When does breach not lead to violation? A dual perspective of psychological contract in hotels in times of crisis |
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| Institution: | 1. Tourism & Hospitality Management Department, School of Management, Xiamen University, Xiamen, Fujian Province, 361005, China;2. Department of Business Administration, School of Management, Xiamen University, Xiamen, Fujian Province, 361005, China;3. School of Business, The University of Queensland, Brisbane, Queensland, 4072, Australia;1. Howard Feiertag Department of Hospitality and Tourism Management, Pamplin College of Business, Virginia Polytechnic Institute and State University, 295 West Campus Drive, Blacksburg, VA, 24061, United States;2. Chaplin School of Hospitality & Tourism Management, Florida International University, 3000 Northeast 151st Street, North Miami, FL, 33181, United States;3. University of Nevada, Las Vegas William F. Harrah College of Hotel Administration, 4505 S. Maryland Parkway, Las Vegas, NV, 89119, United States;1. School of Tourism Management, Sun Yat-sen University, Guangzhou 510275, China;2. School of Business, Guizhou University of Finance and Economics, Guiyang 550025, China;3. School of Hotel, Restaurant and Tourism Management, College of Hospitality, Retail and Sport Management, University of South Carolina, Columbia, SC, 29208, USA;1. School of Management, Xiamen University, Xiamen, China;2. Shenzhen Audencia Business School, WeBank Institute of Fintech, Guangdong Laboraty of Artificial Intelligence and Digital Economy (SZ), Shenzhen University, 3688 Nanhai Road, Shenzhen, 518060, China;3. HKU Business School, The University of Hong Kong, Pokfulam, Hong Kong;4. School of Management, Xiamen University, Xiamen, China;1. School of Business and Tourism Management, Yunnan University, Kunming, 650091, China;2. Tourism and Social Administration College, Nanjing Xiaozhuang University, Nanjing, 211171, China;3. School of Hospitality Business Management, Carson College of Business, Washington State University, Pullman, WA 99164-4742, USA;4. Department of Apparel, Events, and Hospitality Management, College of Human Sciences, Iowa State University, Ames, IA 50011-1078, USA;5. School of Hospitality Business Management, Carson College of Business, Washington State University, Vancouver, WA 98686, USA;1. Villanova School of Business, Villanova University, 800 E. Lancaster Ave., Villanova, PA 19085, USA;2. Montpellier Business School, Avenue des Moulins 34080, Montpellier, France;3. Department of Economics, Lancaster University Management School, Lancaster LA1 4YX, United Kingdom;4. Hadelman Family Research Fellow, Isenberg School of Management, University of Massachusetts-Amherst, USA |
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| Abstract: | Implicit psychological contract (PC) represents the dynamic employee–employer relationship, and unlike explicit human resource (HR) practices, PC is an underexplored topic in the crisis management literature. By capturing the dual perspective of hotel employers and employees through interviews, this study investigates the content of PCs and breaches of PCs during the COVID-19 pandemic crisis. The study identifies salient dimensions of employer obligations such as safety assurance and of employee obligations such as personal protection. While employees emphasized the transactional contracts to protect their individual interests, the employers tried to balance the transactional and relational contracts. The study proposes a dynamic PC breach model that indicates contract breaches lead to varied responses through a complex interpretation process. In general, the study suggests that ensuring mutual consideration is the best way for hotel employees and employers to pull through a crisis. |
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| Keywords: | Psychological contract Psychological contract breach Dual perspective COVID-19 pandemic crisis Hotel |
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