Abstract
ABSTRACT Many hospitality firms face multiple obstacles in their attempts to enhance and sustain the performance and dedication of their personnel. This paper investigates the link between team climate, cultural diversity, organizational learning, and sustainable employee performance (SEP) in China’s hotels. Using purposive sampling, data were collected from hotel employees through a survey. A total of 452 questionnaires were distributed, and 380 were confirmed for analysis. Following a Structural Equation Modelling (SEM) procedure, the salient findings show that managers believe organizational learning is essential to boosting the hotel’s SEP. In contrast to management’s belief, team climate and cultural diversity toward organizational learning are the missing links in improving the hotel’s SEP. Finally, a proactive personality significantly strengthens the moderating effect between organizational learning and SEP. The study illuminates the importance of SEP in the hotel sector while offering fresh insights into its shortcomings and weaknesses. The practical implications of this research can empower hotel management with actionable strategies that promote sustainable employee performance, thereby enhancing their preparedness and effectiveness in this area.
Published Version
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