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The primary purpose of this study is to examine hospitality and tourism undergraduate students' attitudes to work and career expectations as they prepare to enter the workforce in the hospitality industry in both the United States and South Korea.

The measurement instrument was developed from previous studies (Chen and Shen, 2012; Kong, 2013) and included questions related to job attitudes, job satisfaction, job motivations, job involvement, and career expectations and aspirations upon graduation. T-tests were conducted first for the mean values of the constructs between the United States and South Korea to ensure the comparison of two different cultural groups.

First, students from the United States (US) have more and better work attitude than those students from South Korea. Second, students from South Korea appear to be less motivated to work and less satisfied with their current jobs and earnings than students from the US. Third, the results also have managerial implications for both countries. It is very important to know that higher grade point average is not an answer to find the right person but more likely, positive attitudes to work and higher levels of job involvement are more likely to have higher job expectations and aspirations for employment in the industry.

This study adds to the hospitality literature by examining the different perspectives of hospitality and tourism undergraduate students from the US and South Korea, specifically examining their attitudes toward work, job satisfaction, work involvement and job expectations as they prepare for careers in the industry. The results of this study help stakeholders (i.e. students, educators and practitioners) in the hospitality and tourism industry gain a better understanding of their undergraduate students as they prepare for careers in the industry. In addition, the study contributed to understanding cultural differences present among hospitality and tourism students from individualist and collectivist cultures.

Drawing from tripartite theory of attitude, this study examined whether interaction effect of psychological ownership (cognitive component) changes the nature of the relationship between job satisfaction (affect component) and job performance (behavioral component) toward a higher or weaker relationship. Furthermore, the study draws from psychological ownership theory to find support whether job satisfaction is nurtured by the feeling of psychological ownership.

Longitudinal data from 211 academic and non-academic employees was randomly collected and partial least square-structural equation model (PLS-SEM) was used for data analysis through SmartPLS version 3.3.2.

The study found a positive interaction effect of psychological ownership on the relationship between job satisfaction and job performance. Furthermore, the study found that feeling of psychological ownership nurtures employees' satisfaction with their job.

The findings of the study explicate to human resource managers and practitioners the mechanism through which job satisfaction affects job performance and how feelings of psychological ownership nurtures employees' satisfaction with their job.

The study provides new insight into the relationship between job satisfaction and job performance by drawing on the tripartite theory of attitude perspective, and concluded that job performance as overall employee attitude toward the organization is predicted by the interaction and interplay of job satisfaction, psychological ownership and job performance as components of attitude. To the authors’ best knowledge, none of the previous literatures on job satisfaction–job performance relationship draws its conclusions from the perspective of tripartite theory of attitude. Furthermore, the study found empirical evidences that psychological ownership nurtures employees' job satisfaction.

Early research on overqualification suggested that overqualification is primarily associated with negative attitudes and behavior. As a consequence, hiring practitioners were advised against hiring overqualified job applicants. However, recent studies have revealed that there are several potential positive consequences of overqualification. Given this change in perspective on overqualification, we examine how hiring practitioners nowadays look at overqualified job applicants, and what their considerations are for hiring an overqualified job applicant or not.

We have interviewed 33 hiring practitioners to examine their attitudes and considerations toward hiring overqualified job applicants.

Results show that hiring practitioners are aware of potential positive as well as negative consequences of overqualification and consider a variety of factors to assess how beneficial hiring an overqualified candidate will be. These factors fall under three categories: Individual considerations, interpersonal considerations and contextual considerations.

We show that overqualification is not a stigma anymore and that the decision to hire an overqualified job applicant or not depends on a mixture of factors that are carefully considered. Two of these three considerations transcend the individual level (i.e. the overqualified person), whereas most research and theories on the consequences of overqualification do not go beyond the individual level. As such, our findings call for more theory and research on interpersonal and contextual factors shaping the consequences of overqualification.

Nurses' turnover intention has become a major issue in developing countries with high power distance cultures. Therefore, the authors attempt to investigate how turnover intention among nurses' can be reduced through paternalistic leadership (PL). The authors further investigate the mediating role of job satisfaction between the associations of benevolent, moral and authoritarian dimensions of PL with turnover intention. Finally, the authors examined perceived organizational support (POS) as a conditional variable between job satisfaction and turnover intention.

The authors collected data from 374 nurses working in public and private hospitals of high power distance culture using a questionnaire-based survey on convenience basis.

Structural equation modeling confirms that benevolent and moral dimensions of PL positively affect nurses' job satisfaction which helps them reduce their turnover intention. While the authoritarian dimension of PL negatively affects job satisfaction to further enhance their turnover intention. In addition, the authors noted POS as a conditional variable to trigger the negative effect of job satisfaction on turnover intention.

The authors used a cross-sectional design to collect responses and ensured the absence of common method variance through Harman's Single factor test.

This study identified the mechanism (job satisfaction and POS) through which benevolent, moral and authoritative dimensions of PL predict turnover intention among nurses working in high power distance culture.

護士有離職意向，在擁有高權力距離文化的發展中國家，已成為一個重大的問題。因此，我們擬探討如何可以透過採用家長式領導、把護士離職的意欲減低，繼而研究工作滿足感，在離職意向與家長式領導中仁慈、道德和獨裁這三個層面的關係中所起的中介作用。最後，我們就組織支持感，作為是工作滿足感與離職意向之間的一個條件變數，進行了研究。

本研究透過採用在便利的基礎上進行的問卷調查，從374名在高權力距離文化的公營和私營醫院內工作的護士取得數據，進行分析。

結構方程模型證實了家長式領導中的仁慈和道德這兩個層面，會對可減低護士離職意欲的工作滿足感，產生積極的影響。家長式領導中的獨裁層面、則會對護士的工作滿足程度產生負面的影響，繼而增強其離職意欲。而且，我們確認了組織支持感是一個會增強工作滿足感與離職意向之間負相聯的條件變數。

我們以橫斷面的設計法來收集回應，並透過採用哈曼 (Harman) 的單因素檢定法，來確保共同方法變異不會存在。

本研究確定了一個 (工作滿足感與組織支持感) 機制，透過這機制，家長式領導中的仁慈、道德和獨裁這三個層面可預測於高權力距離文化工作的護士的離職意向。

Drawing on the job demands-resources theory, this study investigates the mediating role of job satisfaction and the moderating roles of abusive supervision and perceived organisational support (POS) in the relationship between perception of organisational politics (POP) and employee job performance. This study hypothesised that employees with high POS and low abusive supervision can function effectively even in organisations with a high level of organisational politics.

The study was conducted anonymously on 408 employees, from companies operating in Poland which were completed using the computer-assisted telephone interview method. Statistical verifications of the moderation and mediation analyses were conducted with PROCESS macro.

The results showed that a high level of POP does not diminish employee performance when employees perceive low levels of abusive supervision and a high level of POS. Furthermore, the results revealed that job satisfaction mediates between POP and employee performance.

This study integrated research on politics, abusive supervision and POS to examine the collective impact of these variables on employee performance. The findings have important implications in terms of the potential buffering that can be applied to reduce the negative impacts resulting from POP.

Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.

To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.

The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting.

This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.

Building on conservation of resources theory and unfolding theory of turnover, this paper aims to propose a model of the effects of despotic leadership on employees’ job satisfaction and turnover intention in the hospitality industry. In this model, the authors theorize psychological distress to play an intervening role among the aforesaid linkages.

The data were collected in three-waves from 212 employees working in Palestinian restaurants. A covariance-based matrix in structural equation modeling was used to verify the proposed linkages in the study. A marker variable was used to control the common method bias.

The results showed that despotic leadership has a direct negative effect on job satisfaction and a positive indirect effect on turnover intentions. Besides, psychological distress showed to play significant mediating effects among the aforementioned relationships.

This study gives insights to the hospitality industry on how despotic leadership can be destructive and lead to negative consequences.

This study is unique, as it is the first study conducted on despotic leadership in a hospitality setting. The study responded to scholarly calls made to enrich the literature pertaining to despotic leadership and its outcomes.

This study aims to test and analyze the effect of continuous commitment, task complexity, competence and personal value on employee performance millennial intervening job satisfaction.

This research method is quantitative with a sequential explanatory design, then data collection through a questionnaire, with a sample of 205 respondents—data analysis using Structural Equation Model (SEM) with the software Linear Structural Relationship (LISREL).

The results of research on the performance of millennial employees with intervening work satisfaction showed that continuous commitment (2.49), task complexity (2.74) and professional competence (2.0) had a significant effect. This means that the performance of millennial employees will increase if they get job satisfaction. With satisfaction, the commitment and competence of millennial employees are high. While the research results for the performance of millennial employees have a direct influence, only professional competence (2.27) and task complexity (4.06) are significant. This means that as high as professional competence is characterized by intellectual, emotional mood and attitude, owned by millennial employees, the resulting performance is increased even with complex tasks.

The findings of this study have significance for enhancing organizational performance so that businesses can maximize the performance of millennial employees by paying attention to job satisfaction, professional competence and personal values.

This research's contribution to millennial workers is to help them improve and develop their performance, allowing them to compete more effectively. The findings of this study have significance for enhancing organizational performance so that businesses can maximize the performance of millennial employees by paying attention to job satisfaction, professional competence and personal values.

The purpose of this paper is to conceptualize job immobility concepts, e.g. staying in an unsatisfying job and perceiving limited opportunities to move and apply for another job. The existing literature on this situation of job immobility in which the employee is experiencing stuckness in the job is scattered across research domains, limited in scope and existing constructs are not clearly defined or operationalized.

In this conceptual paper, the authors propose the construct “locked at the job,” by reviewing and building on the job immobility literature and the theory of control and self-regulation.

This study defines the concept that consists of two dimensions as feeling dissatisfied in the current job and inactivity due to perceived limited job opportunities. This study proposes a conceptual model of antecedents and consequences of locked at the job, based on the person-environment fit theory.

This conceptual paper allows value to be added in practice by the conceptualization of locked at the job, in addition to providing a preview with respect to conceptual causes and consequences of this phenomenon.

Research on this job immobility phenomenon is scattered across different research domains, limited in scope and the concept has not been clearly defined or operationalized.

This study aims to explore the influence of perceived hope, intrinsic spirituality and supervisor support on job involvement at the time of work from home during the COVID-19 pandemic.

The sample included 263 employees working from home (WFH) for the first time in their careers due to COVID-19. The authors applied structural equation model and multigroup analysis (MGA) in SmartPLS3 to examine the hypothesized relationships, and artificial neural network (ANN) analysis to determine the relative influence of the antecedents.

Results indicate that both personal (such as perceived hope and intrinsic spirituality) and job (supervisor support) resources determine job involvement during remote working, with a moderating impact of age on the relationship between intrinsic spirituality and job involvement. The ANN analysis shows that perceived hope is the most influential determinant of job involvement when employees work from home.

This study suggests that when employees work remotely, organizations can generate higher job involvement by conveying a higher perception of hope and spirituality and providing supervisor support through planned hope interventions, promoting prosocial behavior and making changes in leadership style (check on instead of check-in).

This study extends the job demands-resources (JD-R) model with new insights into the impact of personal and job resources on job involvement during the new normal remote working era.