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Based on The Conservation of Resources Theory (COR), Spillover Theory and Social Exchange Theory (SET), this study investigates the mediating role of job dedication in the relationships between job stress, happiness and perceived organizational support (POS).

Data were collected from 5-star resort hotel employees in Turkey. 362 valid questionnaires were collected. The research hypotheses were tested using Covariance-Based Structural Equation Modeling (CB-SEM).

The analysis results show that POS is positively related to employee happiness and job dedication. Job stress is negatively related to employee happiness but positively related to job dedication. Job dedication partially mediates the relationships between job stress and happiness, and POS and happiness.

The study's findings could be used by hotel managers to improve employees' job dedication, which will lead to increased employee happiness. Together with qualitative and quantitative research methods, future research could be conducted on the predecessors of job dedication and comparatively on employee happiness for different country samples.

In order to increase employee happiness, Turkish hotel managers may want to increase POS and decrease perceived job stress of their employees. Although it was found out in this study that job stress increases job dedication, it is also accepted that this unexpected situation arises due to special conditions. Therefore, by reducing job stress, hotel managers may prefer to increase the job dedication of their employees and their happiness indirectly.

The current study contributes to the hospitality management literature by investigating the organizational factors behind employee happiness. In addition, it also explored in depth the mediating effect of job dedication on the relationships between POS, job stress and happiness.

Compatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.

The data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.

The results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.

Although past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.

This paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using social exchange theory, job dedication is hypothesized to mediate the relationship between leader-member exchange (LMX) and OCBs.

Hierarchical regression analysis was performed on data obtained from 190 supervisor/subordinate dyads from a number of firms to test the study hypotheses.

Results indicate that job dedication fully mediates the relationship between LMX and OCBs directed toward individuals and the organization, thus playing a role in the production of OCBs.

Due to non-employment of an experimental design, causality cannot be determined. If managers use signals to determine performance, then scholars need to conduct further research to determine what the cues are.

Managers need to spend time in determining and care whether what they are actually measuring is accurate in terms of spontaneous behaviors performance.

First, this study has developed an explanation as to how managers can use job dedication as a means to track the behaviors of multiple subordinates based on social exchange theory. Second, this study provides empirical evidence of the mediating role job dedication plays on mediating the LMX/OCBs relationship.

The purpose of this paper is to examine the relationship between transformational leadership and employee dedication and the relationship between transformational leadership and pro‐social behaviour. This study seeks to extend Gill et al.'s findings regarding the impact of transformational leadership on job stress and the impact of job stress on burnout.

Hospitality industry employees were interviewed to find out if transformational leadership used by their managers improves employee dedication and pro‐social behaviour.

Results suggest that employee dedication and pro‐social behaviour are positively related to the improvement in the level of perceived transformational leadership implementation.

If employees perceive that their managers are using high‐level transformational leadership, employee dedication and pro‐social behaviour are perceived as higher level than if it is perceived as being used at lower level.

This paper offers useful insights for hotel managers based on empirical evidence.

This paper attempts to investigate the simultaneous effects of dedication and constraint factors on business-to-business (B2B) customer loyalty in the context of transforming the mobile telecommunication industry. Maintaining a successful inter-organizational relationship with the key players becomes increasingly critical to the performance and competitiveness of the mobile network operator (MNO) in the mobile telecommunication industry.

A dual customer loyalty model which reflected both dedication-based and constraint-based mechanisms is developed and empirically tested against data collected from 129 content providers (CPs) which currently have business relationships with China Mobile.

The structural equation modeling partial least squares analysis indicates that dedication-based (e.g. customer satisfaction, trust in MNO and MNO’s relationship-specific investments) and constraint-based (e.g. switching costs, dependence on MNO and CP’s asset specificity) mechanisms simultaneously, yet differentially, influence CP’s loyalty toward the MNO.

To obtain CP’s loyalty, MNOs should consider both the dedication and constraint factors. In particular, they need to focus more on the constraint-based mechanism, as it exerts stronger influences on CP’s loyalty than the dedication-based mechanism.

This research advances our theoretical understanding of the dual nature of customer loyalty behavior in the B2B context and offers practical implications for MNOs to leverage these two contrasting causal drivers.

The purpose of this paper is to propose a moderated mediation model to explain how corporate social responsibility (CSR) and ethical leadership influence knowledge sharing and job dedication through the mediating mechanism of positive affective tone and cognitive meaningfulness.

The research hypotheses were empirically tested using a survey of employees from the high-tech industry in Taiwan. The research constructs in this study were measured using five-point Likert scales modified from existing literature. The survey data were empirically analyzed with two-step structural equation modeling (SEM) and regression analysis.

The empirical results of this study reveal that CSR and ethical leadership positively relate to positive affective tone and cognitive meaningfulness. Knowledge sharing is positively affected by positive affective tone whereas job dedication is positively affected by positive affective tone and cognitive meaningfulness. While the relationship between positive affective tone and job dedication is positively moderated by job demand, the relationship between cognitive meaningfulness and job dedication is negatively moderated by job demand.

This study elucidates the ethical influences from organizations (i.e. CSR) and leaders (i.e. ethical leadership) respectively to explain affective and cognitive processes involved in work situations. At the same time, by clarifying the moderating role of job demand, this study provides valuable implications for managers to effectively leverage job demand for increasing employees’ job dedication.

The purpose of this paper is to examine the effects of trust on an employee's job satisfaction and dedication. This study also extends Flaherty and Pappas's findings regarding the role of trust in salesperson‐sales manager relationships and Gill and Mathur's findings related to employee dedication and pro‐social behavior.

Employees from hospitality industry were interviewed to examine if employee trust in a hospitality manager improves job satisfaction and dedication.

Degree of employee job satisfaction and dedication is related to degree of employee trust in a hospitality manager.

If employees perceive higher degree of trust in a hospitality manager, the degree of their job satisfaction and dedication is perceived higher and vice‐versa.

This paper offers useful insights for hospitality managers based on empirical evidence.

The purpose of this paper is to investigate the effects of dedication- and constraint-based mechanisms on users’ post-adoption behavior in the social networking site (SNS) context.

The proposed framework uses user satisfaction and trust belief to capture the dedication-based mechanism and perceived switching costs and social norms to capture the constraint-based mechanism. Hypotheses were tested by applying partial least squares to data from 250 experienced Facebook users. A structural equation modeling was used to test the validity of the proposed research models.

The analysis results show that SNS users’ continuance intention is jointly affected by two distinctive mechanisms: a dedication-based one and a constraint-based one, the former playing a more critical role. The findings indicate that both perceived relative benefits and perceived enjoyment significantly influence user satisfaction. Learning and network size were found to be the key predictors of perceived switching costs.

This study applies the dedication- and constraint-based models by incorporating numerous sets of antecedents. The framework provides a theoretical lens of how two distinctive mechanisms influence SNS users’ post-adoption behaviors.

The analysis results provide several insights that can aid SNS providers understand SNS users post-adoption behaviors. Moreover, the findings will help SNS providers effectively facilitate dedication- and constraint-based mechanisms by enhancing the key antecedents of two distinctive mechanisms.

SNSs have become an important component of individuals lives. However, few systematic works investigate the fundamental mechanisms leading to SNS users’ continued usage. In an attempt to extend the horizons of SNS research, this study incorporates a set of antecedents to dedication- and constraint-based models.

The purpose of this study is to investigate if a supportive psychological climate specifically aimed at older workers (i.e. employee perceptions that the organization supports and activates older workers) will result in higher levels of older workers' vitality and dedication mediated through increased levels of older workers' perceived organizational support (POS).

The authors conducted a two-wave survey study among 209 older university employees (aged above 45 years) using structural equation modeling.

The results revealed that a change in supportive psychological climate is positively associated with a change in vitality and dedication, which was mediated by a change in POS.

Since workforces are aging around the world, one of the most pressing challenges for human resource managers is to find effective strategies to encourage older workers to remain engaged and active members of the workforce for as long as possible. In this study, the authors demonstrate that a supportive psychological climate for older workers is particular important in this regard.

The main contribution of this study is that it identifies the important role of a supportive psychological climate for older workers in predicting older workers engagement i.e. vitality and dedication, while also shedding light on the underlying mechanisms involved.

This study aims to investigate the influence of employee positions (supervisor vs line-level employee) on work-related variables (e.g. work engagement, job satisfaction and turnover intentions).

Data were collected from line-level employees and supervisors of 29 mid- to up-scale hotels. A series of one-way ANCOVA were performed to test the position differences in work engagement, job satisfaction and turnover intentions. Hierarchical regression analyses were conducted to examine the moderating role of employees’ positions on the relationships between those variables.

Supervisors have significantly higher work engagement and lower turnover intentions than line-level employees, whereas job satisfaction does not differ across positions. Employee positions significantly moderate the relationship between absorption and job satisfaction, and the relationship between dedication and turnover intentions.

This study provides an in-depth analysis for hotel managers to capture work-related factors (i.e. work engagement, job satisfaction and turnover intentions) across employee positions. Dedication is the primary barometer that significantly leads to job satisfaction and reduced turnover intentions compared to vigor and absorption. Although job satisfaction may be boosted by improving employee work engagement (i.e. vigor, dedication and absorption), increasing absorption is not an effective solution to increase supervisors’ job satisfaction. Hotel managers need to carefully monitor supervisors’ levels of dedication, given its focal impact on turnover intentions.

This study is one of the first attempts to examine the differences between line-level employees’ and supervisors’ work engagement (i.e. vigor, dedication and absorption) and its consequences (i.e. job satisfaction and turnover intentions). Findings highlight the unique influence of the individual dimension of work engagement on job satisfaction and turnover intentions. This study reveals the moderating effect of employee positions on the links between engagement dimensions and consequences.