Promoting work engagement in the hotel sector: review and analysis

2019 ◽  
Vol 42 (8) ◽  
pp. 971-990 ◽  
Author(s):  
Sunyoung Park ◽  
Karen R. Johnson ◽  
Sanghamitra Chaudhuri
Keyword(s):  
Work Engagement ◽  
Empirical Studies ◽  
Job Demands ◽  
Organizational Size ◽  
Internal Branding ◽  
Content Type ◽  
Key Factor ◽  
Hotel Service ◽  
Hotel Sector ◽  
Hotel Managers

Purpose Using the job demands-resources (JD-R) model as a theoretical framework, the purpose of this study is to identify antecedents of work engagement in the hotel sector through an integrative literature review of existing empirical studies. Design/methodology/approach A total of 38 quantitative studies published between 2001 and 2017 were reviewed, and a summary of the antecedents of work engagement was compiled based on the JD-R model. Findings Support from the organization, supervisors and coworkers were the most frequently discussed predictors of work engagement. Compared with previous studies in other sectors, the findings show unique antecedents of work engagement in the hotel sector, such as internal branding, organizational justice and organizational features (e.g., organizational size/history/level) as job resources; behavioral intentions and polychronicity as personal resources; and customer emotions and sexual harassment as job demands. Practical implications This study is relevant considering the discourse in the hotel sector on delegating human resource responsibilities to frontline managers. Hotel managers should establish and maintain a work environment where coworkers and supervisors provide support as the environment is found to be a key factor that promotes work engagement. Originality/value The significance of the study is that it provides an overview of studies on work engagement in the hotel sector and insights on how hotel service practices affect employees and work engagement by highlighting the antecedents of work engagement from previous empirical studies.

Interaction effect of display rules and emotional intelligence on hotel managers’ and non-managers’ work engagement

2018 ◽  
Vol 30 (3) ◽  
pp. 1903-1919 ◽  
Author(s):  
Juan Liu ◽  
Seonghee Cho
Keyword(s):  
Emotional Intelligence ◽  
Work Engagement ◽  
Interaction Effect ◽  
Positive Impact ◽  
Job Demands ◽  
Personal Resources ◽  
Display Rules ◽  
Direct Impact ◽  
Content Type ◽  
Hotel Managers

Purpose This paper aims to investigate the interaction effect of job demands (e.g. display rules; DRs) and personal resources (e.g. emotional intelligence; EI) on work engagement and whether this interaction effect varies between managers and non-managers. Design/methodology/approach This study has been conducted on 572 hotel employees (153 managers and 388 non-managers) in China, and multiple linear regression analyses have been used to analyze the data. Findings The results indicate that the direct impact of DRs on work engagement was significantly positive for both hotel managers and non-managers; DRs boosted the positive impact of EI on work engagement, but only among managers; and EI boosted the positive impact of DRs on work engagement, but only among managers with high EI. Originality/value Previous studies have primarily focused on the antecedents and outcomes of work engagement, but little is about the direct impact of job demands and the interaction effect of job demands and personal resources on work engagement. This is the first study investigating DRs and its interaction effect with EI on work engagement among hotel managers and non-managers, respectively.

scholarly journals The job demands-resources model and the international work context – a systematic review

2014 ◽  
Vol 2 (3) ◽  
pp. 260-279 ◽  
Author(s):  
Lucy T.B. Rattrie ◽  
Markus G. Kittler
Keyword(s):  
Systematic Review ◽  
Empirical Studies ◽  
Domestic Work ◽  
Job Demands ◽  
Empirical Literature ◽  
Future Research ◽  
Content Type ◽  
International Work ◽  
Work Related ◽  
Work Contexts

Purpose – The purpose of this paper is to provide a synthesis and evaluation of literature surrounding the job demands-resources (JD-R) model (Demerouti et al., 2001) in the first decade since its inception, with particular emphasis on establishing an evidence-based universal application towards different national and international work contexts. Design/methodology/approach – The study uses a systematic review approach following the stages suggested by Tranfield et al. (2003). Based on empirical data from 62 studies, the authors systematically analyse the application of the JD-R model and queries whether it is applicable outside merely domestic work contexts. Findings – The authors find convincing support for the JD-R model in different national contexts. However, the authors also found an absence of studies employing the JD-R model in cross-national settings. None of the empirical studies in the sample had explicitly considered the international context of today’s work environment or had clearly associated JD-R research with the IHRM literature. Research limitations/implications – Based on the wide acceptance of the JD-R model in domestic work contexts and the increased interest in work-related outcomes such as burnout and engagement in the IHRM literature, the study identifies a gap and suggests future research applying the JD-R model to international work and global mobility contexts. Originality/value – This study is the first to systematically assess the application of the JD-R model in domestic and international work contexts based on a systematic review of empirical literature in the first decade since the inception of the model. The study identifies a lack of internationally focussed JD-R studies and invites further empirical research and theoretical extensions.

An investigation of the relationship between lean and well-being based on the job demands-resources model

2019 ◽  
Vol 39 (12) ◽  
pp. 1295-1322 ◽  
Author(s):  
Andrea Roberto Beraldin ◽  
Pamela Danese ◽  
Pietro Romano
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Well Being ◽  
Conclusive Evidence ◽  
Job Resources ◽  
Content Type ◽  
Positive Effects

Purpose The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence employee well-being in terms of work engagement and exhaustion. Design/methodology/approach Based on the job demands-resources model, lean-related job characteristics were classified as resources or demands, and a set of hypotheses was developed to test their effect on work engagement and exhaustion, including the potential interaction between job resources and demands. The hypotheses were tested using moderated hierarchical regression and structural equation modelling, based on data from 138 workers. Findings SLPs act as job resources in a lean company, increasing work engagement and reducing exhaustion. Conversely, JIT-related job demands act as a hindrance, reducing work engagement and increasing exhaustion. However, SLPs can reduce the effect of JIT-related job demands on exhaustion, and JIT-related job demands may enhance the positive effects of SLPs on work engagement. Research limitations/implications The study provides no conclusive evidence on the hypothesized role of problem-solving as a challenge job demand. Practical implications The results can guide practitioners’ understanding of how to implement lean without harm to employee well-being. Originality/value By employing a well-grounded psychological model to test the link between lean and well-being, the study finds quantitative support for: the buffering effect of SLPs on exhaustion caused by JIT-related job demands, and for the role of JIT as a hindrance. These novel findings have no precedent in previous survey-based research. In addition, it reveals the importance of studying SLPs at an individual level, as what matters is the extent to which workers perceive SLPs as useful and supportive.

The work engagement–performance link: an episodic perspective

2018 ◽  
Vol 23 (5) ◽  
pp. 478-496 ◽  
Author(s):  
Andrea Marcela Reina-Tamayo ◽  
Arnold B. Bakker ◽  
Daantje Derks
Keyword(s):  
Work Engagement ◽  
Process Model ◽  
Job Demands ◽  
Job Resources ◽  
Cognitive Mechanisms ◽  
Cognitive Interference ◽  
Work Activity ◽  
Content Type ◽  
Work Activities ◽  
And Performance

Purpose The purpose of this paper is to integrate job demands–resources theory and the episodic process model to examine the relationships between episodic cognitive mechanisms (i.e. cognitive interference and attentional pull), work engagement and performance. It is hypothesized that an episode characterized by less cognitive interference and more attentional pull (i.e. attraction toward the work activity) is associated with the highest levels of work engagement and job performance. Additionally, it is hypothesized that episodic challenge/hindrance job demands boost/diminish the positive relationship between episodic job resources and work engagement. Design/methodology/approach Using experience sampling methodology, 48 employees used their smartphones to complete surveys three times a day for one week, resulting in 266 observations. Findings Results of multilevel analyses suggest that episodic hindrance job demands (but not challenge job demands) moderate the positive relation between job resources and work engagement. Originality/value This study is unique in that it captures fluctuating cognitive processes (i.e. attentional pull and cognitive interference) that take place during work activities.

The influence of firm characteristics on profitability

2018 ◽  
Vol 30 (8) ◽  
pp. 2845-2868 ◽  
Author(s):  
Elisa Menicucci
Keyword(s):  
Business Model ◽  
Ownership Structure ◽  
Hospitality Industry ◽  
Empirical Studies ◽  
Developed Countries ◽  
Content Type ◽  
Return On Equity ◽  
Prior Literature ◽  
Market Variables ◽  
Hotel Managers

Purpose The purpose of this study is to inspect factors influencing profitability in the Italian hospitality industry during the period 2008-2016. Design/methodology/approach This paper examines the profitability and its determinants using a sample of 2,366 Italian hotels. The author applies a multidimensional measure of profitability comprising return on equity, return on assets, occupancy rate and gross operating profit per available room. The author investigates variables influencing performance and includes them into five groups: market variables, business model, ownership structure, management education and control variables. Findings The results show that financial crisis, business model and ownership structure affect hotel firms’ profitability. Particularly, findings suggest that size, internationalization, location, accommodation as first activity and chain affiliation influence profitability positively. Research limitations/implications Results confirm the importance of firm-specific factors for evaluating the profitability of a hotel firm. Findings also provide new evidence for academics to assess factors that would guarantee profitability of hotels in developed countries such as Italy. Practical implications This investigation offers valued information and strategic suggestions for hotel investors, hotel owners, hotel managers, tourism playmakers and government. Originality/value This paper offers an in-depth examination of the practices and characteristics of profitable hotels in Italy. Few empirical studies examined the determinants of performance in the European and Italian hospitality field so far. Hence, this study attempts to bridge the gap in prior literature on profitability of the Italian hospitality industry.

Test of the job demand resources model in Thailand

2019 ◽  
Vol 22 (1) ◽  
pp. 2-21
Author(s):  
Manjiri Kunte ◽  
Parisa Rungruang
Keyword(s):  
Role Conflict ◽  
Work Engagement ◽  
Self Efficacy ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Personal Resources ◽  
Cross Sectional ◽  
Content Type

PurposeThe purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.Design/methodology/approachIn this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.FindingsThe results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.Research limitations/implicationsThis study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.Originality/valueThis is the first study employing the job demands resources model in a cross-sectional study in Thailand.

Work engagement, job satisfaction, and turnover intentions

2016 ◽  
Vol 28 (4) ◽  
pp. 737-761 ◽  
Author(s):  
Lu Lu ◽  
Allan Cheng Chieh Lu ◽  
Dogan Gursoy ◽  
Nathan Robert Neale
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Turnover Intentions ◽  
Related Factors ◽  
Content Type ◽  
Work Related ◽  
Depth Analysis ◽  
Hotel Managers ◽  
Line Level ◽  
The Relationship

Purpose This study aims to investigate the influence of employee positions (supervisor vs line-level employee) on work-related variables (e.g. work engagement, job satisfaction and turnover intentions). Design/methodology/approach Data were collected from line-level employees and supervisors of 29 mid- to up-scale hotels. A series of one-way ANCOVA were performed to test the position differences in work engagement, job satisfaction and turnover intentions. Hierarchical regression analyses were conducted to examine the moderating role of employees’ positions on the relationships between those variables. Findings Supervisors have significantly higher work engagement and lower turnover intentions than line-level employees, whereas job satisfaction does not differ across positions. Employee positions significantly moderate the relationship between absorption and job satisfaction, and the relationship between dedication and turnover intentions. Practical implications This study provides an in-depth analysis for hotel managers to capture work-related factors (i.e. work engagement, job satisfaction and turnover intentions) across employee positions. Dedication is the primary barometer that significantly leads to job satisfaction and reduced turnover intentions compared to vigor and absorption. Although job satisfaction may be boosted by improving employee work engagement (i.e. vigor, dedication and absorption), increasing absorption is not an effective solution to increase supervisors’ job satisfaction. Hotel managers need to carefully monitor supervisors’ levels of dedication, given its focal impact on turnover intentions. Originality/value This study is one of the first attempts to examine the differences between line-level employees’ and supervisors’ work engagement (i.e. vigor, dedication and absorption) and its consequences (i.e. job satisfaction and turnover intentions). Findings highlight the unique influence of the individual dimension of work engagement on job satisfaction and turnover intentions. This study reveals the moderating effect of employee positions on the links between engagement dimensions and consequences.

Conceptualising the psychological work states – extending the JD-R model

2019 ◽  
Vol 42 (10) ◽  
pp. 1187-1200
Author(s):  
Gaurav Manohar Marathe ◽  
Girish Balasubramanian ◽  
Gloryson Chalil
Keyword(s):  
Work Engagement ◽  
Design Methodology ◽  
Job Demands ◽  
Two Dimensions ◽  
Content Type ◽  
Work Related ◽  
Novel Approach ◽  
New Concepts ◽  
Complete Work ◽  
Practical Implications

Purpose The purpose of this paper is to extend the job demands-resources (JD-R) model by including the factor of “personal demands” and conceptualise experience on personal and job dimensions separately as personal thrust and job thrust. Further, different psychological work states that individuals experience through intra-dimensional balance across personal and job dimensions are proposed. Design/methodology/approach The paper explains various possible psychological work states experienced by a job incumbent by conceptually developing intra-dimensional fluctuations within the person and job dimensions, respectively, as the new concepts of person and job thrust. Findings Personal thrust and job thrust have been identified as the two dimensions which impact the work state. Complete engagement and complete disengagement have been identified as two ends of a continuum. Complete work engagement is defined as the balance across these two dimensions. Various combinations of balances and imbalances across these two dimensions results in four different states of disengagement identified as work exhaustion, work boredom, work search and work neutrality. Research limitations/implications This paper suggests a novel approach to using personal demand to look at work states which would significantly impact existing research in the JD-R model. This paper tries to bridge the gap between work engagement as a construct and the psychological work states as a phenomenon. Further, it is contended that the psychological work states are manifestations of the interactions between the two dimensions identified as personal and job thrust, which could further be developed into various work-related attitudes and behaviours. Practical implications Instead of only relying on the engagement/disengagement dichotomy to plan interventions, managers can plan the appropriate interventions depending on the specific disengagement state analysed through personal and job thrust. Originality/value The newly developed model of work states explains the fluctuation of an individual across different work states and links the personal and job-related demand–resource balance at the workplace with distal work-related outcomes, thereby significantly extending the JD-R model.

A job demands-resources approach to presenteeism

2016 ◽  
Vol 21 (4) ◽  
pp. 402-418 ◽  
Author(s):  
Alisha McGregor ◽  
Christopher A. Magee ◽  
Peter Caputi ◽  
Donald Iverson
Keyword(s):  
Social Support ◽  
Work Engagement ◽  
Family Conflict ◽  
Workplace Bullying ◽  
Time Pressure ◽  
Job Demands ◽  
Job Resources ◽  
Work Family Conflict ◽  
Content Type ◽  
Work Family

Purpose Utilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job demands and resources) are associated with presenteeism, and in particular, whether they are indirectly related via burnout and work engagement. Design/methodology/approach A cross-sectional survey of 980 working Australians measured the relationships between job demands (i.e. workplace bullying, time pressure and work-family conflict), resources (i.e. leadership and social support), burnout, work engagement and presenteeism. Path analysis was used to test the proposed hypotheses whilst controlling for participant demographics (i.e. sex, age, work level, duration and education). Findings Higher job demands (workplace bullying, time pressure, and work-family conflict) and lower job resources (leadership only) were found to be indirectly related to presenteeism via increased burnout. While increased job resources (leadership and social support) were indirectly related to presenteeism via improved work engagement. Practical implications The findings are consistent with the JD-R model, and suggest that presenteeism may arise from the strain and burnout associated with overcoming excessive job demands as well as the reduced work engagement and higher burnout provoked by a lack of resources in the workplace. Intervention programmes could therefore focus on teaching employees how to better manage job demands as well as promoting the resources available at work as an innovative way to address the issue of rising presenteeism. Originality/value This study is important as it is one of the first to examine the theoretical underpinnings of the relationship between presenteeism and its antecedents.

Socialization resources theory and newcomers’ work engagement

2018 ◽  
Vol 23 (1) ◽  
pp. 12-32 ◽  
Author(s):  
Alan M. Saks ◽  
Jamie A. Gruman
Keyword(s):  
Work Engagement ◽  
Information Seeking ◽  
Job Demands ◽  
Uncertainty Reduction ◽  
First Year ◽  
Organizational Entry ◽  
Negative Effects ◽  
Content Type ◽  
Uncertainty Reduction Theory ◽  
Newcomer Socialization

Purpose Although work engagement has become an important topic in management, relatively little attention has been given to newcomers’ work engagement in the socialization literature. The purpose of this paper is to explain how newcomers’ work engagement can fluctuate during the first year of organizational entry and the role of organizational socialization in developing and maintaining high levels of newcomers’ work engagement. Design/methodology/approach A review of the socialization literature indicates that uncertainty reduction theory has been the basis of research on socialization tactics and newcomer information-seeking both of which function by providing newcomers with information to reduce uncertainty. Socialization resources theory is used to develop a new pathway to newcomer socialization which focuses on providing newcomers with resources during the first year of organizational entry and socialization. Findings The uncertainty reduction pathway to newcomer socialization is narrow and limited because it primarily focuses on minimizing and reducing the negative effects of job demands rather than on providing newcomers with resources that are necessary to facilitate work engagement and socialization. Practical implications Organizations can use newcomers’ work engagement maintenance curves to map and track fluctuations in newcomers’ work engagement during the first year of organizational entry and they can conduct an audit of socialization resources to determine what resources are required to develop and maintain high levels of newcomers’ work engagement. Originality/value This paper describes newcomer work engagement maintenance curves and explains how socialization resources can be used to develop and maintain high levels of newcomers’ work engagement. A model of a new pathway to newcomer socialization is developed in which socialization resources, personal resources, and job demands influence newcomers’ work engagement and socialization outcomes.

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