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Guided by the cognitive-affective system theory of personality (CAPS), this study aims to investigate the parallel mediating effects of cognitive and affective cynicism on the relationship between illegitimate tasks and employees’ adaptive performance. It also proposes growth need strength as a moderating variable for relationships between illegitimate tasks and employees’ adaptive performance.

Using a time-lagged design, data were gathered from 330 frontline hotel employees in China.

The authors found that the presence of illegitimate tasks is negatively associated with employees’ adaptive performance, this relationship being mediated by cognitive and affective cynicism. Growth need strength weakens the negative impacts of cognitive and affective cynicism on employees’ adaptive performance. In addition, the indirect effect of illegitimate tasks on employees’ adaptive performance via cognitive and affective cynicism is stronger for employees with lower levels of growth need strength.

Hotel managers must heed the negative impact of illegitimate tasks. Furthermore, they should underscore the importance of promoting a harmonious and positive organizational culture and atmosphere. Naturally, hotel managers must also establish effective communication with employees, assisting them in fostering a desire for excellence in their work.

This study provides valuable insights for the hospitality industry by investigating how illegitimate tasks hold sway over hotel employees’ adaptive performance. The study uses a moderated dual-path model to uncover the mechanisms behind this impact and the influence of boundary conditions, thereby expanding the understanding of the topic.

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.

This study aims to analyse how talent management practices in family-owned hotels contribute to their employees' fulfilment of their psychological contract.

Semi-structured interviews were conducted with 30 employees working at three different family business hotels in Sharm El-Sheikh, Egypt. Moreover, thematic analysis was undertaken on the collected data resulting in four major themes.

The findings revealed that stimulating employees to fulfil their psychological contract towards their family-owned hotels leads to several benefits. First, it leads to talent management practices that support crisis management, sustainability and resilience. Second, it contributes to empathy towards or at least a deep concern for the future of work in the hospitality sector. Third, to fulfil their psychological contract, employees, particularly non-family members, require inclusive talent management and ongoing training programmes tailored to prepare them to meet current and future challenges in the hospitality sector.

To the best of the authors' knowledge, the present study is the first study to empirically investigate the relationship between talent management practices and the psychological contract of employees in family-owned hotels, especially in developing economy context of Egypt. Also, it is one of the pioneering studies to unpack these dynamics for family as well as non-family employees.

The aim of this paper is to investigate and define employees' professionalism in the hotel industry. A professional employee has specific core competencies and personal attributes that improve the quality of service by resolving guest complaints, ensuring guest satisfaction and gaining a competitive advantage. In the hospitality industry, interaction with customers necessitates providing services of high standards that are characterised by professionalism.

This research deployed a quantitative methodology with self-administering questionnaires to hotel managers of 4-star and 5-star hotels.

The results of the study suggest that employees' professionalism in hotels includes skills combined with personality characteristics along with a passion for the profession. Thus, to attest to professionalism, managers must ensure that skills are adjusted to subject-specific knowledge and expertise while incorporating “social consciousness” as a constituent dimension of professionalism.

This study investigates the concept of professionalism as the main prerequisite for the delivery of exceptional hotel services and introduces the notion of “social consciousness” as an additional dimension of professionalism.

This study aims to hypothesize that the more in-house staff perceive themselves as beneficiaries of the procedural justice (PJ) followed in the outsourcing, or perceive their outsourced peers as recipients of distributive (DJ) and interactional justice (IJ), the more they will show acceptance and positive evaluations of the outsourcing initiatives. Although prior research in the hospitality industry has extensively studied individual-level reactions to organizational justice, no study has been undertaken to examine how hotel staff support and value outsourcing initiatives based on the way they perceive management’s treatment of them and their peers.

Questionnaire data from 215 in-house employees working side-by-side with outsourced employees at 14 hotels in Gran Canaria (Spain) were analyzed by using structural equation modeling.

The results found that in-house employees who perceived themselves or their outsourced peers as recipients of organizational justice to a greater extent reported greater support for outsourcing by expressing higher levels of acceptance and better evaluations. The results also supported procedural justice (PJ) as playing a dominant role over distributive (DJ) and interactional justice (IJ).

The findings suggest that by encouraging justice perceptions among in-house employees, mainly those related to properly discussing the outsourcing procedures with affected employees, hotel managers can promote successful outsourcing. Given that in-house employees reacted not only to the way they were treated by hotel management but also to the way their outsourced peers were treated, the findings also indicate that all (un)fair treatment in outsourcing, regardless of the recipient, should receive explicit attention by hotel managers.

This paper is one of the first to primarily focus on the individual level of analysis in examining and supporting organizational justice in hotel firms as a factor influencing outsourcing success.

The paper aims to examine employment relations practices and labour market features of 4‐5 star luxury multinational chain (MNC) and domestic hotels operating in the Brisbane‐Gold Coast corridor in Australia and discuss the implications that competing on price and quality has on employment, wages and training.

The study used data drawn from a large managerial and employee relations/demographic survey covering wages, employment status, age, gender, working conditions and training, including interview data from hotel HRM managers.

The data showed a persistence of gendered, low waged and segmented labour markets dominated by flexible labour. Competition between MNC and domestic hotels were not found to be the conduit of “new” HRM practices as a competitive edge. Both MNC and domestic hotels shape the hotel labour market in a way which perpetuates cost minimization strategies based on an increasingly skilled, yet flexible and low cost labour force.

Of the 14 hotels, only three were domestic. MNC luxury hotels dominate the sample. Rather a straight forward convergence thesis, MNC and domestic hotels have been compelled to compete on price and standard quality.

While not a deliberate strategy of a “a race to the bottom”, the 4‐5 star luxury MNC and domestic hotels in the study have re‐shaped employment relations practices perpetuating a cost minimization competitive strategy suggesting that a “high road” competitive strategy as portrayed in HRM literature strategy is not the only way for firms such as hotels achieving a competitive edge.

This study aims to provide a response to calls for research on the consequences of technostress among employees in smart hotels. Based on the person–environment fit and job demands–resources theories, the authors offer a theoretical framework and investigate how factors affect employees’ well-being and performance. Further, the authors investigate the moderating effects of organizational learning on the relationship between technostress and employee well-being and performance.

The authors developed and empirically tested a research model based on a survey of 454 respondents in China. The effect of technostress was analyzed by applying the use of partial least squares structural equation modeling.

The results support that technostress negatively affects employee well-being (e.g. engagement and overall well-being) and performance. Employee well-being mediates the relationship between technostress and performance. Organizational learning has a countervailing moderating impact on employee well-being and performance. Specifically, organizational learning significantly counteracts the relationship between technostress and performance while significantly exacerbating the relationship between technostress and engagement.

This study contributes to an enhanced understanding of technostress in smart hotels and provides practical recommendations for assisting hotel managers in improving employee well-being and performance.

This work represents an early attempt to investigate the impact of technostress on employee well-being and performance in smart hotels. The countervailing moderating effect of organizational learning on employee engagement and performance is identified. In addition, this study is an initial attempt at estimating the predictive contribution of the mediating effects of employee engagement and overall well-being in the relationship between technostress and employee performance in smart hotels.

这项研究响应了对研究智能酒店员工存在的技术压力的号召。基于人与环境的契合和工作需求——资源理论, 我们提供了一个理论框架并调查如何影响员工的幸福感和绩效的因素。此外, 我们调查了组织学习对技术压力以及员工福利和绩效关系的调节作用。

我们开发并实证检验了一项基于对中国 454 名受访者的调查的研究模型。通过应用偏最小二乘结构方程模型对技术压力的影响进行分析。

结果显示技术压力对员工幸福感产生负面影响（例如, 参与度和整体幸福感）和绩效。员工幸福感对技术压力和绩效之间的关系有显著中介作用。组织学习对员工的幸福感和表现起到了抵消性的调节作用。具体而言, 组织学习显着抵消了技术压力和绩效之间的关系, 同时显着增加技术压力和参与度之间的关系。

本研究有助于加深对智能酒店技术人员的理解并提供实用建议以协助酒店管理人员改善员工福利和表现。

这项研究代表了技术压力对智能酒店员工福利和绩效影响的早期尝试。本论文确定了组织学习在员工参与度和工作表现关系之间的抵消调节作用。此外, 这项研究是探索智能酒店员工参与度以及整体幸福感在技术压力与员工绩效之间关系的中介效应的初步尝试。

This study aimed to develop an industry-specific, original, valid and reliable scale for measuring hotel employees’ perceptions of CSR activities undertaken by their organizations.

Based on the solid grounding of a conceptual framework and a systematic scale development process, both qualitative and quantitative research approaches were used. Data were collected from 18 in-depth interviews with CSR/HR managers and employees working in world-renowned international hotel companies and local hotel groups in Hong Kong. A pilot study of 204 employee samples was subjected to exploratory factor analysis to determine the underlying factorial structure of the scale. A further 732 usable samples in the main survey were used to assess the latent structure and validity of the scale using confirmatory factor analysis.

The scale revealed sound psychometric properties based on the findings from reliability and validity tests. The results of the analysis validated previous research that employees’ perceptions of CSR are a multidimensional construct and the five-dimensional model for the hotel industry consists of employees, guests, local community, the natural environment and owners/investors.

The developed scale can help organizational behavior researchers to examine the causal relationship between an organization’s CSR activities and employees’ outcomes, thereby enhancing further development of predictive and prescriptive studies that provide prescription to hotel managers with instrumental reason to pursue CSR in an organizational setting.

This study is one of the first scale development studies of employees’ perceptions in the context of the hotel industry.

The purpose of this study is to investigate the perceived importance of soft skills for hotel employees, their willingness to use electronic learning (e‐learning) as a training tool to improve their soft skills, and the impact of hotel employees' individual characteristics (i.e. motivation, self‐efficacy, technology anxiety) on their intentions to use e‐learning across different age groups.

The sample was randomly selected from hotel employees working at various upscale international chain hotels in South Korea. The data were analyzed using structural equation modeling (SEM) to simultaneously measure the impact of four independent variables on the intention to use e‐learning for both younger and older learners.

The analysis revealed that responsibility, self‐esteem, sociability, and working with diverse groups were rated more important by younger hotel employees. The results suggest that learners who have higher extrinsic motivations in using e‐learning will be more likely to use e‐learning. However, the other variables (i.e. technology anxiety, self‐efficacy, and intrinsic motivation) did not significantly affect the intention to use e‐learning.

The findings are practical for hotel managers/trainers, because they can focus on external rewards instead of internal rewards to motivate employees to use e‐learning. Age did not have a moderating effect between technology anxiety and the intention to use e‐learning. Since the respondents tend to be younger and have a higher standard of education compared with those of the general population, they may more accurately represent hotel employees at upscale or international chain hotels.

The study proposes a framework to examine the impact of hotel employees' individual characteristics on their intention to use e‐learning. The study also validates some relationships that have shown inconsistent results in previous studies. Future research could employ qualitative studies to investigate underlying dimensions of the variables tested in this study.

The purpose of this paper is to investigate and compare the impact of the minimum wage order from the perspectives of two different stakeholders, namely, hotel managers and employees, in the Malaysian hotel industry.

For the study, qualitative data were collected through semi-structured interviews from three managers and three employees from hotels in West Malaysia.

From the managers’ perspective, minimum wage implementation has resulted in managers adopting the best payment structure to reduce labour costs for the operators, deciding to reduce the service charge allocation to employees and having to deal with minimal improvement in employee productivity and motivation. In contrast, the positive impact from the managers’ perspective is lower turnover intentions and social justice for foreign workers. From the employees’ perspective, there is a rather negative impact – minimum wage policy has resulted in a minimal increase in the salary. From a positive perspective, employees said that they have experienced an improvement in living standards.

This research presents current responses from hotel participants regarding the latest wage increase impact, some six years after its implementation.