Can taking charge at work help hospitality frontline employees enrich their family life? |
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| Institution: | 1. Friedrich-Alexander University of Erlangen-Nürnberg, Institute of Psychology, Work and Organizational Psychology, Nägelsbachstr. 49c, 91052 Erlangen, Germany;2. University of Sheffield, Institute of Work Psychology, Conduit Road, Sheffield S10 1FL, UK;3. Queensland University of Technology, School of Management, 2 George Street, Gardens Point Campus, Brisbane, Queensland 4000, Australia;1. Illinois Institute of Technology, Department of Psychology, 3424 S. State, Tech Central, Room 201, Chicago, IL 60616, United States;2. Baruch College & The Graduate Center, CUNY, One Bernard Baruch Way, New York, NY 10010, United States;3. Department of Management, University of Alabama, 361 Stadium Drive, Tuscaloosa, AL 35487, United States |
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| Abstract: | Managing work-family interface has been a key issue for hospitality employees. By integrating the literature on thriving at work into the work-family enrichment model, this study proposes taking charge as a resource-generating behavior that employees could undertake to enrich their family life. Using data collected on two occasions from frontline employees and their supervisors in a hotel in China, we find that those who take charge are more likely to experience thriving at work, which helps them improve the quality of their family life. Furthermore, working under a leader facing high role ambiguity augments this relationship. The study findings advance current work-family enrichment literature, and also carry important practical implications for promoting employees’ work-to-family enrichment in the hospitality sector. |
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| Keywords: | Role ambiguity Taking charge Thriving at work Work-to-family enrichment |
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