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Open Access
Article
Publication date: 9 August 2022

Osman M. Karatepe, Fevzi Okumus and Mehmet Bahri Saydam

This paper investigates the consequences of job insecurity among hotel employees during the COVID-19 pandemic.

2816

Abstract

Purpose

This paper investigates the consequences of job insecurity among hotel employees during the COVID-19 pandemic.

Design/methodology/approach

Data were obtained from the employees of two five-star chain hotels in Turkey. The study hypotheses were tested via structural equation modeling.

Findings

The research findings demonstrate that job insecurity exacerbates job tension. Job tension erodes employees’ trust in organization and aggravates their propensity to leave work early and be late for work. As hypothesized, job tension mediates the effect of job insecurity on organizational trust and the abovementioned outcomes.

Originality/value

This study adds to the hospitality literature by assessing the interrelationships of job insecurity, job tension, organizational trust and nonattendance intentions.

Details

International Hospitality Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2516-8142

Keywords

Article
Publication date: 14 February 2019

Taegoo Terry Kim, Osman M. Karatepe and Ung Young Chung

The purpose of this study is to propose a research model in which political skill (PS) exerts a direct effect on role stress, job tension, work engagement and service performance…

Abstract

Purpose

The purpose of this study is to propose a research model in which political skill (PS) exerts a direct effect on role stress, job tension, work engagement and service performance and buffers the deleterious impact of role stress on job tension. The model also investigates the interrelationships of role stress, job tension, work engagement and service performance.

Design/methodology/approach

The sample was drawn from 261 customer-contact employees in 15 casual restaurants in South Korea. Structural equation modeling was used to assess the aforementioned relationships.

Findings

The findings illustrate that PS alleviates role stress and job tension, while it fosters work engagement and service performance. PS is a panacea to the deleterious impact of role stress on job tension. As expected, role stress heightens job tension, while job tension mitigates work engagement. The findings further reveal that work engagement exerts a positive impact on service performance.

Practical implications

Training interventions can be used to develop employees’ PS. Management should hire the individuals with high PS because such employees can work in harmony with the organizational culture and experience lower role stress and job tension.

Originality/value

The extant hospitality research implicitly demonstrates that very little is known about the outcomes of PS and its moderating role on the relationship between role stress and job tension. The current work set out to fill in this gap.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 6 November 2017

Bridget Rice, Kathy Knox, John Rice, Nigel Martin, Peter Fieger and Anneke Fitzgerald

Employee loyalty is generally a very positive trait. However, when loyal employees are confronted with dysfunctionality in the workplace the impact on their well-being can be…

1496

Abstract

Purpose

Employee loyalty is generally a very positive trait. However, when loyal employees are confronted with dysfunctionality in the workplace the impact on their well-being can be significant. The purpose of this paper is to assess the interaction of employee loyalty and employee experience of inter-professional dysfunction in a hospital setting to predict employee job tension.

Design/methodology/approach

The paper is based on the analysis of a cross-sectional attitudinal survey of employees within a hospital setting in Australia. The authors use OLS regression and an SPSS macro (by Hayes, 2013) to assess the regions of significance of the interaction effects.

Findings

The authors find, as anticipated, significant direct effects for employee loyalty and inter-professional dysfunction on employee job stress. The authors further find significant interaction effects that suggest that highly loyal employees who experience inter-professional dysfunction also experience disproportionately high levels of job tension.

Research limitations/implications

The main research implication of this research relates to the confirmation of the presence of an interaction effect between loyalty and inter-professional dysfunction in predicting employee job stress. Further, the zone of significance analysis (following Johnson and Neyman) suggests that this effect is evident at even low levels of inter-professional dysfunction.

Practical implications

Organisations should appreciate employee loyalty but should also be aware that loyal employees are more vulnerable to the negative consequences of organisational dysfunction than are employees with limited organisational loyalty.

Social implications

The paper confirms the importance of managing organisational cooperation between groups in organisations as a precursor to positive employee outcomes.

Originality/value

This is the first paper to investigate this interaction and to apply Johnson-Neyman analysis to confirm the regions of significance for the interaction effects noted.

Details

Personnel Review, vol. 46 no. 8
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 February 2000

Steven W. Pool

Investigates the nature of role stressors and its impact on job tension in predicting outcome constructs. The research examines the relationship that exists between the three…

5718

Abstract

Investigates the nature of role stressors and its impact on job tension in predicting outcome constructs. The research examines the relationship that exists between the three organizational cultures and the role stressors within a business environment. The best fit model is statistically created and tested by applying a structural equation model. The results indicate that a constructive culture will significantly reduce role stressors, thereby: decreasing job tension and increasing job satisfaction, job performance, and job commitment. The corporate culture’s taproot is the organization’s beliefs and philosophy in how it conducts business. Beliefs and practices that become embedded in a company’s culture can originate from a number of sources. The beliefs, vision, objectives, and business approaches and practices supporting a company’s strategy may be compatible with its culture or possibly not. When they are, the culture becomes a valuable ally in strategy implementation and execution. When this is not accomplished, a company finds it difficult to implement the strategy successfully.

Details

Journal of Management Development, vol. 19 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 18 September 2009

Wayne A. Hochwarter, Laci M. Rogers, James K. Summers, James A. Meurs, Pamela L. Perrewé and Gerald R. Ferris

This paper aims to investigate the interactive effects of generational conflict and personal control (i.e. self‐regulation and political skill) on strain‐related outcomes (i.e…

1374

Abstract

Purpose

This paper aims to investigate the interactive effects of generational conflict and personal control (i.e. self‐regulation and political skill) on strain‐related outcomes (i.e. job tension, and job tension and job dissatisfaction).

Design/methodology/approach

This two‐study investigation employed a survey methodology to assess the efficacy of the predictive relationships. Study 1 consisted of 390 full‐time employees in a broad range of occupations, while 199 state agency employees participated in study 2.

Findings

Generational conflict was significantly positively related to job tension (i.e. in both studies) and job dissatisfaction (i.e. in study 2). Further, for individuals higher in self‐regulation (i.e. study 1) and political skill (i.e. study 2), these effects were attenuated. That is higher self‐regulation reduced job tension in study 1, and political skill was related to decreases in job tension and job dissatisfaction across all levels of generational conflict in study 2.

Research limitations/implications

Employees with greater personal control (i.e. self‐regulation or political skill) can avoid undesirable work outcomes related to generational conflict.

Practical implications

Individuals with greater personal control (i.e. self‐regulation or political skill) will be better able to navigate generationally based conflicts to experience less job tension and greater job satisfaction.

Originality/value

The paper focussed on generational conflict as a workplace stressor and substantiates the favourable properties of political skill as a neutralizer. of dysfunctional workplace stressors.

Details

Career Development International, vol. 14 no. 5
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 26 June 2009

Mike Leat and Ghada El‐Kot

The purpose of this paper is to investigate the relationships between job satisfaction, interpersonal trust, intrinsic motivation and job‐related tension in this non‐Western…

3197

Abstract

Purpose

The purpose of this paper is to investigate the relationships between job satisfaction, interpersonal trust, intrinsic motivation and job‐related tension in this non‐Western context. And to establish whether there is evidence of similarity in the nature of the relationships between these variables and those found in Western contexts.

Design/methodology/approach

Data collected from different employees who are working in deterrent organizations in Egypt (N=140). Reliability test is computed for the measures used in the research. Descriptive statistics, inter‐correlations and regression analysis are computed for the variables used in this research to test the research hypothesis.

Findings

The findings indicate that employees are satisfied, intrinsically motivated, trust their peers and managers and suffer from relatively low levels of job tension. The significant predictors of job satisfaction are intrinsic motivation, confidence in the competence of management and the lack of work‐related tension.

Practical implications

Some tentative conclusions regarding the policies and practices that should be pursued in order to maintain or enhance levels of job satisfaction among employees in the Egyptian context.

Originality/value

There are no reported studies examining the relationship between these variables in Egypt. The findings of this research would help deriving conclusions concerning employees' likely perceptions and responses; which is not available up‐to‐date.

Details

International Journal of Workplace Health Management, vol. 2 no. 2
Type: Research Article
ISSN: 1753-8351

Keywords

Article
Publication date: 1 March 1994

Jerry D. Rogers, Kenneth E. Clow and Toby J. Kash

As customer satisfaction is gaining the highest priority among theinterest of corporate America′s constituent groups and the economybecomes service‐oriented, more jobs than ever…

10121

Abstract

As customer satisfaction is gaining the highest priority among the interest of corporate America′s constituent groups and the economy becomes service‐oriented, more jobs than ever before require customer contacts. Investigates the relationship between employee satisfaction, job tension, role clarity, role conflict and empathetic concern among customer service personnel. Finds that the traditional variables, i.e. role conflict, role clarity, and job tension, do influence job satisfaction as hypothesized. Additionally, identifies empathy, a previously overlooked dimension of employee‐job interactions, as a significant determinant of job tension. Discusses the managerial implications resulting from these relationships.

Details

Journal of Services Marketing, vol. 8 no. 1
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 18 October 2011

Ruhama Goussinsky

The purpose of this paper is to explore the mediating role of emotional dissonance in the customer aggression‐job‐induced tension relationship and the role of job autonomy in…

1657

Abstract

Purpose

The purpose of this paper is to explore the mediating role of emotional dissonance in the customer aggression‐job‐induced tension relationship and the role of job autonomy in buffering against the negative consequences of emotional dissonance.

Design/methodology/approach

In total, three samples of service workers were recruited from Northern Israel between the years 2007 and 2008 and data were collected with self‐reported questionnaires. Research hypotheses were tested with hierarchical regression analyses.

Findings

The present results show that emotional dissonance is significantly associated with a decreased sense of well‐being, even after controlling for negative disposition. The results also confirm that customer aggression relates to job‐induced tension through its influence on emotional dissonance, and that emotional dissonance is less likely to increase job‐induced tension and emotional exhaustion when the level of job autonomy is high.

Practical implications

The findings suggest that when intense emotional labor is required, helping service providers feel that they have control in their jobs may contribute to a better coping with its aversive effects.

Originality/value

Although it has been established that emotional dissonance plays a crucial role in explaining tension and psychological health‐related problems among service workers, an understanding of the factors at work that may protect employees from its negative consequences, is limited. This paper sheds light on the role of autonomy as a resource for service workers and especially for those whose jobs habitually require interactions with verbally abusive customers.

Details

International Journal of Quality and Service Sciences, vol. 3 no. 3
Type: Research Article
ISSN: 1756-669X

Keywords

Book part
Publication date: 17 December 2003

Wayne A Hochwarter

They say Eve tempted Adam with an apple. But man I ain’t going for that.Pink Cadillac – Bruce SpringsteenAll through history, individuals have spent considerable effort attempting…

Abstract

They say Eve tempted Adam with an apple. But man I ain’t going for that. Pink Cadillac – Bruce SpringsteenAll through history, individuals have spent considerable effort attempting to influence the behaviors and beliefs of others. As a principal issue in psychology (Forgas & Williams, 2001), social influence processes have been the subject of inquiry for a considerable length of time (Sherif, 1936) while Peterson (2001) argued that the manner in which individuals manipulate others represents the very core of social psychology. Extensive reviews of the social influence literature (e.g. Cialdini & Trost, 1998; Forgas & Williams, 2001) elucidate its powerful role in virtually all work and non-work domains.

Details

Emotional and Physiological Processes and Positive Intervention Strategies
Type: Book
ISBN: 978-1-84950-238-2

Article
Publication date: 1 June 2003

David Emsley

Goal theory research has made an important contribution to understanding managers’ behaviour within organisations but most of this research has focused on single goal settings…

3386

Abstract

Goal theory research has made an important contribution to understanding managers’ behaviour within organisations but most of this research has focused on single goal settings. Given the recent popularity of implementing balanced scorecards in organisations, generalising this research to multiple goal settings is important but problematic because multiple goals can complicate a manager's decision making which, in turn, can potentially affect the manager's job‐related tension and performance. Moreover, where multiple goals are pursued, the relative importance of those goals is also likely to affect job‐related tension and performance. These relationships are tested using questionnaire data gathered from interviews with managers. The results suggest that job‐related tension and performance deteriorate as managers pursue multiple goals although the relationship seems to be non‐linear. The relative importance of goals does not appear to be important. Some comments provided by the managers during their interviews offer some insights that help to explain these results.

Details

Journal of Managerial Psychology, vol. 18 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

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