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The purpose of this paper is to propose a research model in which work engagement (WE) mediates the influence of work social support on job satisfaction (JS), in-role performance (IRP), creative performance (CP) and extra-role performance (ERP).

Data were collected from cabin attendants via three surveys two weeks apart and their pursers. The aforesaid relationships were assessed through structural equation modeling.

In general, there is support for the preponderance of hypotheses. Specifically, WE completely mediates the impact of coworker support on JS and IRP, while the impact of supervisor support on CP is completely mediated by WE. WE partly mediates the effect of coworker support on CP and ERP. Furthermore, the effect of supervisor support on JS, IRP and ERP is partly mediated by WE.

Management should make sure that the work environment consists of supportive supervisors and coworkers who are trained on how they can enhance the cooperation and collaboration among employees. Management should also create an employee platform where cabin attendants can contribute to service delivery process by sharing their experiences arising from passenger requests and problems.

The study extends and contributes to the current service research by assessing the impact of WE simultaneously on three performance outcomes. The study adds to current knowledge by investigating the mediating mechanism linking work social support to the attitudinal and behavioral outcomes. The study also controls the threat of common method variance with at least two procedural remedies, which have been rarely used in the current service research.

Using person–job fit, congruence and conservation of resources theories as the theoretical underpinnings, the purpose of this study is to propose and test a research model that investigates work-family conflict and family–work conflict as mediators of the impact of person–job fit on work engagement. The model also examines the mediating role of work engagement in the relationship between conflicts in the work–family interface and life satisfaction.

Data gathered from frontline hotel employees two weeks apart in three waves in Romania were utilized to assess the abovementioned relationships via structural equation modeling.

Two directions of conflict act as partial mediators between person–job fit and work engagement. Work engagement fully mediates the relationship between work–family conflict and life satisfaction, while it functions as a partial mediator of the effect of family–work conflict on life satisfaction.

This paper contributes to current knowledge by investigating the interrelationships of person–job fit, two directions of conflict, work engagement and life satisfaction.

Drawing from work-family enrichment (WFE) model and path-goal theory of motivation, this paper proposes and tests work engagement (WE) as a mediator between informal learning and WFE.

Questionnaires measuring informal learning, WE and WFE were filled out by 290 hotel employees in India. The abovementioned linkages were tested via structural equation modeling.

The findings suggest that hotel employees' informal learning fosters their WE and WFE. The findings also reveal that WE partly mediates the impact of informal learning on WFE.

Most of employees' learning efforts in the workplace emerge from informal learning. However, there is still limited information whether employees' informal learning activates their WE, which is a timely and significant topic. Importantly, there is a paucity of evidence appertaining to the effect of informal learning on WFE, which is underrepresented in the current literature. Evidence about the mechanism linking informal learning to WFE is also sparse.

This paper aims to examine work engagement as a mediator of the effects of selective staffing, job security, teamwork and career opportunities as the indicators of high-performance work practices on absence intentions, service recovery and creative performances.

Data came from 287 frontline employee–supervisor dyads in the international chain hotels in Nigeria. The direct and mediating effects were assessed using structural equation modeling. The Sobel test was also used to test the significance of each mediating effect.

The results demonstrate that the simultaneous implementation of selective staffing, job security, teamwork and career opportunities fosters work engagement that in turn leads to reduced absence intentions and results in service recovery and creative performances at elevated levels.

The presence of selective staffing, job security, teamwork and career opportunities enables management to hire individuals high in work engagement. Management should obtain significant feedback about new service ideas and suggestions for novel customer problems through workshops in which employees effectively participate. Management may also let employees with poor performance leave the organization rather than wasting organizational resources to retain them.

Little is known about the underlying mechanism through which high-performance work practices are linked to organizationally relevant and valued attitudinal and behavioral outcomes.

The purpose of this paper is to propose a research model that investigates work engagement as a mediator of the effect of family support on proclivity to leave work early, in-role performance (IRP), service recovery performance (SRP) and extra-role performance (ERP). The research model also examines work engagement as a mediator of the impact of self-efficacy on the aforesaid outcomes. In addition to these relationships, the study assesses self-efficacy as an underlying mechanism linking family support to work engagement.

The authors employed a time-lagged design. Specifically, data were obtained from frontline bank employees (FBEs) in Russia in three waves, within one week time intervals. FBEs’ performance outcomes were rated by their managers.

As hypothesized, self-efficacy and family support foster FBEs’ work engagement, which in turn reduces proclivity to leave work early and activates IRP, SRP and ERP. In line with the study predictions, the findings highlight the impact of self-efficacy in the intermediate linkage between family support and work engagement.

Management should organize workshops where FBEs’ family members are invited to participate. In such workshops, they can understand the nature of frontline service jobs in the competitive banking environment and are expected to provide support to FBEs. This is significant because family support influences work engagement directly and indirectly through self-efficacy and affects the above-mentioned performance outcomes only via work engagement. Training programs should not only focus on the development of knowledge, skills and abilities for service delivery and complaint handling but also center on the costs arising from nonattendance behaviors/intentions. As a result, these programs should make FBEs minimize such intentions.

Work engagement is still a timely topic and there have been calls for the identification of factors influencing work engagement and its consequences among frontline employees. Therefore, our study uses family support and self-efficacy as the two crucial resources that can influence employees’ positive psychological states and their work performance. Further, using solid theoretical underpinnings such as conservation of resources, social information processing, and job demands-resources theories, our study is the first to link family support and self-efficacy to multiple performance outcomes and nonattendance intentions via work engagement among FBEs.

This paper investigates the consequences of job insecurity among hotel employees during the COVID-19 pandemic.

Data were obtained from the employees of two five-star chain hotels in Turkey. The study hypotheses were tested via structural equation modeling.

The research findings demonstrate that job insecurity exacerbates job tension. Job tension erodes employees’ trust in organization and aggravates their propensity to leave work early and be late for work. As hypothesized, job tension mediates the effect of job insecurity on organizational trust and the abovementioned outcomes.

This study adds to the hospitality literature by assessing the interrelationships of job insecurity, job tension, organizational trust and nonattendance intentions.

This paper aims to examine the parallel and serial multiple mediating effects of job insecurity (JIS) and occupational self-efficacy (OSE) in the association between servant leadership and work engagement (WENG).

Data collected from 296 flight attendants in Korea were tapped to assess the study hypotheses. The linkages were tested via structural equation modeling. The phantom variable was used to estimate the parallel and serial indirect impacts of JIS and OSE.

Servant leadership fosters OSE and WENG, while it alleviates JIS. Both JIS and OSE parallelly mediate the effect of servant leadership on WENG. Contrary to what has been hypothesized, the findings lend no credence to the serial multiple mediating impact.

Management should pay utmost attention to the promotion of employees to supervisory positions based on “stringent selection and hiring of people.” Flight attendants high on WENG should have job security. This is important because such employees exhibit good performance at work. Management should also organize training programs that would enhance flight attendants’ OSE.

This paper contributes to the relevant knowledge base by relating servant leadership to flight attendants’ WENG through JIS and OSE. Because of the number of rising disengaged service workers across the globe, this study also gauges the factors influencing flight attendants’ WENG and reports whether servant leadership, JIS and OSE influence their WENG at the same time. Unlike the preponderance of the empirical pieces, this study contributes to the literature by assessing the indirect effect of servant leadership on WENG via JIS and OSE as the parallel and serial multiple mediators using the phantom variable.

Drawing on job embeddedness (JE) and reformulation of attitude theories, the purpose of this paper is to propose a conceptual model in which JE mediates the influence of job insecurity (JIS) on quitting intentions and service recovery performance (SRP).

Data came from 313 hotel service workers based on three waves through a two-week period in Iran. Service workers’ SRP was rated by their direct supervisors. The abovementioned linkages were gauged using structural equation modeling.

All hypotheses are supported. Specifically, JIS diminishes JE. Consistent with the study’s hypotheses, JE fosters SRP, while it reduces quitting intentions. As predicted, JE completely mediates the influence of JIS on propensity to quit and SRP.

What is known about how JIS can be mitigated is still scarce in the current literature. There is a paucity of evidence regarding the mechanism that links JIS to employee’s outcomes.

The purpose of this study is to gauge the effects of challenge and hindrance stressors as well as three high-performance work practices (HPWPs) such as training, empowerment and rewards on work engagement (WE) and turnover intentions (TI). This study also tests customer orientation (COR) as a moderator of these relationships.

Data gathered from frontline hotel employees in Northern Cyprus in two time periods with a time lag of two weeks were used to test the relationships.

The results suggest that both challenge and hindrance stressors heighten TI and empowerment fosters WE. Rewards alleviate TI. More importantly, COR acts as a moderator of the effects of challenge and hindrance stressors as well as training, empowerment and rewards on WE and TI.

Management needs to hire employees high on COR and develop training programs that boost employees’ customer-oriented behaviors. Employees should also be allowed to craft the level of job demands and resources as long as the work is congruent with management expectations.

This study contributes to the extant hospitality knowledge by testing COR as a moderator of the effects of challenge and hindrance stressors and HPWPs on WE and TI.

This study aims to investigate quality of work life (QWL) as a partial mediator of the impact of psychological capital (PsyCap) on service recovery performance (SRP) and turnover intentions (TI).

Data were obtained from 288 frontline employees in ten five-star hotels with a one-month time lag in three waves in Busan, Korea. Structural equation modeling was used to assess the direct and mediating effects.

As expected, PsyCap heightens QWL and SRP, while it reduces propensity to leave the current organization. QWL partially mediates the association between PsyCap and the two critical outcomes.

Management of hotels should recognize the importance of PsyCap and assess candidates’ PsyCap during selection process. Using the PsyCap questionnaire, organizations can select candidates who possess positive personal resources. In addition, hotels may consider the assessment of frontline employees’ PsyCap to ascertain which employees can succeed in challenging situations. It is also important to create a healthy and happy environment where employees are willing to be more productive and contribute more to organizational performance.

The extant hospitality research is devoid of empirical evidence about the outcomes of PsyCap and QWL such as SRP.