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Socially responsible human resource practices and hospitality employee outcomes

Tuan Trong Luu (Swinburne Business School, Swinburne University of Technology, Melbourne, Australia)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Article publication date: 27 January 2021

Issue publication date: 15 March 2021

1990

Abstract

Purpose

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship.

Design/methodology/approach

Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships.

Findings

The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting.

Practical implications

The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place.

Originality/value

This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

Keywords

Citation

Luu, T.T. (2021), "Socially responsible human resource practices and hospitality employee outcomes", International Journal of Contemporary Hospitality Management, Vol. 33 No. 3, pp. 757-789. https://doi.org/10.1108/IJCHM-02-2020-0164

Publisher

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Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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