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.     

Unfolding deconstructive effects of negative shocks on psychological contract violation,organizational cynicism,and turnover intention

This research aims to unfold the impact of negative shocks on Chinese employees in the service sector by conducting a mixed-method study involving a scenario-based experiment and a field survey. The findings of Study 1 show that negative shocks resulted in a psychological contract violation, high organizational cynicism, and turnover intention. Study 2 further examined the moderating roles of traditionality and organizational embeddedness. Negative shocks triggered less organizational cynicism among employees with higher levels of traditionality. Organizational embeddedness, however, did not play such a moderating role in the relationship between psychological contract violation and turnover intention. Theoretical and practical implications are discussed.     

Contingent work in the hospitality industry: A mediating model of organizational attitudes

It is widely accepted that work status has an impact on emotional attachment to the organization, because of the different ways in which the two categories of workers, contingent and regular, are treated in the same organization. This study aims to investigate the effect of work status on affective commitment and how this relationship is influenced by identification processes.     

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.     

Professionalism: A contemporary interpretation in hospitality industry context

Professionalism is traditionally associated with classic professions such as medicine and law. With the growth of consumerism, numerous industries and occupations are striving for professionalism to enhance their status. This study addresses the conceptual ambiguity of professionalism by identifying the elements or criteria to achieve it in the hospitality industry. The perceptions of hotel practitioners from various work levels including junior staff, middle managers, and senior executives are explored through focus group interviews. Findings identify eight elements of professionalism, namely, passion, sensitivity, and open-mindedness to new trends, team-oriented attitude, competence and skills, emotional self-control, professional ethics, leadership by example, and perfectionism.     

Turnover intention in the hospitality industry: A meta-analysis

This study meta-analytically examined 35 antecedents of turnover intention in the hospitality industry. Results based on 391 correlations from 144 independent studies indicated that work attitudes, job strains, and role stressors/interrole conflicts showed relatively large effects on turnover intention. Compared to the findings from previous meta-analyses in other industry contexts, burnout, role stressors/interrole conflicts, coworker support had stronger relationships with hospitality employees’ turnover intention. The results also showed some evidence of national cultures and job levels being the potential moderators of the relationships between turnover intention and its antecedents.     

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.     

Empowerment in hospitality organizations: Customer orientation and organizational support

Although empowering employees has often been prescribed as an efficient strategy for hospitality organizations, the strategy alone cannot ensure success. Individual and organizational factors should be considered to increase employees’ perception of empowerment. This study examines the impact of employees’ customer orientation and organizational factors on the employee empowerment perceptions. Our findings, based on a survey of 203 guest contact employees, suggest that organizations should hire customer oriented people, guide them with service training, provide a reward system, and facilitate service standards communication in order to increase perceived empowerment. Implications of these findings for hospitality service managers are discussed.     

Gender diversity in the hospitality industry: An empirical study in Turkey

This paper, an investigation of gender diversity in the Turkish hospitality industry, focuses on two primary objectives: (a) exploring the potential relationships between gender and several demographic factors, and (b) examining the possible existence of a gender effect regarding employees’ perceptions of recruitment and earning potential decisions. Results, based on 682 surveys, show that, in the male-dominated Turkish hospitality industry, there is a significant gender effect for two of four demographic variables and with respect to recruiting efforts and earning potential. These findings could have some important managerial implications for addressing gender diversity in the (Turkish) hospitality industry.     

Environmental scanning, industry structure and strategy making: concepts and research in the hospitality industry

This paper presents a model for strategic analysis in the restaurant industry. A review of the evolution of environmental scanning and the concept of industry structure is offered. These concepts as well as the results of research into the environmental scanning behavior of hospitality firms are synthesized into a proposed model for corporate environmental scanning activities.     

Socially responsible investment,ethical rating,and separating contracts: A theoretical exploration in hospitality industry

This study theoretically examines the role of the ethical rating agencies. First, in an infinitely repeated game framework, it shows that hotels with low environmental, social, and governance risk would prefer to signal their worthiness to isolate them from risky ones. Next, by employing the Bayesian approach, this study shows that a socially responsible investment (SRI) would advise a hotel to obtain an ethical rating when the expected value of sample information turns positive. This analysis could guide future empirical investigation and policy frameworks about the ethical screening.     

Balanced scorecard in the hospitality and tourism industry: Past,present and future

After its introduction in 1992, the balanced scorecard (BSC) has attracted considerable interest from both scholars and practitioners. This is evidenced by the increasing number of publications addressing BSC and the large number of professional events devoted to it. However, there is little research on BSC in the hospitality and tourism industry. This study aims to contribute towards filling this significant gap through studying 106 top-ranked journal articles on BSC, of which 37 belong to the hospitality and tourism industry. In so doing, the study highlights the research focus that has been placed so far on BSC and examines its trends and the relationships amongst its perspectives. It also provides valuable input to identify gaps currently impeding BSC development in the hospitality and tourism industry, recommends future research opportunities intended to improve understanding and practice of BSC along with building up on emerging research topics like sustainable tourism and new tourism management.     

Does bureaucracy kill individual initiative? The impact of structure on organizational citizenship behavior in the hospitality industry

In their quest for improved service quality, hospitality organizations face a paradox. Standardization and centralization are generally perceived as essential to maintaining high service standards. These bureaucratic mechanisms, however, are suspected to have a negative impact on spontaneous “organizational citizenship” behaviors, which are equally essential for flawless service delivery. Empirical results from the Swiss hotel industry suggest that “helping” behavior is more widespread than “voice” behavior among hotel employees. The results also provide support for the hypothesis that “helping” and “voice” behaviors are negatively affected by a centralized organization structure. Theoretical and practical implications of these results are discussed.     

Employment and labour costs in the hospitality industry: evidence from Victoria, Australia

This paper records the findings of a survey into employment and labour costs within enterprises in the hospitality industry in Victoria between 1978 and 1984. The hospitality labour market is characterised by considerable part-time and casual employment and by large female and youth participation. Consistent with aggregate data, our survey reveals that employment growth between 1979 and 1984 has been almost entirely in the casual category. An examination of the causes of this casualisation identifies three complementary forces at work: (i) the total hourly cost (both wage and non-wage) of employing casuals is lower than it is for both full-time and part-time employees; (ii) considerable changes in industry characteristics and consumer tastes and preferences has expanded the demand for the products and services of the hospitality industry, particularly during non-standard hours, and (iii) there has been a major increase in the participation of females and young workers at non-standard hours of work.     

Decomposing the gender wage gap in the hospitality industry: A quantile approach

This paper analyses the factors that determine the gender wage differences in the Spanish hospitality industry across the wage distribution. In general, previous studies have analysed the gender wage gap from a global perspective, without taking into account the existing heterogeneity across the wage distribution. Using matched employer-employee data from a sample of 4991 workers, we propose different wage decompositions based on quantile regressions under the assumption of equal and different returns. Our results show that the wage advantage for men presents a positive trend through wage distribution, particularly in the higher wage group. Furthermore, a high degree of gender wage discrimination exists in the sector, although this decreases across the wage distribution. Differences in returns of human capital and vertical segregation are the main causes of the discriminatory component. These results, together with disparities in internal promotion patterns between genders, reinforce evidence for the existence of the 'glass ceiling'.     

A gravity model of foreign direct investment in the hospitality industry

This paper investigates the determinants of FDI activity in the hospitality industry using a gravity model. It draws on a new and unique database of 2420 FDI projects carried out by 50 parent countries in 104 host countries from 2005 to 2011. Results show that the number of hotel FDI projects is significantly and positively related to the market size and the existence of a common language while increases in the level of business regulations, tax rates or minimum wages have the opposite effect. Geographical distance and socioeconomic factors are not relevant. Comparing the number of predicted FDI projects with those actually carried out, we find that the United Kingdom, India, and Mexico are particularly successful in attracting hotel FDI projects, whereas Russia, Germany, and the United States host much fewer.     

COVID-19 impact on the hospitality industry: Exploratory study of financial-slack-driven risk preparedness

The hospitality industry is regarded as one of the most affected by the consequences of COVID-19 pandemic, and the undefined persistence of the pandemic duration raises anxiety about the ability to recover from this dramatic situation. In this regard, the purpose of this exploratory study is to shed light on the COVID-19 risk preparedness of hospitality businesses, as driven by the financial slack holdings and persistence. The empirical findings confirm that their financial-slack-driven risk preparedness should be judged as relatively low. A majority of the examined hospitality businesses demonstrated low or insufficient financial slack holdings and recently have consumed their financial slack resources. Thus, the abilities of hospitality businesses to sustain the liquidity tensions that emerged after the COVID-19 outbreak are questionable. Facing this evidence, we draw conclusions about the necessary design of system interventions that could prevent bankruptcy in the hospitality industry.     

Financial features of dividend-paying firms in the hospitality industry: A logistic regression analysis

The purpose of this study was to identify the financial features that distinguish dividend-paying firms from non-dividend-paying companies in the U.S. hospitality industry. The logistic regression model shows that firm size and profitability are significant drivers of dividend payout, whereas investment opportunities deter dividend payout. In the U.S. hospitality industry, larger hospitality firms with higher profitability but fewer investment opportunities are more likely to pay out dividends to their shareholders.     

A deeper look at national culture and leadership in the hospitality industry

Increased internationalization and demographic shifts have made multicultural management a prime concern for hospitality leaders. Past research suggests that cultural similarity between managers and subordinates impacts employees’ appraisal of their leaders and work-related attitudes. Extending this line of research, the purpose of this paper is to examine more closely how employees evaluate leaders with varying national cultures and identify any subsequent employee responses. First, the results of an open-ended questionnaire on cultural influences, perceived leadership and work-related outcomes administered to 112 hospitality managers and staff members in a highly multicultural environment are discussed. Next, perspectives drawn from in-depth interviews with 12 hospitality stakeholders help to synthesize the findings. The results suggest that this is a highly complex issue, which can have a significant impact on employee reactions their leaders and the service received by guests. Implications for hospitality leaders are discussed.