Search results

This study aims to investigate the psychological mechanisms underlying hospitality employees’ social exchange relationships at work by applying the social aspects of work and the social exchange theory.

MTurk was used for conducting a cross-sectional questionnaire survey, targeting frontline employees who were working in full-service restaurants. Descriptive statistic, confirmatory factor analysis and structural equation modeling were performed.

Customer-employee exchange had a positive relationship with gratitude. Moreover, gratitude was positively associated with both role-prescribed customer service and extra-role customer service. Leader-member exchange and coworker exchange were positively related to obligation. Obligation had positive association with both role-prescribed customer service and extra-role customer service. The mediating effects of gratitude and obligation were statistically significant.

Employees’ social exchange relationship with customers promotes prosocial behaviors by arousing gratitude in them. Moreover, their social exchange relationships with supervisors and coworkers lead to prosocial behaviors by provoking obligation from them.

This research shows the importance of the social aspects of work to contribute to employees’ prosocial behavior in the hospitality industry. Moreover, it proves the critical roles of emotions to guide employees’ decisions about social exchange.

Guided by the affect theory of social exchange, this study aims to examine the affective process underlying the impact of customer cooperation on hotel frontline employees’ prosocial service behavior. Job autonomy was tested as a boundary condition.

A mix-mode quantitative survey collected data from 818 frontline employees in 14 upscale hotels across China. Data were analyzed using structural equation modeling to test the research hypotheses.

Results suggest that customer cooperation influences employees’ prosocial service behavior directly and indirectly via employees’ positive affect. Contrary to expectations, job autonomy weakened the relationships among customer cooperation, positive affect and employees’ extra-role customer service but did not moderate the impacts of customer cooperation and positive affect on employees’ role-prescribed customer service.

As an initial attempt to investigate the effects of customer cooperation on two types of frontline employees’ prosocial behavior, this study broadens the application of the affect theory of social exchange and contributes to an understanding of the theory’s boundary conditions by testing a framework under the contextual condition of job autonomy.

Which type of managerial control makes bank contact employees more likely to perform so called prosocial behavior toward their customers (i.e. behaviors which contribute to the bank’s positive image, perceived good service and customers’ satisfaction)? Four types of formal controls are considered here: training, behavioral control, pay administration and managerial orientation. An empirical study performed in six branches of a charter bank shows that pay management has the strongest effect on service employee prosocial behavior. Training also affects prosocial behavior significantly, but not as strongly as does perceived pay fairness. In addition it is shown that pay is the primary contributor to these employees’ perceived workplace fairness.

The increasing importance of customer satisfaction is uncontested. Yet, banks are currently facing another major challenge, meeting the changing needs of customers. For this reason, the present study aims to examine the effect that internal service quality has on employees' prosocial customer behaviour displayed, which is crucial for customers' perception of service quality. This effect was examined both for publicly and for privately held banks.

Out of 19 banks that operate in a major Greek city, 16 agreed to cooperate. The researchers personally administered 10 questionnaires to front‐line employees of every branch, on a random basis, and gathered 113 usable questionnaires. Responses were analysed using descriptive statistics, and regression analyses.

The findings indicate that employees are more likely to improve their general performance and are more cooperative when internal service quality exists. Despite the fact that employees in both sectors agree to the fact that reliability and access are critical for displaying role‐prescribed customer behaviour, there are significant difference with regards to cooperation and extra‐role customer behaviour.

Since, the study took place in only one Greek city, increasing the sample base both in terms of the number of cities and respondents could provide safer generalizations of findings.

Quality circles, employee involvement and human resource management policies designed to stress internal service quality can enhance employees' willingness to serve customers, and in turn increase service quality provided to external customers.

The paper assesses the impact of internal service quality on customer service behaviour, focusing on the Greek banking sector.

This paper aims to conduct a systematic literature review on prosocial rule-breaking (PSRB) and identify the underlying themes using content analysis.

The current review is based on a portfolio of 37 studies collected from different electronic databases. An extensive literature review is done following a four-step methodology to understand the field comprehensively.

The present article identified themes in the field of PSRB based on antecedents, consequences, moderators and mediators. Further, the identified themes are classified into individual, job and organizational levels. Through a conceptual framework, how antecedents impact PSRB is shown, which leads to diverse consequences.

Through this study, the authors attempt to help practitioners understand why PSRB behaviors occur in the workplace. Simultaneously, the authors' work helps managers identify potential strategies to evade the adverse effects of PSRB.

To the best of the authors' knowledge, this study is the first systematic review of PSRB. The review also highlighted the gaps and provided future research directions based on the theory, context, characteristics and methodology (TCCM) framework.

This study aims to investigate the influence of restaurant manager’s emotional intelligence (EI) and manager support on service employees’ attitudes and performance by applying affective event theory.

The multi-level research approach incorporates three different levels of analysis: employees’ job satisfaction and service performance; manager’s EI and support; and) restaurant unit level service under pressure. Data were collected from wait staff employed in full-service restaurants in the southeastern region of the USA. This research uses the hierarchical linear model to process the survey data.

The findings indicate that manager EI and support have a significant impact on employees’ job satisfaction, and further leads to high levels of service performance. The moderating effect of service under pressure between leader’s EI and employees’ job satisfaction is not statistically significant.

Results suggest practical management implications to restaurant managers and frontline service employees. This study’s research findings imply management training and development programs should help managers regulate their own and better understand service employees’ emotions. Findings further highlight the important role manager support has upon employee’s job satisfaction and frontline service performance.

The present study offers a comprehensive perspective to better understand the variation of employees’ job satisfaction that arises from three different sources: between individuals, between teams and between restaurants. The findings also provide new insight into EI scale development.

Drawing on and extending the socially embedded model of thriving, this paper aims to investigate how and when customer participation promotes hospitality frontline employees’ engagement in extra-role service behavior.

A two-wave questionnaire survey was carried out among frontline service employees and their immediate supervisors in a four-star business hotel in Eastern China. Path analysis using Mplus 8.3 examined a multilevel moderated mediation model.

Customer participation has a positive effect on frontline employees’ experience of thriving, which in turn promotes their engagement in extra-role service behavior. Nevertheless, supervisors’ negative affect weakens the positive effect of customer participation.

Hotels could implement employee assistance programs, arrange training on emotional regulation and positive psychology and create a fun work environment to help alleviate supervisors’ experience of negative affect so as to lessen its adverse effect on frontline employees’ perception of customer participation.

First, this work is one of the few studies exploring how customer participation affects frontline employees’ well-being (in terms of thriving) and extra-role service behavior, which advances extant value co-creation literature. Second, the moderating role of supervisors’ negative affect enriches the limited understanding of when customer participation might not bring firm benefits. Third, by uncovering customer participation as an antecedent of employee thriving, this study extends thriving research that only attends to contexts located within organizations.

The aim of this paper is to explore the supervision facets from the employees' perception in Egypt. Another aim is to explore the relationships between the supervisors' facets and their satisfaction level.

To achieve the aims of this research, the researchers collected data from different employees in deterrent organizations in Egypt (n=272). Validity and reliability tests were computed for the measures used in the research. Descriptive statistics, inter‐correlations were computed for the variables used in this research to test the research hypothesis.

The similarities with the non‐western contest were found in some facets of supervisors, while others are not. Significant relationships were found between supervisors' facets and employees' satisfaction from their supervisors.

Some practical conclusions which would lead to effective and successful organizations in the Egyptian context are: creating a positive environment by focusing on the social relationships between employees and their supervisors and developing a clear job description to help employees understand what they have to do, along with allowing some real participation by the employees in making decisions.

Investigating such concepts will provide the basic information needed to develop a clear understanding for supervisory‐employees relationships in a non‐Western context, which is not available currently.

This study aims to investigate the drivers that motivate employees and guests' hotel service participation to understand how that can influence the implementation of Value Co-Creation (VCC) in sub-Saharan African context.

Using an interpretive paradigm, the study draws on 32 in-depth interviews, 6 focus group discussions involving 32 participants and participant observation field notes. Data were analysed using thematic analysis.

The study unravels nine motives that drive employee–guest VCC participation: passion, relationship, belongingness, shared and enhanced experiences, satisfaction, reputation development, openness, communication and rewards.

This exploratory, cross-sectional study was undertaken in hotels within sub-Saharan Africa. Thus, findings cannot be generalised. However, it provides an opportunity for future quantitative approaches within different contexts involving other stakeholders.

Considering the numerous challenges from COVID-19 pandemic on the service industry, hotel managers might want to use the findings to not only formulate policies that support employee–guest co-creation for service improvement and survival but also introduce enhanced innovative service practices that deliver on employee and guest service expectations for retention. The findings encourage hotel managers to identify employee and guest context-specific motivations to be able to match with value-driven service activities, aimed at attracting positive behaviours to better respond to the numerous COVID-19-related challenges.

This work adds to the VCC literature by investigating the collective and individual drivers at the employee and guest dyadic level within sub-Saharan African hotel context. The authors propose a comprehensive model to guide the successful implementation of employee–guest VCC.

This paper aims to investigate the relationship between emotional labor and workplace violence based on the social exchange theory. Drawing on the social exchange theory, this paper aims to investigate the relationship between emotional labor and workplace violence. Specifically, the authors take a relational approach by introducing positive patient treatment as the mediator. The moderating role of organizational support in the relationship between emotional labor and workplace violence is also considered.

The data of this study encompasses 536 nurses from 10 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model.

The findings of this study support the negative effect of emotional labor on workplace violence and the mediating effect of patient-positive treatment. Moreover, when organizational support is low, the relationship between emotional labor and workplace violence is strong. In contrast, the effect is weak when organizational support is high.

The findings of this study suggest that health-care administrators should offer more training to nurses to help them manage their emotions while interacting with their patients. This leads to positive interpersonal relationships, which, in turn, lowers workplace violence. Moreover, health-care administrators should pay more attention to the buffering role of perceived organizational support for those subordinates with low emotional labor and higher workplace violence.

The study provides new insights into emotional labor’s influence on workplace violence and the moderating role of organizational support in the link between emotional labor and workplace violence. The paper also offers practical assistance to nurses in the health-care industry interested in building positive patient treatment and trust with their patients and minimizing workplace violence.