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Generation Z (Gen Z) is entering the hotel workforce and will soon become the dominant group. This has called for a better understanding of this workforce’s attitudes and perceptions towards working in the hotel industry. This study aims to examine the effect of organizational socialization on the retention of Chinese Gen Z employees, the mediating role of person–environment fit (P-E fit) and the moderating effect of career commitment.

Time-lagged data were collected from 426 Gen Z new employees from 20 upscale hotels at two different times (2 weeks and 12 weeks after the employees entered the hotel). Confirmatory factor analysis, structural equation modeling, bootstrapping analysis and moderated hierarchical regression analyses were used for data analysis.

Organizational socialization positively affects employee retention via person–environment fit. Moreover, career commitment positively moderates the relationship between person–environment fit and employee retention.

Hotels must view organizational socialization as a long-term investment in Gen Z talent management by offering effective training through diverse methods, creating a collaborative environment and helping them develop career plans to enhance their career commitment.

This study unpacks the four dimensions of organizational socialization and investigates their differential effects on Gen Z employees’ retention through P-E fit. The moderating role of career commitment is also examined. This study contributes to the growing body of hospitality human resources management research on this new generation of workforce in China.

Promoting interns’ organizational socialization has become an urgent concern for the hotel industry. Building on career construction theory, this study aims to use a time-lagged design to investigate the interrelationships among perceived organizational support (POS), psychological capital and organizational socialization and their consequent effects on interns’ intention to stay in the hotel industry.

Panel data were obtained in three waves from hotel interns from 21 upscale hotels located in 13 cities in China with a time lag of 10 weeks (N = 369). The structural equation modeling was used for data analysis.

POS has a significantly positive effect on interns' psychological capital. Additionally, both POS and psychological capital contribute to the intention to stay in the hotel industry through the mediation of organizational socialization.

Hotels should communicate with interns more explicitly, provide assistance programs to alleviate uncertainty and reward interns on their excellent service performance to improve POS. Moreover, setting up psychological capital programs and empowering interns to be involved in task development is beneficial for enhancing psychological capital. Hotels should also consider mentoring as a socialization approach. Further, career planning and counseling programs should be provided for interns’ long-term hospitality career development.

A time-lagged research method is adopted to provide a new approach to improve interns’ intention to stay in the hotel industry from the interactionist perspective. This study enriches research about psychological capital, POS and organizational socialization.

This study aims to examine the mechanism of action of ethical leadership by testing the direct and indirect effects of ethical leadership on employee work outcomes (i.e. individual job satisfaction, work engagement and customer-oriented behavior) and the moderating effects of group job satisfaction on the relationship between ethical leadership and its consequences.

A hierarchical linear model is used. The valid sample is composed of 285 front-line service personnel in 56 work groups from five hotels and five golf clubs in South China.

Results indicate that group job satisfaction has a significant moderating effect on the relationship between ethical leadership and employee work engagement. That is, compared with that in groups with high job satisfaction, the relationship between ethical leadership and employee work engagement is significantly more positive in groups with low job satisfaction. Employee work attitudes (including individual job satisfaction and work engagement) mediate the effect of ethical leadership on employee customer-oriented behavior.

The main limitations are as follows. First, some of the reported relationships may be affected by common method bias, as our study collected data from a single source. Second, whether the findings can be generalized to other industries in other countries remains unknown. Third, as the current study is based on a cross-sectional design, establishing causality is difficult among the study variables.

The findings show that the managers in hospitality and tourism companies should adopt ethical leadership to enhance employee customer-oriented behavior by improving positive work attitudes. At the same time, hospitality and tourism companies should improve group job satisfaction as a substitute for ethical leadership in the absence of ethical leadership.

A key contribution of this research is demonstrating how and when the effects of ethical leadership occur by analyzing the mediating and moderating effects in the same study. This study systematically examines the mediating effect of employee work attitudes on the influence of ethical leadership on employee work behavior and discusses the moderating effect of the group-level variable. The findings extend ethical leadership theory and make a contribution to the existing research on discussing the substitutes for the leadership model.

Drawing on consumer behavior and service marketing literature, the aim of this paper is to empirically examine how customers' justice judgment and consumption emotions affect customer relationships and their post consumption behaviors in a service recovery context.

Structural equation modeling (SEM) was adopted to test the conceptual model, using a sample of nearly 600 delayed airline passengers.

Perceived justice and consumption emotions are important elements affecting customers' evaluation of service recovery. The three dimensions of service recovery justice and customers' positive and negative emotions have direct or indirect influence on customers' satisfaction with service recovery (SSR), customer trust, and their repurchase intentions and word‐of‐mouth recommendations. Theoretical and managerial implications were drawn based on the findings.

The current study sought to extend the existing literature by not only analyzing the effects of perceived justice and consumption emotions on satisfaction with service recovery (SSR), but also investigating how customer SSR would influence their sense of trust for the company and their behavioral intentions. In addition, many prior studies adopted experimental methods and post survey methods. Those methods have various validity problems. This study attempted to overcome those problems by using on‐the‐spot investigation methods to study customers' evaluation of service recovery in real service failure situations.