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.     

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.     

The relationship between hotel employees’ cross-cultural competency and team performance in multi-national hotel companies

In this study, the authors explored the benefits of understanding employee cross-cultural competency and strengthening team performance, which are essential for improving the organizational effectiveness of multi-national hotel companies as they expand globally. Data were collected from six multi-national hotel companies in Thailand. A total of 738 valid questionnaires were obtained and analyzed using structural equation modeling to test the proposed relationships, in which cross-cultural competency was developed as determinant of multi-cultural team performance. The results indicate that cross-cultural competency had a positive, direct effect on team performance. The authors provide significant cross-cultural theoretical and practical management advice for stakeholders in the hospitality industry. In addition, the authors establish the foundation for future studies into cross-cultural competency and multi-cultural team performance in the context of Thai multi-national hotels.     

How does career future time perspective moderate in the relationship between infection anxiety with the COVID-19 and service behavior among hotel employees?

The COVID-19 pandemic has had far-reaching impacts on the hospitality industry and its employees. The purpose of this study was to explore the effects of infection anxiety with COVID-19 (IAWC) on employee motivation and work behaviors. This study proposes and examines a model predicting that IAWC has indirect effects on service and helping behaviors via intrinsic motivation. Furthermore, we expect that career future time perspective mitigates the harmful effects of IAWC on service and helping behaviors. We tested our moderated mediation model using data collected from multiple time points and multiple resources (i.e., hotel employees and their corresponding supervisors). The results show that IAWC indirectly influences service and helping behaviors via intrinsic motivation. In addition, career future time perspective moderated the effects of IAWC, such that the indirect effects of IAWC were weakened when employees' career future time perspective was high. This study extends our understanding of the impacts of IAWC on hospitality employees and the buffering effects of career future time perspective. The theoretical and practical implications of this study are discussed.     

Impact of the COVID-19 pandemic on management-level hotel employees’ work behaviors: Moderating effects of working-from-home

This study examines the effects of working-from-home during the COVID-19 pandemic on management-level hotel employees’ work engagement, burnout, and turnover intentions. The study demonstrates that working-from-home tends to be a double-edged blade that leads to both positive and negative employee behavioral outcomes. Findings reveal that while working-from-home is associated with a higher level of vigor, it magnifies the effects of absorption on burnout. In addition, due to work-home interference, working-from-home suppresses the positive effect of dedication and amplifies the negative effect of burnout on turnover intentions. The theoretical contributions and managerial recommendations are provided.     

What do hotel employees think about service robots? A qualitative study in Turkey

This study aims to determine Turkish hotel employees' perceptions towards service robots. Data were collected through 40 in-depth interviews with hotel employees from different departments. Data were analysed through thematic analysis. The results revealed that the word “robot” evoked negative emotions for hotel employees. While the hotel employees think that service robots may provide different benefits and advantages for employees and businesses, they also believe that service robots may create some problems during communication with the customers. The hotel employees also think that service robots would lead to an increased unemployment rate in the future.     

To dine or not to dine? Collective wellbeing in hospitality in the COVID-19 era

The hospitality industry has been hard hit by the ongoing pandemic caused by the COVID-19 virus. As restaurants develop comprehensive reopening plans, consumers may still have mixed feelings about simple things such as going out for a meal. This paper explores wellbeing perceptions of restaurant diners. Based on the analysis of semi-structured interviews, this paper reveals that wellbeing in hospitality is a collective concept comprised of multiple domains of a service system, including macro, meso, and micro levels. Furthermore, this paper provides strong support to show that wellbeing is not only sought collectively, but also is determined by consumers’ wellbeing perceptions of both themselves and others around them, and thus contributes to the wellbeing literature in the hospitality domain. Finally, this paper identifies potential concerns regarding crowding and behaviors of other guests, which extends the hospitality literature on perceived territoriality. The theoretical and practical implications are discussed in detail.     

Moderating role of hotel employees’ gender and job position on the relationship between emotional intelligence and emotional labor

The purpose of this study is to identify the effects of deluxe hotel employees’ emotional intelligence on their emotional labor, and the moderating effects of employees’ diversity (gender and job position) on the relationship between emotional intelligence and emotional labor. The results showed that the use of emotion (UOE) had the largest effect on surface acting during emotional labor, and self-emotion appraisal (SEA) had the largest effect on deep acting. In addition, the study found moderating effects of employees’ diversity on the relationship between emotional intelligence and emotional labor, and the effects of others’ emotion appraisal (OEA) on surface acting were shown to be significantly higher among female employees than among males. Furthermore, the effects of the use of emotions (UOE) on deep acting were larger in the FOH than in the BOH. However, results showed that the effects of regulation of emotion (ROE) on deep acting were significantly stronger in the BOH than in the FOH.     

Do mindfulness and perceived organizational support work? Fear of COVID-19 on restaurant frontline employees’ job insecurity and emotional exhaustion

The coronavirus disease (COVID-19) outbreak has impacted the restaurant industry tremendously. Building on the Conservation of Resources Theory, the current study investigates the relationships among U.S. restaurant frontline employees’ fear of COVID-19, job insecurity, and emotional exhaustion. The study also examines the moderating role of employee mindfulness and perceived organizational support. SPSS PROCESS macro was used for hypotheses testing. Results suggested that restaurant frontline employees’ fear of COVID-19 was positively associated with both job insecurity and emotional exhaustion. Fear of COVID-19 had an indirect effect on restaurant frontline employees’ emotional exhaustion via job insecurity. Employee mindfulness buffered the positive relationship between fear of COVID-19 and job insecurity. Perceived organizational support was found to intensify the positive relationship between job insecurity and frontline employees’ emotional exhaustion. The research provided useful human resource management practices for U.S. restaurant businesses amid crises such as COVID-19.     

Will we have the same employees in hospitality after all? The impact of COVID-19 on employees’ work attitudes and turnover intentions

A crisis caused by COVID-19 pandemic affected the whole world leaving long-lasting effects on almost every aspect of human lives. The aim of this study was to test how different effects of COVID-19, expressed through job insecurity, employees' health complaints occurred during isolation, risk-taking behavior at workplace and changes in the organization, may impact work-related attitudes (job motivation and job satisfaction) and turnover intentions of the employees in hospitality industry. Based on the data collected from 624 hospitality workers from Serbia, the results indicated that job insecurity and changes in the organization were predictors of all outcomes, in a negative direction, while risk-taking behavior acted as a predictor of job satisfaction only, also in a negative direction. The significance of demographic characteristics, as control variables, showed that age and marital status had significant impact on job motivation and turnover intentions. The theoretical and practical implications were discussed.     

Does positive affectivity moderate the effect of burnout on job outcomes? An empirical investigation among hotel employees

A conceptual model examining positive affectivity as a moderator of the influence of burnout on extra-role performance and quitting intentions is developed and tested. Data obtained from employees in the hotel industry in Turkey were used to assess the model. As hypothesized, burnout influences extra-role performance deleteriously and exacerbates quitting intentions. The results of the Chow test also reveal that positive affectivity serves as a moderator in reducing the detrimental impact of burnout on extra-role performance and quitting intentions. The findings and their implications are discussed.     

Transformational leadership and turnover intention: The mediating effects of trust and job performance on café employees in Thailand

ABSTRACT

Immediate managers are the number one predictor of employee turnover. Immediate managers’ transformational leadership style might reduce turnover intention through the employees’ trust in their manager and their perceived job performance. To support the contention, a study was conducted among 187 employees of cafés in Bangkok, hypothesizing that transformational leadership would negatively predict turnover intention and that trust and job performance would mediate the relationship between transformational leadership and turnover intention. Results support the hypotheses. Transformational leadership seems to have an impact to reduce turnover intention and organizations may benefit from development programs to instill transformational leadership style among their immediate managers.     

Core self-evaluations and job performance: The mediating role of employees’ assimilation-specific adjustment factors

This study investigates a new multiple mediation model, in which the relationship between core self-evaluations (CSE) and job performance is mediated by assimilation-specific adjustment comprising task mastery, fitting in, standing out, role negotiation, interpersonal relationships, and membership identification. Self-report data from luxury hotel/resort samples on China's Hainan Island indicate that: (1) the specific indirect effects of CSE on job performance are significantly and respectively transmitted by task mastery and standing out, when the rest four assimilation-specific adjustment factors simultaneously present in the multiple mediation model, and (2) the total indirect effect of CSE on job performance is collectively and significantly transmitted by all the six assimilation-specific adjustment factors. These findings as well as their implications are discussed within the context of organizational assimilation research, core self-evaluation theory, and human resource development practices in the hospitality and tourism domain.     

Hotel attributes and overall customer satisfaction: What did COVID-19 change?

The effect of hotel attributes on customer satisfaction has been well studied in hospitality literature. However, the importance of hotel attributes for customer satisfaction may change due to the prevailing global pandemic given (1) the negative health consequences of the disease, (2) the guidelines and advisories issued by health agencies, and (3) wide media coverage of the pandemic. These factors can affect the importance that customers attach to different attributes. To date, there have been no studies analyzing these changes, and this study fills the gap by conducting a structural topic modeling-based analysis of hotel reviews before and during the pandemic. The results contribute to the literature by identifying new attributes and providing concrete evidence that attribute prevalence has changed in response to the pandemic. The results also lead to practical recommendations for increasing customer satisfaction in the hospitality industry during the prevailing disaster.     

Structural social capital and hotel performance: Is there a link?

This paper attempts to fill three gaps how to: (i) operationalize the concept of structural social capital (SSC) for hotels; (ii) compare the effectiveness of different SSC measures at collective level; (iii) observe the ability of SSC to influence organizational performance.Six hypotheses were tested using the Livigno (Italy) hotel sector (84 cases). The results suggest that SSC is the strongest positive determinant of hotel performance, compared with weaker and generally not significant relations linking occupancy and control variables (category, size, location). The work shows the multifaceted nature of SSC.The topological network structure appears to be the powerful lever to manage seasonality for both well and poorly located hotels. In fact the correlation between SSC and performance is higher in off-peak periods. Findings confirm that social capital is a valuable asset, able to impact on performance. We conclude by identifying some research gaps.     

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.     

A review of the literature on culture in hotel management research: What is the future?

This paper aims to provide insights into the development of research on culture in the hotel industry by reviewing the existing literature. A total of 107 journal articles published between 1985 and 2010 were retrieved from 12 refereed journals, all of which could be accessed online. The papers were categorized into six major groups according to Pizam's (1993) hierarchy of cultures, and were further sorted by year of publication, source, subject area, region of focus, and the nature of the research. National culture, organizational culture, and cross-cultural comparison were found to be the most popular research topics. In contrast, few studies have investigated industry, occupational, and corporate cultures in association with hotel management studies, prompting concern for future research. In summary, this review paper offers a first and important attempt to understand the development of research on culture in the hotel management field and identifies future research opportunities.     

COVID-19-induced layoff,survivors’ COVID-19-related stress and performance in hospitality industry: The moderating role of social support

The COVID-19 pandemic has hit the hospitality industry hard globally, resulting in millions of employees being laid off. Drawing upon the conservation of resources theory, this study aims to empirically examine how and when COVID-19-induced layoff influences employees’ in-role and extra-role performance in the hospitality industry. We tested this model by using field data collected from 302 employees and their supervisors in China across two waves. Results revealed that COVID-19-induced layoff increases survivors’ COVID-19-related stress, which in turn leads to decreased in-role and extra-role performance. The strength of these indirect effects is mitigated by perceived family support against COVID-19. Unexpectedly, perceived organizational support against COVID-19 intensifies these indirect effects. The theoretical and practical implications of this study are further discussed.     

How do hotel employees’ feeling trusted and its differentiation shape service performance: The role of relational energy

Although prior literature has generally shown that feeling trusted plays a crucial role in boosting employee performance, little attention has been paid to exploring how and when feeling trusted promotes service performance. Borrowing from the Pygmalion effect and conservation of resources theory, we craft and scrutinize a cross-level framework elucidating why and when feeling trusted shapes service performance by pinpointing relational energy as a linchpin mechanism, and feeling trusted differentiation as a key contingency. A three-wave survey design is used to examine these assumptions with data culled from 505 hotel employee–leader dyads nested in 97 groups affiliated with 16 hotels in China. As anticipated, we found that feeling trusted can evoke high relational energy, which in turn improves service performance. In addition, these observed effects of feeling trusted become stronger when feeling trusted differentiation is low rather than high. Overall, we conclude by discussing the theoretical and practical implications of our findings.     

What are the key success factors for strategy formulation and implementation? Perspectives of managers in the hotel industry

This study investigates how hotel managers describe strategy and identify key success factors for its formulation and implementation. The study analyzes qualitative data collected through semi-structured interviews with property level top managers of hotels in Hong Kong. The findings show that hotel managers prioritize competition analysis and macro-environmental conditions over internal characteristics such as teamwork in strategy formulation. In the implementation phase, however, internal considerations such as employee involvement and strategic consensus are given prominence. This study provides a significant contribution by examining how top level practitioners in the industry interpret success factors in their strategic management efforts, and it highlights a largely neglected area in the hospitality and tourism management literature.