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This study aims to investigate how Chinese hotel employees (Zhejiang province in mainland China) perceive unethical managerial behavior. It targets to identify any underlying dimensions that exist among the hotel employees. This study also aims to discover any relationship between overall job satisfaction and the derived dimensions. The effects of demographic variables on employees’ job satisfaction and its relationship with unethical managerial behavior are also investigated. Recommendations are presented to hoteliers and human resources practitioners on developing an ethical climate in the hotel industry.

Quantitative mixed methods incorporated both in-depth interviews on identifying 20 unethical managerial behaviors among hotel employees, and statistical analyses of the dimensions of the said behaviors were applied to this research. As quantitative analysis was the principal data analysis method adopted to test the hypotheses on hotel employees’ perception of unethical managerial behavior and job satisfaction, a self-administrated questionnaire was developed. A total of 268 completed questionnaires were collected, and factor analysis, multiple regression, independent t-test and ANOVA were conducted to analyze the data.

Three factors of unethical managerial behavior were developed: unethical treatment of employees; unfair and broken promises to employees; and inequity and unsympathetic treatment of employees. “Unethical treatment of employees” was found to be significantly related to overall job satisfaction among hotel employees in multiple regression analysis. Demographic differences were also found to exert effects on the three factors and overall job satisfaction.

This paper successfully identified three underlying dimensions that exist among Chinese hotel employees’ perception of unethical managerial behavior. Three recommendations are presented to hoteliers as well as human resources practitioners for developing an ethical climate in the hotel industry.

This study contributes to advance the understanding of the hotel employees’ perception of unethical managerial behavior. The relationship between job satisfaction and the derived three underlying dimensions is discovered.

The purpose of this paper is to assess Chinese tourists' perceptions of the UK hotel service quality, and to analyze the role of Chinese culture in influencing their expectations and perceptions.

An adapted SERVQUAL questionnaire for measuring hotel service quality attributes, and paired t‐test and the Mann‐Whitney test for data analysis were used in the study.

The main findings fully support the hypotheses developed, and reveal a number of shortfalls, particularly on the empathy, reliability and tangible dimensions, in UK hotel services, which have led to negative consumers' experiences.

Future study requires a larger sample size with more sophisticated statistical analysis, and also additional emphasis on the price/value relationship for hotels themselves, and the hotel category.

These are implications for the UK hotel marketers, managers, and employees, who may use the findings to adapt services to capitalize on the potential of Chinese outbound travel to the UK.

This exploratory study provides fresh insights on the interrelationships of cultural influences and customers' evaluations of service quality.

Mentoring was considered as an efficient way to facilitate staff attachment with hotels. Such a strong attachment has been demonstrated to reduce employees’ intention to quit. This study aims to investigate the mediating roles of organizational and occupational embeddedness in the relationships between mentoring functions and turnover intention.

The responses were collected from a sample of 354 employees in four hotels group across three Chinese provinces. A structural equation model (SEM) was applied to test the model and mediating roles of organizational and occupational embeddedness.

The results of SEM suggest that both organizational and occupational embeddedness mediated the relationships between mentoring functions (career and psychosocial support) and turnover intention. Specifically, employees who are able to receive successful mentoring can easily embed in their organization and occupation. Thus, these employees are reluctant to leave.

Although this study reveals the important role of mediation, it has several limitations. First, the data drawn from Hebei, Beijing and Zhejiang provinces may lack geography representativeness. Second, this paper neglects potential moderating role of certain personal or context factors. Third, the time lag between the three data collections are not the same.

Managers should retain proper employees by introducing mentoring programs. Furthermore, to increase organizational and occupational embeddedness, managers should also consider the person-organization/occupation attachments of this industry.

This study tests organizational and occupational embeddedness simultaneously as mediators between mentoring and turnover intention through data obtained from the Chinese hotels.

In the hotel industry, exceptional service failure recovery is a key determinant of customer satisfaction and loyalty. Western‐based hotel corporations should adapt their failure recovery training programs for their properties in China. Adjustments are necessary because of differences in cognitive processing. Modifications are also required due to various Chinese cultural characteristics.

This study aims to examine the relationships among leader–member exchange (LMX), employee voice, team–member exchange (TMX), employee job satisfaction and employee commitment to customer service (ECCS) across the USA and Chinese cultures within the hotel context.

An online survey was completed by hotel employees across the USA (n = 315) and China (n = 363). The data were analyzed using structural equation modeling.

The findings of this study imply that the relationships among constructs between two nations are very similar, with a few significant differences. Specifically, this study shows that there are significant differences between the USA and China regarding the effects of LMX on employee voice, TMX, job satisfaction and ECCS.

The research should be extended with more than two national cultures to increase the generalizability of the research findings. Primary implication is that leader in China, and the USA should seek to build LMX quality to reap organizational benefits.

This study can help global hospitality firms develop management strategies effectively.

The study’s findings provide researchers with a better understanding of the LMX framework across USA and Chinese cultures. It also verifies the underlying relational effects among LMX and its outcomes across different nations, thus offering global hospitality organizations best management practices across cultures. Further, this study seeks to fill gaps in previous LMX and employee voice studies by providing robust explanations of the cultural influences on LMX framework across nations.

The “open‐door” policy started by the late Deng Xiao Ping has not only been maintained since his death but under the new Chinese leadership it has been encouraged even further. Because of this China has seen an unprecedented number of tourist arrivals which in turn has led to an explosion in the construction of hotels. However, due to poor vocational educational facilities and staff for hospitality subjects there is a dearth of qualified hotel operatives. This work examines Chinese hotel employees’ perceptions of various elements of vocational education associated with the Chinese hotel industry. This was done by asking staff to rank their feelings on a bi‐polar scale and the results examined using Kelly’s Repertory Grid principal components analysis.

This paper aims to understand employees’ perceptions of human resources management functions and how these affect brand performance, and the indirect influence of human resources management functions when mediated by job satisfaction in branded hotels in China. Hotel human resources functions, specifically organizational career management, and internal branding in hotels in mainland China were examined. The mediating effect of job satisfaction on the relationship between organizational career management and internal branding on brand performance was also examined.

A survey of hotel supervisors and middle managers in mainland China yielded 510 valid questionnaires for data analysis. Structural equation modeling was used to empirically test the relationships between human resources management functions (organizational career management, internal branding and job satisfaction) and brand performance in four- and five-star hotels in China.

The structural equation modeling results showed strong support for the mediating effect of job satisfaction on the relationships between organizational career management, internal branding and brand performance. Interestingly, although internal branding significantly affected brand performance, organizational career management alone did not.

The main limitation was the use of a convenience sampling method, which means respondents may not represent a sufficiently broad sample of hotel employees. Future studies are encouraged to explore internal branding and hotel career management using a probability sampling method.

The findings offer new insights and directions for hotel human resources managers to improve brand performance, either through promoting internal branding itself, or by enhancing organizational career management, internal branding and employees’ job satisfaction to achieve brand performance.

This is the first empirical study to analyze hotel management employees’ perceptions of the relationships between hotel human resources management, employees’ job satisfaction and hotel brand performance in China. The findings demonstrate the usefulness of applying human resources management functions to hotel branding.

Using the social exchange perspective, the aim of this research is to add value to the construct by looking at direct and indirect effects through perceived organizational support (POS) and leader‐member exchange (LMX) of the guanxi network in job involvement, and ultimately the effect of job involvement on in‐role performance.

A questionnaire was used as the medium for data collection. A total of 458 respondents took part in research at two points of time. Respondents were selected using random sampling technique from hotels of western part of Malaysia. Descriptive statistics, CFA, and SEM were used for this purpose.

Findings of the study reveal that individual guanxi network significantly contributes towards social exchange relations (POS and LMX), and employees' job involvement. The individual guanxi network has both direct and indirect effects on job involvement, which confirms that individual guanxi network affects involvement through social exchange relations, i.e. POS and LMX; it also confirms the basic notion of individual guanxi network (social relations with norm of reciprocity).

This study covers only hotel employees working in Western Malaysia. Other sectors can be selected for future research endeavours with a larger sample size.

One obvious implication of this research is that management should utilize the guanxi network of employees, which can result in increasing involvement and improved performance.

The main contributions of the study contain: consideration of LMX as a mediator and explaining the social exchange essence of individual guanxi network.

This paper aims to investigate the interaction effect of job demands (e.g. display rules; DRs) and personal resources (e.g. emotional intelligence; EI) on work engagement and whether this interaction effect varies between managers and non-managers.

This study has been conducted on 572 hotel employees (153 managers and 388 non-managers) in China, and multiple linear regression analyses have been used to analyze the data.

The results indicate that the direct impact of DRs on work engagement was significantly positive for both hotel managers and non-managers; DRs boosted the positive impact of EI on work engagement, but only among managers; and EI boosted the positive impact of DRs on work engagement, but only among managers with high EI.

Previous studies have primarily focused on the antecedents and outcomes of work engagement, but little is about the direct impact of job demands and the interaction effect of job demands and personal resources on work engagement. This is the first study investigating DRs and its interaction effect with EI on work engagement among hotel managers and non-managers, respectively.

This study aims to explore the mediating effects of role overload and job security on the relationship between leader–member exchange and work engagement and simultaneously examines the impact of role overload on employees’ job security.

By means of telephone and email, the study inquired eight international tourist hotels’ willingness, and questionnaires were distributed to employees of these hotels in 2014. The hotel employees were asked to participate, and they have the right to agree or not. After discarding unusable responses, 310 individual surveys ratings were collected from a total of 500 self-administrated questionnaires were distributed (a 62.0 per cent response rate).

The result indicates that role overload and job security have mediating effects on the relationship between leader–member exchange and work engagement. Also, role overload can positively influence job security.

To the best of our knowledge, this is the first study to examine the mediating roles of role overload and job security between LMX and work engagement, as well as the influence of role overload on job security. This study attempts to make contributions to human resource management literatures of hospitality and tourism.