How does hotel employees’ psychological capital promote adaptive performance? The role of change readiness

Abstract

This study investigated the links between psychological capital, adaptive performance, and change readiness in China's hotel industry, based on the theory of planned behavior and the conservation of resources theory. Recent studies have discovered that employees' attitudes to changes caused by uncertain factors could predict and explain their adaptive performance. This study raises the possibility of change readiness mediating the relationship between psychological capital and adaptive performance. Data were collected from 304 hotel employees in China, and the results revealed that 1) psychological capital can promote adaptive performance, and 2) change readiness completely mediates the association between psychological capital and adaptive performance. These findings contribute to developing a theoretical framework for psychological capital to encourage adaptive performance in the hotel industry and provide a new perspective on human resource management.