Error management orientation: impact on service recovery performance, and the mediating role of self-efficacy

Abstract

Purpose This paper investigates whether error management orientation (EMO) of hospitality employees influence their service recovery performance (SRP) through self-efficacy. Design/methodology/approach In Study 1, data was collected from 161 hotel managers in the USA. In Study 2, data was collected from 215 restaurant employees in Turkey. Partial least squares (PLS) method using SmartPLS 3.3.3 was used for data analysis. Findings The results indicated that EMO of hospitality employees increases their self-efficacy beliefs which in turn enhance their SRP. The findings were consistent in both studies. Practical implications Hospitality organizations should consider assessing EMO of individuals when making selection decisions. These organizations should also consider providing error management training to employees to develop their EMO, improve error management skills and performance. Originality/value To the best of the author’s knowledge, this is the first study that focuses on EMO of hospitality managers and employees. Error orientation refers to how individuals cope with and how they think about errors at work. Errors are part of our work lives, and a positive orientation toward errors (i.e. EMO) can have a significant impact on individuals’ work attitudes, behaviors and performances. This is the first study that examines EMO as an important predictor of SRP. This study also makes a contribution by studying the mediating effect of self-efficacy to understand the underlying mechanism that links EMO with SRP.