Employee brand love and love behaviors: Perspectives of social exchange and rational choice

The concept of brand love has prompted many marketing scholars to study customers’ love for a brand, but little attention has been paid to understanding employees’ love for their brands. Based on social exchange theory and rational choice theory, this study proposes that forgiveness behavior, supportive voice behavior, and helping behavior are three love behaviors improved through employee brand love. Additionally, organizational culture types are shown to moderate the relationship between brand love and these love behaviors. The findings of this study use 456 responses from hotel employees in the United States and Taiwan to support the impact of employee brand love on these three love behaviors. Moreover, testing the moderating effects of organizational cultures reveal that forgiveness behavior may be strengthened through a hierarchy culture, that supportive voice behavior can be strengthened via clan culture, and that helping behavior can be strengthened under a hierarchy organizational culture.     

Hospitality service climate,employee service orientation,career aspiration and performance: A moderated mediation model

This study tested a moderated mediation model involving hospitality employees’ service climate perception, service orientation, career aspiration and service performance. Using a sample of 500 frontline service employees in ten restaurants of a hospitality chain company in China, the study found that employees’ service orientation partially mediated the relationship between service climate and self-reported/supervisor-reported service performance. Furthermore, career aspiration moderated the mediation effect of service orientation between service climate and self-reported service performance. However, such a moderating effect was not confirmed when service performance was measured by supervisors’ ratings. The study highlights the importance of employees’ service orientation and career aspiration in hospitality human resource management practices.     

The role of coworker support in the relationship between moral efficacy and voice behavior: The case of hospitality students in Ecuador

ABSTRACT

This article explores the relationships among employee moral efficacy, coworker emotional support, coworker instrumental support, and employee voice behavior regarding abusive supervision in the hospitality industry in Ecuador: a high power distance culture. The results indicate that employees’ moral efficacy predicted their voice behavior with regards to abusive supervision and that coworker emotional support strengthened this relation. However, an interaction effect between moral efficacy and coworker instrumental support on voice behavior was not found. This study provides a theoretical extension of the voice literature by introducing the roles of moral efficacy and coworker support, and has practical implications for the hospitality workplace.     

How do empowered employees engage in voice behaviors? A moderated mediation model based on work-related flow and supervisors’ emotional expression spin

The study examines the impact of empowerment on promotive and prohibitive voice behaviors in a moderated mediation model, suggesting work-related flow as a mediator and supervisors’ emotional expression spin as a moderator for hospitality employees based on affective event theory. The proposed model was tested using longitudinal matched data collected from 142 restaurant employees and their supervisors across multiple time stages in China. Analysis found that work-related flow mediated the relationships between empowerment and employee promotive and prohibitive voice behaviors, and supervisor emotional expression spin moderated these mediation links. The theoretical and practical implications of these findings for hospitality researchers and industry practitioners are discussed.     

Drivers of hotel employee’s voice behavior: A moderated mediation model

This study developed and tested a moderated mediation model for examining the relationships among person-organization fit (P-O fit), employee voice, employees’ perceived nature of the work and employees’ perceived functional quality of their services. Using 265 frontline employees from several 3 star hotels in Taiwan, the analytical results show that P-O fit is positively related to employee voice, and that employees’ perceived nature of the work mediates the positive relationship between these two variables. The analytical results also show that employees’ perceived functional quality of their services moderates the direct effect of P-O fit on employees’ perceived nature of the work, as well as the indirect effect of P-O fit on employee voice via employees’ perceived nature of the work. Theoretical and practical implications for the hospitality literature and hotel practitioners are discussed herein.     

Pushing forward high-performance work systems in the hotel industry: A procedural-justice climate to promote higher unit-level outcomes

In this study, we examine how the high-performance work system (HPWS) can be used to promote positive employee behavior leading to higher organizational service performance in the hotel industry. Specifically, we suggest that the collective organizational citizenship behavior (OCB) of employees links the HPWS to organizational service performance, and a stronger procedural-justice climate of a hotel strengthens the relationship between the HPWS and the collective OCB. Using multi-source data drawn from 5290 employees across 180 independent franchise hotels in North America and customer feedback on each surveyed hotel, we found that the collective OCB mediates the relationship between the HPWS and organizational service performance, and when hotels have a stronger procedural-justice climate, the mediating effect is more salient. The implications of these findings for tourism researchers and practitioners are discussed.     

Workplace ostracism and hospitality employees’ counterproductive work behaviors: The joint moderating effects of proactive personality and political skill

This study seeks to examine the effect of workplace ostracism on hospitality employees’ counterproductive work behaviors (CWBs). The study specifically focuses on the joint moderating roles of proactive personality and political skill. Using a time-lagged research design, we collected data from 239 supervisor–subordinate dyads in 21 Chinese hotels. As predicted, we found that workplace ostracism was positively related to hospitality employees’ CWBs, specifically organizational counterproductive behaviors (CWB-O) and interpersonal counterproductive behaviors (CWB-I). Moreover, the study supported a hypothesized three-way interaction involving proactive personality, political skill, and workplace ostracism on CWBs. The results showed that high proactive personality coupled with high political skill led to the weakest relationship between workplace ostracism and CWBs (i.e., CWB-O and CWB-I). Conversely, low proactive personality combined with low political skill, resulted in the strongest relationship between workplace ostracism and CWBs (i.e., CWB-O and CWB-I).     

When competency-based pay relates to creative performance: The moderating role of employee psychological need

Although competency advocates argue that competency-based pay (CBP) can facilitate the implementation of business strategies and improve organizational performance, few empirical studies on the effectiveness of CBP have been conducted in the workplace. This study examines employees’ perceptions of CBP and their creative performance, along with the moderating role of psychological needs in this relationship. A survey design with a sample of 219 Hong Kong Chinese employees from the hotel and service sectors was adopted. The results support that employee creativity is predicted by both CBP (reward for knowledge and reward for skill) and individual characteristics (need for achievement, need for power). In addition, need for power moderates the relationship between CBP (reward for knowledge and reward for skill) and employee creativity. The implications of the findings and directions for future research are discussed.     

Transformational leadership and employee performance: The role of identification,engagement and proactive personality

This study investigates the underlying mechanisms and boundary conditions that explain the relationship between transformational leadership and frontline employee performance. Specifically, it explores the mediating role of organizational identification and work engagement in the relationship between transformational leadership and job performance and organization-directed citizenship behaviors. Additionally, it examines whether proactive personality moderates the effect of transformational leadership on identification and engagement. Data from 323 frontline hotel employees were analyzed using partial least square regression. Results show that identification and engagement fully mediate the relationship between transformational leadership and organizational citizenship behaviors, whereas engagement partially mediates the link between transformational leadership and job performance. Results indicate a sequential mediation effect of identification and engagement on employee performance. Finally, findings show that proactive personality strengthens the effect of leadership on identification and engagement. The study provides information for hotel managers about why and under what circumstances employees perform the way they do.     

Negative affectivity and tipping: The moderating role of emotional labor strategies and leader-member exchange

Negative affectivity (NA) is a personality trait that is likely to impede hospitality employees’ ability to perform service due to their tendency to experience negative emotions that are inconsistent or even contrary to normative display rules.This study examined whether emotional labor strategies and the quality of the relationship with the manager (i.e., LMX) could help NA employees to perform service (expressed as financial gains measured in tip size).The sample was composed of 304 Israeli restaurant servers. The findings show that NA had a positive effect on tip size when engaging in high surface acting or deep acting; however, this effect was not significant for employees who were less engaged in emotional labor strategies. LMX moderated the relationship between NA and tips such that NA was positively related to tips for employees with a high quality LMX relationship but was negatively related to tips for employees with a low quality LMX relationship.     

Paradoxical leadership and hospitality employees’ service performance: The role of leader identification and need for cognitive closure

Based on the social identity theory, this study examined the relationship between paradoxical leadership and employees’ service performance in the hospitality industry. Data were collected from a multisource, time-lagged survey of 72 leaders and 556 employees in eight full-service hotels in China. Using hierarchical linear modeling, paradoxical leadership was found to be positively related to employees’ leader identification, which consequently enhanced their service performance. Furthermore, the level of an employee’s need for cognitive closure moderated the relationship between paradoxical leadership and leader identification such that paradoxical leadership exerted a stronger positive influence on leader identification for those employees with a lower need for cognitive closure. These findings have implications for both paradoxical leadership and hospitality management practices.     

An examination of the progressive effects of hotel frontline employees’ brand perceptions on desirable service outcomes

The present study scrutinizes how hospitality firms’ internal branding influences the service performance of frontline employees in a progressive way. More specifically, based on social influence and social exchange theories, this study examines if organizational commitment mediates the link between hospitality frontline employees’ perceptions of brand authenticity (BA) and brand-value fit (BVF) and their service-related behaviors such as generating ideas for service improvement (GISI) and service-oriented citizenship behavior. With a matched sample of 286 customer-contact frontline employees and 33 of their supervisors from five-star hotels in South Korea, this study found that the higher employees’ perceptions of BA and BVF, the more likely they were to generate ideas for service improvement and engage in service-oriented citizenship behavior, as they were more likely to be committed to the firm. Based on the findings, implications are discussed for hospitality practitioners and researchers alike in terms of internal branding with frontline employees.     

Workplace deviance and human resource management relations: A case study of Turkish hotel employees

The main purpose of this study is to examine the negative associations between employees' perception of the effectiveness of performance appraisal practices and deviant workplace behavior. This study also tests the mediating effect of the forms of organizational justice in the relationship between performance appraisal practices and deviant workplace behavior. Moreover, it also investigates how line managers' performance appraisal politics may influence the relationship between perceptions of performance appraisal practices and employee deviant workplace behavior. In order to facilitate this study, the research team employed a survey design. A total of 193 service employees from different service establishments attended the forum where the study was conducted in the capital city of Turkey, Ankara. The results of this study strongly support the premise that effective performance appraisal practices influence employee deviance behavior, and especially that interactional justice is an important predictor of employee violative behavior. Moreover, the findings indicate that there is no evidence regarding the moderating effect of employees' perception of managers' appraisal politics in the negative relationship between performance appraisal effectiveness and employee deviance.     

Airline employee's service behavior toward different nationalities

Stereotyping of groups is unique and has influences on emotions and behaviors. The aim of this study was to examine the relationship between national stereotyping, emotion and service behavior of South Korean airline employees towards passengers from four countries (China, Japan, the USA and South Korea, based on both Hofstede's cultural dimensions and the entrance rates to Korea), and whether there is a difference in constructs for each of the four countries’ passengers. South Korea was involved in this study to compare an in-group with the out-groups. Four models were acceptable, and we found that national stereotyping, emotions and service behaviors are significantly different among the four countries. The results imply that national stereotyping and cultures affect the service behavior of South Korean airline employees.     

The better I feel,the better I can do: The role of leaders’ positive affective presence

This study adopts the affect theory of social exchange to examine the influence of leaders’ positive affective presence on employees’ service performance via employees’ energy at work and the moderating role of service climate. Based on 383 dyads of leaders and their employees in the hospitality industry, the results reveal that leaders’ positive affective presence has a positive effect on employees’ service performance. Employees’ energy at work mediates the relationship between leaders’ positive affective presence and employees’ service performance. Service climate enhances the relationship of employees’ energy at work and service performance, which in turn strengthens the indirect effect of leaders’ positive affective presence on employees’ service performance via employees’ energy at work.     

Ethical leadership and its impact on service innovative behavior: The role of LMX and job autonomy

This study examined the effect of ethical leadership on service innovative behavior of employees at small and medium sized tourist hotels in Uttarakhand, India. It has forwarded an integrated model that highlights the relationship between ethical leadership and employees' service innovative behavior while interacting through leader-member exchange and job autonomy. Using a sample of 468 customer contact employees and their 117 supervisors, hierarchical regression was conducted to establish the relationship. Findings of the study revealed that ethical leadership promoted service innovative behavior of the hotel employees mediated through leader-member exchanges. Further, it was also found that the level of service innovative behavior was commensurate to the perception of employee job autonomy. Based on the study findings, implications for theory and practice are discussed.     

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.     

Predicting hospitality employees’ safety performance behaviors in the COVID-19 pandemic

This study develops and tests a research model to explain and predict how and when organizational safety climate influences hospitality employees’ safety performance behaviors by proposing two boundary conditions: communication transparency and safety-related stigma based on expectancy-valence theory. Specifically, we examined if communication transparency intensifies the impact of perceived safety climate on employees’ safety motivation that drives safety performance behaviors through prevention work focus and if safety-related stigma attenuates the links between safety motivation and safety performance behaviors. Based on two national samples of 214 South Korean and 240 U.S. foodservice employees, this research found that safety climate was positively associated with safety motivation, prompting safety behaviors with the key mediating mechanism of prevention focus work. However, there were different patterns observed for the moderating roles of communication transparency and stigma for the foodservice employees between South Korea and the United States. Implications of the findings are discussed for hospitality researchers and practitioners.     

Does franchising help restaurant firm value?

A company's financial performance is of keen interest to many groups of people, including management, employees, shareholders, government, and so on. Although franchising has been one of the most common strategies to maximize a firm's financial performance in the restaurant industry, little research has been conducted regarding the relationship between the degree of franchising and the restaurant firm's financial performance. This study initially proposed a sigmoid relationship between the degree of franchising and the restaurant firm's financial performance based on the diversification theory. Findings, however, do not fully support the sigmoid relationship; rather a more quadratic or inverted U-shaped relationship was found.     

饭店员工心理所有权与跨界行为关系研究

一线服务员工因处于组织的边界位置而表现出服务提供、外部代表和内部影响3类跨边界行为,这些行为能够显著提高组织绩效.心理所有权是一种重要的心理状态,以往的研党证实组织心理所有权与员工角色外行为存在积极的关系.然而,跨边界行为不仅包括角色外行为,而且包括角色内行为,并且非常适合于服务组织背景,因此,研究员工组织心理所有权对跨边界行为的影响具有重要的理论和现实意义.文章通过对旅游饭店企业一线服务员工的研究发现,组织心理所有权对外部代表行为和内部影响行为有直接和间接影响,组织心理所有权对服务提供行为有间接影响.这一结论提醒旅游饭店业要培育和提高一线服务员工的组织心理所有权,促使其表现出跨边界行为进而提高组织竞争力.