Exploratory study of understanding hotel employees’ perception on work–life balance issues

This paper explores hotel employees’ perception on work–life balance issues. In-depth interviews and self-administered questionnaires were used to collect the data. Factor analysis discovered seven factors: (1) enough time-off from work; (2) workplace support on work–life balance; (3) allegiance to work; (4) flexibility on work schedule; (5) life orientation; (6) voluntary reduction of contracted hours to cater for personal needs; and (7) upkeep the work and career—the determinants perceived by employees to attain “better” work–life balance in the dynamic hotel environment. Adopting an employee-centric and integrative approach are the critical success factors for implementation of a work–life balance program.     

Moderating effect of work–family conflict on the relationship between leader–member exchange and relative deprivation: Links to behavioral outcomes

This study intends to explore the moderator of work–family conflict on the relationship between leader–member exchange and relative deprivation, and simultaneously examine the impact of relative deprivation on employees' behavior (including effort behavior and service sabotage). Questionnaire survey was conducted in 14 international tourist hotels in Taipei. Of the returned sample, 379 questionnaires are effective. The result indicates that high quality leader–member exchange relationship has negative impact on employees' relative deprivation. Also, relative deprivation has significant impact on effort behavior, and service sabotage. Furthermore, work–family conflict is found to have moderating effect on the relationship between leader–member exchange and relative deprivation. This study fills the research gap in the hospitality literature regarding the effect of work–family conflict on the relationships among leader–member exchange, employees' relative deprivation, and work behaviors. It also sheds the light on work–family conflict literature by extending leader–member exchange theory to leader–employee relationship.     

The impacts of leader–member guanxi and its differentiation on hotel employees moderated by Confucian values

This study examines the impacts on hotel employees in China of leader–member guanxi (LMG), an Indigenous concept of the relationship between employees and their supervisor, and LMG differentiation (LMGD), the variance in LMG quality within a work team. Furthermore, a set of Confucian values is used as a cross-level moderator to further explain the effects of LMG and LMGD on employees’ work outcomes at both individual and group levels. Based on social cognitive learning theory and Confucian philosophy, research hypotheses were developed and tested using a sample of 483 employees and 75 of their supervisors from 14 Chinese hotels. The findings show that LMG and LMGD have unique effects on employees’ work outcomes at both individual and group levels, and that Confucian values moderated the impacts of LMG and LMGD. The implications are discussed in terms of unique perspectives towards employees of Eastern background for hospitality researchers and practitioners alike.     

Job insecurity,work engagement and their effects on hotel employees’ non-green and nonattendance behaviors

The current study investigates the mediating role of work engagement in the relationship between job insecurity (JIS) and nonattendance and non-green behaviors. Data were gathered from hotel employees using one-week time lag between the study waves and their direct supervisors in Guangzhou in China. Structural equation modeling as well as bias-corrected bootstrapping method supported the hypothesized relationships. Specifically, JIS is a threat of future job loss eroding work engagement but aggravating absenteeism, intention to be late for work (ILFW), intention to leave work early (ILWE), and non-green behaviors. Work engagement mitigates these nonattendance behaviors and intentions and alleviates non-green behaviors. In addition, work engagement partly mediates the impact of JIS on non-green behaviors, absenteeism, ILFW, and ILWE. Our study proposes several areas for future research about JIS and its potential consequences.     

Job demands–job resources (JD-R) model,work engagement,and well-being of cruise ship employees

This research aims to shed new light on peculiar on-board working conditions by adopting the widely recognized and well-established job demands–job resources theory and extending its model to the work engagement and well-being of cruise ship employees. Cross-sectional survey and partial least squares path modeling tool are used. Results confirm that job demands negatively affect cruise ship employees’ well-being. This finding is important because it demonstrates how the negative effect of job demands on work engagement is buffered by cruise ship employees’ individual strategies such as coping, recovery from work-related effort, and optimization and compensation. By contrast, job resources positively affect work engagement and well-being, and work engagement exerts a positive effect on well-being. This study successfully consolidates the literature on job demands, job resources, work engagement, and well-being to determine the complex essence of the work engagement and well-being of cruise ship employees.     

The ‘if-then’ rules matter more? The roles of regulatory focus and leader–member exchange

This study aimed to explore the impact of regulatory focus on employees’ effort behavior and social loafing in the context of international tourist hotels. The moderating effect of leader–member exchange on this causal relationship was also examined. Data were analyzed using a regression model of 708 valid responses obtained from frontline employees working in five-star international hotels. The results reveal that regulatory focus is positively related to effort behavior and partially supports social loafing. Leader–member exchange moderates the relationship between promotion focus and effort behavior as well as between prevention focus and effort behavior. These findings provide managerial implications for hotel managers in regard to predicting positive work behavior and minimizing negative behavior in the workplace.     

Affectivity,conflicts in the work–family interface,and hotel employee outcomes

Based on data obtained from frontline hotel employees in Turkey, the current study examined the effects of negative affectivity (NA) and positive affectivity (PA) on work–family conflict and family–work conflict and the effects of both directions of conflict on marital satisfaction and turnover intentions. This study also tested the relationship of marital satisfaction with frontline employees’ turnover intentions. The results demonstrated that PA ameliorates both work–family conflict and family–work conflict, while NA exacerbates only work–family conflict. The findings of the study indicated that family–work conflict has a detrimental impact on marital satisfaction. However, this study provided no empirical support for the relationship between work–family conflict and marital satisfaction. Consistent with the study predictions, frontline employees’ perceptions of work–family conflict and family–work conflict increased their turnover intentions. There was also empirical support for the hypothesis that marital satisfaction has a significant negative impact on frontline employees’ turnover intentions. Implications of the empirical results and limitations of the study are discussed.     

Examining the relationship of work–family conflict to job and life satisfaction: A case of hotel sales managers

The study was designed to clarify the ambivalent relationships between work–family conflict (WFC) and measures of satisfaction. Both the direct and indirect effects of WFC on job and life satisfaction were investigated. Job satisfaction was also separated into two components: affective reaction and cognitive appraisal. Data were collected by a field survey of 121 sales managers from 26 hotels in China. Structural Equation Modeling (SEM) indicated a critical role of one's affective reaction to his/her job in the relationship between WFC and life satisfaction. Specifically, the present study found that both work interfering with family (WIF) and family interfering with work (FIW) have significant negative association with an individual's affective reaction to his/her job, while only FIW reduced the cognitive appraisal of a job. Further, affective reaction, rather than cognitive appraisal, had a significant positive correlation with life satisfaction. Finally, FIW was negatively associated with life satisfaction. The results suggest the strategic role of family friendly human resource polices in hotels.     

When does an employee not help coworkers? The effect of leader–member exchange on employee envy and organizational citizenship behavior

Using a sample of 233 front-line hotel employees, we examined leader–member exchange (LMX), envy, and organizational citizenship behavior (OCB). The results from path analysis support the research model that employees who have a relatively poor working relationship with their supervisor (i.e., low-quality LMX relationship) were more likely to show higher levels of envy than employees who have relatively closer working relationships with the same supervisor (i.e., high-quality LMX relationship). Ultimately, higher levels of envy decreased employee voluntary helping behavior (i.e., organizational citizenship behavior, OCB) toward coworkers. This finding suggests that employees perceiving a poor working relationship with their supervisor committed less voluntary helping behavior toward coworkers than their counterparts. Implications for managers and suggestions for future research are discussed.     

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.