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1 – 10 of over 12000Jie He, Yan Mao, Alastair M. Morrison and J. Andres Coca-Stefaniak
This paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak, based…
Abstract
Purpose
This paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak, based on social support and event system theories. COVID-19 caused sharp profit declines and bankruptcies of hotels, restaurants and travel agencies. In addition, employees faced threats to their health and job security. How to overcome employee anxieties and fears about the negative impacts of this crisis and promote psychological recovery is worthy of attention from researchers and practitioners. This research investigated the impacts of SRHRM on employee fears through organizational trust, with the COVID-19 pandemic playing a moderating role between SRHRM and employee fears.
Design/methodology/approach
The hypotheses were tested through multiple linear regression analysis based on a survey of 408 employees in hospitality and tourism firms in China. Qualitative data were also gathered through interviews with selected managers.
Findings
The results showed that SRHRM had a negative influence on employee fears of external threats by enhancing trust in their organizations. In addition, the strength of the COVID-19 pandemic positively moderated the effect of SRHRM on employee fears. When the pandemic strength was more robust, the negative effects of SRHRM on employee fears were more significant.
Research limitations/implications
This research illustrated the contribution of SRHRM in overcoming employee fears of external threats in the context of COVID-19. It shed light on the organizational contribution of SRHRM to hospitality and tourism employee psychological recovery during the crisis.
Originality/value
This research explored strategic HRM by examining the effects of SRHRM on employee fears in the midst of a severe crisis, specifically COVID-19. The moderation effect of event strength and mediation effect of organizational trust were tested. It is of great value for hospitality and tourism firms to foster employee psychological recovery during a crisis such as COVID-19.
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Defines and evaluates transformation, and examines why transformation efforts can fail. Provides a case study, describing the context, strategy and change processes. Finally…
Abstract
Defines and evaluates transformation, and examines why transformation efforts can fail. Provides a case study, describing the context, strategy and change processes. Finally, identifies what lessons can be learned from working with failure.
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Liu Yao, Arslan Ayub, Mustafa Ishaq, Sania Arif, Tehreem Fatima and Hafiz M. Sohail
Employee silence is a pervasive workplace phenomenon that can cause severe economic losses to service organizations. Drawing on conservation of resource theory, the present…
Abstract
Purpose
Employee silence is a pervasive workplace phenomenon that can cause severe economic losses to service organizations. Drawing on conservation of resource theory, the present research aims to investigate interpersonal antecedents of employee silence, specifically workplace ostracism while considering the moderating role of negative reciprocity beliefs (NRBs).
Design/methodology/approach
Two-wave data collected from 355 employees working in service organizations in Pakistan supported the theorized model. The study used SmartPLS (v 3.2.7) to examine the measurement model and the structural model.
Findings
As projected, the authors found that workplace ostracism was positively related to acquiescence silence and defensive silence, but not related to prosocial silence. Besides, this study’s findings supported two-way interaction involving workplace ostracism and NRB on acquiescence silence and defensive silence, but not on prosocial silence. In particular, the presence of high NRB makes the adverse effects of workplace ostracism even worse.
Originality/value
This study explores the boundary conditions under which employee silence is more likely or less likely to occur. This just makes the current research all the more salient that why and when ostracized employees resort to remain silent in the workplace.
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M.R. Dileep, Joshu Ajoon and Bipithalal Balakrishnan Nair
The tourism sector’s fragility lends significance to mental health and wellbeing, especially amongst workers in the hotel and tourism sectors. However, stakeholders’ subjective…
Abstract
Purpose
The tourism sector’s fragility lends significance to mental health and wellbeing, especially amongst workers in the hotel and tourism sectors. However, stakeholders’ subjective wellbeing and mental health in these sectors due to the coronavirus disease 2019 (COVID-19) pandemic remain under-researched, especially for destinations with unique selling propositions (USPs). Thus, this study investigates the effects of the worldwide COVID-19 pandemic on various stakeholders in Kerala, India. In particular, the authors assess the mental health and welfare of those involved in the tourism sector with an eye on how the COVID-19 pandemic has influenced the field’s psychological and technical developments.
Design/methodology/approach
This study employs an ethnographic approach to understanding the idiosyncratic experiences of stakeholders using in-depth interviews (n = 68), focus group interviews (n = 3) and participant observation for 14 months. Reflexive thematic analysis was used to analyse the data.
Findings
The findings reveal the shifting perceptions in the tourism sector’s workforce by detailing various societal, technical and physical transformations, especially amongst the younger generations. The resultant psychological mapping generates a framework of the emotional perspectives of stakeholders during each stage of the pandemic. This study also highlights the urgency of crisis-management training for the workforce.
Originality/value
The COVID-19 pandemic has affected all spheres of global business, resulting in unprecedented challenges in both personal and professional life. The sector’s fragility lends significance to mental health and wellbeing, especially amongst workers in the hotel and tourism sectors. However, the subjective wellbeing and mental health of stakeholders in these sectors due to the COVID-19 pandemic remain under-researched, especially for the developing destinations with USPs.
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Mousa Alsheyab, Nela Filimon and Francesc Fusté-Forné
From a hospitality and tourism perspective, the purpose of this study is to analyse the case of Jordan by looking at the implementation of corporate social responsibility (CSR…
Abstract
Purpose
From a hospitality and tourism perspective, the purpose of this study is to analyse the case of Jordan by looking at the implementation of corporate social responsibility (CSR) practices in the hospitality industry and their contribution to the management of the pandemic crisis, with a special focus on large hotels.
Design/methodology/approach
The method focuses on a qualitative study based on ten in-depth interviews with senior managers of five-star hotels in Jordan, fully used as quarantine facilities during the COVID-19 pandemic.
Findings
The study reveals how and why the implementation of CSR practices contributes to the crisis management in Jordan, also highlighting the role of the managers and the hotels’ organizational cultures.
Originality/value
Drawing from the unique case of Jordan, to the best of the authors’ knowledge, this is the first study which analyses the close relationships between crisis and hospitality management from a CSR perspective, and the impact of organizational cultures and ethical strategies on local stakeholders.
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This study focuses on owner-managers’ paternalism and its effects on human resource management (HRM) in micro, small and medium enterprises (MSMEs) during COVID-19 pandemic. It…
Abstract
Purpose
This study focuses on owner-managers’ paternalism and its effects on human resource management (HRM) in micro, small and medium enterprises (MSMEs) during COVID-19 pandemic. It aims to describe and discuss how owner-managers paternalism enhanced the sustainability of exemplary MSMEs.
Design/methodology/approach
A qualitative approach employing Heideggerian interpretive phenomenological methodology was used. Data were collected from 30 exemplary MSME restaurants using non-participant observation, document analysis and in-depth interviews with a purposive sample of 75 key informants: 30 owner-managers and 45 of their employees in 10 Thai tourist provinces over three time periods. Verbatim transcripts were coded using template analysis to generate distilled data summaries.
Findings
Four HRM themes were identified: (1) staffing, (2) development, (3) performance management and (4) compensation. A proposed model was suggested to understand how owner-managers’ paternalism affects four HRM practices. Owner-managers use their authority, combined with high levels of benevolence and morality, through supportiveness and kindness for employees to meet both their work and personal needs. Specifically, their employees repay them through performance and loyalty. This reciprocal relationship positively impacts employers, employees and MSMEs.
Research limitations/implications
The generalization of the study's outcomes is limited by the sample size and study methodology. The findings propose alternative HRM practices for Thai restaurants, therefore, generalization to all types of MSMEs and all areas of the world is not possible. In future research, it would be useful to consider a mixed-methods approach using large samples of MSMEs across the country or in other countries. Some small HR issues that were noted in this study, such as using the horoscope, astrology and zodiac as hiring tools, could be studied further. Future studies should explore the main thrust and relationship established between owner-managers and employees to drive MSMEs' performance.
Practical implications
The findings may be used as guidelines for creating a deep bond between employers and employees to strengthen MSMEs and foster sustainability.
Social implications
Important for instilling HRM practices in MSMEs. This paper provides policy implications for governments, relevant public agencies and other developing countries. They need to put forward for consideration of new strategies for migrant policy, in order to solve the shortage of labor in MSMEs. A well-considered policy could increase employee well-being during crises by bringing supportive strategies together.
Originality/value
This study expands knowledge of the effects of paternalism on HRM practices in shaping employer and employee relationships through social exchange theory (SET).
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Beatriz Guzmán-Pérez, Javier Mendoza-Jiménez and María Victoria Pérez-Monteverde
This study aims to demonstrate the derivation of social sustainability metrics that guide the decision-making of hotel managers regarding sustainability strategies based on the…
Abstract
Purpose
This study aims to demonstrate the derivation of social sustainability metrics that guide the decision-making of hotel managers regarding sustainability strategies based on the case study of Hotel Tigaiga in the Canary Islands, using a noninstrumental approach of the stakeholder theory.
Design/methodology/approach
The analytic–synthetic method of integrated social value (ISV) was used. Data were collected through semi-structured interviews with the stakeholders’ representatives, direct observations and relevant documents.
Findings
Metrics referring to hotel outputs valued by stakeholders and expressed in monetary terms were obtained.
Research limitations/implications
The findings cannot be directly applied to a similar hotel. Applying the ISV model to a set of similar hotels to standardize outputs and proxies is necessary.
Practical implications
The results can guide efforts to increase the effectiveness and efficiency of Hotel Tigaiga’s social sustainability strategies.
Originality/value
Research on measuring the sustainability of hotels in terms of generating maximum value for society is limited. This study is unique because it demonstrates the process of deriving comprehensible indicators to guide hotel managers toward social sustainability.
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Lenna V. Shulga and James A. Busser
As the tourism industry emerges from full or partial closure caused by the COVID-19 crisis, it is imperative to understand the internal conditions that assisted organizations to…
Abstract
Purpose
As the tourism industry emerges from full or partial closure caused by the COVID-19 crisis, it is imperative to understand the internal conditions that assisted organizations to maintain positive employee attitudes despite the adverse effects of unpopular cost–retrenchment strategies. Therefore, this study aims to understand the impacts of transformational leadership (TFL), human resource management (HRM) crisis cost–retrenchment and ethical climate (EC) on employee job outcomes affected by COVID-19 pandemic.
Design/methodology/approach
Mid-level managers of service organizations from a travel destination heavily reliant on the tourism participated in an online self-administered survey one month after the state eased its COVID-19 travel restrictions. Partial least square structural equation modeling (PLS-SEM) examined how TFL and EC influenced cost–retrenchment crisis–management HRM, satisfaction and trust in the organization, followed by PLS multi-group analysis (PLS-MGA) to understand differences between hospitality and non-hospitality employees.
Findings
Results revealed an overall positive effect of TFL that diminished the negative affect of HRM cost-retrenchment on employee satisfaction. PLS-MGA showed a significant positive role of other-focused EC on employee outcomes, especially for hospitality organizations, whereas self-focused EC had a negative impact for non-hospitality firms.
Originality/value
This study contributes to contingency theory of leadership by demonstrating that TFL in combination with EC mitigates or overpowers the negative effects of cost–retrenchment crisis management strategies on employees. The study advances knowledge of self-focused and other-focused moral reasoning climate impacts under COVID-19 conditions for hospitality organizations. The industry comparison results highlight the important positive characteristics of hospitality crisis management.
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The purpose of this study was to examine the mediating effect of employee well-being on the relationship between a bundle of human resource practices (HR practices) and employee…
Abstract
Purpose
The purpose of this study was to examine the mediating effect of employee well-being on the relationship between a bundle of human resource practices (HR practices) and employee resilience among Thai employees in an insurance company.
Design/methodology/approach
Self-report questionnaires were received from 317 employees. Confirmatory factor analysis (CFA) was conducted, followed by structural equation model (SEM) to test all hypotheses.
Findings
A partial mediator role of employee well-being on the relationship was detected, highlighting the significant consequences of a bundle of HR practices during the recent pandemic.
Research limitations/implications
The study's limitations were its self-report questionnaires and cross-sectional design.
Practical implications
This study highlights the importance of a bundle of HR practices under the unusual situation, i.e. during the data collection process, telecommuting was implemented in the organization to comply with the government regulations. A bundle of HR practices can be perceived as resources that can help individual employees overcome this challenging situation, which supports organizational performance.
Originality/value
High environmental uncertainty requires today's organizations to be aware of the importance of employee resilience since this can contribute to organizational resilience. Additionally, employees rank their well-being as one of the top factors they seek from an organization. Thus, this study empirically extended the benefits of a bundle of HR practices in the context of COVID-19, supporting the mutual gains model.
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