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Supervisory employees in the hotel industry experience high levels of emotional exhaustion. The current study aims to examine the impact of perceived manager support, perceived control over time and negative emotions at others on hotel supervisors' emotional exhaustion. It further investigates the mediating role of perceived control over time and negative emotions at others on the relationship between perceived manager support and hotel supervisors' emotional exhaustion.

Paper questionnaires were distributed at a hotel supervisor training seminar. A total of 155 usable responses were collected from hotel supervisors. Confirmatory factor analysis and structural equation modeling were used for hypotheses testing.

Results showed that perceived manager support and perceived control over time both were negatively associated with hotel supervisors' emotional exhaustion. Negative emotions at others were positively related to hotel supervisors' emotional exhaustion. Both perceived control over time and negative emotions at others were found to mediate the relationship between perceived manager support and hotel supervisors' emotional exhaustion.

The study applied the job demand–resources model and the affective event theory to examine hotel supervisors' emotional exhaustion. The mediating role of perceived control over time and negative emotions at others added to the current knowledge of factors that are associated with hotel supervisory employees' emotional exhaustion.

Past researches have not explored the roles of staff's hotel identification on customer‐related behaviors and the relationship between hotel identification inducing factors (trust in supervisor, job satisfaction, perceived external prestige) and hotel identification. The purpose of this paper is to examine the roles of staff's hotel identification as a mediator of the relationship between hotel identification inducing factors and customer‐related behaviors. Through reviewing the existing literature concerned, the authors propose a research model involving staff's trust in the supervisor, job satisfaction, perceived external prestige, hotel identification, organization citizenship behavior, and customer satisfaction behavior and test it.

Hotel samples were from the south‐west area of Korea. Questionnaires were given to 250 staff of the hotels and 224 were returned with no problems. The sample was used to purify the measures and test their convergent and discriminant validity. The final measurement model includes 24 items across six constructs. The authors conducted exploratory factor analysis to show that there are convergent validities of measurement items related to each construct, and explored correlations between the constructs and calculated average variance extracted to verify that there are discriminant validities between constructs. LISREL 8.30 was used to verify the hypotheses.

The results provided evidence that hotel identification plays important mediating roles between them. Identification with the hotel will be strengthened when job satisfaction and trust in the supervisor becomes strong. Trust in the supervisor plays a more important role in forming hotel identification than job satisfaction does. The role of organization citizenship behavior on the customer satisfaction behavior is also explored. Hotel identification affects organization citizenship behavior which in turn positively affects customer satisfaction behavior. But the results do not provide support for a central role of perceived external prestige.

The study gives information to hotel managers who want to encourage customer‐related behaviors that they should induce staff's identification with the hotel by improving the level of trust in the supervisor and job satisfaction.

Little past literature has explored the role of hotel identification as the substance of staff action. This study explored the influence of hotel identification on staff behavior that results in contributing to theoretical development and hotel management.

Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support.

Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan.

The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior.

This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior.

Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.

This study aims to investigate the influence of employee positions (supervisor vs line-level employee) on work-related variables (e.g. work engagement, job satisfaction and turnover intentions).

Data were collected from line-level employees and supervisors of 29 mid- to up-scale hotels. A series of one-way ANCOVA were performed to test the position differences in work engagement, job satisfaction and turnover intentions. Hierarchical regression analyses were conducted to examine the moderating role of employees’ positions on the relationships between those variables.

Supervisors have significantly higher work engagement and lower turnover intentions than line-level employees, whereas job satisfaction does not differ across positions. Employee positions significantly moderate the relationship between absorption and job satisfaction, and the relationship between dedication and turnover intentions.

This study provides an in-depth analysis for hotel managers to capture work-related factors (i.e. work engagement, job satisfaction and turnover intentions) across employee positions. Dedication is the primary barometer that significantly leads to job satisfaction and reduced turnover intentions compared to vigor and absorption. Although job satisfaction may be boosted by improving employee work engagement (i.e. vigor, dedication and absorption), increasing absorption is not an effective solution to increase supervisors’ job satisfaction. Hotel managers need to carefully monitor supervisors’ levels of dedication, given its focal impact on turnover intentions.

This study is one of the first attempts to examine the differences between line-level employees’ and supervisors’ work engagement (i.e. vigor, dedication and absorption) and its consequences (i.e. job satisfaction and turnover intentions). Findings highlight the unique influence of the individual dimension of work engagement on job satisfaction and turnover intentions. This study reveals the moderating effect of employee positions on the links between engagement dimensions and consequences.

This paper aims to process underlying the relationship between supervisor servant leadership and employee organizational citizenship behavior (OCB) in hotels. Specifically, it analyzes the mediating role of empathy – individual level – and service climate – group level – in the relationship between supervisor servant leadership and employee OCB.

The empirical analysis uses original data on hotels located in historic cities in Spain. A survey provided a sample of 343 work-group-level (supervisors) and 835 individual-level (employee) from a sample of 171 hotels.

The most interesting finding is the indirect effect of supervisor servant leadership on employee OCB through the mediating role of both employee empathy – individual level – and group service climate – group level.

The findings suggest that hotel supervisors should adopt servant leadership to enhance OCB in their workgroups. This paper also provides insights into other ways to increase employee OCB, namely, through human resources initiatives that enhance employee empathy and shape a service climate within groups.

This paper is one of the few that analyzes the relationships between supervisor servant leadership, employee empathy, group service climate and employee OCB in a unifying cross-level model. It is also the first to analyze employee empathy as a positive outcome of supervisor servant leadership, as well as a mechanism to explain the relationship between servant leadership and employee OCB. Finally, it is one of the few studies that analyzes all these relationships in conjunction within the hospitality industry.

This study aims to assess a moderated-mediation model to account for the relationship between customer mistreatment and frontline hotel employees’ customer-focused voice, where their organization-based self-esteem (OBSE) served as a mediator and their felt trust (reliance and disclosure) by supervisors served as a moderator.

The data were collected through paper-based questionnaires in a cross-sectional survey, consisting of 319 valid supervisor-employee-paired responses from 33 international tourist hotels in Taiwan. Regression analyses were used for hypothesis testing.

OBSE mediates the negative effect of customer mistreatment on customer-focused voice. Employee felt reliance intensifies the negative impact of customer mistreatment on OBSE, and this interaction effect, in turn, reduces customer-focused voice through OBSE. The employee felt disclosure marginally significantly buffers the effect of customer mistreatment on OBSE.

Given the adverse effect of customer mistreatment on customer-focused voice through OBSE, hotels should strengthen employees’ service mindset and value their suggestions. The double-edged effects of felt trust suggest that managers should form a trusting relationship with their subordinates and reassure them that isolated incidents of customer mistreatment will not jeopardize their reputation.

This study integrated sociometer and self-consistency theories to examine OBSE as a psychological mechanism to explain the mistreatment-voice process. Besides assessing felt trust’s two-dimensional effects, this research is possibly the first attempt to examine felt trust as an enabling force or a threat to OBSE in the context of customer mistreatment.

Guided by the social exchange theory, this study aims to examine the mediating relationship among trust in employee, felt trust, and trust in supervisor, and these trust-related factors’ direct and indirect effects on frontline hotel employees’ customer-focused voice and silence.

Survey questionnaires were distributed to collect 307 valid paired supervisor–employee responses from 32 hotels in Taiwan. Structured equation modeling was used to test the hypotheses.

First, treating trust-related variables as two-dimensional constructs (reliance and disclosure), the results confirmed that reliance-based trust in employee increases trust in supervisor through felt trust. Second, supervisor trust in employee was generally stronger than employee felt trust. Third, while felt reliance and disclosure-based trust in supervisor were found to promote customer-focused voice and discourage silence, such opposite effects on voice and silence were not observed for reliance-based trust in employee, felt disclosure and reliance-based trust in supervisor. Fourth, indirect effects of trust in employee and felt trust on voice and silence through trust in supervisor received partial support.

This study provides business insights into managing frontline hotel employees’ voice/silence behaviors through trusting relationships.

This study verified employee felt trust as a mediating mechanism in their trusting relationships with supervisors as well as supervisors’ roles in initiating trust in vertical dyads. Using a two-dimensional trust measure, our analysis illustrated the differential effects of trust-related variables on customer-focused voice and silence, shedding light on the double-edged effects of felt trust and trust in supervisor as well as the conceptual distinction between voice and silence.

This monograph reports and compares “desirable” leadership traits, and leadership traits actual exhibited by managers and supervisors as defined by responses on the original English and a Chinese language translation of the Ohio State University leadership behaviour description questionnaire XII (LBDQ XII). From anecdotal evidence and personal experience, the researcher found considerable difficulty in transferring research results from Hong Kong, Taiwan and Singapore to useful practice in the interior of China and performed this study in an attempt to gain understanding for management training courses. Data was collected for 220 managers and supervisors in two hotels in the interior of China. Both expatriate and indigenous Chinese managers were included. All supervisors were Chinese. A significant (p < 0.05) difference between Chinese and non‐Chinese expatriates was observed for factor: Tolerance of Freedom, interestingly, with the Chinese managers indicating more tolerance of freedom than the expatriate managers. Nonetheless, Chinese supervisors believed the ideal manager should be even more tolerant of freedom than their managers (p < 0.01).

Drawing on the conservation of resources (COR) theory, this study aims to examine the influence of abusive supervision on hospitality employees’ helping behaviors, especially, the joint moderating effects of proactive personality and ability to manage resources (i.e. RMA) in the hypothesized relationship.

Using a two-phase design, this study gathered data from 353 employees of ten hotels located in China. To test the hypotheses, the study conducted a series of hierarchical multiple regression analyses.

Findings demonstrated that abusive supervision was negatively related to hotel employees’ helping behaviors. Moreover, both proactive personality and RMA jointly moderated the abusive supervision–helping behavior relationship. Specifically, when both proactive personality and RMA had high degrees, the abusive supervision–employees’ helping behaviors linkage was weakest. Conversely, the strongest impact of abusive supervision on employees’ helping behaviors occurred when both proactive personality and RMA were low.

Hotel managers should reduce mistreatment and cultivate employees’ both proactive personality and RMA, to inhibit the decline of helping behavior resulting from abusive supervision.

First, the current study provides a novel theoretical underpinning of the COR theory to explain the abusive supervision–helping behavior association, particularly in the hospitality context. Second, this study contributes to the boundary effects of abusive supervision on helping behavior by investigating the moderating roles of individual differences (i.e. proactive personality and RMA).

The purpose of this paper is to explore the effect of affiliative-based humorous leadership on hotel employee outcomes (i.e. resistance to change and upward voice), underpinned by affective events theory. Further, this paper investigates psychological capital as a mediation effect and emotional intelligence as a moderation effect.

Using a structured questionnaire, 554 supervisors of 20 four- and five-star hotels in Sharm El-Sheikh responded based on a time-lagged approach. A Smart-partial least squares (Smart-PLS) v. 3.3.9 was used to analyze the data set.

The findings revealed that affiliative-based humorous leadership has a positive effect on psychological capital, and psychological capital has a positive association with employee upward voice. Psychological capital partially mediated the linkage of humorous leadership with employees' upward voices and resistance to change. According to the results, emotional intelligence strengthened the linkage of psychological capital with employee resistance to change and upward voice.

The findings contribute to the body of knowledge on humor and the development of new ideas in the hospitality literature. This paper adds to the hospitality literature on humorous leadership in developing countries, specifically in Egypt. This paper also provides practitioners with new perspectives as they develop strategies and use humor-related wise leadership styles in the workplace.

To the best of the authors’ knowledge, this paper is one of the first studies to assess affiliative-based humor in leadership in the hospitality industry. This paper contributes to future studies on the crucial effect of workplace engagement and its association with employees’ novel and intriguing actions and offers a good guideline for organizations and enterprises wishing to better leverage leader humor.