Five-star Hotel Employees Research Articles

Leadership style and job performance: a longitudinal approach

Purpose This study aims to examine the relationship between leadership style and job performance by multiple mediating roles of career satisfaction and job satisfaction using the longitudinal approach for frontline employees in the Jordanian hotel sector. Design/methodology/approach This study used a survey questionnaire based on a five-year longitudinal approach. Data were collected in two-period among frontline employees in five-star hotels in Jordan. Leadership style (transformational leadership and transactional leadership) was measured in the first period, whereas job performance, career satisfaction and job satisfaction were measured in the second period. The final sample for the first and second periods comprised 314 questionnaires valid for more analysis. The statistical software of SPSS (version 25) and SmartPLS (version 3.3.5) have been used for data analysis. Findings The results demonstrated that leadership style (transformational leadership and transactional leadership) has a positive significant effect on job performance. The results demonstrated also that leadership style (transformational leadership and transactional leadership) has a positive significant effect on career satisfaction and job satisfaction. As well the results demonstrated that career satisfaction and job satisfaction have a positive significant effect on job performance. Regarding multiple mediating roles, the results demonstrated that career satisfaction and job satisfaction mediated the relationship between leadership style and job performance. Originality/value To the best of the authors’ knowledge, this is the first study of its kind to examine the relationship between leadership style and job performance by multiple mediating roles of career satisfaction and job satisfaction using the longitudinal approach among frontline employees in the hotel sector.

Four and Five-Star Hotel Employees’ Emotional Related Stress

Four and Five-Star Hotel Employees’ Emotional Related Stress

The Mediating Role of Employee Energy in the Impact of Perceived Organizational Support on Creative Behaviors: An Application in Hotel Businesses

Purpose-The aim of this research is to determine the impact of perceived organizational support on creative behaviors and the mediating role of employee energy in this relationshipin hospitality businesses.In addition, determining the impact of organizational support on creative behaviors and employee energy and the impact of employee energy on creative behaviors constitute the sub-objectives of the study. Design/methodology/approach-In the research where quantitative research methods were adopted, field research was conducted with employees of five-star hotels operating in Mersin. In the study, a total of 362 questionnaires were collected using the questionnaire technique and the convenience sampling method. Collected data were analyzed by structural equation modeling using appropriate analysis programs.Findings-Analysis revealed a strong positive relationship among perceived organizational support, creative behavior, and employee energy. Research has shown that perceived organizational support has a positive impact on employees' creative behaviour and energy. In addition, it was concluded that employee energy positively affects creative behaviors. Finally, employee energy was found to be a key mediating variable that determined the impact of perceptions of organizational support on creative behaviors.Discussion-The research is among limited studies that examine the mediating role of employee energy in the relationship between perceived organizational support and creative behaviors in the context of hospitality businesses. Handled within the framework of the social change theory, this study discusses similar and different aspects in terms of theoretical and practical contributions and makes some suggestions for researchers and industry

Person-Organization Fit and Organizational Commitment: Mediating Role Between Performance Appraisal Effectiveness and Employee Turnover Intention

Due to the harmful consequences of turnover in the context of hospitality industry, the current study aims at proposing a moderating mediated model through which turnover intention may be reduced. Person-organization fit, and organizational commitment were proposed to aid performance appraisal in lowering turnover intention. The study’s purposes are threefold. Firstly, to assess the direct effect of performance appraisal effectiveness on employee turnover intention. Secondly, to evaluate the indirect effect of performance appraisal effectiveness on turnover intention through organizational commitment. Finally, it examines the moderating effect of person-organization fit between performance appraisal effectiveness and organizational commitment. Research data were collected through a questionnaire form designed and distributed to a sample of employees of five-star hotels in Riyadh, Saudi Arabia. Four hundred forms were distributed, and 289 were returned. Data were analyzed using Smart PLS. It was revealed that performance appraisal effectiveness significantly negatively affects turnover intention. Moreover, organizational commitment mediates the relationship between performance appraisal effectiveness and turnover intention. Finally, person-organization fit could moderate the effect of performance appraisal effectiveness on organizational commitment. The study recommends that performance appraisal effectiveness is enhanced through achieving equity in the appraisal process and providing trust and effective communication between appraiser and appraisee. This requires conveying appraisal criteria in advance to the appraisee and conducting appropriate appraisal interviews where the appraisee can freely discuss the appraisal results with their appraiser. Fostering person-organization fit via appropriate selection and socialization can support performance appraisal effectiveness by preparing employees for their understanding of organizational policies and practices.

The Mediating Role of Job Satisfaction in the Effect of Perceived Organizational Justice by Five Star Hotel Employees on Turnover Intention: The Case of Antalya

The main purpose of this research is to determine the relationships between organizational justice, job satisfaction and turnover intention levels in hotel employees and whether job satisfaction has a mediating effect on the effect of organizational justice on turnover intention. The population of the research is five-star hotel employees in Antalya. In this context, research data was collected from 431 hotel employees by survey technique and the obtained data was analyzed with structural equation modeling. As a result of the research, significant relationships were determined between the variables. Another result obtained in the research is that job satisfaction has a mediating effect on the effect of organizational justice on the intention to leave.

UNDERSTANDING THE NEXUS BETWEEN ABUSIVE SUPERVISION, KNOWLEDGE HIDING BEHAVIOR, WORK DISENGAGEMENT, AND PERCEIVED ORGANIZATIONAL SUPPORT IN TOURISM AND HOSPITALITY INDUSTRY

Supervisors' dispositions have not received enough attention as potential antecedents to employees' knowledge - hiding behaviors. Based on this, the current study investigates the impact of abusive supervision on knowledge-hiding behaviors, considering the mediating role of work disengagement in this relationship, as well as investigating the moderating role of perceived organizational support in the study model. Data was obtained from frontline service employees of five-star hotels in Sharm El-Sheikh and tourism companies in Cairo, Egypt, by a questionnaire that surveyed 298 employees. The collected data was scrutinized using the Smart PLS-structural equation modeling technique. The PLS-SEM statistics proved the highly positive and significant effect of abusive supervision on knowledge-hiding behavior and employees’ work disengagement, supported the mediating effect of work disengagement, and the moderating effect of perceived organizationa l support. The study highlights some practical implications for hotels, such as implementing integrated knowledge offering a digital library, continuous management and administrative skills training, and behavioral training to facilitate the gaining of knowledge and enhance staff skills, self-confidence, loyalty, and job security. It also strongly suggests adopting a strategy to monitor abusive supervisors through open communication channels, regularly conducting exit interviews to reduce turnover, and enhancing engagement, thereby preventing abusive practices.

Catalyzing Green Work Engagement in Hotel Businesses: Leveraging Artificial Intelligence

This study explores green work engagement in response to the global demand for sustainability in businesses and the shift toward green-oriented agendas. Specifically, this study aims to examine how green work engagement (GWE) is affected by artificial intelligence awareness (AIA) through job stress (JS) as a mediator. It also explores the moderating roles of technological self-efficacy (TSE) in the AIA→JS relationship and trust in leadership (TIL) in the GWE→JS relationship. A PLS-SEM analysis was conducted on 392 valid replies from full-time employees of five-star hotels in Egypt using WarpPLS 7.0. The findings indicated that artificial intelligence awareness (AIA) negatively affects employees’ green work engagement (GWE) and positively affects job stress (JS). In addition, GWE is negatively affected by JS. Moreover, TSE negatively moderates the AIA→JS relationship, while TIL negatively moderates the JS→GWE relationship. The study also found a significant mediating effect of JS on the AIA→GWE relationship. The study enhances research on AIA’s impact on JS and GWE, addressing a gap in existing empirical studies on the relationship between these elements in hotels. Overall, the study of green work engagement has the potential to be a valuable contribution to the growing field of sustainable business practices.

Well! Fun forms and friendship uplift frontline employees' positive affect for workplace well-being in the hospitality industry

PurposeThis study aims to reveal the positive effects of workplace fun forms on employee positive affect state and workplace well-being. This study also aims to examine workplace friendship opportunity and workplace friendship prevalence in the context of fun events and workplace well-being.Design/methodology/approachThe research model developed and tested with responses from 1,000 thousand Indian frontline employees of five-star hotels who have worked in the hospitality industry for at least two years and who have been exposed to fun committees at their workplace.FindingsThis study revealed that workplace fun forms are the main causes of employee positive affective reactions, and they have positive effects on frontline employees' positive affect. The study also found that fun activities, customer interaction with fun and manager support for fun as workplace events are strong proximal causes for forming positive affect when they have workplace friendship opportunity. Coworker socialization can induce employee positive affect in the workplace, even without the moderating effect of workplace friendship opportunity. Additionally, the positive effect of positive affect was found to be significant on workplace well-being.Practical implicationsHospitality management is required to foster fun culture with fun activities, coworker socialization, manager support for fun and customer interaction with fun that enhance employee affective reactions to uplift employee positive affect state. This study also presents more interesting practical implications for practitioners and managers.Originality/valueThis study empirically tested deferential workplace fun forms on positive affect, and study provides novel insights into positive affect and workplace well-being. Four mediation mechanisms examined on fun forms and workplace well-being. Four moderating roles of workplace friendship opportunity tested on positive affect and fun events. Workplace friendship prevalence moderation on positive affect and workplace well-being helped to understand employee cognitive mechanism.

THE MODERATING ROLE OF INTERNAL MARKETING ON THE RELATIONSHIP BETWEEN ORGANIZATIONAL TRUST AND JOB ENGAGEMENT: EVIDENCE FROM HOTELS AND TRAVEL AGENCIES

Employees play a crucial role in service firms, significantly influencing performance and value creation. Success in this regard depends on the efficient management of human resources as internal consumers. Therefore, this study examines the influence of organizational trust (OT) on job engagement (JE) and explores the moderating role of internal marketing (IM) on the relationship between organizational trust and job engagement. The study model was formulated and tested using data from 448 full-time employees in five-star hotels and category-A travel agencies in Egypt, specifically, in the Greater Cairo area. Findings revealed that OT positively impacts JE. IM positively impacts OT and JE. In addition, IM has a positive moderating impact on the relationship between OT and JE.

Empowering employees, empowering the environment: green HRM’s journey to happiness, resilience and feedback seeking

PurposeGreen HRM practices in the hospitality sector are now receiving growing interest. However, the extent to which these practices contribute towards employee non-green workplace outcomes remains largely unknown. This study explores the relationships among green HRM practices, happiness at work, employee resilience, and feedback-seeking behaviour.Design/methodology/approachThe study employs two-wave data from a sample of 306 five-star hotel employees in India. Using partial least square-structural equation modelling, the relationships are tested.FindingsThe study’s results demonstrate that green HRM practices positively impact happiness at work, employee resilience, and feedback-seeking behaviour. Additionally, the relationship between green HRM practices and feedback-seeking behaviour and employee resilience is mediated by happiness at work.Research limitations/implicationsDrawing on the Job Demands-Resources Theory, Social Exchange Theory, and Broaden and Build theory, this paper proposes that green HRM practices can contribute to happiness at work, employee resilience, and feedback-seeking behaviour.Practical implicationsTo establish a positive connection between green HRM practices and employee outcomes, organizations must recognize the vital role played by happiness at work as a mediator. This means that organizations must implement green HRM practices and ensure their positive impact on employee happiness at work.Originality/valueThe originality of this research lies in its holistic approach to green HRM outcomes, suggesting that the benefits of these practices extend beyond environmental impacts to influence the psychological and behavioural dimensions of employees.

GREEN HRM AND GREEN COMPETITIVE ADVANTAGE IN HOTEL AND TOURISM INDUSTRY: A MEDIATED MODERATION MODEL USING ECO-INNOVATION AND GREEN PSYCHOLOGICAL CLIMATE

This study investigates the impact of green HRM (GHRM) on green competitive advantage (GCA), examining the mediating role of eco-innovation and the moderating role of green psychological climate (GPC). The study surveyed 472 fulltime employees in five-star hotels and travel agencies, developing and testing a five-hypothesis research model using PLS-SEM. Results revealed that GHRM positively impacts GCA and eco-innovation. Eco-innovation positively impacts GCA. In addition, GPC has a positive moderating influence on the relationship between GHRM and eco-innovation. Furthermore, Eco-innovation significantly mediates the relationship between GHRM and GCA.

Examining the Mediating Role of Job Involvement in the Relationship between Job Crafting and Talent Retention

Purpose: In the current dynamic and intensely competitive global business landscape, the retention of highly skilled and specialized talent has emerged as a critical challenge. Employee retention is a strategic differentiator for organizational success, given the substantial expenses related to recruitment, the diminishment of know-how and expertise, and the often underestimated impact on performance. This study examined how job involvement acts as a mediator between the connection of job crafting and talent retention within the context of highly skilled employees in five-star hotels based in Jordan.
 Design/methodology/approach: A group of 419 participants successfully filled out the study survey. A quantitative cross-sectional survey design was adopted to test the research hypotheses, and the collected data were subjected to analysis using partial least squares through WarpPLS 8.0 software.
 Findings: The study's results offer statistical support for the positive influence of both crafting the job and job involvement on talent retention. Additionally, it was discovered that job crafting had been an indicator of increased job involvement. Moreover, the study reveals that the connection between job crafting and talent retention is mediated by job involvement.
 Research limitations/implications: The study findings carry significant implications for organizations. To effectively enhance talent retention, hotels should promote job crafting practices while fostering a work culture that nurtures job involvement. By embracing such approaches, hotels can form an environment where talented staff sense motivated, involved, and committed, contributing to the hotels' long-term goals achievement and competitive advantage.
 Originality/value: Recognizing the gaps in existing literature makes the need for further research evident. Scholars highlighted the need for or a greater abundance of empirical evidence pertaining to managing adept human resources. Similarly, scholars emphasized the researchers' criticism of the goodness of theoretical articles on managing talent, particularly the need for empirical research. These studies underscored the necessity of delving deeper into this subject matter and contributing to filling the gaps in the literature. Thus, this study makes a significant contribution to the talent retention field.

Assessing Environmental Performance Through Environmental Management Initiatives, Green Extrinsic and Intrinsic Motivation, and Resource Commitment in Malaysian Hotels

ABSTRACT The level of dedication that an organization has toward the preservation of the natural environment is reflected in its environmental performance. This study evaluates the role of green extrinsic and intrinsic motivation and resource commitment on Malaysian hotel employees’ environmental performance. It also examines the mediating roles of green extrinsic and intrinsic motivation and resource commitment in the relationship between green management initiatives and hotel environmental performance. Data was collected from the Four- and five-star hotel employees and tested the models and hypotheses of this study by employing partial least squares-structural equation modeling. Green extrinsic and intrinsic motivation significantly influence environmental performance. Moreover, management’s environmental initiative positively influences green extrinsic and intrinsic motivation. The self-determination theory and resource-based view theory firmly support this research.

From workplace to home: consequences of supervisor bullying in the hospitality setting

Purpose This paper highlights the effects of supervisor bullying (SBL) on work–family conflict (WFC), employee voice behavior (EVB), working compulsively (WCO) and working excessively (WEX), as well as the effects of WFC, EVB and WEX on employees' sleeping problems.Design/methodology/approach Data were gathered from 473 five-star hotel employees, and their responses were analyzed using AMOS v.23.Findings SBL significantly lowers EVB while significantly increasing WFC. SBL increases WEX and WCO levels, which may be considered a short-term positive outcome of SBL.Originality/value This paper will help improve understanding of employee reactions to an emotionally charged workplace occurrence.

Unveiling the Nexus: How High-Performance Work Practices Influence Employee Innovative Work Behavior through the Lens of Perceived Organizational Support

Using a theoretical framework based on signaling theory, the purpose of this study is to explore the spectrum of HPWP (high-performance work practices) that induce personnel to engage in innovative work behavior; it also explores the influence of HPWP on employee IWP (employee innovative behavior) and develops the mediation role of perceived organizational support. In order to improve IWB in five-star hotels, this study is primarily developed as a quantitative investigation based on the positivistic paradigm. Its goal is to uncover the wonders of high-performance work practices. Primary data was gathered by disseminating a self-administered questionnaire via Google Docs complemented by a self-generated Excel sheet. The study's sample is derived from five-star hotels in Pakistan's four major cities: Lahore, Rawalpindi, Islamabad, and Multan. We used SEM bootstrapping and correlation analysis on 365 responses. The findings demonstrated a strong relationship between innovative work behaviors and high-performance work practices among employees in five-star hotels. Furthermore, a mediator between high-performance work practices and innovative behaviors is perceived organizational support that should be given due weightage to benefit human resources.

Talent management practices and the motivation of female employees of five-star hotels in Antalya, Turkey

Talent management practices and the motivation of female employees of five-star hotels in Antalya, Turkey

The Relationship Between Job Stress and Presenteeism in Five-Star Hotel Employees: An Example from Istanbul Province

Purpose–Job stress and presenteeism are stressors that have become chronic problems in the current business world. The primary objective of this study is to assess the levels of job stress and presenteeism among employees in five-star hotels, and to examine the potential interaction between these two factors.Design/Methodology/Approach–The survey method, classified as a descriptive model type, was chosen for the research objectives. The quantitative approach was implemented. The research was conducted utilizing the survey method and measurement instruments in accordance with this premise. The employee of five-star hotels in Istanbul that possess "Tourism Operation Certificate" comprise the research sample. 392 hotel employees participated in the research.Results–Based on the data derived from this research, it can be concluded that there is a substantial positive correlation between job stress levels experienced by hotel employees and their inclination to engage in presenteeism behavior. It can be inferred that employees who are under increased levels of job-related stress will demonstrate a higher likelihood of presenteeism, as supported by this finding. For the purpose of the research, frequency analysis, factor analysis, normality tests, correlation, and regression analyses were used.Discussion–It can be stated that businesses that do not want to face various costs for the orientation and training of new personnel should take into account situations such as job stress and presenteeism for the continuity of the business. In addition, relevant public institutions have great responsibilities to determine and supervise whether overtime is applied to personnel, whether wages are paid regularly and in accordance with the rules, whether the working environment is appropriate, and whether social rights are provided. Non-governmental organizations also have important duties in this regard

MEDIATING ROLE OF WORK ENGAGEMENT AND MODERATING ROLE OF ORGANIZATIONAL STRUCTURE IN THE EFFECT OF DARK LEADERSHIP ON PSYCHOLOGICAL CONTRACT

In the research, the relationship between the dark leadership perception, work engagement, psychological contract and organizational structure perceptions of white-collar employees of five-star hotels in Istanbul, Ankara and Antalya was analysed. In this regard, data was collected from 402 white-collar hotel employees through surveys. Frequency distribution analyses, reliability analyses, confirmatory factor analyses, correlation analysis, mediator and moderator effect analyzes were conducted. As a result of the analysis, it was determined that there was a significant and negative relationship between the perception of dark leadership and psychological contract and work engagement, and a significant and positive relationship between work engagement and psychological contract. In addition, it was understood that work engagement had a partial mediating role in the effect of dark leadership perception on psychological contract. Finally, it has been found that organizational structure has a moderating role in the effect of dark leadership perception on psychological contract.

Fostering employee promotive voice in hospitality: The impact of responsible leadership

Promotive voice refers to employees sharing novel ideas or suggestions aimed at improving the functioning of their work unit or organization. However, in many cases, employees reserve their contribution of constructive ideas for situations where they feel their contributions are acknowledged and appreciated by their managers. The manager's leadership style is therefore of utmost importance in fostering employee voice.Responsible leadership has thus become desirable in service contexts, where conflicting interests arise among stakeholders, but little is known about this leadership style in hospitality.Drawing on conservation of resources theory, we explore how and when responsible leadership fosters employee promotive voice. A time-lagged survey collected data from 392 five-star hotel employees in Turkey. Testing a moderated mediation model using partial least squares showed that responsible leadership increases employees' relational energy, generating greater promotive voice in hotel settings; furthermore, prevalent law and code climate strengthens responsible leadership's effect on relational energy.

Distributive Injustice and Work Disengagement in the Tourism and Hospitality Industry: Mediating Roles of the Workplace Negative Gossip and Organizational Cynicism

This study aims to explore how work disengagement (WD) is affected by employees’ perceptions of distributive injustice (DI). It also investigates the mediating roles of workplace negative gossip (WNG) and organizational cynicism (OC). Responses were received from the full-time employees of category (A) travel agencies and five-star hotels operating in Egypt. WarpPLS 7.0 was used to run a PLS-SEM analysis on the 656 valid responses. The results revealed that there is a positive relationship between employees’ perception of distributive injustice and work disengagement level; in addition, there is a positive relationship between perception of distributive injustice and workplace negative gossip and organizational cynicism. Results also reported positive relationships between workplace negative gossip, organizational cynicism, and work disengagement. Furthermore, findings showed that workplace negative gossip and organizational cynicism mediate the relationship between distributive injustice and work disengagement. Some groundbreaking investigations were conducted as part of the research. Research on how DI affects WNG, OC, and WD is still lacking. In terms of contextual significance, an empirical investigation of the relationship between these factors in hotels and travel companies is unavailable. By empirically examining these connections in the context of Egyptian hotels and travel agencies, the current study has filled a gap in the literature on tourism and hospitality, human resources management, and organizational behavior.