Personality profiles for hospitality employees: Impact on job performance and satisfaction |
| |
| Institution: | 1. Department of Hospitality Management, Sun Yat-sen University, China;2. Department of Management, The Chinese University of Hong Kong, China;1. Department of Management and Marketing, School of Business & Public Administration, California State University, Bakersfield, 9001 Stockdale Hwy, Bakersfield, CA 93311, USA;2. Department of Hospitality & Tourism Management, Sejong University, 209 Neungdong-ro, Gunja-dong, Gwangjin-gu, Seoul 05006, Republic of Korea;3. William F. Harrah College of Hospitality, University of Nevada, Las Vegas, 4505 S. Maryland Parkway, Box 456021, Las Vegas, NV 89154-6021, USA;1. NOVA Information Management School (NOVA IMS), Universidade Nova de Lisboa, Campus de Campolide, 1070-312 Lisboa, Portugal;2. School of Hospitality and Tourism Management, Spears School of Business, Oklahoma State University, USA;3. School of Hospitality Management, The Pennsylvania State University, USA;1. HEC Montreal, Québec, Canada;2. National College of Business Administration & Economics, Lahore, Pakistan;3. Department of Management, HEC Montreal, 3000 Côte-Sainte-Catherine, Montréal, Québec H3T 2A7, Canada;4. Institute of Business Administration, University of the Punjab, Quaid-e-Azam Campus, Lahore, Pakistan;1. Hospitality & Tourism Management Department, Isenberg School of Management, University of Massachusetts Amherst, United States;2. Department of Marketing, California State University San Bernardino, United States;3. College of International Management, Ritsumeikan Asia Pacific University, Japan |
| |
| Abstract: | Prevailing hospitality research has demonstrated the impact of personality traits on various human resource outcomes. However, most studies on employee personality applied a construct-centered approach and treated each personality dimension as a separate construct. Although some psychologists have begun to study the combinations of various personality dimensions as overall individual profiles, much remains unknown about the generalizability of these personality profiles in hotel employees and how these profiles might affect individual work outcomes, including job performance and satisfaction. To address this literature gap and cross-validate the results, data from 1035 respondents was collected from two five-star hotels of Hong Kong with different backgrounds. Drawing on self-regulation theory and using the Latent Profile Analysis (LPA), we identified two major personality profiles from the respondents. Results showed that the personality profiles led to varying levels of job performance and satisfaction, depending on the employees’ frequency of contact with the hotel guests. Conceptual, methodological, and practical implications were discussed. |
| |
| Keywords: | Latent profile analysis (LPA) Big-Five personality traits Customer contact position Job performance Job satisfaction |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
