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The present study examines the effect of supervisor incivility on service employee creativity and the mediating mechanism of negative affect state on the said relationship with the aid of Affective Events Theory (AET) and Social Power Theory. Additionally, the study explores the mitigating role of core self-evaluation in the dual stage of the moderated mediation model.

Survey data were collected from 420 frontline employees working in four-star and five-star hotels across India and PROCESS macro in SPSS 23.0 was employed to test the hypotheses proposed in the study.

The study findings observe that frontline employees experiencing supervisor incivility face a negative affect state and it further diminishes service employee creativity. Also, the indirect effect gets attenuated at dual stages when frontline employees are equipped with a high level of core self-evaluation.

The study findings provide various insights to the managers to understand the deleterious effect of supervisor incivility at work and to develop interventions to manage supervisor incivility and the negative affect state among frontline hotel employees.

The present study is the first and unique attempt to investigate the role of supervisor incivility experienced by frontline hotel employees in India with reference to their creativity towards customers and mediating mechanism of negative affect state. The study adds value to the literature by establishing the role of core self-evaluation in the moderated mediation model. Further, the study also provides a unique contribution to the management of frontline hospitality employees.

By investigating trust in the organization as a mediator and traditionality as a moderator, this study aims to examine the effect perceived organizational exploitation poses on frontline hotel employees’ service performance.

A three-wave survey that targets 219 supervisor–subordinate dyads from four Chinese hotels was conducted to test the hypotheses. The authors used SPSS 20.0 and AMOS 21.0 to analyze the data and verify the theoretical model.

This study found that perceived organizational exploitation exerts a destructive impact on frontline hotel employees’ service performance. Trust in the organization is a full mediator of the link connecting perceived organizational exploitation to service performance. Furthermore, traditionality weakens perceived organizational exploitation’s impact on trust in the organization and subsequent service performance.

The authors’ findings remind hotels to cease exploiting their employees to avoid compromising service performance. Hotels should also endeavor to instill trust among employees toward the hotel and allocate more attention to employees with lower levels of traditionality.

First, to the best of the authors’ knowledge, this study is among the first to explore the impact of perceived organizational exploitation on frontline hotel employees’ service performance. Second, this study reveals a novel mechanism underlying the connection between perceived organizational exploitation and service performance. Finally, this study identifies frontline hotel employees’ traditionality as a vital moderator that mitigates the negative relationships among perceived organizational exploitation, trust in the organization and service performance.

This study aims to examine the interplay among three key drivers of service innovation success in the hospitality industry. Specifically, how internal marketing practices in hotels influence frontline employee involvement, training and empowerment for the new service provision (frontline employee ITE) and new service advantage. The study also analyzes how success factors affect new service internal and external performance.

Using data collected from managers of 256 hotels located in Spain, the model is tested through structural equation modeling data analysis.

Internal marketing practices have a positive and direct effect on frontline employee ITE, which, in turn, strengthens new service advantage. Frontline employee ITE also has a positive effect on the employees’ satisfaction and motivation (new service employee outcomes). New service employee outcomes and new service advantage reinforce the new service customer outcomes in terms of customer’s loyalty, improved hotel image and perceived leadership. Both new service employee and customer outcomes benefit new service market outcomes.

The findings are obtained from a cross-sectional study. Hotel managers must pay particular attention to internal marketing practices, as they foster key drivers of new service success that ultimately improve new service internal and external performance.

This study extends the literature on service innovation success providing for the first time a study of the interrelationships among organizational and project-level new service success factors in the hospitality context.

This study investigates the role of grit in a work setting as well as interrelationships among work-related constructs among frontline employees of hotels. Based on the framework of grit and work-related constructs, this study proposes and tests a model that attempts to understand the dynamic relationship among the two dimensions of grit, customer orientation, job satisfaction, and job performance, with an emphasis on the moderating role of organizational tenure. The results indicate that consistency of interest significantly influences customer orientation, whereas perseverance of effort significantly affects job satisfaction. Job performance is significantly influenced by customer orientation and job satisfaction. The paths from perseverance of effort to customer orientation, from perseverance of effort to job satisfaction, and from consistency of interest to job satisfaction are significantly moderated by organizational tenure.

The aim of this paper is to examine hotel frontline employees' perceptions of corporate social responsibility (CSR) activities at the hotel they currently work, and how their perceptions influence their level of organizational identification, an indicator of their relationship quality with the hotel.

This study uses 575 responses of hotel frontline employees in the US, collected through a national online survey.

Results show that hotel employees' perceptions of CSR activities encompass the host community, colleagues, and customers, beyond green practices. Moreover, their perceptions of CSR activities positively and significantly influence the level of organizational identification.

The results of this exploratory study should not be generalized to all frontline employees in the US hotel industry. Future studies should extend this study to examine potential relationships among other variables relevant to organizational identification, and in other hospitality industry contexts. Also, this study does not seek to question the merits of CSR per se, as it takes a managerial perspective to assist hoteliers' understanding of and decision-making on CSR.

As CSR activities often represent company values and norms, frontline employees' perceptions of them can influence how they identify with the company, which is an impetus for their attitudinal and behavioral support to help achieve the company's goals. Accordingly, CSR activities can be a critical tool in engaging frontline employees to achieve better performance and derive more meaning in their careers, and in attracting good quality employees.

This study is a first attempt to empirically examine how CSR activities can benefit hotel employees, based on various literatures on service-profit-chain, CSR, and social identity theory.

This study examines the impact of customer value creation on hotel performance. Customer value is seen as a multi-phase and multi-party process that combines hotel and tourist perspectives while also integrating the participation of frontline employees. The study also investigates financial performance (FP) and customer-based performance (CBP).

Data were collected from Morocco through multiple-informant design surveys to explore three perspectives related to three actors involved in the process, that is, the managers, the employees and the tourists. The hypotheses were tested with SmartPLS4.

The findings reveal that customer value positively and significantly impacts not only the FP of hotels but also the CBP. The results highlight a sequential relationship in which each actor drives the subsequent phase to definitively enhance the hotel's performance. The results further show significant mediation effects in the customer value sequence. Moreover, the results show a significant and positive effect of CBP on FP.

Theoretical and managerial implications of the research are discussed and future important researches are drawn from the study limitations.

Managers must be aware that frontline employees and guests are crucial for creating customer value, which enables to improve their performance. The results highlight that hotels should motivate and involve frontline employees in value propositions (VP) development. Furthermore, the guests are the final arbiters of value who drive hotels' performance. Moreover, for additional FP, managers are required both to deliver superior value and create loyal customers.

This study mostly confirms previous findings and highlights a sequential relationship among three phases involving three actors of customer value. However, it reveals more reasonable and robust results in the mediation effect of the value offering (VO) between the VP and the perceived value-in-use (PVI). This study is also the first to provide evidence on the mediation effect of the PVI between the VO and the CBP.

The central purpose of this study is to develop and test a model which examines the effects of customer verbal aggression on emotional dissonance, emotional exhaustion, and job outcomes such as service recovery performance, job satisfaction, and turnover intentions. The model also investigates the impact of emotional dissonance on emotional exhaustion and the effects of emotional dissonance and exhaustion on the above‐mentioned job outcomes.

Data were gathered from a sample of frontline hotel employees in Northern Cyprus via self‐administered questionnaires. A total number of 204 questionnaires were obtained.

As hypothesized, emotional dissonance and emotional exhaustion were found to be significant outcomes of customer verbal aggression. The results demonstrated that emotional dissonance amplified exhaustion. The results further revealed that customer verbal aggression and emotional dissonance intensified turnover intentions. As expected, emotional exhaustion reduced service recovery performance and job satisfaction and aggravated turnover intentions.

The cross‐sectional design of the study constrains the ability to make causal inferences. Therefore, future studies using longitudinal designs would be beneficial in establishing causal relationships. Although the paper controlled for common method bias via Harman's single‐factor test, future studies using multiple sources for data collection would minimize such a problem.

Hotel managers need to arrange training programmes to enable their employees to cope with the actions of boisterous and boorish customers. Having empowerment in the workplace seems to be an important weapon in managing such customers. In addition, managers should recruit and select the most suitable individuals for frontline service positions so that such employees can cope with difficulties associated with customer verbal aggression, emotional dissonance, and emotional exhaustion.

Empirical evidence pertaining to the consequences of customer verbal aggression in the hospitality management and marketing literatures is meagre. Thus the study partially fills this gap in the research stream of customer verbal aggression.

This study aims to explore how marketers can use text mining to analyze actors, actions and performance effects of service encounters by building on the role theory. This enables hotel managers to use introduced methodology to measure and monitor frontline employees’ role behavior and optimize their service.

The authors’ approach links text mining and importance-performance analysis with role theory’s conceptual foundations taking into account the hotel industry’s specifics to assess the effect of frontline hotel employees’ actions on consumer satisfaction and to derive specific management implications for the hospitality sector.

This study identifies different actors involved in hotel frontline interactions revealing distinct role behaviors that characterize consumers’ perspectives of service encounters with different role types associated with front-office employees. This research also identifies role performance related to role behavior to improve service encounters.

Customer–employee interactions can be assessed by user-generated contents (UGC). Performance evaluations relate to frontline employee roles associated with distinct role scripts, whereby different hotel segments require tailored role designs. Insights of this study can be used for service optimization, market positioning as well as for improving human resource management practices in the hotel industry.

This study contributes to the service encounter literature by applying role theory in the text mining of UGC to assess frontline employees as actors and the effects of their actions on service quality delivery.

Job satisfaction is essential in understanding turnover intentions. Previous studies reveal that highly educated hospitality employees generally have lower levels of job satisfaction, indicating that the antecedents of job satisfaction may be different from hospitality managers and frontline employees. This study compared the different antecedents of job satisfaction for housekeeping managers and employees.

This study used a mixed-methods approach for a two-part study. The researchers recruited housekeeping managers for the exploratory survey. The results of open-end questions helped us build a custom dictionary for the text mining of comments from Glassdoor.com. Finally, a multilinear regression of themes from housekeeping employees’ ratings on Glassdoor.com was conducted to understand the antecedents of job satisfaction for housekeeping managers and employees.

The results of the exploratory survey indicated that the housekeeping department has an urgent need for organizational support and training. The text-mining revealed organizational support impacts both managers and frontline employees, while training impacts managers more than employees. Finally, the regression analysis showed compensation, business outlook, senior management, and career opportunity impacted both groups. However, work-life balance only influenced managers.

With a large number of employees at low salaries, housekeeping departments have a higher-than-average turnover rate for lodging. This study is among the first to compare the antecedents of managers’ and frontline employees’ job satisfaction in the housekeeping department, extending Social Exchange Theory. It provides suggestions for the housekeeping department to decrease turnover intentions.

The study aims to investigate the illegitimate customer complaining behavior (ICCB) in the hospitality industry from the perspective of frontline employees. In particular, this study identified ICCB incidents, ICCB triggering factors and inhibitors in the hospitality industry.

A qualitative research approach was adopted in this study by using in-depth personal interviews. Twenty-six semi-structured interviews were conducted with frontline employees who had first-hand experiences with ICCB in the hospitality industry. The interviews were transcribed, coded and analyzed following the procedures of open coding, axial coding and selective coding.

Analysis of the qualitative data has revealed 7 types of ICCB incidents, 11 ICCB triggering factors and 3 ICCB inhibitors in the hospitality industry, as perceived by frontline employees. The study also proposed a multiple-layer model of ICCB triggers and inhibitors based on the results. Four propositions are developed delineating three layers of driving forces and the dynamics between ICCB triggers and inhibitors that exert joint effects on ICCB.

Impacts of various cultural settings, different hospitality business settings (hotels vs restaurants) and profile information of frontline employees on ICCB need to be examined in future research.

Findings of this study contribute to the customer complaining literature and the hospitality service management literature by offering the frontline employees’ perspective of ICCB. Hospitality businesses can benefit from this study by using the research findings to develop more effective company policies and training programs to recognize, monitor and resolve ICCB incidents.