Socially responsible human resource management and hotel employee organizational citizenship behavior for the environment: A social cognitive perspective

Drawing on the social cognitive theory, this study intends to discuss the concept of socially responsible human resource management (SRHRM) and empirically examine the impact of SRHRM on hospitality employee’s organizational citizenship behavior for the environment (OCBE). By a two-stage survey of 270 responses from one chain hotel group in Shanghai, China, our findings indicated that SRHRM had a positive impact on OCBE; moral reflectiveness fully mediated the relationship between SRHRM and OCBE. Moreover, the effect of SRHRM on moral reflectiveness and the indirect impact of SRHRM on OCBE via moral reflectiveness were stronger with lower rather than higher levels of responsible leadership. These results extend the macro-level factors in influencing hospitality employee’s environmental-behavioral intentions and provide significant insights into why and how SRHRM affects hospitality employee OCBE. Finally, we outline the results, theoretical and empirical significance, and propose future research directions.     

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.     

The effects of generational work values on employee brand attitude and behavior: A multi-group analysis

The competitive hospitality industry requires effective external and internal brand management. Since service employees bring the brand to life, insight regarding their motivational drivers is important. Given a multigenerational hospitality workforce, individual motivations will likely differ and therefore inform attitudes and behavior differently. Adopting work values as a motivational lens, and drawing on generational theory, this study surveys 303 hospitality employees to understand how generational collective memories (i.e., formative referents) inform individuals’ work values. Further, it examines how generational work values differentially influence employees’ perceived brand fit and brand citizenship behavior. The results suggest that an individual’s collective memories from their formative years influence their work values, with altruistic, social and intrinsic work values having a positive impact on employee brand attitude and behavior, while extrinsic and leisure work values have no significant impact. Generational differences are evident, but not always in a manner that is consistent with previous literature.     

Coaching and employee organizational citizenship behaviours: The role of procedural justice climate

This study investigates how the level of procedural justice climate (PJC) in a group may reduce or increase the impact of coaching behaviour of department managers on the organizational citizenship behaviours (OCBs) of their subordinates in the hospitality sector. The sample consists of 40 department managers and 176 employees of 12 five star hotels operating in Northern Cyprus. A multilevel analysis using hierarchical linear modelling (HLM) was utilized due to the nested nature of employees in their corresponding departments. Effective coaching is especially more important in departments where procedural justice climate is low. When the PJC is low, the role of effective coaching becomes imperative for OCBs of employees. In line with the substitutes for leadership theory, the higher levels of PJC serve as a substitute for coaching.     

Identity judgements,work engagement and organizational citizenship behavior: The mediating effects based on group engagement model

The group engagement model (Tyler & Blader, 2003) suggests that organizational identification is based on both the individual's evaluation of the status of their group as perceived by outgroups (i.e., pride) and his/her view about their status within the group (i.e., respect). However, prior research has not examined the factors which influence organizational identification, and subsequently lead employees to feel engaged and exhibit positive extra-role behaviors that benefit the organization. Using time-lagged data from both service employees and their supervisors, our findings demonstrate that both pride and respect are positively related to organizational identification, and organizational identification is positively related to work engagement and organizational citizenship behavior (OCB). More importantly, organizational identification mediates the relationships between the antecedents (i.e., pride and respect) and consequences (work engagement and OCB). Overall, the study provides compelling support for the group engagement model in predicting key job attitudes and behaviors amongst service 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.     

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.     

Antecedents and consequences of job satisfaction in the hotel industry

The purpose of this study is to investigate the antecedents (i.e., role ambiguity and conflict, burnout, socialization, and work autonomy) and consequences (i.e., affective and continuance commitment, absenteeism, and employee turnover intention) of employee job satisfaction. Data obtained from a sample of 671 respondents drawn from 11 international tourist hotels in Taiwan were analyzed with the LISREL program. According to the results, role conflict, burnout, socialization, and work autonomy, but not role ambiguity, significantly predicted job satisfaction. In addition, job satisfaction significantly contributed to psychological outcomes in terms of organizational effectiveness (i.e., greater affective and continuance commitment and lower employee turnover intentions).     

Linking employee attitudes and behaviors with business performance: A comparative analysis of hotels in Mexico and China

Organizations have been studied extensively through the lenses of employee attitudes and behaviors, yet links with organizational performance have not often been considered. This research uses established measures of commitment, job satisfaction and organizational citizenship behavior (OCB) to analyze data obtained from workers in a multinational hotel chain operating in Mexico and China. Mexico and China are selected due to their importance as emerging global markets. Quantitative analysis shows significantly different levels of commitment, job satisfaction and OCB in line with low and high performance in these national hotel groups. The research finds that commitment, job satisfaction and OCB are associated significantly with financial performance, but not with guest satisfaction.     

In pursuit of service excellence: Investigating the role of psychological contracts and organizational identification of frontline hotel employees

Research in tourism management is yet to examine the role of psychological contracts in shaping organizational identification and influencing service-oriented behaviors of frontline employees. Drawing upon psychological contract and social identity theories, we propose a theoretical model that links the two types of psychological contracts (relational vs. transactional psychological contracts) with organizational identification and service employees' in-role performance and organizational citizenship behaviors. Data collected from 199 matched frontline employee-coworker-supervisor triads in hotels show that while transactional psychological contracts were directly and negatively associated with supervisor-reported in-role performance and co-worker reported service-oriented citizenship behaviors, the relationship between relational psychological contracts and both types of service-oriented behaviors were positive and partially mediated by organizational identification. Our findings have important implications for tourism operators by highlighting the important role of different types of psychological contracts in the delivery of high quality service.     

Codes of ethics,corporate philanthropy,and employee responses

Although ethical management would seem to be a must in today's business climate, research and practical applications in the services industry and in developing economies remain scarce. Hence, the purpose of this study is to investigate the effects of codes of ethics and corporate philanthropy on the Korean services industry. The results demonstrate that, overall, a code of ethics directly affects corporate philanthropy and organizational engagement. Corporate philanthropy, in turn, positively relates to employee engagement and turnover intention. Turnover intention is explained by job and organizational engagement. The strategic importance of ethics management and the following philanthropic activities in the hospitality services are illustrated from the findings of this research.     

Linking customer-employee exchange and employee innovative behavior

Employee innovative behaviors lay the foundation for organizational innovation and are of importance to business success, especially for service firms. Although these innovative behaviors are performed at the individual level, employees still need to have frequent exchanges with others, such as customers. As there is little research investigating customer-employee exchange (CEX) and its influence on employee innovative behavior in services, this study aims to fill this gap in a hotel context. The results of a survey with 180 respondents indicate that both the solidarity and harmonization components of CEX have positive effects on employee innovative behavior, yet the information exchange between customers and employees does not significantly influence employee innovation. Also, higher level of CEX leads to higher level of perceived social psychological climate for innovation. The mediating effect of social psychological climate in the relationship between CEX and employee innovative behavior is partially supported. The findings contribute to the understanding of the role of social exchanges in facilitating employee innovative behavior and provide implications for the management of employee innovative behavior in hospitality firms.     

Multilevel model of management support and casino employee turnover intention

This study proposed and tested a trickle-down model that manager support at the functional department level affect frontline employees' attitudes toward supervisor support at the operational level and subsequently influence leader-member exchange (LMX), organizational citizenship behavior (OCB), and turnover intentions. Three mediators were identified from the cross-level analysis, namely, supervisor support, group trust, and OCB. A survey collected valid responses from 336 line level casino employees who represent 112 work groups from 39 departments nested in 17 casinos. The hierarchical linear model (HLM) results indicate that (1) supervisor support mediates the relationship between departmental support and individual level LMX, (2) group trust mediates the relationship between supervisor support and hence employee turnover intention, and (3) OCB mediates the relationship between LMX and employee turnover. Our findings have important implications for casino management and operators by developing an efficient management support system to reduce the intention of frontline employees to quit.     

Hospitality diversity management and job satisfaction: The mediating role of organizational commitment across individual differences

The present study examines the effects of diversity management on hospitality employees’ organizational commitment and their job satisfaction taking into account individual differences. A representative sample of hotel workers were surveyed in the Canary Island, one of the main tourist destinations in the world, which receives over fifteen million tourists a year. Using moderated mediation analyses, the study confirms our hypothesis that employees’ perceptions of diversity management have a positive and significant direct effect on job satisfaction. In addition, an indirect effect through employees’ organizational commitment was found. Results support the moderating role of age, but not of ethnic origin or gender on the proposed mediation. From a managerial perspective, hoteliers should be encouraged to consider diversity management when they plan their human resource policies due to its positive effects on employees’ job satisfaction and organizational commitment.     

The impact of CSR on relationship quality and relationship outcomes: A perspective of service employees

Corporate social responsibility (CSR) has gained increasing attention over the past decade. While many studies examined an impact of CSR on consumers, only dearth of research is found that attempts to understand the impact of CSR on employees from the relationship marketing perspective. The purpose of this study is to investigate the role of CSR in predicting relationship quality and relationship outcomes. The four dimensions of CSR used in the study include economic, legal, ethical, and philanthropic aspects. Data were collected via survey from employees of franchised foodservice enterprises located in South Korea. The findings of the study show that not all dimensions of CSR have the same effect on relationship quality. While economic and philanthropic dimensions have a significant influence on organizational trust, only ethical dimension has a positive effect on job satisfaction. As expected, relationship quality has a significant impact on relationship outcomes.     

Intangible asset value of employee satisfaction in high-contact services

In this study, we utilize the employee online review data from Glassdoor to examine whether stock market capitalizes the intangible asset value of employee satisfaction for high-contact service firms. We hypothesize that in the hospitality and tourism industry, employee satisfaction can efficiently motivate employees to deliver high-quality service and improve the employee retention, thereby leading to greater shareholder value. Our finding is consistent with this prediction that stock market investors indeed incorporate the intangible value of employee satisfaction into the valuation models. In addition, we find that the value of such intangible asset manifests in firm’s subsequent profitability, resulting in improved return on asset (ROA). We further decompose ROA into profit margin and asset turnover to explore the pathways by which employee satisfaction affects shareholder value. We find that employee satisfaction can improve both profit margin and asset turnover for high-contact service firms. Overall, our study suggests that employee satisfaction can be an important intangible asset that contributes to the service firms’ long-term value.     

Effects of corporate social responsibility and internal marketing on organizational commitment and turnover intentions

This study examined the effects of four aspects of corporate social responsibility (CSR) (i.e., economic, legal, ethical, and philanthropic responsibility) and five aspects of internal marketing (IM) (i.e., welfare system, training, compensation, communication, and management support) on employees’ organizational commitment (OC) and turnover intentions (TI) in the casino industry. Based on survey data collected from 310 employees working for a casino company, the relationships were examined using confirmatory factor analysis, second-order factor analysis, and structural equation modeling. The results indicate that both employees’ perceptions of CSR and IM are positively related to their OC and negatively to their TI, suggesting that adding CSR programs to existing IM programs is likely to improve desirable employee work attitudes such as OC, which in turn contributes to decreasing TI. This study makes a contribution to the literature by conceptually and empirically evaluating CSR and IM dimensions simultaneously in the casino environment.     

Understanding organizational citizenship behavior from a cultural perspective: An empirical study within the context of hotels in Mainland China

Scholarly concerns in organizational citizenship behaviors (OCBs) have increased dramatically over the past two decades. Nevertheless, there are significant issues yet to be addressed and resolved, one of which relates to the influences of cultural values on such voluntary behaviors. In view of the importance of OCB in meliorating hotel service and cultivating customer loyalty, the current study seeks to investigate a possible mechanism through which Chinese values (CVs) may function on employee citizenship behaviors within the hotels in Mainland China. The research questions focus on whether CVs have a direct impact on OCB and its verified antecedents, leader–member exchange (LMX) and employee organizational commitment (OC). Eventually, the research findings have verified the conceptual model and confirmed all the postulated linkages among the constructs under study.     

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.