Drivers of work engagement: An examination of core self-evaluations and psychological climate among hotel employees |
| |
| Institution: | 1. School of Hospitality Leadership, East Carolina University, RW 306 Rivers Building, Greenville, NC 27858-4353, USA;2. School of Tourism and Hospitality Management, Temple University, 1810 North 13th Street, Speakman Hall 361, Philadelphia, PA 19122, USA;1. Tourism School of Hainan University, 58# Remin Rd., Haikou, 570228 Hainan, PR China;2. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hung Hum, Kowloon, Hong Kong Special Administrative Region;3. Nanjing University, 22#, Hankou Rd., Gulou District, Nanjing, Jiansu, 210093 PR China;1. Department of Management, School of Management, Xiamen University, PR China;2. Department of Management, School of Management, Shandong University, PR China;3. Department of Tourism Management, School of International Business Administration, Shanghai University of Finance and Economics, PR China;4. Department of Management Science and Engineering, School of Economics and Management, Tongji University, PR China;1. Department of Management, School of Management, Fudan University, Shanghai, China;2. Department of Hotel & Club Management, School of Tourism Management, Sun Yat-Sen University, Zhuhai, China;3. School of Business, Shanghai University of Finance & Economics, Shanghai, China;4. Department of Human Resource, Biwei International Inspection Group, Shanghai, China |
| |
| Abstract: | Many practitioners consider employee engagement a new human resource practice through which business can cope with uncertain and turbulent industry conditions. However, the hospitality academic community is still in need of finding predictors of employee engagement. The purpose of this study was to provide theory-based empirical evidence on whether employee evaluations of self (i.e., core self-evaluations) and perceptions of organizational work environment (i.e., psychological climate) affect employee engagement. Kahn's theory of three psychological conditions and Demerouti and her associates’ job demands–resources model were used for theoretical frameworks. Data were collected from 394 hotel line-employees and managers in the United States. Results of hierarchical multiple regression analyses revealed that core self-evaluations and four components of psychological climate (i.e., customer orientation of the management, managerial support for service, internal service, and information-sharing communication) were positively associated with employee engagement. Managerial implications for human resource practice and future research directions are provided. |
| |
| Keywords: | Employee engagement Core self-evaluations Psychological climate Job demands–resources model |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
