How to facilitate hotel employees’ work engagement

2019 ◽  
Vol 31 (3) ◽  
pp. 1525-1542 ◽  
Author(s):  
Levent Altinay ◽  
You-De Dai ◽  
Janet Chang ◽  
Chun-Han Lee ◽  
Wen-Long Zhuang ◽  
...  
Keyword(s):  
Work Engagement ◽  
Job Security ◽  
Role Overload ◽  
Leader Member Exchange ◽  
Mediating Effects ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
The Impact ◽  
The Relationship

Purpose This study aims to explore the mediating effects of role overload and job security on the relationship between leader–member exchange and work engagement and simultaneously examines the impact of role overload on employees’ job security. Design/methodology/approach By means of telephone and email, the study inquired eight international tourist hotels’ willingness, and questionnaires were distributed to employees of these hotels in 2014. The hotel employees were asked to participate, and they have the right to agree or not. After discarding unusable responses, 310 individual surveys ratings were collected from a total of 500 self-administrated questionnaires were distributed (a 62.0 per cent response rate). Findings The result indicates that role overload and job security have mediating effects on the relationship between leader–member exchange and work engagement. Also, role overload can positively influence job security. Originality/value To the best of our knowledge, this is the first study to examine the mediating roles of role overload and job security between LMX and work engagement, as well as the influence of role overload on job security. This study attempts to make contributions to human resource management literatures of hospitality and tourism.

The relationship between leader-member exchange, work engagement and organizational citizenship behaviour

2019 ◽  
Vol 12 (2) ◽  
pp. 191-214 ◽  
Author(s):  
Khyati Kapil ◽  
Renu Rastogi
Keyword(s):  
Human Resource ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Structural Equation ◽  
Organizational Factors ◽  
Job Embeddedness ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

Purpose This study aims to provide a holistic model for leader–member exchange (LMX), work engagement (WE), organizational job embeddedness (OJE) and organizational citizenship behaviour (OCB) of employees in information technology (IT) industry taking conservation of resources theory and social exchange theory as the foundation of the study. This current study examined the effect of LMX and WE on IT employees’ citizenship behaviour mediated by OJE. Design/methodology/approach The sample has been taken from 430 employees of IT organizations located in India. The data were analysed through confirmatory factor analysis and structural equation modelling. Besides, Preacher and Hayes’ (2004) mediation analysis technique has been used to analyse the mediating role of OJE. Findings The study findings reveal significant association between the key study variables. Organizational job embeddedness (OJE partially mediated the relationship between organizational factors such as LMX, WE and OCB. Practical implications This study provides useful insights to better understand the antecedents of OJE and how it influences employees’ citizenship behaviour. Exploring the relationship among key study variables may have significant implications for organizations. The researchers and human resource practitioners may use the proposed investigation framework to formulate human resource practices and interventions to develop the job embeddedness, which can further promote citizenship behaviour among employees. Originality/value First, the present study has focussed on the IT sector organizations based in India that have not been explored much regarding the study variables, as previous studies focussed more on Western countries. Second, the current study outspreads the preceding research by examining the OJE as a mediator between LMX, WE and OCB.

Leader positive humor and organizational cynicism: LMX as a mediator

2014 ◽  
Vol 35 (4) ◽  
pp. 305-315 ◽  
Author(s):  
Panagiotis Gkorezis ◽  
Eugenia Petridou ◽  
Panteleimon Xanthiakos
Keyword(s):  
Mediating Effect ◽  
Hierarchical Regression ◽  
Public Employees ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Cynicism ◽  
Member Exchange ◽  
Sectional Analysis ◽  
The Impact ◽  
The Relationship

Purpose – Leader-member exchange (LMX) has been proposed as a core mechanism which accounts for the impact of various antecedents on employee outcomes. As such, the purpose of this paper is to examine the mediating effect of LMX regarding the relationship between leader positive humor and employees’ perceptions of organizational cynicism. Design/methodology/approach – Data were collected from 114 public employees. In order to examine the authors’ hypotheses hierarchical regression analysis was conducted. Findings – As hypothesized, results demonstrated that LMX mediates the relationship between leader positive humor and organizational cynicism. Research limitations/implications – Data were drawn from public employees and, therefore, this may constrain the generalizability of the results. Also, the cross-sectional analysis of the data cannot directly assess causality. Originality/value – This is the first empirical study to examine the mediating effect of LMX in the relationship between leader humor and employees’ perceptions of organizational cynicism.

Informal learning, work engagement and their effects on work-family enrichment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mansi Rastogi ◽  
Osman M. Karatepe
Keyword(s):  
Informal Learning ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Content Type ◽  
Hotel Employees ◽  
Work Family ◽  
The Impact ◽  
Work Family Enrichment ◽  
Family Enrichment

PurposeDrawing from work-family enrichment (WFE) model and path-goal theory of motivation, this paper proposes and tests work engagement (WE) as a mediator between informal learning and WFE.Design/methodology/approachQuestionnaires measuring informal learning, WE and WFE were filled out by 290 hotel employees in India. The abovementioned linkages were tested via structural equation modeling.FindingsThe findings suggest that hotel employees' informal learning fosters their WE and WFE. The findings also reveal that WE partly mediates the impact of informal learning on WFE.Originality/valueMost of employees' learning efforts in the workplace emerge from informal learning. However, there is still limited information whether employees' informal learning activates their WE, which is a timely and significant topic. Importantly, there is a paucity of evidence appertaining to the effect of informal learning on WFE, which is underrepresented in the current literature. Evidence about the mechanism linking informal learning to WFE is also sparse.

scholarly journals Leader–Follower Congruence in Work Engagement and Leader–Member Exchange: The Moderating Role of Conscientiousness of Followers

2021 ◽  
Vol 12 ◽  
Author(s):  
Yanhua Ye ◽  
Ziwen Wang ◽  
Xiaowei Lu
Keyword(s):  
Work Engagement ◽  
Negative Relationship ◽  
Leader Member Exchange ◽  
Future Directions ◽  
Lmx Theory ◽  
Person Environment Fit ◽  
Work Tasks ◽  
Member Exchange ◽  
The Relationship

Extant research has investigated the relationship between work engagement and various outcomes, such as job performance and organizational commitment, neglecting the effect of work engagement on social relationships at work. Drawing upon person-environment fit theory and LMX theory, the present study aims to examine the effect of (in)congruence between leader and follower work engagement on leader–member exchange (LMX) and the moderating effect of conscientiousness. About 273 employees and 72 leaders participated in this study and completed the measurements of work engagement, conscientiousness, and LMX at two time points. Using cross-level polynomial regressions, we found that, compared with incongruent work engagement, employees perceived high levels of LMX quality when their work engagement was aligned with that of their leaders. Regarding the congruence, the employees reported higher levels of LMX when congruence in work engagement was at higher rather than lower levels. Regarding the incongruence, when the employees engaged less in their work tasks than their leaders, they were more likely to experience lower LMX. Moreover, the negative relationship between incongruence in leader and follower work engagement and LMX was mitigated when followers were more conscientious. All our hypotheses were supported. Both theoretical and practical implications for work engagement as well as future directions are discussed.

The impact of workplace bullying on hotel employees’ well-being

2019 ◽  
Vol 31 (4) ◽  
pp. 1702-1719 ◽  
Author(s):  
Fu-Sung Hsu ◽  
Yuan-an Liu ◽  
Sheng-Hshiung Tsaur
Keyword(s):  
Organizational Justice ◽  
Workplace Bullying ◽  
Well Being ◽  
Content Type ◽  
Workplace Friendship ◽  
Positive Effects ◽  
Hotel Employees ◽  
Research Fields ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this study was to investigate the moderating effects of organizational justice and workplace friendship on the relationship between workplace bullying and hotel employees’ well-being.Design/methodology/approachThe research sample included 310 entry-level employees of international tourism hotels in Taiwan. This study adopted hierarchical regression for data analysis.FindingsThe study found that workplace bullying negatively impacted on hotel employees’ well-being. Organizational justice and workplace friendship had significantly positive effects on hotel employees’ well-being. Compared with workplace friendship, organizational justice had a significant moderating effect on the relationship between workplace bullying and hotel employees’ well-being.Originality/valueIn the research fields of hospitality, past studies failed to use organizational justice and workplace friendship to moderate the relationship between workplace bullying and hotel employees’ well-being. This study confirmed that organizational justice could effectively buffer the negative effect of workplace bullying on hotel employees’ well-being.

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
You-De Dai ◽  
Wen-Long Zhuang ◽  
Po-Kai Yang ◽  
Yi-Jun Wang ◽  
Tzung-Cheng Huan
Keyword(s):  
Convergent Validity ◽  
Discriminant Validity ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange. Design/methodology/approach The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses. Findings The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior. Originality/value This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

The moderating effect of leader member exchange on the relationship between workplace ostracism and psychological distress

2019 ◽  
Vol 11 (2) ◽  
pp. 146-158 ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Psychological Distress ◽  
Emotional Exhaustion ◽  
Moderating Effect ◽  
Survey Method ◽  
Leader Member Exchange ◽  
Content Type ◽  
Job Tension ◽  
Workplace Ostracism ◽  
Member Exchange ◽  
The Relationship

Purpose Based on the conservation of resources theory, the purpose of this paper is to develop and test the relationship between workplace ostracism and psychological distress of male employees. And depending on the leader member exchange (LMX) theory, it assumes that the relationship between workplace ostracism and psychological distress of male employees is moderated by the LMX. Design/methodology/approach For this, this study used a survey method and multiple regression analyses with multi-source data from 226 male Korean employees and their supervisors. Findings The results suggest the following. First, workplace ostracism was positively associated with job tension, emotional exhaustion and depressed moods at work for male employees. Second, there was a stronger positive relationship between workplace ostracism and job tension, or emotional exhaustion for male employees with low, as opposed to those with high, levels of LMX. Originality/value This study is the first one to examine the moderating effect of LMX on the relationship between workplace ostracism and psychological distress of male employees.

scholarly journals Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance

2020 ◽  
Vol 17 (3) ◽  
pp. 133-152
Author(s):  
Gregory Thrasher ◽  
Marcus Dickson ◽  
Benjamin Biermeier-Hanson ◽  
Anwar Najor-Durack
Keyword(s):  
Social Work ◽  
Social Identity ◽  
Job Performance ◽  
Social Identity Theory ◽  
Value Congruence ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship ◽  
Rated Performance

Purpose This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX. Design/methodology/approach The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included. Findings Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect. Originality/value The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

Examining the impact of social exchange relationships on innovative work behaviour

2014 ◽  
Vol 20 (3/4) ◽  
pp. 102-120 ◽  
Author(s):  
Upasna A. Agarwal
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Knowledge Work ◽  
Work Behavior ◽  
Western India ◽  
Employee Behavior ◽  
Content Type ◽  
Innovative Work ◽  
The Impact ◽  
The Relationship

Purpose – This paper concurrently examines the antecedents, moderator as well as mediator of innovative work behavior (IWB). Design/methodology/approach – The paper reports a quantitative study of 510 managers from two service organizations based in western India. The focus of the paper is to examine the predictive ability of leader–member exchange (LMX), perceived organizational support (POS) and engagement on employees' IWB. Role of LMX as moderating variable (in POS–IWB relationship) and work engagement as the underlying mechanism explaining the relationship between predicting variables (LMX and POS) and IWB is tested. Findings – Results suggest that LMX, POS and work engagement positively relate to innovative employee behavior; LMX moderates the relationship between POS and innovative employee behavior. Additionally, work engagement mediates the relationship of LMX and POS with IWB. Research limitations/implications – Although this study is cross-sectional in nature, its findings have implications for contemporary leadership and organizational psychology research. Originality/value – This study significantly contributes to four different bodies of knowledge–work engagement, LMX, POS and IWB. The study also contributes in terms of its context. With increasing multinational opening their business in India, an understanding of employee motivation has become an important concern. This research is one of the rare attempts to examine engagement levels of Indian managerial employees.

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