Impact of organizational socialization tactics on newcomer job satisfaction and engagement: Core self-evaluations as moderators

This study proposes and tests a new model in which newcomer core self-evaluations (CSE) moderate the effects of organizational socialization tactics (OST) on job satisfaction and work engagement. Data were collected in nine luxury hotels in China and a total of 161 parent respondents with 5000 bootstraps were analyzed using structural equation modeling technique. The results from this study indicate that newcomer job satisfaction and work engagement each is predicted by institutionalized OST directly and positively. They also indicate that CSE moderates the relationship between OST and job satisfaction, but not the one between OST and work engagement. In particular, hotel newcomers high on CSE are much more adept, than their low CSE counterparts, at translating their organizational advantages of institutionalized OST into job satisfaction. These findings as well as their theoretical and practical implications are discussed within the contexts of organizational socialization research and hotel human resource development practices.     

How leader–member exchange,work engagement and HRM consistency explain Chinese luxury hotel employees’ job performance

This paper provides insights into the relationship between leader–member exchange (LMX) and employee job performance. An integrative model that includes work engagement and human resource management (HRM) consistency, defined as the extent to which various HR practices are viewed as consistent with one other, was developed to explain this relationship. Results from a hierarchical linear model based on 298 employees (survey data) and 54 supervisors in a large luxury hotel in southern China indicated that LMX was positively related to employee job performance. Moreover, as expected, work engagement mediated this relationship and HRM consistency strengthened the influence of LMX on work engagement. Important research and practical implications are discussed.     

The double-edged sword effect of service recovery awareness of frontline employees: From a job demands-resources perspective

Drawing on job demands-resources (JD-R) theory, this study examines the double-edged sword effect of service recovery awareness (SRA) on post-recovery satisfaction via frontline employees’ (FLEs) emotional responses (including emotional exhaustion and work engagement). The moderating effect of perceived psychological empowerment (PPE) was also assessed. Dyadic and matched responses from 267 five-star hotel FLEs and customers indicated that SRA is appraised as a challenging demand that is positively associated with post-recovery satisfaction through work engagement. However, SRA is also considered a hindrance demand that leads to emotional exhaustion, which is negatively related to post-recovery satisfaction. PPE amplified the impact of SRA on work engagement and buffered the impact of SRA on emotional exhaustion. The theoretical contribution, managerial implications, and suggestions for future research of this study are discussed in detail.     

The Effects of Involvement and Social Support on Frontline Employee Outcomes: Evidence From the Albanian Hotel Industry

Using data from the Albanian hotel industry, this study developed and tested a model that examined the relationships of psychological involvement and social support with frontline employees' outcomes. The results revealed that family involvement and family support increased family satisfaction, while job involvement and work support amplified job satisfaction. Contrary to our predictions, work support did not significantly affect family satisfaction and family support did not demonstrate any significant relationship with job satisfaction. The results lent empirical support to the significant negative effects of both work and family support on turnover intentions. The results also showed that lower job satisfaction led to higher turnover intentions. In contrast, family satisfaction was found to exacerbate employees' turnover intentions. Implications of the results and future research directions are presented in the study.     

Corporate social responsibility and employee attitudes: evidence from a study of Polish hotel employees

This study, based on data collected from low-ranking employees working in Polish hotels, tests a research model that investigates whether there are links between corporate social responsibility (CSR), operationalized as “self-related” CSR experiences and “others-related” CSR experiences, and job satisfaction and organizational commitment, and between both attitudes and work engagement. Structural equation modelling was used to assess these relationships, using a 20 point questionnaire answered by 412 respondents. The results indicate that “others-related” CSR experiences are positively associated with satisfaction and commitment, while “self-related” CSR experiences with the latter variable. Likewise, organizational commitment, unlike job satisfaction, was linked to work engagement. However, contrary to our a priori assumptions and prior research, it turned out that job satisfaction was not a predictor of commitment. The paper discusses theoretical and practical implications of the findings. The study's most important practical implication is that Polish hotel employees attach weight to responsible behaviour: the hotel industry should perceive CSR in terms of strategic significance. Companies that want a committed and engaged workforce – and, by extension, to enhance their competitiveness – should embrace CSR. The paper concludes by highlighting its limitations and suggesting future research avenues.     

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.     

When I put on my service mask: Determinants and outcomes of emotional labor among hotel service providers according to affective event theory

This article develops and tests a model of emotional labor in the hotel industry using affective event theory. A multiple-wave longitudinal analysis using data from 424 hotel service employees and their immediate supervisors reveals how work contexts (supervisory support) affect work events (interactional justice), and thereby influence the affective (negative emotions), attitudinal (job satisfaction), and behavioral (emotional labor, service quality, and voluntary turnover) reactions of hotel service employees. The results show that (1) supervisory support relates positively to supervisory interactional justice; (2) supervisory interactional justice is negatively associated with negative emotions; (3) negative emotions relate positively to surface acting and negatively to deep acting; (4) surface acting leads to lower job satisfaction, whereas deep acting leads to higher job satisfaction; and (5) job satisfaction leads to higher service quality and lower turnover. The implications suggest important recommendations for hotel managers.     

The Effect of Demographics on Job Satisfaction: A Study of Hotel Managers in Turkey

This study examined the relationship between selected demographic characteristics of middle-level hotel managers in Turkey and five selected job satisfaction dimensions (degree of satisfaction with the work, coworkers, supervision, financial compensation, and promotion opportunities). In addition, the relationship between job satisfaction dimensions and the middle-level hotel managers' overall job satisfaction level was analyzed. The study sample consists of 103 middle-level hotel managers (all Turkish nationals) in 17 rated four- and five-star hotels in Kusadasi, Turkey. Study findings indicate significant differences between managers in various demographic categories and their levels of job satisfaction. Overall, the data revealed that financial compensation, promotion opportunities, and supervision most significantly impacted middle-level hotel managers' overall job satisfaction levels.     

Why is hospitality employees’ psychological capital important? The effects of psychological capital on work engagement and employee morale

This study examines work engagement as a partial mediator of the effect of psychological capital (PsyCap) on employee morale in a sample of hotel employees. A survey was carried out with 312 front-line staff from 15 five-star hotels in Seoul, Korea. A one-month time-lag design (Time 1: PsyCap and work engagement; Time 2: employee morale) was used to reduce potential common method bias. The hypothesized relationships in the model were tested using structural equation modeling. The results suggest that work engagement partially mediates the effect of PsyCap on job satisfaction and affective organizational commitment. Specifically, front-line employees with high PsyCap are more engaged with their work and more likely to display job satisfaction and affective organizational commitment. The study concludes with a discussion of its empirical findings, strengths, theoretical contributions, and practical implications. Limitations and their implications for future studies are also reviewed.     

A diary study of work consequences for hotel employees victimized by supervisor from a demand-resource perspective on employee emotions

How would perceiving oneself as a victim of abusive supervisor behavior affect one’s work attitudes? This study examines the mediating role of emotional change on the detrimental work outcomes caused by hotel employees’ perceived victim identity. It further investigates how emotional exhaustion moderates the relationship between perceived victim identity and two outcome variables, daily job satisfaction and work engagement. The research hypotheses were tested by a multi-level analysis (cf., hierarchical linear modeling) using a sample of 128 hotel employees in China who took surveys twice per day over 14 consecutive days. The findings show that emotional change significantly mediates the negative effect of hotel employees’ perceived victim identity on their work attitudes, and emotional exhaustion moderates this effect such that higher exhaustion exacerbates the negative relationship. Theoretical and practical implications of the findings for hospitality researchers and practitioners are discussed.     

Ethical contexts and employee job responses in the hotel industry: The roles of work values and perceived organizational support

The hotel industry faces continual ethical dilemmas that present important, interesting and complex challenges. This study had two objectives. The first was to investigate the relationship between ethical context and job satisfaction and to examine the moderating role of work values and the mediating role of perceived organizational support in the relationship between ethical context and job satisfaction. The second objective was to examine the influence of these same variables on turnover intention. A survey of Taiwanese hotel employees showed that ethical context was a significant predictor of job satisfaction and turnover intention and that work values and perceived organizational support moderate and mediate respectively the relationship between an ethical context and job responses. These data suggested ways by which hotels can deal with ethical context, perceived organizational support, and employee work values to increase job satisfaction and decrease the turnover intention of employees.     

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.     

The Impact of Employee Training on Job Satisfaction and Intention to Stay in the Hotel Industry

ABSTRACT

Training has been found to link with improving job satisfaction and employee intention to stay. The purposes of this research were to investigate the expectations and perceptions of training quality between hotel managers and employees, and to suggest implications for improving training quality and increasing training satisfaction, job satisfaction, and intention to stay among employees in the hotel industry. The conceptual model of this study was developed based on SERVQUAL and the ServiceProfit Chain model. T-test showed that employees perceived low training quality, which suggested employees were not satisfied with training quality and that training quality needed improvement. Results of regression analysis showed that training was positively related to training satisfaction and job satisfaction. Job satisfaction led positively to intention to stay. The indirect effect of training quality on intention to stay was mediated by job satisfaction. This study suggests more understanding of the importance of training quality and its consequences, and to pay more attention to employee training.     

Big Five Personality Traits and Turnover Intention Among Thai Hotel Employees

This study hypothesized that the Big Five personality traits predicted turnover intention, and that hospitality competency and job satisfaction mediated the relationship of the Big Five personality traits to turnover intention among 183 Thai hotel employees. Regression analysis with bootstrapping was used to test the direct and mediation effects. Results supported two hypotheses: the Big Five personality traits negatively predicted turnover intention and job satisfaction mediated the relationship of the Big Five personality traits to turnover intention while hospitality competency did not. Thai hotel employees’ Big Five personality traits were related to their job satisfaction to predict their turnover intention.     

Investigating employees' deviant work behavior in the hotel industry during COVID-19: Empirical evidence from an emerging country

Employees in the hotel industry are among the most vulnerable groups that have been severely affected by the COVID-19 pandemic. Anchored on the general strain theory, transactional theory of stress and coping, and theory of justice, this study investigates the mechanism through which hotel employees' perceived job insecurity affects their deviant work behavior during the COVID-19 pandemic. A survey method was used to collect three-wave sample data from 988 hotel employees in popular tourist destinations in Vietnam. Multivariate data analysis reveals a positive relationship between perceived job insecurity and deviant work behavior, and this relationship is mediated by psychological distress. Furthermore, abusive supervision positively moderates the association between psychological distress–deviant work behavior and the indirect influence of perceived job insecurity on deviant work behavior through psychological distress. These findings are useful for hotel managers seeking to manage and develop employees in a global health crisis such as COVID-19.     

Why Do People Leave? a Study Of Nonsupervisory Restaurant Employees’ Polychronic Time Use Preference and Turnover Intention

ABSTRACT

The purpose of the study was to present a comprehensive view on the associations among polychronicity, job satisfaction, work engagement, and turnover intention within a restaurant context. Using a sample of 252 servers in full-service restaurants, structural equation modeling results found that polychronicity positively linked with job satisfaction, work engagement, and turnover intention. An indirect effect from polychronicity to job satisfaction to turnover intention was found. Results can assist restaurant managers in selecting candidates that best fit their organization. It will also assist employees in determining which career path best matches their personality traits.     

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.     

Does job passion enhance job embeddedness? A moderated mediation model of work engagement and abusive supervision

Academic and industrial attention has been paid to the job embeddedness as an important predictor of employee actual turnover. Studies have examined the influence of job embeddedness as an antecedent, mediator, and moderator. However, there have been few investigations of antecedents of job embeddedness from the perspective of employee characteristics. Therefore, the current study bridged this research gap and investigated the associations among job passion, work engagement, abusive supervision, and job embeddedness. Data from 278 full-time hotel employees indicated that harmonious passion was not associated with job embeddedness. Moreover, obsessive passion shared a positive relationship with job embeddedness. Both harmonious and obsessive passion had an indirect effect on job embeddedness through work engagement. Abusive supervision moderated only the indirect effect of obsessive passion on job embeddedness via work engagement. A new model is proposed based on our findings to explain factors that contribute to job embeddedness.     

Exploring the antecedents of intentions to leave the job: The case of luxury hotel staff

The aim of this study is to assess the antecedents of employee’ intentions to resign from their jobs in luxury hotels in India. Two aspects are considered in this context: firstly, the employees’ enthusiasm for the profession and organisation, the nature of the work and its impact on social and family life. Secondly, their level of satisfaction with the job in terms of organisational loyalty, relationship with supervisors, job security, earnings and additional benefits. A theoretical model (see Fig. 1) and seven hypotheses are tested to indicate whether the employees’ level of agreement with statements about the job and their level of satisfaction with the job will impact their intentions to quit. The study further examines if any current employees intend to leave their job. The term luxury hotel is used to represent 5 star and 4 star hotels of India.Findings from the analyses of 884 responses suggest that, when considering intentions to resign from the job, a negative relationship is found between professional and organisational enthusiasm and perceptions about the work being stimulating. No support was found for a positive relationship between the extent work impacted social and family life and the intention to quit. However, results supported the notion that the employee's organisational loyalty has a negative effect on his/her intention to resign from the job. Our findings contradict several other studies in that they suggest the employee's intention to resign from the job increases as job security and earnings improve. The study is distinctive as it explores intentions luxury hotel employees in India to leave their jobs; three is little evidence in the wider literature of similar attempts in the context of the Indian hotel industry. The outcomes have implications for both theory and practice as this is the first such major study in the context of the hotel industry in India where there is a population of over a billion people and an expanding hotel industry.     

The effects of ethical leadership on manager job satisfaction,commitment, behavioral outcomes,and firm performance

This study investigates the effects of ethical leadership on a hotel middle manager's job satisfaction and affective commitment, which in turn influence that manager's behavioral outcomes (e.g., extra effort and turnover intention) that can also impact the hotel's performance. Mail surveys were distributed to 30 U.S. hotels, representing more than 8 different national and international brands, and 324 middle managers participated in the survey. This study demonstrates that executives’ ethical leadership is positively related to their middle managers’ job satisfaction and their affective organizational commitment. Middle managers’ job satisfaction is positively related to organizational commitment, but job satisfaction does not necessarily lead to their willingness to exert extra effort. The positive linkage between middle managers’ extra effort and the hotel's competitive performance is also confirmed.