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Open Access
Article
Publication date: 15 December 2021

Faizan Ali, Trishna G. Mistry and Seden Dogan

252

Abstract

Details

International Hospitality Review, vol. 35 no. 2
Type: Research Article
ISSN: 2516-8142

Open Access
Article
Publication date: 25 November 2021

Trishna G. Mistry, Fevzi Okumus and Marissa Orlowski

Diversity management is of great importance in the hospitality industry, resulting in a host of constructive consequences if managed effectively. However, there is a deficiency of…

8735

Abstract

Purpose

Diversity management is of great importance in the hospitality industry, resulting in a host of constructive consequences if managed effectively. However, there is a deficiency of investigation surrounding the outcomes of diversity management on the employees' attitudes and behavior in the hospitality industry. This research sought to investigate the influence of diversity management on workers' performance and conduct in the hospitality industry.

Design/methodology/approach

This quantitative study used survey data from 565 hospitality industry employees. Structural equation modeling was used to test the relationships from the research model.

Findings

This study identified a relationship between diversity management and positive workforce-related outcomes, including job performance, service innovation behavior and employee engagement in the hospitality industry.

Research limitations/implications

The findings of this study will push the confines of diversity management scholarship and initiate new paths of academic inquiry. Hospitality industry managers can also identify the benefits of effective diversity management as a consequence of this study.

Originality/value

This research contributes to the growing literature on diversity management as an essential aspect of human resources management in promoting positive employee attitudes and behaviors.

Details

International Hospitality Review, vol. 37 no. 2
Type: Research Article
ISSN: 2516-8142

Keywords

Article
Publication date: 25 January 2024

Trishna G. Mistry, Jessica Wiitala and Brianna S. Clark

Although event industry employees are predominantly female, there is a critical scarcity of women in leadership roles. Like other industries worldwide, women in the events…

Abstract

Purpose

Although event industry employees are predominantly female, there is a critical scarcity of women in leadership roles. Like other industries worldwide, women in the events industry experience several barriers to leadership roles. The unique characteristics of the events industry exacerbate these barriers and have led to more women leaving the company or even the industry. This study aims to investigate the impact of leadership barriers, including the perception of a glass ceiling and the importance of leadership skills in promotion decisions on career satisfaction, work-family conflict and turnover intention of employees in the events industry.

Design/methodology/approach

Data was collected from members of an international event association, and 427 responses were analyzed using partial least squares structural equation modeling.

Findings

Findings suggested the perception of a glass ceiling and the importance of leadership skills in promotion can impact career satisfaction, work-family conflict and turnover intention of employees in the events industry.

Originality/value

This study extends the scope of research on leadership barriers beyond assessing their causes by analyzing their outcomes in the event industry. To the best of the authors’ knowledge, this study is one of the first in event research and the broader hospitality industry to consider the perceptions of male and female employees regarding leadership barriers by using a foundation of the social role theory.

Details

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

Keywords

Open Access
Article
Publication date: 2 March 2021

Trishna G. Mistry, S. Kyle Hight, Fevzi Okumus and Abraham Terrah

The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.

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Abstract

Purpose

The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.

Design/methodology/approach

Using a qualitative inquiry approach, 93 line-level hospitality employees were surveyed online regarding their experiences about the characteristics of good managers.

Findings

The research findings revealed five key themes of good managerial characteristics, including interpersonal skills, communication skills, supervisory skills, leadership skills, and positive personality and professionalism. Additionally, the root causes of these managerial characteristics were also analyzed. The good managerial characteristics were perceived to have developed from having worked under either a great manager or a terrible manager.

Research limitations/implications

This study advanced the literature on managerial characteristics by confirming several existing categories from the viewpoint of hospitality industry employees.

Practical implications

Human resource managers should be considerate of these findings in terms of recruitment, hiring, and training, development, and promotion of employees in their companies.

Originality/value

This is one of the first studies to analyze the perceived reasons behind the development of these characteristics.

Details

International Hospitality Review, vol. 36 no. 1
Type: Research Article
ISSN: 2516-8142

Keywords

Article
Publication date: 9 September 2021

Susan Varga, Trishna G. Mistry, Faizan Ali and Cihan Cobanoglu

This study aims to examine the impacts of employee wellness programs on employee and organizational outcomes in the hospitality industry.

2438

Abstract

Purpose

This study aims to examine the impacts of employee wellness programs on employee and organizational outcomes in the hospitality industry.

Design/methodology/approach

A survey was distributed on Amazon Mechanical Turk, targeting hospitality employees who have access to employee wellness programs. Descriptive statistics, confirmatory factor analysis and structural equation modeling techniques were used.

Findings

Employee perceptions of wellness programs significantly impacted turnover intention, job stress (JS) and perceived organizational support (POS). POS had a significant mediating effect between employee perceptions of wellness programs and JS. Employee perceptions of wellness programs did not have a significant effect on emotional labor.

Originality/value

Employee wellness programs are often recommended to human resource managers, but there is little empirical evidence of their effects, particularly for hospitality industry employees. This study investigates the actual employee outcomes of employer-sponsored wellness programs.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

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