Hospitality employees promotional attitude: Findings from graduates of a twelve-month management training program |
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| Institution: | 1. Department of Apparel, Events, and Hospitality Management, Iowa State University, 6W MacKay Hall, 2302 Osborn Drive, Ames, IA, 50010-1078, United States;2. William F. Harrah College of Hotel Administration, University of Nevada Las Vegas, 4505 Maryland Parkway, Box 456021, Las Vegas, NV 89154-6021, United States;1. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong Special Administrative Region, China;2. Department of Civil and Environmental Engineering, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong Special Administrative Region, China;3. Department of Architectural and Civil Engineering, The City University of Hong Kong, Hung Hom, Kowloon, Hong Kong Special Administrative Region, China;1. University of Westminster, United Kingdom;2. Sheffield Hallam University, United Kingdom;3. Ming Chuan University, Taiwan;1. University of Nevada Las Vegas, USA;2. VERIMAG UMR 5104, Université Joseph Fourier, France |
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| Abstract: | 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. |
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| Keywords: | Formal mentoring Mentor functions Promotional attitudes Employee psychological contract PLS-SEM |
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