When my pay is lower than my expatriate colleagues: Where do the Hospitality Managers go from here?

Evidence suggests that the failure of expatriate managers has a great impact on MNCs in the hospitality industry. While this mainly stems from poor interrelationships with local subordinates, little is known about ways to ameliorate the detrimental effect. Given this, we examined the moderating roles of trust on compensation gap-work outcomes relationships. The Multilevel approach was used on a sample of 286 local team members and 32 expatriate team leaders from hotel companies in China. Results show that compensation gap between locals and expatriates relates negatively to local employee work outcomes. The negative compensation gap–work outcome relationship is moderated by trust. Affective trust significantly reduces the negative effect of compensation gap on employees’ satisfaction with expatriate managers and altruism towards them while cognitive trust minimizes the effect on job satisfaction and organizational commitment. We suggest an increase in trust dimensions to reduce perceived injustice in hospitality international management.     

Building customer satisfaction with tour leaders: the roles of customer trust,justice perception,and cooperation in group package tours

This research developed a theoretical model to explain the relationship between customer trust, justice perception, cooperation, and satisfaction in the tourism context. Survey data were collected from 309 customers of outbound group package tours in Taiwan. Empirical results indicated that both customer trust and justice perception have direct and positive influences on customer satisfaction. Compared with justice perception, customer trust has a more crucial role in the tour leader–customer satisfaction relationship. Furthermore, customer cooperation partially mediates the effects of customer trust and justice perception on customer satisfaction. Therefore, cooperation is the mechanism that explains how customer trust and justice perception are associated with satisfaction. These results demonstrate the importance of customer cooperation and imply that travel managers should strengthen customer trust and justice perception to enhance customers’ cooperative behaviors and strengthen their satisfaction.     

Effects of CSR on affective organizational commitment via organizational justice and organization-based self-esteem

This study examined how employee perceptions of corporate social responsibility (CSR) influenced their affective organizational commitment (AOC) via procedural justice and organization-based self-esteem (OBSE). Using survey data collected from 203 employees working for a hospitality company, hypotheses were tested using structural equation modeling. The results showed that economic and philanthropic CSR did not have significant effects on procedural justice, but had significant direct effects on AOC. The findings also showed that procedural justice had a significant effect on OBSE, and both procedural justice and OBSE had significant effects on AOC. In addition, the results suggested that ethical CSR programs can have a positive impact on employees’ AOC via their procedural justice and OBSE. This study contributed to the literature by developing a CSR-procedural justice-OBSE-AOC model, guided by social exchange and self-consistency theories, and empirically testing it within a hospitality context.     

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.     

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.     

组织公正对餐饮业员工工作态度和行为的影响研究

文章以组织行为学为理论基础,运用结构方程模型研究了组织公正对餐饮业员工工作态度和行为的影响。研究结果显示：（1）分配公正和程序公正都对工作满意和组织承诺有显著的正向影响,但程序公正的影响较大;（2）程序公正对分配公正有显著的正向影响;（3）工作满意和组织承诺正向相关,并且都对员工的离职意向和顾客导向有显著的影响;（4）就影响方向来说,工作满意和组织承诺负向影响员工的离职意向,正向影响员工的顾客导向。文章最后提出了管理建议、研究的不足之处和进一步研究的方向。     

Procedural justice,ethical climate and service outcomes in restaurants

The literature suggests that ethical climate may actually contribute to organizational success by enhancing employee performance. Ethical climate is considered to be highly relevant to the hospitality industry, since it enhances service-providers’ contact with customers. This study reinforces previous researches by exploring the relationships between ethical climate, service, and customer satisfaction in restaurants. We have also examined the relationship between ethical climate and the fair treatment of employees by an organization. The study was conducted in 20 restaurants, with 171 employees and 103 customers. Data were obtained from employees, customers, and “mystery shoppers”. As expected, ethical climate was found to be related to service performance which, in turn, was found to fully mediate the relationship of ethical climate with customer satisfaction. Ethical climate was also found to correlate positively with procedural justice. Our results indicate the benefits of the ethical message conveyed through consistent managerial practices in service organizations.     

The COVID-19 pandemic: The mitigating role of government and hotel support of hotel employees in Egypt

We investigated the effect of government support of hotels on hotels' employee support (namely, health support, staff retention, and staff training) and consequently on employee job satisfaction and organizational commitment, through the moderating role of perceived overall organizational justice and ethical climate, during the COVID-19 pandemic. Using a quantitative approach and a framework that drew on the stakeholder and organizational support theories, we collected data from 669 employees in Egyptian hotels through a web-based survey. The results support the proposed framework and show a positive effect of government support through the strengthened perception of perceived overall organizational justice. Surprisingly, findings indicated that the association between job satisfaction and organizational commitment is significantly and negatively influenced by hotel ethical climate. Furthermore, job satisfaction partially mediates the association between hotels’ support of employees and organizational commitment. The study holds important implications for both theory and practice.     

Organizational injustice and emotional labor of hotel front-line employees

Using equity and appraisal theories to integrate four dimensions of organizational justice and emotional labor, this study examines effects of organizational injustice and emotional labor. Perceptions of front-line hotel employees of customer injustice (interpersonal and informational), procedural and distributive injustice and their perceived effect on employees’ emotional labor and subsequent job satisfaction were examined. Our finding suggests the distributive injustice had an effect on hotel employees’ emotional labor, while effects of informational and procedural injustice on emotional labor were moderated by gender.     

The better I feel,the better I can do: The role of leaders’ positive affective presence

This study adopts the affect theory of social exchange to examine the influence of leaders’ positive affective presence on employees’ service performance via employees’ energy at work and the moderating role of service climate. Based on 383 dyads of leaders and their employees in the hospitality industry, the results reveal that leaders’ positive affective presence has a positive effect on employees’ service performance. Employees’ energy at work mediates the relationship between leaders’ positive affective presence and employees’ service performance. Service climate enhances the relationship of employees’ energy at work and service performance, which in turn strengthens the indirect effect of leaders’ positive affective presence on employees’ service performance via employees’ energy at work.     

An Ethical Work Climate and its Consequences among Food-service Franchise Employees

This study was conducted to examine the effect of ethical values and an ethical work climate (EWC) (responsibility, unethical peer behaviors, and selling orientation) on organizational trust, and organizational commitment (affective and continuance commitment), which in turn influence turnover intentions to acquire a competitive edge in a competitive world. Data were obtained from 276 employees of food-service franchised companies in Korea. The results suggest that an EWC mediates the relationship between ethical values and organizational trust, which in turn has a positive influence on organizational commitment and turnover intention. Contributions and directions for future study are discussed.     

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。     

How Does the Work Status Affect Employees’ Job Attitude and Behavior in the Hotel Industry?

The study focuses on how work status impacts employees’ perception of job satisfaction, organizational commitment, and job performance in the hotel industry. Also, it explores whether supervisors perceive employees’ job attitudes and behavior in the same way as they perceive. Data were collected from a self-administered survey for five-star hotel employees and supervisors in Seoul, South Korea. A total of 335 valid responses were collected from 280 employees and 65 supervisors and analyzed by using structural equation modeling. The results of the study indicated that nonstandard employees expressed higher job satisfaction and higher organizational commitment but perceived lower job performance than standard employees did. Work status had no significant moderating effect on the relationships between job satisfaction, organizational commitment, and job performance; however, the results of this study indicated that supervisors’ perceptions of nonstandard employees’ job satisfaction, organizational commitment, and job performance were quite different from those of the nonstandard employees themselves. This study suggests that hotel operators should develop strategies to fully utilize nonstandard employees who reveal potential for quality service to guests.     

Disentangling organizational commitment in hospitality industry: The roles of empowerment,enrichment, satisfaction and gender

This Paper identifies how the motivational strategies of empowerment and enrichment affect on the organizational commitment of hotel staff, and how the job satisfaction mediates in these relationships. We applied a Structural Equations Modeling to a sample of 257 front line hotel employees from Madrid, of which 144 were men and 113 were women. Our results provide evidence about several contributions: first, employees empowerment significantly grows job enrichment and organizational commitment; second, job enrichment increase workers’ satisfaction and commitment; third, job satisfaction enhances organizational commitment; fourth, job enrichment plays a mediating role between empowerment and both satisfaction and organizational commitment; fifth, satisfaction mediates between enrichment and commitment; finally, gender moderates the relationship between enrichment and commitment.     

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.     

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.     

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.     

Linking Organizational Justice to Job Performance: Evidence from the Restaurant Industry in East Asia

This study examines the role of justice in a leader–subordinate dyadic relationship and the effect of the relationship quality on job performance in the restaurant industry. Based on the well-established framework of justice, the social exchange theory, and Confucian cultural background (collectivism) in East Asia, the study proposes and tests a model that attempts to understand a dynamic relationship among four dimensions of justice, two types of trust, and job performance. Using the data collected from restaurant employees in South Korea, the study finds that distributive justice and interactional justice are critical for nurturing an affect-based trust in East Asia.     

Stay away from fickle supervisor! Supervisors’ behavioral fluctuation diminishing the effect of job embeddedness on employees’ service behavior

This study examined how hotel employees’ job embeddedness influences their in-role and extra-role service behaviors, and under what boundary conditions this influence can be magnified based on the psychological ownership and information-processing theories. Using longitudinal data from a matched sample of 163 hotel employees and their supervisors in China, the moderated mediation analysis revealed that affective commitment mediated the effect of job embeddedness on in-role and extra-role service behaviors, while a supervisr’s behavioral fluctuations moderated the mediation of affective commitment between job embeddedness and in-role and extra-role service behaviors; this mediation effect was stronger for employees with a supervisor exhibiting stable behaviors. These findings provide theoretical and managerial implications for tourism researchers and practitioners.     

Does work engagement mediate the effects of challenge stressors on job outcomes? Evidence from the hotel industry

Drawing on the transactional theory of stress, a research model investigating whether challenge stressors, as manifested by work overload and job responsibility, heighten work engagement and organizationally valued job outcomes is proposed and tested. Using data gathered from frontline employees with a time lag of two weeks and their supervisors in the five-star hotels in Northern Cyprus, the relationships were assessed through structural equation modeling. As hypothesized, work engagement fully mediates the effects of challenge stressors on affective organizational commitment and job performance. Employees who experience such stressors are engaged in their work, and therefore, display positive job outcomes. Theoretical implications as well as management implications are discussed in the article.