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This paper aims to examine the effect of a supervisory support climate on frontline employees’ service-oriented organizational citizenship behavior (OCB) using a multilevel conceptual model. A positive group affective tone – a meaningful construct – is introduced to investigate the mediating and moderating roles in this relationship in the context of hospitality.

Data were collected from 41 international tourist hotels in Taiwan. A total of 476 valid questionnaires from frontline employees were received for data analysis. The results were analyzed by using hierarchical linear modeling (HLM).

These results not only indicate that a supervisory support climate has a positive effect on service-oriented OCB but also reveal that a positive group affective tone partially mediates and notably interacts with the relationship between the supervisory support climate and service-oriented OCB.

Based on the results, this study recommends that hotels train their managers to build a supervisory support climate, because this is the key source of service-oriented OCB in frontline employees. In addition, hotel managers need to exert a positive group affective tone to reinforce the effect of a supervisory support climate on service-oriented OCB.

This study contributes to the current hospitality literature by verifying the effect of a supervisory support climate on service-oriented OCB from a multilevel perspective. It also extends the understanding of the mechanism and interaction effect of the positive group affective tone in this multilevel relationship.

This study aims to explore the relationship between job standardization and employee innovative behavior, as well as the mediating and moderating effects of employee psychological empowerment. Little research has been focused on the conflicting concepts of job standardization and employee innovative behavior.

Respondents chosen from frontline services in tourist hotels in Taiwan were used to examine the mediating and moderating roles of psychological empowerment on the established relationships between job standardization and employee innovative behavior. The results were analyzed using hierarchical regression models.

The results show that job standardization had a negative effect on employee innovative behavior. In addition, employee psychological empowerment mediated the effect of job standardization on innovative behavior. Subsequently, employee psychological empowerment played a buffering role and moderated the job standardization–innovative behavior relationship.

Hotel management needs to use both training and work process review to help employees innovate while still understanding the meaning of their work, enhancing self-efficacy, self-determination and the impact of decision-making.

This study gives both theoretical and empirical evidence to clarify the effect of psychological empowerment on the importance of job standardization and innovative behavior in organizations. This is the only study that has investigated this topic in the hospitality field and therefore makes significant strides in understanding the impact of psychological empowerment on hotel employees’ innovative behavior.

The purpose of this paper is to confirm the existence of contradictions in total quality management (TQM) implementation among some Ghanaian companies and to provide a framework for balancing these contradictions.

Closed-ended questionnaires were used as a survey instrument. A sample of 80 managers from 40 Ghanaian multinational companies implementing TQM responded to the questionnaires.

The results showed that the implementation of TQM comes with inherent contradictions, which may hinder the success of TQM if not checked. Three pairs of contradictions were established in this study, namely “Standardization vs Innovation,” “Manipulation vs Empowerment,” and “Collectivism vs Individualism.” A framework was proposed to balance these contradictions in order to ensure TQM success.

The study used all the 40 ISO certified firms in Ghana, but this number is quite small relative to ISO certified firms worldwide. Further, the study was done in Ghana and, for these reasons, generalization to the rest of the world is limited.

The proposed framework when applied by managers to balance the contradictions will achieve success in TQM implementation.

Previous studies have talked about the existence of the contradictions. This paper proposes a framework to balance the existing contradictions. This framework is new and has never been proposed in the literature to minimize the adverse effects of these contradictions on a firm’s profit generation.