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.     

Examining the impact of artificial intelligence on hotel employees through job insecurity perspectives

Artificial intelligence is another advance in technology for the hotel industry and its role is undetermined at this time. The overarching purpose of this treatise was to examine hotel employees’ perception of AI and its impact by identifying the critical role of job insecurity, job engagement, and turnover intention through a pragmatic approach. An explanatory sequential mixed-methods design was used by conducting a quantitative study with an empirical survey method followed by a qualitative study with a case study method. The results from the quantitative study demonstrated that perceived job insecurity significantly affected perceived job engagement and perceived job insecurity indirectly affected turnover intention through intermediary variable of perceived job engagement. There were no statistical differences between non-managerial positions and managerial positions. These results were fully supported by the qualitative study. The implications from these findings were provided to articulate the influence of AI on hotel employees.     

Big Five Personality Traits and Turnover Intention Among Thai Hotel Employees

This study hypothesized that the Big Five personality traits predicted turnover intention, and that hospitality competency and job satisfaction mediated the relationship of the Big Five personality traits to turnover intention among 183 Thai hotel employees. Regression analysis with bootstrapping was used to test the direct and mediation effects. Results supported two hypotheses: the Big Five personality traits negatively predicted turnover intention and job satisfaction mediated the relationship of the Big Five personality traits to turnover intention while hospitality competency did not. Thai hotel employees’ Big Five personality traits were related to their job satisfaction to predict their turnover intention.     

The effects of mentoring on role stress,job attitude,and turnover intention in the hotel industry

In response to a dearth of mentoring studies in the hospitality literature, this study develops and tests a research model to investigate the influence of mentoring functions on role stress, job attitude, and turnover intention in the hotel industry. The data were collected from employees who had experienced mentoring programs at super-deluxe hotels in South Korea. This study conceptualized mentoring activity as having three main functions, including career development, psychosocial support, and role modeling. Structural equation model (SEM) analyses were used to explore the statistical significance of the paths between these functions and the main outcome variables. The psychosocial support function showed a significant relationship with all variables in the model (i.e., a positive effect on job satisfaction and organizational commitment, but a negative effect on role conflict, role ambiguity, and turnover intention). The relationships were not significant between the career development function and role ambiguity, between role modeling and role ambiguity, or between role ambiguity and turnover intention. The results will enable a better understanding of the effects of hotel mentoring programs and indicate directions for improving their outcomes. The findings can help hotel managers in developing more effective mentoring programs.     

Perceived organizational diversity and employee behavior

While the impact of organizational diversity on employee work outcomes has received significant research attention, there is a dearth of literature in hospitality settings, particularly in Eastern cultures. Integrating the Social Identity Theory and diversity literature, this study, using data collected from 22 hotels in Taiwan, examined the relationship of perceived organizational diversity with Job Performance (JP), Organizational Citizenship Behaviors (OCB) and Turnover Intention. The results indicated that the level of diversity perceived by hotel employees, significantly influenced employee JP and OCB. Ethnicity status also moderated the relationship between the perception of diversity levels and employee turnover intention. Specifically, a negative relationship between perceived diversity and turnover intention was observed among indigenous employees while a positive relationship was observed among non-indigenous employees.     

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.     

Exploring the antecedents of intentions to leave the job: The case of luxury hotel staff

The aim of this study is to assess the antecedents of employee’ intentions to resign from their jobs in luxury hotels in India. Two aspects are considered in this context: firstly, the employees’ enthusiasm for the profession and organisation, the nature of the work and its impact on social and family life. Secondly, their level of satisfaction with the job in terms of organisational loyalty, relationship with supervisors, job security, earnings and additional benefits. A theoretical model (see Fig. 1) and seven hypotheses are tested to indicate whether the employees’ level of agreement with statements about the job and their level of satisfaction with the job will impact their intentions to quit. The study further examines if any current employees intend to leave their job. The term luxury hotel is used to represent 5 star and 4 star hotels of India.Findings from the analyses of 884 responses suggest that, when considering intentions to resign from the job, a negative relationship is found between professional and organisational enthusiasm and perceptions about the work being stimulating. No support was found for a positive relationship between the extent work impacted social and family life and the intention to quit. However, results supported the notion that the employee's organisational loyalty has a negative effect on his/her intention to resign from the job. Our findings contradict several other studies in that they suggest the employee's intention to resign from the job increases as job security and earnings improve. The study is distinctive as it explores intentions luxury hotel employees in India to leave their jobs; three is little evidence in the wider literature of similar attempts in the context of the Indian hotel industry. The outcomes have implications for both theory and practice as this is the first such major study in the context of the hotel industry in India where there is a population of over a billion people and an expanding hotel industry.     

How the COVID-19 pandemic affected hotel Employee stress: Employee perceptions of occupational stressors and their consequences

This study sought to examine the impacts of the global coronavirus pandemic on hotel employees’ perceptions of occupational stressors and their consequences. Paired t-tests and structural equation modeling were applied to examine the responses of 758 hotel employees in the United States. The findings showed that occupational stressors after the outbreak of the pandemic consisted of three domains: traditional hotel-work stressors, unstable and more demanding hotel-work-environment stressors, and unethical hotel-labor-practices-borne stressors. The impacts of these stressors differed from the hypothesis that traditional hotel-work stressors positively affect job satisfaction and organizational commitment. The findings showed that job satisfaction and organizational commitment significantly explained job performance, subjective well-being, and prosocial behavior, but they did not significantly influence turnover intention. Hotel employees’ pre-pandemic perceptions of occupational stressors and their consequences also differed significantly from their perceptions after the pandemic had broken out.     

How Does the Work Status Affect Employees’ Job Attitude and Behavior in the Hotel Industry?

The study focuses on how work status impacts employees’ perception of job satisfaction, organizational commitment, and job performance in the hotel industry. Also, it explores whether supervisors perceive employees’ job attitudes and behavior in the same way as they perceive. Data were collected from a self-administered survey for five-star hotel employees and supervisors in Seoul, South Korea. A total of 335 valid responses were collected from 280 employees and 65 supervisors and analyzed by using structural equation modeling. The results of the study indicated that nonstandard employees expressed higher job satisfaction and higher organizational commitment but perceived lower job performance than standard employees did. Work status had no significant moderating effect on the relationships between job satisfaction, organizational commitment, and job performance; however, the results of this study indicated that supervisors’ perceptions of nonstandard employees’ job satisfaction, organizational commitment, and job performance were quite different from those of the nonstandard employees themselves. This study suggests that hotel operators should develop strategies to fully utilize nonstandard employees who reveal potential for quality service to guests.     

Emotional intelligence,emotional labor,perceived organizational support,and job satisfaction: A moderated mediation model

This study examined the effects of emotional intelligence and emotional labor on job satisfaction in a moderated mediation model, which posits surface and deep acting strategies as mediators between emotional intelligence and job satisfaction and perceived organizational support as a moderator to the mediation effects. Based on a sample of 279 Chinese hotel employees, results showed that: 1) while deep acting partially mediated the effect of emotional intelligence on job satisfaction, surface acting did not mediate; 2) Perceived organizational support effectively moderated the mediation of deep acting between emotional intelligence and job satisfaction; but the moderated mediation was not found with surface acting as a mediator. This study contributes to a better understanding of the roles of emotional intelligence and emotional labor strategies in affecting hotel employees’ job satisfaction and how organizational support can function as an organization resource in changing the psychological mechanisms underlying emotional labor and job satisfaction.     

Call Center Employees’ Intent to Quit: Examination of Job Engagement and Role Clarity

Call centers have become a valuable resource for hotels in managing customer experiences and relationships, yet they have also developed a reputation for being a stressful job which has made it a significant challenge to retain employees. Given high turnover rates among call center employees, it is important for hospitality firms to understand the factors influencing their intentions to quit. This study focuses on job engagement and role clarity to examine hotel call center employees’ intent to quit. The survey results of call center employees at a large resort hotel suggest that job engagement significantly influences the hotel call center employees’ intent to quit after accounting for job satisfaction and organizational support. Role clarity, however, is not related to intent to quit. Managerial implications and recommendations for increasing employee job engagement are discussed.     

An Ethical Work Climate and its Consequences among Food-service Franchise Employees

This study was conducted to examine the effect of ethical values and an ethical work climate (EWC) (responsibility, unethical peer behaviors, and selling orientation) on organizational trust, and organizational commitment (affective and continuance commitment), which in turn influence turnover intentions to acquire a competitive edge in a competitive world. Data were obtained from 276 employees of food-service franchised companies in Korea. The results suggest that an EWC mediates the relationship between ethical values and organizational trust, which in turn has a positive influence on organizational commitment and turnover intention. Contributions and directions for future study are discussed.     

Job involvement,commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus

The study of attitudes at work seeks to enhance organizational knowledge and capabilities in developing an ‘ideal’ working environment that delivers exceptional customer service. The current study investigates the causal relationships of job involvement, organizational commitment (normative and affective), and job satisfaction (intrinsic and extrinsic), with the intention of hospitality employees in Cyprus to either remain at or leave their job. Utilizing structural equation modeling, positive associations were found between job involvement, affective and normative commitment, and intrinsic job satisfaction. Positive associations between affective and normative organizational commitment, and intrinsic and extrinsic job satisfaction were also found. In addition, negative associations between affective organizational commitment, extrinsic job satisfaction and turnover intention were revealed. However, a negative association between intrinsic job satisfaction and turnover intention was not supported. The implications of these results for future research are also discussed.     

The role of relationship quality in raising organizational change acceptance: The case of the Greek hotel industry

This study examines whether the quality of an employee's relationships, within the context of the hotel industry, has an influence on their behavioral intention towards organizational change. The researchers suggest that the quality of relationships is an important element of an individual's social capital and can be evaluated using five key dimensions: the extent to which relationships are tangible, responsive and reliable, as well as the extent to which they offer empathy and assurance. Furthermore, this research examines whether organizational commitment and job satisfaction have an effect on the association between relationship quality and an individual's behavioral intention towards organizational change. The data collected from a sample of 100 hotel employees in Thessaloniki, Greece, show that relationship quality has a positive association with an individual's behavioral intention towards change. Additional results highlight the roles of job satisfaction and organizational commitment as mediating variables. Managerial implications relevant to the findings and pathways for further research are also discussed.     

Do employees' perceived compensation system influence turnover intentions and job performance? The role of communication satisfaction as a moderator

Drawing on social exchange theory (SET), the study examined the influence of customer-contact hotel employees' perceived compensation system on turnover intentions and job performance. Also, the study explored the potential moderating role of communication satisfaction in the aforementioned connections. Data obtained from 372 customer-contact employees in 5-star hotels in Nigeria was used to assess the hypothesized relationships. Using hierarchical multiple regression, the findings demonstrated that while customer-contact hotel employees' perceived compensation system reduces turnover intentions, it enhances job performance. More importantly, communication satisfaction moderates the relationships between customer-contact hotel employees' perceived compensation system, turnover intentions, and job performance. Theoretical contributions of the study, managerial implications, and suggestions for further studies are discussed.     

Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention

This article reports the findings of a study of 327 Australian hotel frontline employees using a survey of job embeddedness. The research provides a novel application of the job embeddedness construct to the hospitality industry, not only validating the factor structure of the job embeddedness scale, but also investigating the relationship between job embeddedness and other job-related attitudes that influence employee turnover. Findings indicated that a six factor solution is the best explanation. Testing a model of the embeddedness-commitment and embeddedness-turnover relationship, the embeddedness dimensions of organizational sacrifice and community links displayed a positive relationship with organizational commitment. A negative relationship was found between organizational sacrifice and intentions to leave, while a positive relationship was found between community links and intentions to leave. One implication for hospitality managers is that there is an opportunity for hotel organizations to increase the job embeddedness of their employees by increasing the perceived costs of leaving.     

The Impact of Employee Training on Job Satisfaction and Intention to Stay in the Hotel Industry

ABSTRACT

Training has been found to link with improving job satisfaction and employee intention to stay. The purposes of this research were to investigate the expectations and perceptions of training quality between hotel managers and employees, and to suggest implications for improving training quality and increasing training satisfaction, job satisfaction, and intention to stay among employees in the hotel industry. The conceptual model of this study was developed based on SERVQUAL and the ServiceProfit Chain model. T-test showed that employees perceived low training quality, which suggested employees were not satisfied with training quality and that training quality needed improvement. Results of regression analysis showed that training was positively related to training satisfaction and job satisfaction. Job satisfaction led positively to intention to stay. The indirect effect of training quality on intention to stay was mediated by job satisfaction. This study suggests more understanding of the importance of training quality and its consequences, and to pay more attention to employee training.     

The Relationship Between Demographic Characteristics and Socialization Outcomes Among New Employees in Hong Kong Hotels

Abstract

High turnover among new hotel employees has become a major concern for Hong Kong hotel managers. Previous studies have shown that the demographic characteristics of employees are related to their subsequent behavior and attitude. However, there is little vigorous discussion on new employees in particular. This study examines the relationship between the demographic characteristics of new employees and their socialization outcomes in the Hong Kong hotel industry. Its findings show that there are significant differences between the effects of certain demographic characteristics on job satisfaction, organizational commitment and turnover intentions. Some recommendations for maintaining new employees' productivity and minimizing turnover intentions are made for hotel managers' consideration.     

The effects of ethical leadership on manager job satisfaction,commitment, behavioral outcomes,and firm performance

This study investigates the effects of ethical leadership on a hotel middle manager's job satisfaction and affective commitment, which in turn influence that manager's behavioral outcomes (e.g., extra effort and turnover intention) that can also impact the hotel's performance. Mail surveys were distributed to 30 U.S. hotels, representing more than 8 different national and international brands, and 324 middle managers participated in the survey. This study demonstrates that executives’ ethical leadership is positively related to their middle managers’ job satisfaction and their affective organizational commitment. Middle managers’ job satisfaction is positively related to organizational commitment, but job satisfaction does not necessarily lead to their willingness to exert extra effort. The positive linkage between middle managers’ extra effort and the hotel's competitive performance is also confirmed.     

Disentangling organizational commitment in hospitality industry: The roles of empowerment,enrichment, satisfaction and gender

This Paper identifies how the motivational strategies of empowerment and enrichment affect on the organizational commitment of hotel staff, and how the job satisfaction mediates in these relationships. We applied a Structural Equations Modeling to a sample of 257 front line hotel employees from Madrid, of which 144 were men and 113 were women. Our results provide evidence about several contributions: first, employees empowerment significantly grows job enrichment and organizational commitment; second, job enrichment increase workers’ satisfaction and commitment; third, job satisfaction enhances organizational commitment; fourth, job enrichment plays a mediating role between empowerment and both satisfaction and organizational commitment; fifth, satisfaction mediates between enrichment and commitment; finally, gender moderates the relationship between enrichment and commitment.