National culture,leadership and citizenship: Implications for cross-cultural management

Continued globalization is raising the level of diversity within hospitality organizations as well as the likelihood that leaders will manage those from varying national cultures. Previous research has found that cultural congruence between leaders and stakeholders (i.e., from the same or different national cultures) impacts a variety of variables including perceived leadership style, satisfaction and trust. This study extends this line of research by investigating the relationship between cultural congruence, perceived leadership style, leader–member exchange (LMX) and employee citizenship behaviors. Using a highly diverse sample of 520 members of congruent and incongruent dyads from 66 countries working for 2 large cruise lines and 2 subsidiaries, multivariate analysis of variance (MANOVA) was used to test the relationships. It was determined that cultural similarity impacted employee perceptions of LMX relations and organization citizenship behaviors, but not leadership style. The results of the study provide strategies for cross-cultural management in the hospitality industry.     

Employee performance outcomes and burnout following the presentation-of-self in customer-service contexts

This study examines how emotional intelligence and occupational commitment have a moderating effect on the relationship between emotional labour and its potential outcomes. Two acting strategies reflect emotional labour, namely surface and deep acting, with burnout and performance as the prospective outcomes. Burnout is operationalized into emotional exhaustion, depersonalization and diminished personal achievement; whereas performance is operationalized into task performance and organizational citizenship behaviour (OCB). The study investigates employee responses from several tourism and hospitality organizations in Florida, USA. The results show that emotional labour relates most positively to task performance and to burnout in the case of surface acting. Tests of moderation show that occupational commitment enhances performance outcomes by facilitating emotional labour strategies, and the prevalence of higher emotional intelligence amongst employees reduces burnout. These findings contribute to the literature on emotional labour by incorporating emotional intelligence and occupational commitment as moderators and by incorporating OCBs within performance analyses.     

A model that connects information technology and hotel performance

Despite vast investments in IT, there is scant research and empirical data that connects, in depth, IT with firm performance in the hospitality industry. However, the literature does show partial evidence and examples of particular technologies. After an extensive literature review, we posit four global paths through which IT can impact hotel performance and, for each one, the precise mechanisms that cause these influences. These four proposals are further developed and refined using in-depth interviews with a group of 30 managers of different areas from several hotels. A final comprehensive model that shows the specific routes that IT can follow in order to improve hotel organizational performance is presented. This model can be taken as a frame of reference by academics and can also be used by both practitioners and IT producers to assess particular IT options.     

The influence of restaurant co-workers’ perceived warmth and competence on employees’ turnover intentions: The mediating role of job attitudes

The current study examines the influence of co-workers’ perceived warmth and competence on employees’ job satisfaction, organizational commitment, and turnover intentions in a casual dining restaurant setting. The warmth and competence dimensions represent two fundamental social dimensions that people often use to evaluate other individuals or groups. The current findings determined that co-workers’ perceived warmth and competence had significant effects on employees’ job satisfaction, which in turn improved their organizational commitment.Furthermore, job satisfaction and organizational commitment mediated the relationships between co-workers’ perceived warmth and competence and employees’ turnover intentions. Theoretical and managerial implications are discussed.     

Extending the scope of hotel client reactions to employee injustice: Hotel employer reviews on the Internet

Third-party literature is concerned about the way others perceive what happens in organizations. When dealing with the perceived justice of the employer-employee relationship, it has mainly adopted an on-site approach. The scarce research focusing on the consequences of perceived justice for client variables in hotels has shown that it can impact client loyalty. In this study, we adopt an on-line view, and we analyze how the comments posted by hotel employees on the Internet about their work conditions influence guest perceptions. This topic is relevant because it is well known that clients’ perceptions influence client satisfaction, WOM and revisit intentions. Through an experiment based on real hotel employer reviews, results confirm that these comments have an impact on the organizational image dimension of service quality, hotel clients’ satisfaction, WOM, and revisit intentions. Thus, as occurs with client eWOM, hotel managers should be aware of these comments and manage them appropriately.     

Is corporate social responsibility (CSR) participation the pathway to foster meaningful work and helping behavior for millennials?

This study examines how corporate social responsibility (CSR) participation affects organizational citizenship behavior (OCB) through meaningful work. This work is significant for three reasons: the joint examination of CSR, meaningful work, and OCB is novel; the comparative effects of CSR perception versus CSR participation have not been examined previously; and this is the first examination of such relationships for different generations of employees. Data from 245 employees of four-star hotels were analyzed using a partial least squares structural equation modelling (PLS-SEM) approach and multigroup analysis (MGA). Results reveal that CSR participation has a strong influence over work-related outcomes. The strongest effect of CSR participation on helping behavior is in Generation Y whereas CSR perception has a strong indirect effect on helping behavior through meaningful work in Generation X. These findings offer managerial implications to hotel managers on how best to manage generational differences in predicting helping behavior at workplace.     

Employee satisfaction with schedule flexibility: Psychological antecedents and consequences within the workplace

Although balancing work-related and non-work-related time demands is an ongoing concern for many hotel workers, there is a dearth of research examining workers’ satisfaction with their work schedule flexibility. Using a sample drawn from nine different hotel properties in South Korea, this study finds that workers’ levels of emotional intelligence and overall job satisfaction serve as antecedents of their schedule flexibility satisfaction. Moreover, the study also finds that decreased turnover intent is a consequence of schedule flexibility satisfaction. Based upon these findings, both managerial and research implications are presented.     

Effects of ownership change on organizational settings and strategies in a Taiwanese hotel chain

The purpose of this study was to explore the effects of ownership change on a local-chain hotel in Taiwan: how the new chief executive officer (CEO) planned a blue ocean strategy and how he led all employees to achieve pre-established goals. This study applied qualitative research methodology whereby the data were collected by participant observations in the study field and subsequent in-depth interviews with an application of the QSR NVivo software program. This study implies that, in the assimilation stage of the change, (1) the CEO should use democracy instead of dictatorship; (2) sub-cultures, factions and conflict could be prevented by organizational socialization and equal opportunity treatment; and (3) blue ocean strategies enable a shift of organizational image and identity. This qualitative study supplements the existing literature by showing that organizational politics might be affected by organizational change and how the concept of blue ocean strategy might be implemented in the course of organizational change.     

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.