Abstract
This paper aims to investigate the mediating role of work engagement for the effects of deep acting, S, and self-efficacy on service quality under the conservation of resources (COR) theory and the job demands–resources (JD-R) model. Questionnaires were rigorously distributed by stratified random sampling. Data were collected from hospitality frontline employees (HFLEs) of hotels and restaurants in Taiwan during a period of two months. Structural equation modeling analyses were conducted to assess the data. Empirical results demonstrated work engagement is a significant mediator, enriching the antecedents and consequences of work engagement in hospitality literature. The findings suggest hospitality practitioners should consider a high-performance work system (HPWS) as an employee management tactic to implement sustainable human resource management (HRM). This practice can augment hospitality frontline employees’ willingness to stay in organizations in the long term and to maintain a satisfying service quality.
Highlights
Hospitality frontline employees (HFLEs) are indispensable for a firm for their responsibility of delivering successful services in today’s competitive service industry [1]
This study provides valid reasons for hospitality practitioners to reconsider the importance of positive psychology and develop a sustainable human resource management (HRM) in order to decrease HFLEs’ high turnover intentions
HFLEs are valuable for the hospitality business
Summary
Hospitality frontline employees (HFLEs) are indispensable for a firm for their responsibility of delivering successful services in today’s competitive service industry [1]. They are considered the key to customer’s service experience [2]. HFLEs are valuable for a service firm [3], and their well-being and strengths in the workplace are worth researching [4]. Employees in the hospitality industry are exposed to burnout [8], anti-social work hours [9], and work-family conflicts [10]. To have a long-term successful enterprise, it is indispensable to conduct sustainable human resource management (HRM) to attract and retain valuable employees. Research in positive organizational behaviors, such as work engagement, is necessary [12]
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