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This research divided expectations into three timeframes based on expectancy theory – short-, medium- and long-term. The incentive-motivation structures of government tourism officers were identified by these timeframes and the effects of incentives on job engagement, performance and satisfaction were investigated.

A survey was conducted in 31 provinces of China, and a total of 650 responses were used for data analysis after removing invalid surveys. The statistical analysis techniques adopted were confirmatory factor analysis, correlation analysis and structural equation modeling.

The results showed that: realistic motivations, career prospects and “macro-vision” were the motivational factors of tourism officers in the short-, medium- and long-term, respectively; incentives positively predicted tourism officer job engagement, performance and satisfaction; and job engagement and performance mediated the influence of incentives on job satisfaction.

The main limitation was that the respondents were from 31 provinces in China, and there may be regional and local differences due to the unique and complex geographic and social conditions, as well as dissimilar economic development levels and administrative systems.

Public sector tourism departments must recognize tourism officer needs and motivations in the short-, medium- and long-term and develop tailored incentive programs.

Based on expectancy theory across different timeframes, this research identified the incentive-motivation structure and its effect on Chinese destination management organization officers and potentially provides a theoretical basis for the optimization of this administrative incentive system.

基于期望理论, 本研究将期望区分成短期、中期和长期三个时间尺度。据此, 本研究识别了政府旅游官员的激励需求和和动力结构, 并验证其对旅游官员工作投入、工作绩效和工作满意度的影响。

本研究面向中国31个省市自治区展开问卷调查。在剔除无效问卷后, 总共搜集650份有效问卷进行数据分析。本研究采用了验证性因子分析、相关分析和结构方程模型等数据分析技术。

研究结果发现：（1）现实激励、职业前景和宏观愿景是目的地政府官员在短期、中期和长期等不同期望结构层次的动力因素; （2）这些动力因素正向影响旅游官员工作投入、工作绩效和工作满意度; （3）工作投入和工作绩效中介了上述激励因素对工作满意度的影响。

本研究的主要研究局限在于问卷数据覆盖中国31个省市自治区, 但中国具有复杂的国情, 地区经济发展水平、行政管理体制也不尽相同, 因此基于特定地区的具体分析可能得出具有差异性的研究结论。

目的地政府部门应当客观认知到旅游官员在短期、中长期和长期三个期望层次的激励需求, 并针对性地设计和提供激励方案。

本研究首次基于期望理论识别了不同时间尺度下目的地政府部门旅游官员的动力结构及其效应, 为优化中国目的地政府旅游官员激励体系提供了理论基础和实证证据。

En base de la teoría de las expectativas, esta estudio divide las expectativas en tres escalas de tiempo: plazo corto, plazo mediano y plazo largo. Con base en esto, este estudio identifica las necesidades de incentivos y la estructura motivacional de los funcionarios de turismo del gobierno, y verifica su impacto en la contribución, el desempeño y la satisfacción laboral de los funcionarios de turismo.

Este estudio realiz una encuesta por cuestionario para 31 provincias de China. Después de excluir los cuestionarios no válidos, se recopilan un total de 650 cuestionarios válidos para el análisis de datos. Este estudio utiliza técnicas de análisis de datos como el análisis factorial confirmatorio, el análisis de correlación y el modelado de ecuaciones estructurales.

Los resultados mostraron que: (1) Los incentivos realistas, las perspectivas de carrera y las visiones macro son los factores impulsores de los funcionarios del gobierno de destino en diferentes niveles de expectativa a plazo corto, mediano y largo; (2) Estos los factores impulsores están afectando positivamente el aporte de trabajo, el desempeño laboral y la satisfacción laboral de los funcionarios de turismo; y (3) Los aportes laborales y el rendimiento laboral median la influencia de los factores impulsores anteriores en la satisfacción laboral.

La muestra de este estudio cubre 31 provincias, municipios y regiones autónomas en China, pero China tiene condiciones nacionales complejas, los niveles de desarrollo económico regional y los sistemas administrativos son diferentes. Por lo tanto, los análisis basados en regiones específicas pueden lograr diferentes conclusiones de estudio.

El departamento gubernamental del destino debe reconocer objetivamente las necesidades de incentivos de los funcionarios de turismo en los tres niveles esperados a plazo corto, plazo mediano y largo y plazo largo, y diseñar y proporcionar programas de incentivos de manera específica.

este estudio identifica la estructura dinámica y los efectos de los funcionarios de turismo en los departamentos gubernamentales de destino en diferentes escalas de tiempo basando en la teoría de las expectativas por primera vez, y proporciona una base teórica y evidencia empírica para optimizar el sistema de incentivos de los funcionarios de turismo del gobierno de destino en China.

This study aims to conceptualize the dimensions of resilient leadership and develop the resilient leadership scale (RLS) through three studies.

In Study 1, based on interviews with 77 leaders and 8 junior employees, a seven-factor resilient leadership model was constructed. In Study 2, exploratory factor analysis (n = 237) was conducted to refine the initial items. In Study 3, confirmatory factor analysis (n = 610) was performed to validate the dimensional structure identified in Study 2, and different types of validity of the RLS were assessed.

The validated RLS composed of seven dimensions: contingency planning, improvisation, adaptive instructing, contingency control, emergency care, adjustment recovery and mutual growth. The scale showed desirable measurement qualities in terms of reliability and validity. Resilient leadership and its dimensions significantly impact employee turnover intentions and employee resilience.

This research contributes to the literature on the resilience of hospitality and tourism enterprises and enriches the research scope and theoretical framework of resilient leadership.

This research revealed the resilient leadership responses to crisis in hospitality and tourism enterprises with practical implications for tourism enterprise leaders to deal with major crisis.

The main purpose of this study is to identify the dimensions of hotel employees’ job risk perceptions and develop a measurement scale for this construct.

Four studies using a mixed-method design were conducted to develop and validate the scale of hotel employees’ perceived job risk (HEPJR). Study 1 identified the dimensions and initial items of HEPJR through a literature review and in-depth interviews. In Study 2, an explanatory factor analysis was perform to refine the preliminary items. Study 3 further refined the HEPJR scale through a confirmatory factor analysis. Study 4 confirmed that HEPJR is a 19-item scale through a cross-validation analysis.

A reliable and valid scale was developed to measure the following five dimensions of HEPJR: perceived human, equipment, internal environment, external environment and management risks. HEPJR and its dimensions significantly predict negative safety consequences and negative job satisfaction.

Employees in medium- and high-star-rated hotels in China were surveyed. Future research should test the HEPJR scale in other types of lodging formats (e.g. budget hotels, homestays and cruise ships) and different countries or regions.

Given the increasingly serious job risks faced by hotel employees, the HEPJR scale can become a benchmark for job risk identification, accident prevention and safety management.

This scale provides a clear conceptualization and an appropriate measurement tool of HEPJR from a risk-source perspective.

The purpose of this paper is to examine the effect of hotel safety leadership on employee safety behavior during the COVID-19 pandemic, and the mediation role of belief restoration and the moderation role of perceived risk between safety leadership and behavior were also investigated.

The COVID-19 outbreak served as the background for a questionnaire survey of 23 hotels in China with 1,594 valid responses being received. The statistical analysis techniques used were exploratory and confirmatory factor analysis, correlation analysis, structural equation modeling and hierarchical regression.

The results showed that: hotel safety leadership positively affected employee safety behavior (compliance, participation and adaptation); belief restoration partially mediated the influence of safety leadership on safety behavior; and perceived risk negatively moderated the direct effect and the mediation effect of “safety leadership – belief restoration – safety behavior.”

The main limitation was that the questionnaires were collected with the same measurement system within a certain period of time (cross-sectional design). Then, future research should test and expand this conceptual model in different crises, business fields, theoretical orientation and cultural backgrounds.

Hotels should develop management strategies based on safety leadership and motivate and promote employee safety behavior from the four aspects of safety coaching, care, motivation and control.

This investigation expanded the research on the effectiveness of safety leadership and especially with respect to safety in the hospitality industry during a major global crisis. Also, the research conceptual model and variables contained therein are original contributions to the hospitality research literature.

The effect of hotel employee safety behavior has not as yet been investigated. The purpose of this research is to determine the impact of hotel employee ternary safety behavior on negative safety outcomes, as well as the moderation effects of job vigor and emotional exhaustion.

A questionnaire survey of 16 medium- and high-star-rated hotels in southeast China was conducted and 571 responses were received for model estimation. The statistical analysis techniques adopted were confirmatory factor analysis, correlation analysis, hierarchical regression, and structural equation modeling.

The results showed that: (1) safety compliance and participation positively predicted safety adaptation; (2) the three dimensions of safety behavior contributed to reducing negative safety outcomes, and there was a multiple mediation process in their relationship; and (3) job vigor positively moderated the influence of safety compliance and adaption on negative safety outcomes, and emotional exhaustion negatively moderated the influence of safety participation on negative safety outcomes.

This research provides greater insights into the relationship between safety behavior and outcome performance within the hotel industry, and yields theoretical and practical implications for improving employee safety behavior and hotel safety performance.