Differences in social evaluations and their effects on employee job attitudes and turnover intentions in a restaurant setting

The current research examines the effects of employees' social evaluations of their coworkers and managers on job satisfaction, organizational commitment, and turnover intentions. This study enhances existing literature on the perceived work environment of restaurants, with the inclusion of two fundamental social dimensions that people often use in order to evaluate other individuals or groups, namely: their perceived warmth and competence. Hierarchical cluster analyses demonstrated that employees tend to perceive their coworkers and managers in two opposing ways, and independent-samples t-tests showed that employees' job satisfaction, organizational commitment, and turnover intentions differ significantly according to such divergent social perceptions. Managerial and academic implications are discussed in detail.     

Employee work status,mental health,substance use,and career turnover intentions: An examination of restaurant employees during COVID-19

The COVID-19 pandemic has negatively impacted the restaurant industry and employees in the worst possible way. This empirical study aims to examine the relationships between employees’ work status (working, furloughed, or laid-off), mental health (psychological well-being and psychological distress), substance use (drug and alcohol use), and career turnover intentions during the pandemic. Analyzing the responses of 585 restaurant employees using structural equation modelling (SEM), findings revealed that working employees experienced higher levels of psychological distress, drug and alcohol use than furloughed employees. Moreover, psychological distress increased drug and alcohol use, as well as career turnover intentions. Lastly, all employees, regardless of their mental health, increased their substance use and indicated a desire to seek future employment in alternate industries during the pandemic. Practical and theoretical implications are discussed in detail.     

The effect of psychological contract fulfillment on manager turnover intentions and its role as a mediator in a casual,limited-service restaurant environment

Job satisfaction is the most consistent predictor of turnover intention; however, its correlation with turnover intention in most studies is modest. Leader–Member Exchange (LMX) has not proven to be a reliable predictor of turnover intention. Meanwhile, the psychological contract has emerged as a useful framework for understanding the employee/employer relationship. In the present research, which utilizes a sample of managers in a casual, limited-service restaurant environment, a structural equation model is developed in which psychological contract fulfillment serves a mediating role between LMX and turnover intention. Psychological contract fulfillment is also found to be a statistically significant predictor of turnover intention. Findings from the study suggest that management turnover may be mitigated if organizational leaders develop strong relationships with their managers based upon respect, trust and mutual obligation and then utilize these relationships to understand and fulfill the unwritten contract perceived to exist between the firm and its management personnel.     

Planning for an environmental management programme in a luxury hotel and its perceived impact on staff: an exploratory case study

Hotels generate substantial environmental footprint. To minimise this footprint, hoteliers are increasingly engaging in environmental management programmes (EMPs). When designing such a programme, it is important that hotel managers do not only evaluate its effect on corporate strategy, finance, and reputation, but also analyse its impact on staff. This is because employees are in the forefront of hotel environmental management interventions and can determine their success or failure. This is also due to the impact that EMPs can make on staff attitudes, both at work and in private life. This study explores how hotel employees perceive an opportunity to engage in an EMP in a luxury hotel. It finds that a well-designed and implemented programme can strengthen the levels of job satisfaction and organisational commitment among hotel staff, subject to explaining the reasons for and outlining the benefits of environmental management interventions, incentivised participation, regular evaluation, and adequate training. The study also shows that EMPs implemented in a hotel may drive more environmentally responsible behaviour of employees outside work.