Managing employee empowerment in luxury hotels in Europe

Abstract

Purpose

This paper aims to test four potential predictors of the behavior of empowered employees during the delivery of service to customers.

Design/methodology/approach

A questionnaire measuring employees' perceptions of training, performance‐related rewards, customer‐oriented culture, empowering management style, and empowered behavior was filled out by 356 frontline employees of 16 luxury hotels in seven European countries. These statistical analyses removed common‐method bias.

Findings

Results of regression analyses at the department level showed that two means of control – customer‐oriented culture and empowering management style – correlated significantly with empowered behavior.

Research limitations/implications

The survey tool would benefit from further refinement. Creative replications of the survey in different service or hotel settings may benefit service managers, consultants as well as consumers, ultimately.

Practical implications

A direct implication of this study's findings is that in luxury hotel service settings, enhancement to employee empowerment may be achieved through careful management and organizational development. If done well, service enhancements may be within reach.

Originality/value

In prior research, employee empowerment has been identified as an important means to increase customer satisfaction. The present study contributes to a greater and more specific understanding of how employee empowerment can be attained in luxury European hotels.

Citation

Klidas, A., van den Berg, P.T. and Wilderom, C.P.M. (2007), "Managing employee empowerment in luxury hotels in Europe", International Journal of Service Industry Management, Vol. 18 No. 1, pp. 70-88. https://doi.org/10.1108/09564230710732902