Pengaruh Gaya Kepemimpinan, Budaya Organisasi aan Pelatihan terhadap Kinerja Karyawan di Rumah Sakit Pondok Indah

This study examines the effect of leadership style, organizational culture and training on employee performance at Pondok Indah Hospital. The study was conducted at Pondok Indah Hospital in South Jakarta. The population of this research is in the Division of Hospitality Employee Services Department and Laboratory at Pondok Indah Hospital. The study population numbered is 140 people. While the study sample as many as 104 people. This study uses Proportional random sampling method and data used in this study is primary data in the form of a questionnaire. The test results showed that the Leadership Style, Organizational Culture and Training is a variable determinant of employee performance. Partially Leadership Style does not affect the performance of employees, organizational culture does not affect the performance of employee, training a strong influence on employee performance. Leadership style, organizational culture and training together have a significant impact on the performance of employees in the hospitality division and Laboratory Services Department at Pondok Indah Hospital. Keywords : leadership styles, organizational culture, training, performance

A Study on Adept Soft Skill & Knowledge Accompanying Hospitality Employee Retention Behavior During Covid-19 Lockdown Phase

This article converses the acceptability, challenges, and cue forward on hotel employees' through academic research on digital literacy. The researcher intends to study the correlation between personalized training customized by organizations and self –learning digital transformation which has shown its prominence during the unprecedented lockdown phase. The article also tries to emphasize labor flexibility and participation in decision making through various communication channels working in a conducive environment. The bibliographical review studies depict hospitality education, employment, and manpower development as some of the concerns being faced in the digital generation. The results of studies conducted show employee's digital competence as a catalyst to their productivity. They have reinforced and expanded the horizon of the employees to run with the advancement. Paul Gilster (1977) in his book has represented digital technologies as an "essential life skill." The conclusions are that there is an increase in understanding, using, and creating information sources using digital technologies in the tourism sector. The new-gen hoteliers are themselves keeping abreast with the latest innovation in procedures and practices to offer the service or product through the digital presence and retain the customers. Through this paper, the researcher would like to relate e-HR developmental approaches, customer relations management, and retention modeling as a tool for sustainable workforce investment. Key words: Hospitality; Digital; Literacy; Retention; Crisis; Knowledge.

Socially responsible human resource practices and hospitality employee outcomes

Purpose This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship. Design/methodology/approach Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships. Findings The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting. Practical implications The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place. Originality/value This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

Restaurant Employee Service Sabotage and Customer Deviant Behaviors: The Moderating Role of Corporate Reputation

This article provides a timely exploration of the relationship between hospitality employee service sabotage and customer deviant behaviors in Taiwan. The authors also examine the mediating role of relational quality and the moderating role of corporate reputation. The proposed research framework was tested using data from 226 customers of casual dining restaurants who responded to a questionnaire-based survey that was administered in northern Taiwan. The results indicate that employee service sabotage is positively related to customer deviant behaviors and potentially increases the incidence of the latter. Moreover, the relationship between employee service sabotage and customer deviant behaviors is mediated by relational quality, including satisfaction and commitment. It was found that the relationship between employee service sabotage and customer deviant behaviors is negatively moderated by corporate reputation. Employee service sabotage has less effect on customer deviant behaviors when customers perceive corporate reputation more positively. The study contributes to knowledge by proposing an empirically developed and tested conceptual model that offers an enhanced understanding of the relationship between employee service sabotage and customer deviant behaviors.