Hotel employees’ organizational behaviors from cross-national perspectives

Abstract

PurposeThis study aims to examine the relationships among leader–member exchange (LMX), employee voice, team–member exchange (TMX), employee job satisfaction and employee commitment to customer service (ECCS) across the USA and Chinese cultures within the hotel context.Design/methodology/approachAn online survey was completed by hotel employees across the USA (n= 315) and China (n= 363). The data were analyzed using structural equation modeling.FindingsThe findings of this study imply that the relationships among constructs between two nations are very similar, with a few significant differences. Specifically, this study shows that there are significant differences between the USA and China regarding the effects of LMX on employee voice, TMX, job satisfaction and ECCS.Research limitations/implicationsThe research should be extended with more than two national cultures to increase the generalizability of the research findings. Primary implication is that leader in China, and the USA should seek to build LMX quality to reap organizational benefits.Practical implicationsThis study can help global hospitality firms develop management strategies effectively.Originality/valueThe study’s findings provide researchers with a better understanding of the LMX framework across USA and Chinese cultures. It also verifies the underlying relational effects among LMX and its outcomes across different nations, thus offering global hospitality organizations best management practices across cultures. Further, this study seeks to fill gaps in previous LMX and employee voice studies by providing robust explanations of the cultural influences on LMX framework across nations.