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Impact of employees’ job control perceptions on their work-related responses in the hospitality industry

Seonjeong (Ally) Lee (Hospitality Management, Kent State University, Kent, Ohio, USA)
Swathi Ravichandran (Resort and Attraction Management, Bowling Green State University Firelands, Huron, Ohio, USA)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Article publication date: 8 July 2019

Abstract

Purpose

This study investigates the relationships among three types of employees’ perceived job control, employee commitment, employees’ well-being, and job performance.

Design/methodology/approach

The proposed relationships were investigated based on a cross-section, online, self-administered survey.

Findings

The results confirmed the positive role of employees’ job control perceptions on work-related responses.

Practical implications

Results suggested hospitality managers implement practices to improve job control perceptions of employees to enhance their well-being and job performance.

Originality/value

This study was the first to investigate the roles of three types of job control perceptions on employees’ well-being and commitment, based on positive organizational behavior literature and control theory. This study was also the first attempt to explore three types of job control focusing on employees’ perspectives in the hospitality industry.

Keywords

Citation

Lee, S.(A). and Ravichandran, S. (2019), "Impact of employees’ job control perceptions on their work-related responses in the hospitality industry", International Journal of Contemporary Hospitality Management, Vol. 31 No. 7, pp. 2720-2738. https://doi.org/10.1108/IJCHM-09-2018-0784

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited