When and how does leader humor promote customer-oriented organizational citizenship behavior in hotel employees?

This study explores whether leader humor can encourage staff to exceed job expectations in their positive behavior toward customers, even in the notoriously stressful context of the hospitality industry. Based on our findings, leaders who use humor are more likely to prompt employees to engage in customer-oriented organizational citizenship behavior (OCB). Leader humor affects customer-oriented OCB through the mediating effect of relational energy. In addition, employee traditionality and relational energy differentiation moderate the process. Using time-lagged data collected from 456 employees in 71 teams in China’s hotel industry, this study adds significant knowledge to the under-researched area of humor and leader humor in the hospitality industry. The findings suggest that hospitality leaders can implement humor to obtain positive effects by raising relational energy and triggering customer-oriented OCB, particularly among less-traditional workers and in situations of low relational energy differentiation.     

Leader humility,team humility and employee creative performance: The moderating roles of task dependence and competitive climate

In the unpredictable economic environment, both academics and professionals have been keen to identify effective leadership style that can induce more employee creative performance in work. Prior research has investigated different types of leadership styles and their consequences for employee behavior in work environments. In the recent management literature, humble leadership has been found to generate a number of positive behavioral outcomes among employees. However, relatively little is known about the influences of leader humility on team processes, or about the boundary conditions of these effects. The current study examined first, the relationships among leader humility, team humility and employee creative performance; and second, the moderating role of competitive climate in the moderation effect of task dependence in the relationship between team humility and employee creative performance. Hierarchical linear modeling was applied to analyze the cross-level data with 76 work teams and 531 employees. The results showed that leader humility exerts its impact on team humility, which in turn influences employee creative performance. The effect of team humility on employee creative performance was found to be strongest under high task dependence and high competitive climate. Practical implications regarding how to optimize the positive impact of leader humility 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.     

Work–leisure conflict and its associations with well-being: The roles of social support,leisure participation and job burnout

In hospitality and tourism industries employees, work–leisure conflict (WLC) resulting from job characteristics can affect work attitudes and personal life. This study revealed that social support has moderating effects on the relationships among work–leisure conflict, leisure participation, job burnout and well-being. Partial Least Squares (PLS) analysis of 488 valid questionnaires collected from a sample of employees in the hospitality and tourism industries showed that (1) WLC positively affects job burnout and negatively affects leisure participation and well-being; (2) leisure participation is positively associated with well-being, but burnout is negatively associated with well-being; (3) leisure participation and job burnout have mediating roles in the full model; (4) social support is a moderator in the full model. The analytical results of the study provide a reference for managing employees in the hospitality and tourism industries.     

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.     

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.     

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.     

Discretionary effort of regional hospitality small business employees: Impact of non-monetary work factors

This research examines the impact of non-monetary work environment factors on employee discretionary effort within the hospitality sector in the South West Region of Western Australia. Limited qualitative research has previously examined the factors that drive employee discretionary effort especially in the regional hospitality sector. Semi-structured interviews were conducted with 20 hospitality employees using purposive sampling. While the findings are preliminary, they do highlight important aspects of discretionary effort within a regional context. Critically, two previously un-identified factors, employees’ professional identity and perception of the hospitality sector have been found to have important implications for employees’ discretionary effort and need to be further explored. Additionally, the findings support the direct influence of organisational culture, job design, interpersonal relationships, on discretionary effort. Finally, the research confirms that a paternalistic leadership approach has a significant influence on hospitality employees’ discretionary effort. Theoretical and practical implications and directions for future research are outlined.     

Relationships among work-family supportive supervisors,career competencies,and job involvement

This study aims to explore the relationships among work-family supportive supervisors, career competencies, job involvement, and job satisfaction. Data were collected from a sample of 1012 hotel employees working in the frontline of the hospitality industry in China. Structural equation modelling (SEM) was used to estimate the relationships among the constructs. The findings indicate a positive relationship between work-family supportive supervisors and career competencies. Career competencies contribute positively to job involvement and job satisfaction. This study provides insights into how managers of human resources can retain qualified staff and increase the job satisfaction of employees.     

Why hotel employees care about Corporate Social Responsibility (CSR): Using need satisfaction theory

The aim of this paper is to investigate hotel employees’ the perception of CSR practices of their firms, within the foundations of need satisfaction theory. The proposed model examines the relationships among types of Corporate Social Responsibility (CSR), Quality of Work Life (QWL), job satisfaction, and the levels of job position. Structural Equation Modeling (SEM) was used to test the relationships in the model. The results demonstrate that hotel employees’ perceived CSR had a positive effect on their basic and growth needs of QWL and QWL led to job satisfaction. The effects of CSR on QWL were stronger among managerial level employees compared to lower level ones. The findings provide better insights to the underlying mechanism through which type of CSR perceptions of employees influences job satisfaction in hospitality companies where these internal stakeholders become a key to attain competitive advantages.     

What factors influence Generation Y’s employee retention in the hospitality industry?: An internal marketing approach

Individuals from Generation Y are entering into the hospitality job market, but little is known about their intention to remain in the hospitality business. The purpose of this study was to examine what factors affect a Generation Y employee’s intention to remain with a hospitality company with respect to internal marketing tactics. Qualtrics, an online survey service company, was used to distribute and collect a self-administered questionnaire survey. A theoretically proposed model was tested using structural equation modeling. The results of this study indicated that “work environment” significantly influence Generation Y employees’ job satisfaction, followed by “empowerment,” “pay,” and “relationships with managers,” which in turn, influences “employee commitment” and “intention to remain in hospitality business.” The implications of the study are discussed.     

Exploring employees’ perceptions of costs and benefits of unionization in the hospitality industry

There is scant research on the impact of unionization on hospitality employees’ job security, health, and working conditions. This research explores employees’ beliefs of costs and benefits of unionization in hospitality organizations given that previous research has mainly focused on its influence on the firm and the industry. The findings of this study suggest that unionization can present a unique set of challenges both for line-level employees and managers. The ‘it’s not my job’ attitude associated with unionization can have a dampening impact on employees’ future career opportunities. Future research needs to consider the long-term consequences of unionization on employees.     

An analysis of attitudes towards management during culture shifts

Based on the principles of the Social Exchange Theory, the purpose of this study is twofold: (1) to investigate the underlying dimensions of employees’ attitudes towards management factors during a time of organizational change with a focus on culture shift, and (2) to evaluate the relationships of these dimensions with job satisfaction and job recommendation. The data were gathered from 1807 employees of a world-wide hospitality company with 744 hotels. The online survey instrument was utilized. Analyses included factor and multiple regression. Study findings enabled the development of an “attitude towards management” scale during culture shifts. The findings of the research introduce and conceptualize the culture shift term within the hospitality industry context. Results also validate the efficacy of the Social Exchange Theory in predicting and explaining the attitudes of employees during the organizational change process. Additionally, findings suggest key strategies for hotel businesses to successfully manage an organizational change.     

Using ethical leadership to reduce job stress and improve performance quality in the hospitality industry

Given an increased call for examining ethics in the hospitality industry, this research examines how ethical leadership influences the job stress and performance quality of customer-contact employees in the hospitality industry. Results indicate that customer-contact employees’ views of their supervisor’s use of ethical leadership behaviors is related to lower levels of ethical ambiguity and job stress. Ethical ambiguity is positively associated with job stress, which is negatively associated with customer-contact employees’ performance quality. Perceived ethical leadership behaviors positively influence performance quality. Based on the findings, implications are provided for both theory and management, and directions for future research are offered.     

New employee orientation,role-related stressors and conflict at work: Consequences for work attitudes and performance of hospitality employees

Combining role theory with theories on hindrance stressors and intragroup conflict, we develop a model of the attitudinal and behavioral consequences of new employee orientation in hospitality organizations. We test hypotheses about main and mediated effects in this model, using data from a sample of 156 recently hired hospitality interns and applying a longitudinal approach, with data collection shortly after organizational entry and several months later. Results suggest that employee orientation is negatively related to two hindrance stressors: role ambiguity and role conflict. Role ambiguity predicts a range of attitudinal outcomes and the relationship is partially mediated by relationship conflict. In addition, role ambiguity is negatively related to task performance. Role conflict predicts hospitality employees’ job attitudes and this relationship is fully mediated by relationship conflict. We discuss important theoretical and practical implications of these findings for human resource management in hospitality firms.     

Do job insecurity,anxiety and depression caused by the COVID-19 pandemic influence hotel employees’ self-rated task performance? The moderating role of employee resilience

The COVID-19 health disaster has had a dramatic impact on the global hospitality industry, affecting millions of people. The aim of this study is to examine the impact of job insecurity on hotel employees’ anxiety and depression, and whether these psychological strains could influence employees’ self-rated task performance during the COVID-19 pandemic. We also examine the moderating role of hotel employees’ resilience in this context.The hypotheses were examined by collecting data from 353 hotel employees currently working in the Canary Islands (Spain). The results highlight the significant effects of job insecurity on employees’ anxiety and depression levels. However, hotel employees’ task performance was not affected by their job insecurity or by their anxiety and depression. In addition, employees’ resilience has a moderating effect as it reduces the negative influence of job insecurity on depression. Finally, the discussion section sets out various theoretical and practical implications of the findings.     

Should I book another hotel? The effects of sickness and ethnicity on customer brand loyalty and positive word of mouth

Sickness presenteeism is working despite feeling sick. Although presenteeism prevails across different job sectors, few studies have focused on how it affects the hospitality sector. This study applied a quasi-experimental method to investigate how sick employees’ presence affects customers’ fear of contagion and, consequently, customer brand loyalty (i.e., return intentions) and positive word of mouth (i.e., recommendation intentions) due to perceived service failure. The effects of ethnicity on customers’ intentions were also explored. Data were collected from 581 participants. The results reveal that, when hospitality employees appear to be sick, customers have weaker recommendation and return intentions compared to when employees do not show any sickness. In addition, our results show that due to perceived ethnic dissimilarity, customers do not tend to withdraw from non-similar sick employees, not showing weaker recommendation and rebooking intentions toward tourist accommodations. This research enriches the very well stablished literature on consumer-brand relationships, sickness presenteeism and social cognition, as well as furthering practice by showing that sickness presenteeism, when correctly managed, can generate organizational advantages.     

Can taking charge at work help hospitality frontline employees enrich their family life?

Managing work-family interface has been a key issue for hospitality employees. By integrating the literature on thriving at work into the work-family enrichment model, this study proposes taking charge as a resource-generating behavior that employees could undertake to enrich their family life. Using data collected on two occasions from frontline employees and their supervisors in a hotel in China, we find that those who take charge are more likely to experience thriving at work, which helps them improve the quality of their family life. Furthermore, working under a leader facing high role ambiguity augments this relationship. The study findings advance current work-family enrichment literature, and also carry important practical implications for promoting employees’ work-to-family enrichment in the hospitality sector.     

如何提高饭店业一线员工的服务补救绩效:模型与实证

文章应用巴顾兹(Bagozzi)的态度模型,采用结构方程建模方法,构建并验证了基于饭店业一线员工感知视角的服务补救绩效预测模型。实证结果表明:(1)一线员工对授权、培训、奖励以及对饭店进行顾客抱怨管理的感知正向影响其工作满意度;(2)顾客抱怨管理和授权不仅通过一线员工情感变量(工作满意和情感承诺)的中介作用间接正向影响服务补救绩效,还能够直接预测服务补救绩效;(3)一线员工的情感变量是解释员工培训和奖励正向影响其服务补救绩效的完全中介变量;(4)工作满意直接正向影响一线员工的情感承诺,而在工作满意和服务补救绩效之间的间接正向影响关系中,情感承诺变量起到了全部中介效应。文章最后总结了对服务补救理论和饭店业管理实践的贡献。     

Workplace ostracism and proactive customer service performance: A conservation of resources perspective

This study tests the impact of workplace ostracism on hospitality employees’ proactive customer service performance (PCSP). Drawing upon the conservation of resources theory, we investigate the effects of two sequential mediators (i.e. job tension and customer orientation) and the moderating effect of need for affiliation. Using a time-lagged research design and the data from 16 hotels in China, we find that workplace ostracism positively influences job tension; job tension decreases customer orientation, which in turn undermines employees’ PCSP. Moreover, we find that need for affiliation exacerbates the effect of workplace ostracism on job tension such that the effect is stronger when employees’ need for affiliation is high rather than low. We discuss the theoretical and practical implications subsequently.