizational commitment showing a full mediation effect. These results provide both theoretical and managerial implications and offer opportunities for future research.     

Can innovative behavior be led by management? A study from the lodging business

This study examined the effects of hotel management leadership on employee innovative behavior in Chinese hotel organizations. Using a dyadic sample of 164 hotel supervisors and 603 service employees at 23 four-star and five-star hotels in 11 Chinese cities, we investigated whether organizational commitment mediated the effects of leadership on employee innovative behavior. We also examined how organizational tenure moderated leadership and innovative behavior through organizational commitment. Findings from our moderated-mediation model revealed that organizational commitment mediated the relationship between leadership and innovative behavior. Similarly, organizational tenure moderated the relationship between leadership and organizational commitment: there was a stronger relationship for long-tenured employees and a weaker relationship for short-tenured employees. However, the effect of higher leadership on organizational commitment was stronger for short-tenured employees than long-tenured employees. Our results spotlight the importance of fostering organizational commitment, which directly affects innovative behavior and through which supervisors can influence individual innovative behavior.     

Burnout and Service Employees' Willingness to Deliver Quality Service

ABSTRACT

Employees are vital for enhancing customer satisfaction and loyalty in service organizations because their proactive involvement is an essential part of delivering the services offered. With the recent rapid growth of tourism in the Macau SAR, service employee workloads are clearly increasing, and consequently one would expect that the incidence of job burnout is rising. This study uses the well-known Maslach Burnout Inventory (MBI) to investigate the relationship between service employees' burnout and their willingness to deliver quality services. Self-administered questionnaires from 110 operational staff in three hotels in Macau have been analyzed. The results indicate that job burnout reduces staff's willingness to deliver quality services and that this effect is moderated by individual staff's level of affective organizational commitment, and their perceptions of the extent of organizational and supervisor support provided by the organization. Based on these results, practical managerial strategies to improve service performance are identified.     

Applying Service Profit Chain model to the Korean restaurant industry

The purpose of this study is to empirically determine the relationship between employees’ constructs such as internal service quality, service ability, employee satisfaction, and organizational commitment, and customers’ constructs such as perceived value, customer satisfaction, customer trust, and loyalty. This relationship was studied by applying the Service Profit Chain model to the Korean restaurant industry. Results show that internal service quality has a significant effect on service ability, and teamwork/communication has a significant effect on employee satisfaction. Employees’ organizational commitment has a significant direct effect on the value perceived by customers. Ultimately, there is an indirect influential relationship between employees’ and customers’ constructs. Implications of these results are discussed, and possible limitations of the study are addressed.     

“That's not my job”: Exploring the employee perspective in the development of brand ambassadors

It is well established that the role of employees is essential in effective brand management for hospitality organizations to create a competitive advantage. In seeking to capitalize on this important facet of brand management, this study considers employees understanding of the brand, as an important direct antecedent to realizing brand ambassadors. Specifically, three factors, or psychological states, were conceptualized and examined in relation to how such states inform an employee's commitment to the brand as well as develop employee brand equity, as reflected in their pro-brand behavioral intentions. The results indicate that employees’ pro-brand attitude and behavior are influenced by different brand understanding factors. Relational factors (employee perceived brand importance and brand role relevance) are the key antecedents to employee brand commitment. Employee perceived brand knowledge contributes to their pro-brand behavior directly, but not brand commitment. The results of this empirical study support the importance of examining an employee's psychological states, as manifest in the three brand understanding factors, in an endeavor to achieve coveted brand supporting outcomes. The results suggest that although perceived brand knowledge can contribute to employee brand equity, employees must see the brand as being meaningful and relevant to embrace their role as brand ambassadors.     

The Impact of Self-Efficacy on Job Outcomes of Hotel Employees

Abstract

This study aims to examine the effect of self-efficacy on job performance, job satisfaction, and affective organizational commitment using data collected from employees in three-, four-, and five-star hotels in Northern Cyprus as its setting. The research hypotheses were tested using LISREL 8.30 through path analysis. The model test results demonstrated that self-efficacy is a significant determinant of job performance. This study, however, failed to find a significant positive association between self-efficacy and job satisfaction. Although not hypothesized, the results of the present study revealed that job performance mediates the impact of self-efficacy on job satisfaction. In addition, the results of the path analysis showed that self-efficacy is among the significant predictors of affective organizational commitment. The model test results provided empirical support for the rest of the hypothesized relationships. Specifically, the path-analytic findings indicated that job satisfaction exerts a significant positive influence on affective organizational commitment. The model test results also demonstrated that job satisfaction and affective organizational commitment are negatively associated with intention to leave. Discussion of the results, implications for hotel managers, and future research directions are presented in the study.     

Why is hospitality employees’ psychological capital important? The effects of psychological capital on work engagement and employee morale

This study examines work engagement as a partial mediator of the effect of psychological capital (PsyCap) on employee morale in a sample of hotel employees. A survey was carried out with 312 front-line staff from 15 five-star hotels in Seoul, Korea. A one-month time-lag design (Time 1: PsyCap and work engagement; Time 2: employee morale) was used to reduce potential common method bias. The hypothesized relationships in the model were tested using structural equation modeling. The results suggest that work engagement partially mediates the effect of PsyCap on job satisfaction and affective organizational commitment. Specifically, front-line employees with high PsyCap are more engaged with their work and more likely to display job satisfaction and affective organizational commitment. The study concludes with a discussion of its empirical findings, strengths, theoretical contributions, and practical implications. Limitations and their implications for future studies are also reviewed.     

Building a model of commitment for Generation Y: An empirical study on e-travel retailers

The primary goal of this study was to develop a theory-based model of relationship commitment in an online travel context. Leaning on the foundations of marketing literature and the two theories of relationship commitment (organizational commitment theory, and investment model), this study develops a conceptual framework that explains how Generation Y develops commitment to a travel web vendor. Affective commitment and calculative commitment were found to vary in terms of their impact on word-of-mouth communications. The results showed that the affective commitment was most effective for developing and maintaining long-term relationships with Generation Y. In addition, the study suggested that investment size was positively related both to affective commitment and calculative commitment. Finally, satisfaction was found positively related to affective commitment and negatively related to calculative commitment. The theoretical and managerial implications were discussed as well.     

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.     

Crafting and testing a central precept in service-dominant logic: Hotel employees’ brand-citizenship behavior and customers’ brand trust

Employees play an important role in hotel service branding. Their enactments of positive brand-supportive behaviors help nurture positive customer–brand relationships. This study explores the relationship between employee perceived organizational support, brand citizenship behavior, and customers’ perceptions of brand trust. Two questionnaire surveys were carried out in high-contact hotel service firms collecting employee and customer data by matched-questionnaires. The results of the study indicate that brand-citizenship behavior consists of three components: willingness-to-help, brand enthusiasm, and propensity for further development. Propensity for further development has a significant direct positive effect on the other two components, and the other two components both have significant direct positive effects on customer's brand trust. Employee-perceived higher levels of organizational support increase performance of brand citizenship behavior. The study includes empirical findings, contributions to theory, limitations, and direction for future research.     

Enhancing employee creativity in the Chinese context: The mediating role of employee self-concordance

This study applies the theory of self-concordance and adopts the multi-level analysis approach to examine the mediating effect of employee self-concordance, a core component of intrinsic motivation, on the relationship between social-contextual factors and creativity using hotel industry data obtained from Mainland China. The hierarchical linear modeling (HLM) results from a multisource sample reveal that the three social-contextual variables (i.e., organizational modernity, empowering leadership, and coworkers support and helping) were associated with employee self-concordance, which in turn was associated with employee creativity. Moreover, employee self-concordance fully mediated the three social-contextual variables and creativity. This study shows that organization environment plays a significant role in predicting employee creativity. The implications of the findings for future research and their practical applications in the hotel industry are discussed.     

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.     

Predictors of Service Effort

ABSTRACT

Improving service quality will continue to be a vital goal for hospitality and tourism organizations in the new millennium. As service worker performance directly impacts customer's evaluation of quality, further investigation of methods of improving performance are necessary. Service effort is a construct that has received little attention in the literature, but may be a significant factor in linking employee attitudes and customer perceptions of service quality. This exploratory study tested three popular managerial constructs to determine the extent to which they predict service effort. Using data from 331 service workers from two cruise line operations organizations, motivation, organizational commitment and job satisfaction were regressed against service effort. Results indicate that organizational commitment was the greatest predictor of service effort, followed by motivation. One dimension of job satisfaction (satisfaction with company), failed to yield a significant relationship with service effort, while satisfaction with supervisor yielded a slightly negative coefficient. Implications for hospitality and tourism managers and organizations are discussed.     

Effects of work status congruence and perceived management concern for employees on turnover intentions in a fast casual restaurant chain

The current study examines a proposed turnover intention model on hourly employees in a large fast casual dining restaurant chain located in the United States. High levels of turnover have been a consistent and costly issue in the restaurant industry. The study was developed to help restaurant owners and managers determine how relationships between variables influence the turnover intentions of their employees, in order to overcome the economic hardship that organizations face when their turnover rates are high. Many factors were found to influence employee turnover intentions, including work status congruence, perceived management concern for employees, job satisfaction, and organizational commitment. Hence, it is important for fast casual restaurant operators in the United States to develop their managers' human resource skills, in order to have satisfied and committed hourly employees, who should as a result develop lower turnover intentions. Managerial and academic implications are discussed in detail.     

When and why organizational dehumanization leads to deviant work behaviors in hospitality industry

This study investigates when and why organizational dehumanization leads to deviant work behavior. Accordingly, aims to investigate the impacts of organizational dehumanization on perceived incivility and deviant work behavior. In addition to this, also investigates the psychological capital as moderator between organizational dehumanization and perceived incivility, while perceived incivility as a mediator between organizational dehumanization and deviant work behaviors (employee time theft and knowledge hiding). A time lag approach: with three-time intervals T1, T2 and T3 respectively was used to collect the data from hotel employees. Results indicate that organizational dehumanization leads to perceived incivility and thereof, perceived incivility propels deviant work behaviors amongst employees. Moreover, employee’s psychological capital played a protective role of reducing the detrimental effects of organizational dehumanization on perceived incivility. This research contributes to literature by considering behavioral outcomes of organizational dehumanization. For managers this study provides insights to minimize organizational stressors to buffer employee deviant behaviors. This study also provides new research avenues in hospitality industry.     

人力资本、社会资本及心理资本对酒店员工的协同作用

酒店是劳动密集型的工作场所,员工不仅需要一定的人力资本,而且更需要社会资本与心理资本,研究这3种资本对酒店员工绩效与组织承诺的协同作用具有理论与现实意义。文章通过实地调研,运用逐步回归方法实证探讨这一问题,研究结果表明：酒店员工的人力资本、社会资本和心理资本都与员工绩效、组织承诺显著相关,且心理资本与社会资本、人力资本能对员工绩效、组织承诺产生协同作用。因此,酒店应该重视员工的社会资本与心理资本,并协同开发这3种资本,以便提高员工绩效,减少流失率。