scholarly journals Frontline employee-driven innovation through suggestions in hospitality firms: The role of the employee’s creativity, knowledge, and motivation

2021 ◽  
Vol 94 ◽  
pp. 102877
Author(s):  
Tamara González-González ◽  
Desiderio J. García-Almeida
Keyword(s):  
Frontline Employee ◽  
Hospitality Firms

The Role of Emotions on Frontline Employee Turnover Intentions

2016 ◽  
Vol 25 (1) ◽  
pp. 57-68 ◽  
Author(s):  
Yoon-Na Cho ◽  
Brian N. Rutherford ◽  
Scott B. Friend ◽  
G. Alexander Hamwi ◽  
JungKun Park
Keyword(s):  
Employee Turnover ◽  
Turnover Intentions ◽  
Frontline Employee ◽  
Employee Turnover Intentions

scholarly journals Emotional Labor Strategies And Service Performance: The Mediating Role Of Employee Creativity

2013 ◽  
Vol 29 (5) ◽  
pp. 1583 ◽  
Author(s):  
Chao Liu ◽  
Xinmei Liu ◽  
Zizhen Geng
Keyword(s):  
Emotional Labor ◽  
Service Industry ◽  
Service Performance ◽  
Role Performance ◽  
Surface Acting ◽  
Employee Creativity ◽  
Deep Acting ◽  
Frontline Employee ◽  
Mediating Role

This paper theoretically and empirically investigates the effects of different emotional labor strategies on frontline employee creativity in the context of service industry, and it also studies the mediating role of frontline employee creativity in the relationships between frontline employees emotional labor strategies and the two aspects of customer service performance. Based on the data of 424 employeesupervisor dyads in China, the empirical results indicate that surface acting decreases employee creativity and extra role performance, while deep acting increases employee creativity, role-prescribed performance and extra role performance; employee creativity mediates both the negative influence of surface acting on extra role performance and the positive influences of deep acting on role-prescribed and extra role performances. The results have some theoretical and practical implications on service creativity and emotion management in service industry.

Service experience in hospitality firms from a network perspective

2019 ◽  
Vol 9 (3) ◽  
pp. 375-395
Author(s):  
Thais González-Torres ◽  
Eva Pelechano-Barahona ◽  
Fernando Enrique García-Muiña
Keyword(s):  
Significant Contribution ◽  
Success Factor ◽  
Service Experience ◽  
Subjective Perceptions ◽  
Multiple Partners ◽  
Complete Set ◽  
Hospitality Firms ◽  
Strategic Success ◽  
Managerial Perspective

The aim of this conceptual article is to provide a better understanding of hospitality by designing a theoretical model capable of capturing the complexity of an assembled service provided by multiple agents, with a strong experiential component. The network approach allows us to expand the traditional marketing approach to study the service experience – based on the customer’s subjective perceptions – towards a strategic and managerial perspective by incorporating the necessity to collaborate with multiple partners. The study has been conducted as a systematic literature review. Thus, the main theoretical contributions are aimed at emphasizing the role of the service experience not simply as a key motivator of consumption, but also as a strategic success factor for hospitality firms. Another significant contribution is the consideration of the complete set of alliances of the hospitality firm, given its role as resource integrator.

scholarly journals Bringing Service Interactions Into Focus: Prevention- Versus Promotion-Focused Customers’ Sensitivity to Employee Display Authenticity

2020 ◽  
pp. 109467052090441 ◽  
Author(s):  
Andreas T. Lechner ◽  
Frank Mathmann
Keyword(s):  
Regulatory Focus ◽  
Service Performance ◽  
Heterogeneous Reactions ◽  
Employee Behavior ◽  
Negative Effects ◽  
Frontline Employee ◽  
Conditional Effect ◽  
Emotion Displays ◽  
Dyadic Field

Despite growing managerial interest in frontline employee behavior, and in display authenticity specifically, customers’ heterogeneous reactions to authentic displays have received little scholarly attention. Drawing on emotion as social information theory, we investigate the role of motivational orientations (i.e., regulatory focus) in customer reactions to authentic displays. The findings show that inauthentic displays have stronger negative effects on service performance for prevention-focused than for promotion-focused customers. A dyadic field study details these effects in terms of tipping, and three experiments provide further evidence by experimentally manipulating authenticity and regulatory focus. The conditional effect of authenticity on service performance also is mediated by inferred deception. Specifically, prevention-focused customers interpret inauthentic emotion displays as more deceptive than promotion-focused customers do. Managers should prime customers’ promotion focus using marketing communications before the service delivery when inauthentic displays are likely as well as consider customers’ regulatory focus when designing authenticity training for employees.

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