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1 – 10 of over 16000Deepu Kurian and Fredrick M. Nafukho
The primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice…
Abstract
Purpose
The primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.
Design/methodology/approach
The study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.
Findings
The results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.
Research limitations/implications
The differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.
Practical implications
The findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.
Social implications
This study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.
Originality/value
The study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.
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Ra’ed Masa’deh, Omar Alananzeh, Noof Algiatheen, Rawan Ryati, Reem Albayyari and Ali Tarhini
This study aims to quantify the associations among employees’ perception of implementing green supply chain management (i.e. through seven variables, namely, internal…
Abstract
Purpose
This study aims to quantify the associations among employees’ perception of implementing green supply chain management (i.e. through seven variables, namely, internal environmental management, green information systems, green purchasing, tourist perceptions, environmentally friendly activity, employee emotional behavior and environmental legislation) with hotel’s economic and operational performance.
Design/methodology/approach
A survey instrument is used to examine the relationships in the proposed model by using the structural equation modeling (SEM) technique. An analysis of the primary data (n = 150) collected from employees in Aqaba hotels located in Jordan is conducted to test the relationship between exogenous and endogenous constructs expressed in the proposed structural model.
Findings
The findings revealed that while green information systems, employee emotional behavior and environmental legislation affected hotels’ economic performance, internal environmental management, green purchasing, tourist perceptions and environment-friendly activity did not. Also, hotels’ economic performance positively impacted hotels’ operational performance. However, as the coefficient of determination (R²) for the endogenous research variables for economic performance and operational performance was 0.16 and 0.17, respectively, the relationships between the exogenous and endogenous constructs were not supported.
Practical implications
This study will contribute towards a better understanding of employee perceptions of implementing green supply chain management and hotel performance in Aqaba City.
Originality/value
This is the first study that adequately covers the associations among employee perception of implementing green supply chain management on hotel’s economic and operational performance in the Middle East.
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The purpose of this paper is to determine the causal relationship between talent management dimensions such as perceived organisational support (POS), human capital index and its…
Abstract
Purpose
The purpose of this paper is to determine the causal relationship between talent management dimensions such as perceived organisational support (POS), human capital index and its influence on the turnover intentions of Generation Y employees in Indian hotel industry. This research will also examine how the intension of hotel employees to quit relates to the talent management practices (TMP) in the Indian hotel establishments.
Design/methodology/approach
This research will suggest an integrated conceptual model based on earlier literature where the significant relationships between the relevant constructs will be confirmed. For data collection, a cross-sectional survey plan will be used to collect data from the Generation Y employees working in the 5-star hotels across India. This technique is appropriate for the descriptive and predictive functions associated with correlation research and for measuring the inter-relationship amongst several variables used in the study.
Findings
Pearson correlations was applied which exhibited a practically substantial positive relationship between the organisation’s TMP and POS. It was also found that the perceived supervisor support does not mediate the relationship between TMP and intention to quit. The results of this research also approve that employees’ perception regarding the organisation’s actions has direct consequence on their perception of support from their supervisors. The research also found essentially significant negative association between POS and the employee’s intention to quit, where high levels of POS is associated with a reduced employee’s intention to quit the hotel organisation.
Originality/value
This study confirmed a causal relationship amongst the relevant construct, i.e. perceived TMP, the POS, the supervisory support and the Generation Y’s intention to quit. It also provided an understanding for the management to comprehend upon the perceptions regarding TMP and support and how it influences an employee’s intent to leave the organisation in the Indian hotel industry.
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Keheng Xiang, Fan Gao, Guanghui Qiao and Qingwen Chen
Hotel employees’ occupational stigma is often overlooked. Exploration of hotel employees’ occupational stigma representations, perception pathways and destigmatization provides an…
Abstract
Purpose
Hotel employees’ occupational stigma is often overlooked. Exploration of hotel employees’ occupational stigma representations, perception pathways and destigmatization provides an empirical basis for positive organizational behavior and psychology in the hotel industry. Therefore, this study aims to better understand the mechanism underlying inherent of occupational stigma.
Design/methodology/approach
This study adopts a five-factor narrative analysis involving stigma narrative interviews with a purposed sampling of hotel employees (n = 18). Based on occupational stigma and resource conservation theories, this study designed a five-factor narrative analysis structure chart as the basis for data analysis.
Findings
Findings indicate the existence of four quadrants of perceived occupational stigma attribute distribution, two paths of perceived occupational stigma formation and a more systematic occupational destigmatization mechanism path.
Research limitations/implications
The occupational destigmatization path and countermeasures proposed in this study can resolve talent drain and eliminate stereotyping in the hotel industry, which promote the industry’s rapid recovery and sustainable healthy development, providing the practical management guidelines for public communication via social media, and offer practical significance for existing hotel human resource management in modules such as organizational culture and training.
Originality/value
This study broadens investigations of occupational stigma in a single, static context and explains the relationship between hotel employees’ stigma perceptions and destigmatization paths. Further, the mechanism of emotional energy distribution on spatial stigma was identified. These results have practical implications for organizational culture, training and employee care in hotel human resource management.
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Sun-Young Park and Stuart E. Levy
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…
Abstract
Purpose
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.
Design/methodology/approach
This study uses 575 responses of hotel frontline employees in the US, collected through a national online survey.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Annie Ko, Andrew Chan and Simon C.K. Wong
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.
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
This study is one of the first scale development studies of employees’ perceptions in the context of the hotel industry.
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Simon Chak-keung Wong and Jane Shiyin Li
This study aims to investigate how Chinese hotel employees (Zhejiang province in mainland China) perceive unethical managerial behavior. It targets to identify any underlying…
Abstract
Purpose
This study aims to investigate how Chinese hotel employees (Zhejiang province in mainland China) perceive unethical managerial behavior. It targets to identify any underlying dimensions that exist among the hotel employees. This study also aims to discover any relationship between overall job satisfaction and the derived dimensions. The effects of demographic variables on employees’ job satisfaction and its relationship with unethical managerial behavior are also investigated. Recommendations are presented to hoteliers and human resources practitioners on developing an ethical climate in the hotel industry.
Design/methodology/approach
Quantitative mixed methods incorporated both in-depth interviews on identifying 20 unethical managerial behaviors among hotel employees, and statistical analyses of the dimensions of the said behaviors were applied to this research. As quantitative analysis was the principal data analysis method adopted to test the hypotheses on hotel employees’ perception of unethical managerial behavior and job satisfaction, a self-administrated questionnaire was developed. A total of 268 completed questionnaires were collected, and factor analysis, multiple regression, independent t-test and ANOVA were conducted to analyze the data.
Findings
Three factors of unethical managerial behavior were developed: unethical treatment of employees; unfair and broken promises to employees; and inequity and unsympathetic treatment of employees. “Unethical treatment of employees” was found to be significantly related to overall job satisfaction among hotel employees in multiple regression analysis. Demographic differences were also found to exert effects on the three factors and overall job satisfaction.
Practical implications
This paper successfully identified three underlying dimensions that exist among Chinese hotel employees’ perception of unethical managerial behavior. Three recommendations are presented to hoteliers as well as human resources practitioners for developing an ethical climate in the hotel industry.
Originality/value
This study contributes to advance the understanding of the hotel employees’ perception of unethical managerial behavior. The relationship between job satisfaction and the derived three underlying dimensions is discovered.
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Erhan Boğan and Bekir Bora Dedeoğlu
The purpose of this paper is to investigate the moderating role of employees’ self-experienced social responsibility perceptions in the relationship between employees’ community…
Abstract
Purpose
The purpose of this paper is to investigate the moderating role of employees’ self-experienced social responsibility perceptions in the relationship between employees’ community- and environment-oriented social responsibility perceptions and trust in an organization.
Design/methodology/approach
The corporate social responsibility (CSR) construct is examined in the context of stakeholders including the community, environment and employees. The study was carried out with 438 questionnaires gathered from four- and five-star hotels operating in Alanya, Turkey. The proposed model was tested with the partial least squares method of structural equation modeling. Multiple group analysis was performed to test the moderating effect.
Findings
Findings reveal that employees’ community- and environment-oriented social responsibility perceptions have a positive effect on trust in the organization. Based on the results of multigroup analysis, the effect of employees’ community-oriented social responsibility perceptions on trust in the organization was determined to be more prominent in the group of employees with high self-experienced social responsibility perceptions. However, the same moderating effect could not be determined in relation to environment-oriented social responsibility perceptions and trust in the organization.
Originality/value
Studies focusing on CSR activities were mainly examined at the macro level. Internal stakeholders’ returns to these activities were not sufficiently considered. Contrary to previous studies that examine the link between CSR perceptions measured with Carroll’s pyramid dimensions and organizational trust, the current study examined CSR perceptions with the stakeholder approach. Moreover, the study discovered one of the variables defined as the black box that differentiates the returns that employees provide to CSR activities.
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This paper aims to determine to what extent there is a difference in employees’ perception of abuse in the selective tourism destination in various types of specialized hotels.
Abstract
Purpose
This paper aims to determine to what extent there is a difference in employees’ perception of abuse in the selective tourism destination in various types of specialized hotels.
Design/methodology/approach
A survey of employees in specialized hotels in the selective tourism destination has the sample of 1,796 cases. Multivariate analysis of variance is used for testing the level of perception’s differences.
Findings
There is a statistically significant difference in the perception of abuse among employees in various types of specialized hotels such as wellness hotels, sport hotels, business hotels and congress hotels.
Research limitations/implications
The results offer employees’ perception of differences about abuse in various types of specialized hotels in the selective tourism destination. There is a possibility of practical usage of methodology for identification of the most often types of abuse in specialized hotels. The identification of abuse is to protect specific social structures such as employees in specialized hotels in the selective tourism destination.
Originality/value
Research could serve as a good example for future practical and theoretical research in the field of abuse and specialized hotels. The paper can be used as a methodological tool to show how to identify the most often types of abuse in specialized hotels in a concrete selective tourism destination.
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Kristin Malek, Sheryl Fried Kline and Robin DiPietro
There are decades of research analyzing turnover in the hospitality industry and yet it remains nearly double other industries. Whereas previous studies have analyzed training and…
Abstract
Purpose
There are decades of research analyzing turnover in the hospitality industry and yet it remains nearly double other industries. Whereas previous studies have analyzed training and its impact on turnover, the purpose of this paper is to look at the direct relationship between training at the management level and how this impacts their direct employees’ turnover intentions.
Design/methodology/approach
This study utilized annual evaluation data from two luxury resorts in the southeast USA. Exploratory factor analysis was conducted which resulted in four factors: management style, manager/employee relations, manager training and employee turnover intentions. Multiple regression was utilized to assess these relationships between factors.
Findings
The analyses show that an employee’s perception of his or her manager was inversely related to turnover intentions. Additionally, it was found that management training and management style had a significant inverse relationship with employee turnover intentions. Finally, this study found that as manager training increases, employee turnover intentions decrease. This research indicates that if hotels invest in management training then there will be a reduction in employee turnover intention.
Research limitations/implications
The sample consisted of only two luxury full service hotels in the southeastern USA. Both luxury hotels recruited a significant amount of employees from local universities; therefore, the workforce was more educated than other hotels. This study should be replicated across hotel types and throughout various locations.
Practical implications
This research has relevant implications for practitioners. General managers should analyze their training requirements and fiscal appropriations. This research finds that if hotels invest in management training then there will be a reduction in employee turnover. If managers had more training, this study indicates that employees would view their managers more favorably, feel closer to their managers and have less of a desire to leave the organization.
Originality/value
Extant research has shown that employee training programs impact employee turnover and that manager training programs impact manager turnover. This study extends that research by showing that these segments are not autonomous; manager training has a significant direct effect on employee turnover intention. This has not been studied in turnover intention literature suggests that this could be the missing variable in the body of turnover research.
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