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Supervisory support climate and service-oriented organizational citizenship behavior in hospitality: The role of positive group affective tone
Abstract
Purpose
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.
Design/methodology/approach
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).
Findings
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.
Practical implications
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.
Originality/value
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.
... Employee development outlines the importance of interactions between organizations, managers, and employees by emphasizing a supportive working environment, such as organizational support and supervisory support (Mylona and Mihail, 2020). Studies on supportive working environment and OCB have examined the effect of organizational support (Reader et al., 2017;Han et al., 2019;Jehanzeb, 2020;Andriyanti and Supartha, 2021), co-worker support (Pasamehmetoglu et al., 2017), and supervisory support (Yadav and Rangnekar, 2015;Tang and Tsaur, 2016;Akram et al., 2018;Shu et al., 2018;Abdullah and Marican, 2020). Most studies on OCB were conducted in developed countries, such as the United States and European countries. ...
... Most studies on the effect of supervisory support on behavioral outcomes have been conducted in a Western context, such as psychological capital (Bhanthumnavin, 2003;Paterson et al., 2014;Nisula, 2015;Sihag and Sarikwal, 2015;Ahmed et al., 2017), job satisfaction (Ngah et al., 2010;Adebayo and Ogunsina, 2011;Mehboob et al., 2011;Bagger and Li, 2014;Mazumder et al., 2016), and work engagement (Eisenberger et al., 2016;Ibrahim M. A. et al., 2016;Ibrahim et al., 2019;Ling Suan and Mohd Nasurdin, 2016). Significant studies have supported the predictive ability of supervisory support and OCB (Tang and Tsaur, 2016;Kaur and Randhawa, 2021). Nonetheless, few studies have examined the subject in the non-Western context (Ladebo, 2008;Yadav and Rangnekar, 2015;Tang and Tsaur, 2016;Akram et al., 2018), specifically in developing countries such as Malaysia (Abdullah and Marican, 2020). ...
... Significant studies have supported the predictive ability of supervisory support and OCB (Tang and Tsaur, 2016;Kaur and Randhawa, 2021). Nonetheless, few studies have examined the subject in the non-Western context (Ladebo, 2008;Yadav and Rangnekar, 2015;Tang and Tsaur, 2016;Akram et al., 2018), specifically in developing countries such as Malaysia (Abdullah and Marican, 2020). Podsakoff et al. (2017) proposed that research on supervisory support should be reconsidered under a different context and include the significance of the concept in predictive behavioral workplace outcomes. ...
The study aims to examine the moderating effect of self-efficacy on supervisory support and organizational citizenship behavior (OCB). An individual’s self-efficacy is defined as their belief in their own ability to successfully complete a goal or task, which influences their motivation, persistence, and decision-making. This study is based on the Conservation of Resource Theory, which holds that personal resources such as self-efficacy can influence employees’ perceived support and extra-role behavior (OCB). The data were collected from 618 employees in four public sector organizations in Putrajaya, Malaysia through a questionnaire survey and analyzed using the partial least squares structural equation modeling (PLS-SEM) technique. Resultantly, supervisory support demonstrated a significant positive relationship with OCB. The results suggested that personal resources, such as self-efficacy increase the level of OCB with lower or higher perceived supervisory support. The results highlighted that self-efficacy strengthens supervisory support relations with OCB when supported by employees’ self-belief and confidence. It is critical to investigate the role of self-efficacy because industries must constantly change, and employees must have self-efficacy resources to continuously improve and sustain their performance level. The findings can contribute to the literature and open new avenues for future research.
... [7][8][9] Second, scholars have discussed the driving factors of service-oriented OCB; factors such as the organization's service climate, supervisory support climate, and high-performance human resource management system are all important antecedent variables of service-oriented OCB. 5,6,[10][11][12] The third perspective is primarily based on the viewpoint of employee-customer interaction; service-oriented OCB has been considered to provide more innovative service ideas, establish better customer interaction, provide better service quality, and yield higher customer satisfaction. 13,14 Relatively rich research has been carried out on service-oriented OCB. ...
... In addition, previous studies have shown that some background variables (such as age, gender, education level and tenure) are also important factors affecting employees' service-oriented OCB. 11,55 Therefore, this study intends to put the gender (1 for male, 2 for female), age (coded with 1 to 5, respectively, representing 20 years and below, 21-25 years, 26-35 years, 36-45 years, 46 and above), education level (1 for below senior high school, 2 for senior high school, 3 for junior college, 4 for bachelor, 5 for master and above), tenure (1 for 1 year and below, 2 for 1-3 years, 3 for 3-5 years, 4 for 5-7 years, 5 for 7 years and above) and jobs (1 for hotel room related jobs, 2 for hotel reception, 3 for catering related jobs, 4 for marketing related jobs, 5 for the others) as the control variables of this study, which were reported by employees themselves. ...
... For example, studies have shown that factors such as hotel customer-employee exchange, the organization service climate, the supervisory support climate, and high-performance human resource practices are all important driving factors for the service-oriented OCB of employees. 5,6,10,11 The role stressors will inhibit employees from implementing service-oriented OCB. 95 However, these previous studies paid less attention to the outcome variables of service-oriented OCB. ...
Purpose
Previous research on the service-oriented organizational citizenship behavior (OCB) of employees has mainly focused on the examination of its driving factors, and has ignored the consequences that it may bring to the workplace. To bridge this research gap, by shifting the focus to the event observers, a double-edged sword model is constructed in the present study, which helps explain whether, when, and why the service-oriented OCB of coworkers is contagious.
Methodology
Multi-wave data of 239 employees from seven service-oriented companies in the hospitality industry in central and southwestern China were used to support the proposed model. The time-lag method and critical incident techniques were introduced during the data collection stage. OLS regression and the bootstrapping method were employed for hypothesis testing.
Findings
Drawing on attribution theory, it is argued that the contagion (vs non-contagion) effects of service-oriented OCB work through the dual cognitive pathways (hypocrisy perception vs serving self-efficacy) of observers, which depend on the self-serving attribution of the observers to the behaviors of their coworkers. Specifically, when the self-serving attribution of observers is high, the service-oriented OCB of their coworkers is positively associated with the hypocrisy perception of the observers, which in turn inhibits their own service-oriented OCB. In contrast, when the self-serving attribution of observers is low, the service-oriented OCB of their coworkers is positively associated with the serving self-efficacy of the observers, which in turn promotes their service-oriented OCB. This framework provides a valuable theoretical explanation perspective and empirical evidence for the exploration of how service-oriented OCB affects observers.
... Moreover, tour companies have recently focused on activating the role of tourists in co-creating value such as through suggesting ideas for tour designs or promoting company brands to other tourists (Huang & Miao, 2016;Sugathan & Ranjan, 2019). To address these issues, tour companies rely on frontline employees' service interaction with tourists (Tang & Tsaur, 2016). However, these issues are challenging if tourism employees only fulfil their assigned roles and duties in their job description (Tang & Tsaur, 2016). ...
... To address these issues, tour companies rely on frontline employees' service interaction with tourists (Tang & Tsaur, 2016). However, these issues are challenging if tourism employees only fulfil their assigned roles and duties in their job description (Tang & Tsaur, 2016). It is more likely for tourism employees to create unique experiences for tourists as well as involve them in value co-creation if they engage in service-oriented organizational citizenship behavior (service-oriented OCB), defined as a set of employee discretionary behaviors in servicing customers beyond the work roles (Bettencourt & Brown, 1997). ...
... It is more likely for tourism employees to create unique experiences for tourists as well as involve them in value co-creation if they engage in service-oriented organizational citizenship behavior (service-oriented OCB), defined as a set of employee discretionary behaviors in servicing customers beyond the work roles (Bettencourt & Brown, 1997). Service-oriented OCB has been reported to contribute to organizations' service delivery quality, competitive advantage, and financial performance (Tang & Tsaur, 2016). ...
Though the effectiveness of leader humility has been established, does leader humility activate followers to serve customers in the tourism sector beyond their assigned roles? Our study aims to address this question by drawing upon the conservation of resources theory to propose that leader humility promotes service-oriented organizational citizenship behavior (service-oriented OCB) among tourism employees through the mediating role of their job crafting. Our study further assumes the moderating role of socially responsible human resource practices (SRHR practices) for the relationship between leader humility and employee job crafting. Utilizing a two-wave research design, the study garnered the data from 894 employees and 136 managers working in tour companies based in Vietnam. The analysis of the data via the multilevel structural equation modelling lent credence to the proposed research model. Our study not only advances the leadership humility literature in the tourism discipline but also provides a guideline for practitioners on how to optimally adopt leader humility in promoting service-oriented OCB among tourism employees.
... OCB is proven to contribute to several outcomes, be it individual or organisational level (Podsakoff et al., 2009). Many studies have scrutinised the effect of organisational and individual factors such as supervisory support (Akram et al., 2018;Gkorezis, 2015;Ladebo, 2008;Raineri and Paillé, 2016;Tang and Tsaur, 2016;Yadav and Rangnekar, 2015) and self-efficacy on OCB (Cohen and Abedallah, 2015;Kao, 2017;Mansor, 2013;Sahertian and Soetjipto, 2011;Salanova et al., 2011). Although a previous study has demonstrated that supervisory support enhances employee OCB, there is a limited understanding on the relationship between supervisory support and OCB (Chen and Chiu, 2008). ...
... Previous studies on the relationship between supervisory support and OCB were conducted in the western settings (Gkorezis, 2015;Ladebo, 2008;Raineri and Paillé, 2016;Wang et al., 2013a) or Asian countries such as China and Taiwan (Chen and Chiu, 2008;Tang and Tsaur, 2016). So, this study will focus on the Southeast Asian nation particularly Malaysia. ...
... In particular, supervisory support as the representative of an organisation demonstrates that the organisation acknowledges employee effort and care about their well-being (Wang, 2014). In return, employees are more confident to address their problem in a proactive manner (Tang and Tsaur, 2016) and develop positive attitude and behaviour with better OCB. ...
Organisational citizenship behaviour (OCB) is important in the organisational behavioural research among scholars since it significantly contributes to the success of an organisation. The purpose of this study is to explore the relationship between supervisory support as the predictor OCB and the role of self-efficacy as the mediating variable. Data were collected from 270 public administrators at two government organisations in Putrajaya. Data analyses were conducted using partial least squares structural equation modelling (PLS-SEM) to test the research model hypotheses. The study highlights a significant positive relationship between supervisory support and self-efficacy as well as OCB. Self-efficacy is proven to be a complementary mediation variable in the relationship between supervisory support and OCB. The results suggest that organisation should be aware of individual characteristics to foster participation and engagement in OCB. The findings of this study contribute to the literature and open new avenues for future research.
... Supervisors who provide support to employees can impact organizational outcomes such as organizational commitment (Erdeji, Jovičić Vuković, Gagić, & Terzić, 2016;Kang, Gatling, & Kim, 2015;Rhoades, Eisenberger, & Armeli, 2001;Tang & Tsaur, 2016), affective commitment (Garg & Dhar, 2016;Kang et al., 2015), and employee retention (Dawley et al., 2010;Li et al., 2017;Maertz Jr., Griffeth, Campbell, & Allen, 2007), and positively impact employees individually in terms of increasing job satisfaction (Erdeji, JovičićVuković, Gagić, & Terzić, 2016;Karatepe, Avci, Karatepe, & Canozer, 2003;Kim & Jogaratnam, 2010) and career satisfaction (Kang et al., 2015) and reducing emotional exhaustion (Karatepe & Karatepe, 2010), stress (Gilbreath & Benson, 2004), and burnout (Tepper, 2000). These outcomes can help organizations be more strategic in managing human resources, which can be can a key tactic for service organizations, such as those in the hospitality industry. ...
... Perceived Supervisor Support (PSS) encompasses employee feelings about their managers valuing them and the work that they do (Eisenberger et al., 2002). PSS is an aspect of social support in the workplace for employees (Bacharach & Bamberger, 2007;Tang & Tsaur, 2016). Supervisor support may signal a level of support from the organization to employees and a positive work environment (Erdeji et al., 2016). ...
... Often managers are acting on behalf of the organization in terms of communicating to employees the organization's goals, strategies, policies, expectations, etc. (Dawley et al., 2010;Eisenberger et al., 2002;Guchait et al., 2015). Employees who feel supported by their manager and organization will be more committed to the organization (Erdeji et al., 2016;Garg & Dhar, 2016;Kang et al., 2015;Rhoades et al., 2001;Tang & Tsaur, 2016), have higher job satisfaction (Erdeji et al., 2016;Karatepe et al., 2003;Kim & Jogaratnam, 2010), better serve guests (Tang and Tsaur (2016), be top performers (Rath & Harter, 2010), and be less likely to quit (Maertz Jr. et al., 2007). ...
This exploratory study examines differences in employees' perceptions of the individual items that comprise the perceived supervisor support instrument in the select-service hotel setting. Data obtained from hourly employees were compared across employee demographic groups, such as gender and age, and employee workplace characteristics, such as department and years of service, and were utilized to uncover differences in perceived supervisor support. Through t-tests and ANOVAs, results showed perceptions can vary by groups both in overall perceived supervisor support and individual supervisor support items, especially between full-time employees and part-time employees where part-time employees felt less supported by their managers in almost all instances that were measured. This indicates that while the supervisor support construct items all comprise support, the various support actions by managers may be viewed differently by employee groups. A discussion including implications for management such as providing support across all employee groups and understanding the impact of various behaviors of support is presented.
... A central tenet of the PSS concept (Eisenberger et al., 2002;Shanock & Eisenberger, 2006;Tang & Tsaur, 2016) and organizational support theory (Eisenberger et al., 1986) is that a subordinate will reciprocate (Eisenberger et al., 2001) their supervisor's positive treatment by engaging in behavior that benefits the supervisor and that contributes to the supervisor's goals and/or augments the supervisor's performance. Prior research has emphasized the critical role of supervisor care and appreciation in terms of creating high-quality relationships that ultimately impact positive subordinate attitudes and behaviors (Cheung et al., 2008). ...
... Hence, subordinates who perceive higher levels of supervisor support are likely to experience a felt obligation to reciprocate their supervisors' positive treatment by engaging in positive, discretionary behavior, in the form of OCBI that benefit the supervisor and their co-workers (J. Li et al., 2017;Shanock & Eisenberger, 2006;Tang & Tsaur, 2016). Conversely, we contend that subordinate perceived abusive supervision will reduce the likelihood that the subordinate will engage in positive, discretionary behaviors such as OCBI and we base this contention on fairness theory (Folger & Cropanzano, 2001). ...
When studied independently subordinate perceived supervisor support and abusive supervision have unequivocally
contrary effects on subordinate outcomes that are critical to the performance of hospitality organizations. Although
both supportive and abusive supervisor behaviors occur in the subordinate–direct supervisor exchange relationship, the
simultaneous effects of these two constructs have yet to be illuminated. Drawing on the within-domain exacerbation
hypothesis and the whiplash effect, we propose a conceptual framework that captures both the independent and interactive
effects of subordinate perceived supervisor support and abusive supervision on hotel employees. Using a sample composed
of 194 direct subordinate-supervisor pairings from 119 hotel property departments and 18 Chinese hotel properties,
we illuminate the contrary, relative, and interactive effects of perceived supervisor support and abusive supervision on
subordinate hotel employees’ job stress as well as their (supervisor-rated) individual-oriented organizational citizenship
behavior. Implications and limitations of the current study and avenues for future research are discussed.
... Both POS and PSS have been studied in relation to workplace outcomes in the hospitality industry, such as turnover intention (Gordon et al., 2019;Maertz et al., 2007), PC (Coyle-Shapiro and Conway, 2005), and organizational citizenship behaviors (OCB) (Tang and Tsaur, 2016). Previous studies have shown that PSS negatively influences turnover intention (Gordon et al., 2019). ...
... Previous studies have shown that PSS negatively influences turnover intention (Gordon et al., 2019). Tang and Tsaur (2016) found that supervisory support climate is a key resource of service-oriented OCB among frontline hospitality employees. Ahmad and Zafar (2018) also found a positive relationship between POS and OCB. ...
Considering perceived organizational support (POS) and perceived supervisor support (PSS) at the same time and understanding which one is more critical receives little attention. A scenario-based experimental design was conducted to examine the influences of high PSS & low POS and low PSS & high POS on hospitality employees’ psychological contract (PC) and work engagement. The results show that managers experience both psychological contract breach (PCB) and lower work engagement under these two imperfect situations. Furthermore, managers have relatively higher PCB and lower work engagement under the situation of receiving lower PSS than receiving lower POS. Finally, it was found that PCB has a more negative influence on managers’ work engagement when receiving lower PSS. Theoretical and practical implications based on the results are discussed.
... As was shown by Baker et al. (2014), employees' brand psychological ownership and perceived BA lead to brand citizenship behaviors. Furthermore, there have been empirical studies in the literature that found a positive relationship between organizational commitment and service-oriented citizenship behavior (Cichy et al., 2009;Liang, 2012;Tang and Tsaur, 2016). These findings lead us to develop the following hypothesis: ...
... Research empirically shows a positive relationship between BVF and organizational citizenship behavior in the service sector (Burmann and Zeplin, 2005;Chang et al., 2012). Furthermore, since Burmann and Zeplin's (2005) work suggesting that brand commitment leads to brand citizenship behavior, research has consistently found that organizational commitment is associated with frontline imployees' service-oriented organizational citizenship behaviors (e.g., Chang et al., 2012;Cichy et al., 2009;Liang, 2012;Tang and Tsaur, 2016;Zhang and Bloemer, 2008). Hence, the following hypothesis is presented: ...
Keywords: Brand authenticity (BA) Brand-value fit (BVF) Organizational commitment Generating ideas for service improvement (GISI) Service-oriented citizenship behavior Hotel frontline employees Work attitude and behavior A B S T R A C T The present study scrutinizes how hospitality firms' internal branding influences the service performance of frontline employees in a progressive way. More specifically, based on social influence and social exchange theories, this study examines if organizational commitment mediates the link between hospitality frontline employees' perceptions of brand authenticity (BA) and brand-value fit (BVF) and their service-related behaviors such as generating ideas for service improvement (GISI) and service-oriented citizenship behavior. With a matched sample of 286 customer-contact frontline employees and 33 of their supervisors from five-star hotels in South Korea, this study found that the higher employees' perceptions of BA and BVF, the more likely they were to generate ideas for service improvement and engage in service-oriented citizenship behavior, as they were more likely to be committed to the firm. Based on the findings, implications are discussed for hospitality practitioners and researchers alike in terms of internal branding with frontline employees.
... , Martinez and Matute 2016;Gonzalez and Garazo 2006;Lee et al. 2011;Ma and Qu 2011;Nadiri and Tanova 2010;Tang and Tsaur 2016;Wang and Wong 2011). For example, organizational identification, work engagement(Buil et al. 2016), employees' emotional intelligence, job satisfactionNadiri and Tanova 2010), supportive climate(Tang and Tsaur 2016), national culture and leader-member exchange(Wang and Wong 2011) were found to lead to OCBs. ...
... , Martinez and Matute 2016;Gonzalez and Garazo 2006;Lee et al. 2011;Ma and Qu 2011;Nadiri and Tanova 2010;Tang and Tsaur 2016;Wang and Wong 2011). For example, organizational identification, work engagement(Buil et al. 2016), employees' emotional intelligence, job satisfactionNadiri and Tanova 2010), supportive climate(Tang and Tsaur 2016), national culture and leader-member exchange(Wang and Wong 2011) were found to lead to OCBs. ...
Purpose – Due to the important role of hotel frontline employees in the service encounter, hotel firms strive to understand factors influencing frontline employees’ working attitudes and behaviors. The main purpose of the current study is to enrich this understanding by examining the interrelationships among tourism involvement, organizational commitment and organizational citizenship behaviors (OCBs).
Design –Based on the recovery theory, tourism involvement was hypothesized to influence both organizational commitment and OCBs. Committed employees were hypothesized to be more likely to perform OCBs. The current study further hypothesized a mediating role of organizational commitment in the relationship between tourism involvement and the OCBs.
Methodology –Measurements of tourism involvement, organizational commitment, and the OCBs were developed. A total of 336 frontline employees from 20 international hotels in Taiwan voluntarily participated in the current study. Their responses were examined by using independent t -tests, confirmatory factor analyses, and structural equation modelling.
Findings –The outcomes demonstrate that tourism involvement positively influenced organizational commitment. Both tourism involvement and organizational commitment positively influenced the OCBs. The organizational commitment was found to be a mediator between tourism involvement and the OCBs.
Originality of the research –The most extant studies examined factors influencing the development of organizational commitment and the OCBs by using work-related variables. However, they ignored contributions made by tourism to employees’ work life. The originality of the current study is the link of the non-work variable to work-related attitude and behavior. As such it provides a new insight to managing tourism human resources.
... Pada penelitian sebelumnya, dengan adanya dukungan atasan, rekan kerja, dan keluarga diduga dapat mendorong pekerja untuk terlibat dalam perilaku pelayanan yang melebihi standar tugas (Chênevert et al., 2015;Ren et al., 2022;Tang & Tsaur, 2016). Dapat memiliki karyawan yang menjalankan pelayanan melebihi standar tugasnya atau service organizational citizenship behavior (SOCB) merupakan suatu keuntungan bagi perusahaan karena dapat membuat perusahaan menjadi lebih unggul dari pada pesaingnya. ...
This research aims to determine the influence of superior’s support, co-workers, and family on service organizational citizenship behavior in nurses with the mediation of thriving at work. This research was carried out using a single cross-sectional method, and the data collection was carried out using a questionnaire instrument, which was then analyzed by using the SEM (Structural Equation Modelling) method. The data sample in this study amounted to 240 samples obtained from nurses at XYZ Hospital. The results of the data analysis in this study show that thriving at work has an important role in linking the variables of support from superiors, colleagues, and family to service organizational citizenship behavior. The results of this research explain that thriving at work, a sense of enthusiasm and development is needed for workers to be able to engage in service organizational citizenship behavior. However, to be able to feel enthusiastic and develop, you need support from your boss, co-workers, and family first. Penelitian ini bertujuan apakah dukungan atasan, rekan kerja, dan keluarga dapat berpengaruh terhadap perilaku pelayanan melebihi standar tugas pada perawat dengan mediasi thriving at work. Penelitian ini dilakukan dengan metode single cross-sectional dan pengumpulan data dilakukan dengan menggunakan instrumen kuesioner yang kemudian dianalisis dengan menggunakan metode SEM (Structural Equation Modeling). Sampel data pada penelitian ini berjumlah 240 sampel yang didapatkan dari perawat rumah sakit XYZ. Hasil analisis data pada penelitian ini menunjukkan bahwa thriving at work memiliki peran penting dalam menghubungkan variabel dukungan atasan, rekan kerja, dan keluarga terhadap service organizational citizenship behavior. Hasil penelitian ini menerangkan bahwa dibutuhkannya rasa semangat dan berkembang pada pekerja agar dapat terlibat pada perilaku pelayanan melebihi standar tugasnya. Namun untuk dapat merasa bersemangat dan berkembang, dibutuhkannya dukungan dari atasan, rekan kerja, dan keluarganya terlebih dahulu.
... Perceived support from leader is a psychological behavior assisting positive psychological development and well-being, thus facilitating the behavior response of employees in the sales operation process (Schwepker & Ingram, 2016). Considering that our study is part of a perspective within global leadership approach, we consider it essential to demonstrate the competition of supervisory support climate (Tang & Tsaur 2016) on customer-oriented boundary spanning behavior. In their job-related aspiration, employees are in constant pursuit of care, knowledge, skills, and motivational states, meaning (Inceoglu et al., 2018), therefore an organization establishing a leadership vocation of welfare and leadership's support will contribute to employees' prosocial and organizational citizenship behaviors (Bayighomog & Araslı, 2019), a prerequisite for service quality performance (Park, 2018). ...
... The previous study suggests that employees feel blessed and motivated, have job and career satisfaction, and are also less exhausted if they perceive that their supervisors care for their well-being and value their contribution (Erdeji et al., 2016;Kang et al., 2015;Karatepe and Karatepe, 2009). The literature claimed that PSS is significantly associated with job outcomes such as OC, JS (Erdeji et al., 2016;Tang & Tsaur, 2016;Poggi, 2010), and employee retention (Li et al., 2017). The person who suffers from incivility needs a resource booster that negates the incivility. ...
The present study extends family stress to the work domain and explains how family stressors impact job outcomes. The investigation examines the relationship between family incivility (FI), employee engagement (EE), and perceived supervisor support (PSS) in the context of government school teachers in the Indian subcontinent. The examination uses a time-lag method, collecting data in two phases. The first phase collected demographic and independent variable data, while the second phase collected moderator and dependent variable data after a three-week gap. The data analysis revealed that FI harms EE, supporting previous research on the detrimental effects of incivility on job outcomes. Additionally, the study found that PSS plays a moderating role in reducing the negative effect of FI on EE. The findings of this study have important implications for managing work-family conflict and promoting work-life balance. Organizations should prioritize creating a supportive work environment that addresses family-related stressors and provides resources for employees to manage FI effectively. Supervisors play a critical role in supporting employees facing FI, and training programs on emotion management and human psychology can enhance their supportive skills. While this study is limited to the Indian sub-continent, it has implications across sectors for effectively managing family-related stress. The study contributes to the literature on FI, EE, and PSS, expanding our understanding of the impact of incivility in the home domain on job outcomes. Future research can explore additional variables, such as peer incivility and co-worker support, to better understand the relationships between these constructs.
... Table 2 presents the measures and factor loadings used in this study. The respondents' gender and age were controlled for in the model estimation as they have been found to affect the level of customer citizenship behavior (Balaji, 2014;Tang and Tsaur, 2016). The results remained robust after controlling for their effects and they are, therefore, not discussed below. ...
Purpose – While the positive effects of customer citizenship behavior are well established, research on its potential negative consequences is scarce. This study aims to examine the indirect relationship between customer citizenship and dysfunctional customers via customer moral credits and entitlement, as well as the moderating influence of customer citizenship fatigue.
Design/methodology/approach – Study 1 employed a cross-sectional design with a self-administered survey. The data were collected from 314 customers using an online research panel. In Study 2, the authors manipulated customer citizenship behavior using 203 participants to establish causality and rule out
alternative explanations of the findings of Study 1. In Study 3, the authors replicated Study 2 and enhanced internal validity by using a more controlled experimental design using 128 participants.
Findings – This study shows that when customer citizenship fatigue is high, customer citizenship behavior elicits customer moral credit, which leads to customer entitlement and, in turn, promotes dysfunctional customer behavior. Conversely, when customer citizenship fatigue is low, customer citizenship behavior does not generate moral credit or entitlement, preventing dysfunctional customer behavior.
Practical implications – The study shows that promoting customer citizenship behavior does not always lead to positive outcomes. Therefore, when promoting customer citizenship behavior, managers should consider the psychological licensing process and ways to mitigate the influence of moral credits.
Originality/value – This study challenges common wisdom and investigates the dark side of customer citizenship behavior. Specifically, it demonstrates that customer citizenship behavior could backfire (e.g. dysfunctional customer behavior). It also shows that only customers who experience a high level of
fatigue from their citizenship behaviors are psychologically licensed to gain moral credit, leading to dysfunctional customer behavior.
... Moreover, they further added that organizational support has a significant impact on work performance among hotel employees. According to Tang and Tsaur (2016), on the other hand, the climate of supervisor support is one of the significant resources of service-oriented organization citizen behavior among hotel employees. Finally, coworkers or the degree to employees believe their peers are willing to give worker-related assistance to assist them in the performance of their serviced-based job responsibilities (Zaitouni & Ouakouak, 2018) develop job satisfaction, organizational engagement, retention and worker well-being (Sloan, 2012). ...
... One study states that tourism students' PA leads to academic achievement (Uludag, 2016). PA is a factor in students' intentions to stay in the industry (Walsh et al., 2015) and is effective in enabling genuine hospitality with less emotive dissonance (Chu et al., 2012), in addition to having a mediating effect on the relationship between supervisory support and employee behaviour (Tang & Tsaur, 2016). ...
COVID-19 has represented a turning point for hospitality industry with enormous effects leading to a potential transformation. This study aims to identify the effects of this period on the pandemic evaluation and future considerations of hospitality students to suggest actions for decision-makers in hospitality education to motivate students into sustainable careers in the sector. The findings of the quantitative research report that students’ evaluations of the pandemic are explained by future anxiety and openness. Students with prior work experience tend to have more negative evaluations of the pandemic. The findings of the qualitative research point out that students evaluate the pandemic period with a realistic and optimistic perspective to enhance their capabilities to adapt to changes, transform or shift to a relevant sector.
... tecedents of organizational citizenship behavior. These studies have revealed that positive leadership behavior (transformational, servant, benevolent, charismatic, etc.) and leader support are the basic antecedents that contribute to the organizational citizenship behavior of hospitality sector employees (L. Z. Wu et al., 2013;Bilgin et al., 2015;Y. Y. Tang & Tsaur, 2016;Dai et al., 2018;Ocampo et al., 2018;Tan et al., 2019;Elche et al., 2020;Gurmani et al., 2021). In a study carried out by Bilgin et al. (2015) regarding the Turkish hospitality sector, it was determined that positive leadership behavior promotes valuable, reliable, and emotionally engaged employees who exhibiting organizational citizensh ...
The purpose of this study is to determine the effect of toxic leadership perception, leader-member exchange, job stress and emotional exhaustion to predict organizational citizenship behavior of hotel employees. The study is conducted with 623 participants from four and five-star hotel firms in Alanya which is among the top destinations in Turkey. Decision tree analysis is applied to determine the variables that decisive predicting organizational citizenship behavior of the employees. The external validity of the results obtained with the decision tree model is tested with artificial neural networks. The analysis showed that the most significant variable to predict employee organizational citizenship behaviors is leader-member exchange. Findings are discussed in terms of theoretical and practical implications for hospitality literature and sector practitioners.
... This can be done by developing job resources, giving independence to the employees for task scheduling and completion, providing meaningful and timely information available in their environment, by providing social support to strengthen their feeling of self-importance. In the hospitality industry, front-line employees and shift managers (supervisors) play a crucial role in the organization's success (Tang and Tsaur, 2016). Job resources could be improved by devising a mechanism to ensure employees' autonomy along with formal and informal feedback channels and reinforcing social support. ...
Purpose
Employees turnover is considered a prevailing worldwide problem (Vasquez,2014). This study aims to test the impact of job resources on employees’ work engagement and turnover intentions of different ages, gender and organizational hierarchy.
Design/methodology/approach
This study used an online survey method using the job demands-resources (JD-R) theory. Data were collected from 408 hotel employees. The analysis was conducted through structural equation modeling.
Findings
This study finds that job resources positively impact work engagement. Moreover, work engagement negatively influences employees’ turnover intention. In addition, work engagement is found as an underlying psychological mechanism between job resources and turnover intentions. Further, age, gender and organizational hierarchy play a significant role in moderating the relationship between work engagement and turnover intentions.
Originality/value
This study suggests that job resources can overcome turnover intentions among employees concerning diverse age, gender and organizational hierarchy for reciprocal relationships. Based on JD-R theory, this study empirically tests the neglected role of ages, gender and the organizational hierarchy on employees’ work engagement and turnover intentions in the hospitality sector in a developing country context.
... SOCB has received widespread attention because it has reportedly improved organizational performance [Tsai and Su, 2011;Jiang et al., 2011], service quality as well as customer satisfaction and competitive advantage, financial performance [Tang and Tsaur, 2016], and ultimately customer retention [Nasurdin et al., 2015]. Therefore, given the social context of the hospitality industry, which is currently strongly influenced by COVID-19, it would be significant to practice and study SOCB that is beneficial to the entire organization [Wu and Liao, 2016]. ...
This study is a precursor to the study on service-oriented organizational citizenship behavior (SOCB) among the frontline staff of Japanese hospitality companies. It aims to create a Japanese version of the SOCB scale and verify it as a research tool. First, we reviewed previous SOCB studies and organized their definitions of SOCB. Next, we created a Japanese translation of the SOCB scale. We surveyed the frontline staff of Japanese hospitality companies and verified the validity and reliability of the Japanese scale. An exploratory factor analysis was conducted to extract the factors based on the survey data. Subsequently, the confirmatory factor analysis confirmed the validity of the model of factor structure resulting from exploratory factor analysis. We confirmed that the same three-factor model of the original scale establishes the structure of the Japanese SOCB scale. Therefore, quantitative research using the Japanese SOCB scale would help obtain concrete suggestions in hospitality companies’ human resources management as much of their value is derived from human factors.
... Because of such benefits to performing OCBs, extensive research has been done to examine OCBs' antecedents. OCBs have been linked with predictors such as individual characteristics (e.g., employee morale, personality, attitude); task characteristics (e.g., feedback, role stressors), organizational characteristics (e.g., fairness, organizational support), and leadership (e.g., transformational leadership, leader-member exchange, servant leadership, supervisor support; Tang and Tsaur, 2016). Although little research exists, scholars have noted the role of emotions at work in predicting OCB (AL-Abrrow et al., 2020). ...
Service management researchers have clearly demonstrated that customers experience various emotions in service failure situations. In comparison, hospitality employees’ emotional experiences in such situations, are relatively unknown, as they are often required to hide experienced emotions and express emotions in ways consistent with industry standards. To address this gap, we examine the typical emotional experience of shame in the wake of service failure and explain how it influences employees’ job behaviors—service recovery performance and organizational citizenship behavior—via self-efficacy beliefs. Furthermore, we draw on social information processing to introduce error tolerance as a social persuasion buffer that mitigates the negative effects of shame on self-efficacy perceptions. Survey data collected from 217 subordinate-supervisor dyads employed in restaurant settings reveal that shame experienced weakened employees’ self-efficacy beliefs, and these weakened beliefs were in turn negatively associated with job behaviors. Finally, error tolerance significantly moderated the relationship between shame and self-efficacy.
... These acts by frontline employees often exceed their job description, focus on customer service (Ma et al., 2013), and are recognized as necessary to improve the service quality, competitive advantage, and financial performance of hotels (Morrison, 1996;Sun et al., 2007;Wuryanti & Sulistyo, 2017). Because the work environment encourages frontline employees to exhibit OCB, a support system is essential (Tang & Tsaur, 2016). That is, OCB is not explicitly recognized by the hospitality industry reward system but supervisory support system propagates the expected behavior of an employee. ...
In this study, we explored the relationship among mentoring functions (MFs), direct supervisor need for achievement (DSNFA), and employee organizational citizenship behavior (OCB) from the perspective of conservation of resources (COR) theory. A sample of 242 dyads was selected from new employees and direct supervisors employed in four- and five-star hotels in Taiwan. The results revealed that MFs and DSNFA were positively related to new-employee OCB. However, DSNFA negatively moderated the relationship between MFs and new-employee OCB. That is, low DSNFA positively moderated the relationship between MFs and OCB more than high DSNFA did. The results were explained using COR theory, which states that the development of positive personality traits is limited to in specific circumstances. Organizations in the hospitality industry that emphasize on OCB should examine their human resource activities to optimize performance.
... Of the three dimensions, OCB-O is considered to be the most representative indicator of employees' citizenship behavior; it has also been found to contribute consistently to organizational performance (Gilbert et al., 2010). OCB-C focuses on customer repurchasing behavior, whereas OCB-I involves employee relationships (Tang and Tsaur, 2016). In spite of prescribed service delivery procedures, service encounters often involve unpredictable and novel situations when customers co-create the service product. ...
Purpose
The purpose of this paper is to integrate tenets from the appraisal-based model of self-conscious emotions and the compass of shame theory to examine restaurant frontline employees’ experience of shame following service failures, and how shame influences employees’ job attitude and behaviors. In addition, employees’ industry tenure is identified as an individual factor influencing the impacts of shame in resorting to literature on aging in emotion regulation.
Design/methodology/approach
Using a survey methodology, 217 restaurant frontline employees and their supervisors in Turkey provided survey data. Partial least squares (PLS) method using SmartPLS 3.3.3 was used for data analysis.
Findings
The results indicated the maladaptive nature of shame following service failures as a salient self-conscious emotion, as it was negatively related to employee outcomes. Moreover, employees’ industry tenure played a moderating role that influences the impacts of shame on commitment to customer service.
Practical implications
Managers should attend to frontline employees’ shame experience depending on their industry experience and adopt appropriate emotion intervention (e.g. cognitive reappraisal) or create error management culture to eliminate the negative effects of shame.
Originality/value
This study advances our understanding of a powerful but understudied emotional experience, shame, in a typical shame-eliciting hospitality work setting (e.g. service failures). Shame has been linked with commitment to customer service and error reporting. In addition, industry tenure has been identified as a boundary condition to help clarify previous inconsistent findings in regard to the adaptive/maladaptive nature of shame.
... Supervision that line workers positively receive in the atmosphere of support from their immediate superiors favors positive organizational behaviors. Moreover, the very support itself is the interactive, stimulating character that excites towards displaying these behaviors, including OCB and superiors (Tang and Tsaur, 2016). ...
... The concept of loyalty organizational citizenship behavior (OCB), introduced by Van Dyne et al. (1994), reflects an employee's allegiance to the organization that he/she works for through the promotion of the organization's interests to outsiders (Bettencourt et al., 2001). Previous studies have found that employees' organizational commitment had stronger effects on citizenship behaviors among part-time employees than full-time workers (Cho and Johanson, 2008) while, in a hospitality context, OCB was found to affect job satisfaction (Jung and Yoon, 2015), organizational identification (Teng et al., 2020;Zhang et al., 2017), depersonalization (Kang and Jang, 2019), positive psychological capital (Lee et al., 2017), and positive group affective tone (Tang and Tsaur, 2016a). However, no previous study is known to have investigated the relationship between employees' life satisfaction and loyalty OCB in a restaurant setting, and certainly, not during a stressful period such as the COVID-19 pandemic. ...
The main objective of this research paper is to examine the influence of perceived support (i.e., organizational support and social support) on life satisfaction (i.e., current and anticipated life satisfaction), which is hypothesized to increase restaurant employees’ loyalty organizational citizenship behavior (OCB) and decrease their intentions to leave the restaurant industry during the COVID-19 pandemic. Moreover, the moderating effects of employees’ resilience and employment status are also examined. Analyzing the responses of 609 restaurant employees using structural equation modeling (SEM), findings revealed that all direct effects were supported, except for the effect of anticipated life satisfaction on intention to leave the restaurant industry. Lastly, the moderating role of resilience in the relationships between current life satisfaction and restaurant employees’ loyalty OCB and intentions to leave the industry was confirmed. Theoretical and practical implications are discussed in detail.
... r hospitality organizations, capturing OCBs performed toward both internal customers (employees) and external customers. The importance of service and customers has made service-oriented OCB an increasingly popular variable by which to measure service employee performance in hospitality organizations (Kang & Jang, 2019;Kloutsiniotis & Mihail, 2020;Y.-Y. Tang & Tsaur, 2016). ...
Owing to the service-oriented nature of hospitality organizations, organizational citizenship behavior (OCB) has drawn increasing attention from hospitality researchers over the last two decades. Taking a systematic and meta-analytical approach, this study presents a comprehensive picture of the status, conceptual and measurement frameworks, fundamental theories, method, antecedents, consequences, and meta-analytical relationships among popular variables. In addition, the study points out research gaps and future directions for hospitality OCB research, drawing on comparison with mainstream OCB literature. In particular, there is a need for more holistic, reliable, and validated OCB frameworks and measures for different hospitality contexts; a need for research on the consequences of OCB at the level of customers, coworkers, and employees; and more rigorous research methodologies. The findings further suggest that the unique characteristics of hospitality organizations not only provide meaningful contexts but also broaden and deepen the scope of OCB theories.
... The results of that study indicated that PsyCap was significantly and positively correlated with OCB. This is also supported by results from numerous studies, which proved a significant positive correlation between PsyCap and OCB (Malik & Dhar, 2017;Min, Park, & Kim, 2016;Tang & Tsaur, 2016). ...
Orientation: The relationship between psychological capital (PsyCap) and organisational citizenship behaviour (OCB) is important to establish especially in the South African public hospitals where the quality of healthcare services have been reported to have deteriorated.
Research purpose: The purpose of this study was to examine the relationship between psychological capital and organisational citizenship behaviour among nurses in the public hospitals.
Motivation for the study: There is crisis in the public nursing sector as nurses are reported to be working under pressure as a result of increased workload and responsibilities beyond their scope of practice (in terms of doing the work that they are not trained for and more work than they can handle), in addition to rapidly changing work environments.
Research approach, design and method: The present study follows a quantitative cross-sectional design using a questionnaire on a sample of 228 nurses from public hospitals in the Eastern Cape Province, South Africa.
Main findings: The findings of the study confirm that psychological capital has a significant positive relationship with organisational citizenship behaviour.
Practical/managerial implications: The study recommends management to recognise the area of OCB in the public hospitals and work in nurturing and retaining those nurses capable of displaying such behaviours.
Contribution/value add: The study validates aspect of reciprocity of the Social exchange theory. Nurses with high levels of hope, self-efficacy, resilience and optimism showed reciprocity through the display of OCBs. The study also validates the aspect of job resources in eroding job demands from the Job demands resources model.
... Based on evidence from both organizational and hospitality literature, leaders can have an impact on their employees' service-related behaviors. For example, in a recent study by Tang and Tsaur (2016), a supervisory support climate was found to have a positive effect on the service-oriented OCBs of front-line hotel employees. A supervisory support climate implies that supervisors are concerned about employees' needs (Eisenberger et al., 2002), while service-oriented OCB is defined as the citizenship behavior (i.e., extra-role behavior) of service employees toward customers (Bettencourt et al., 2001). ...
The purpose of this study was to examine the effects of restaurant employees’ social perceptions of their supervisors on employees’ work engagement and extra-role customer service behavior. We also assessed restaurant employees’ social perceptions of their coworkers as a moderator. Utilizing an online survey design, data were collected from frontline restaurant employees via an online commercial subject pool ( N = 477). Results showed that the more employees perceive their supervisors as warm, competent, and moral, the more employees were willing to engage in extra-role customer service behavior via the indirect effect of increased work engagement. The effect of work engagement on extra-role customer service was also found to be more pronounced when employees developed positive social perceptions of their coworkers. These results offer implications for work engagement, as they suggest a new antecedent in the form of social perceptions, as well as a boundary condition to the positive outcomes of engagement through the interactive effect of social perceptions of coworkers and extra-role customer service behavior. In doing so, these results also shed light on the relevance of social perceptions in hospitality operations.
... Supervisor support PSS is defined as employee views about whether their "supervisors value their contributions and care about their wellbeing" (Eisenberger et al., 2002, p. 565). Managers and their actions have been linked to job satisfaction (Karatepe et al., 2003), engagement (Bakker et al., 2008), organizational citizenship behavior (Tang and Tsaur, 2016), job stress (Sparks et al., 2001) and turnover (Kim and Jogaratnam, 2010). Managers who act with integrity have been found to foster trust by employees (Gatling et al., 2017). ...
Purpose
This paper aims to examine whether employee subjective well-being acts as a mediator in the relationship between perceived supervisor support and turnover intention within the context of select-service hotels.
Design/methodology/approach
The sample included hourly employees in select-service hotels in the Midwest USA. The significance of the relationships was assessed using regression, and both the Sobel test and bootstrapping methods were performed to test the mediating effect of subjective well-being on the relationship between perceived supervisor support and turnover intention.
Findings
The results confirm subjective well-being acted as a partial mediator in the relationship between supervisor support and turnover intention. Employees who perceive higher levels of support from their supervisors are less likely to leave their organizations. At the same time, supervisor support also positively affects subjective well-being, which reduces turnover intention.
Practical implications
Actions by supervisors’ impact the well-being of their employees, which in turn may influence whether an employee stays with the organization. Organizations could use management training and employee feedback on supervisor support to improve employee support mechanisms. Organizations should also pay attention to improving employee subjective well-being beyond the work place. Improving the well-being of employees and supporting employees can help reduce turnover and may increase employee satisfaction, guest satisfaction and profits.
Originality/value
This study is the first to show that subjective well-being mediates the relationship between supervisor support and turnover intention; and one of the few within the hospitality context to examine the constructs of subjective well-being, supervisor support and turnover together.
... The direct effect of PSS on TI was tested by using hierarchical regression analysis. The direct and moderating effects of AL were analyzed through hierarchical linear modeling using HLM 7.0 due to its appropriateness for testing the influence of predictors at distinct levels on employee-level outcomes (Hofmann, 1997;Raudenbush and Bryk, 2002;Tang and Tsaur, 2016). ...
Purpose
The purpose of this paper is to investigate the moderating role of authentic leadership (AL) on the relationship between seasonal employee’s perception of supervisor support and turnover intention (TI) in the hospitality industry.
Design/methodology/approach
The data on perceived supervisor support (PSS), AL and TI were gathered from 305 seasonal employees of five-star hotels in Antalya, Turkey with a time lag of one month. Hierarchical linear regression and hierarchical linear modeling were performed to test the multi-level data.
Findings
The findings revealed direct significant effects of both supervisor support and AL on TI. In addition, AL moderated the negative influence of PSS on TI.
Research limitations/implications
This multi-level research highlights the significance of AL for comprehending the link between seasonal hotel employees’ PSS and their TI. Directions for future research include a cross-cultural study examining the validity of the conceptual framework. Confirmatory factor analysis was performed to check the common method variance.
Practical implications
AL through strengthening PSS works as a catalyst for keeping seasonal employees in the organization for the next season. Thus, practitioners should develop supervisors’ AL skills and they should encourage supervisors to be more efficient in improving themselves as a main source of support.
Originality/value
The research investigates the little-researched area of AL at the group level in relation to PSS and TI.
Our study explores two key objectives: (a) the indirect relationship between job and employees' problem-solving behavior through the work-related obsessive-compulsive state, and (b) the moderating effect of empathetic leadership on the job stress-problem solving behavior link. Data were collected from two sources-frontline employees (n=312) and their direct supervisors (n=126)-in various hotel organizations in the UAE. The results generated through structural equation modelling indicated that (a) job stress directly and indirectly (via work-related obsession-compulsive state) affects employees' customer problem-solving behaviors, and (b) empathetic leadership was found to mitigate the negative influence of job stress. Practically speaking, our findings inform hotel managers of the need to understand the effect of job stress at work on frontline employees' ability to solve customer-related problems when delivering customer services.
Purpose
The study aims to investigate hotel employees’ intentions to stay in industry with the mediating role of psychological contract fulfilment (PCF) and moderating role of positive emotions and position held (frontline employees vs managers) in post-lockdown era.
Design/methodology/approach
The study has followed quantitative approach following the cross-sectional design. 414 respondents of hotel industry were contacted via online and offline method. The data was analysed using partial least square method using SmartPLS 3.0.
Findings
The findings suggest that perceived organizational support and supervisor trust had a good impact on psychological contract fulfilment and contributed positively to psychological empowerment. Additionally, psychological empowerment positively impacted psychological well-being and psychological well-being positively impacted intention to stay in hotel industry. PCF positively mediated the relationship between organizational support, trust in supervisor and psychological empowerment. Positive emotions positively moderated the relationship between PCF and psychological empowerment. Multi-group analysis revealed that the managers and frontline employees perceived the PCF and psychological well-being differently.
Originality/value
To the best of the authors’ knowledge, this study is one of the few to explore the intention to stay in hotel industry by integrating social exchange theory, organization support theory and broaden-and-build theory post lockdown circumstances.
This research endeavors to analyze the influence of error management culture on service-oriented organizational citizenship behavior (SOOCB) through the lenses of perceived procedural justice, customer-employee exchange, employee engagement, and gender differences. To do so, this research conducts structural equation modeling on the aforementioned relationships using survey data of 559 frontline employees from four- and five-star hotels in India. In doing so, this research finds that error management culture has a direct positive influence on perceived procedural justice and customer-employee exchange, and an indirect positive influence on SOOCB through perceived procedural justice, customer-employee exchange, and employee engagement. This research also reveals that gender moderates the relationships between error management culture and customer-employee exchange, and employee engagement and SOOCB. The discussion of implications, limitations, and future directions concludes the paper.
The purpose of this study is to examine the mechanism underpinning the relationship between perceived supervisor support, perceived organisational support, and service-oriented organisational citizenship behaviour. The data was collected from 250 flight attendants working in airline companies, and structural equation model modelling using M-plus 7.0 was employed to test the hypotheses. This research provides evidence for the association between psychological empowerment, affective commitment, and service-oriented organisational citizenship behaviour. Additionally, perceived organisational support, psychological empowerment, and affective commitment were found to mediate the relationship between employees’ perceptions of the support from their supervisor and their service-oriented citizenship behaviour. In addition to contributing to the current literature, this research also suggests important implications for managers and practitioners in airlines.
Purpose
Drawing on and extending the socially embedded model of thriving, this paper aims to investigate how and when customer participation promotes hospitality frontline employees’ engagement in extra-role service behavior.
Design/methodology/approach
A two-wave questionnaire survey was carried out among frontline service employees and their immediate supervisors in a four-star business hotel in Eastern China. Path analysis using Mplus 8.3 examined a multilevel moderated mediation model.
Findings
Customer participation has a positive effect on frontline employees’ experience of thriving, which in turn promotes their engagement in extra-role service behavior. Nevertheless, supervisors’ negative affect weakens the positive effect of customer participation.
Practical implications
Hotels could implement employee assistance programs, arrange training on emotional regulation and positive psychology and create a fun work environment to help alleviate supervisors’ experience of negative affect so as to lessen its adverse effect on frontline employees’ perception of customer participation.
Originality/value
First, this work is one of the few studies exploring how customer participation affects frontline employees’ well-being (in terms of thriving) and extra-role service behavior, which advances extant value co-creation literature. Second, the moderating role of supervisors’ negative affect enriches the limited understanding of when customer participation might not bring firm benefits. Third, by uncovering customer participation as an antecedent of employee thriving, this study extends thriving research that only attends to contexts located within organizations.
Drawing on self-determination theory, this study focuses on the relationship between job crafting and work alienation and the moderating effect of perceived supervisor support. Based on theoretical discussions, this study examines (1) whether a negative relationship exists between job crafting and work alienation; (2) whether and how perceived supervisor support moderates that relationship. Findings are based on the data collected from a survey of 203 participants working in Turkey. The results indicate job crafting’s negative association with work alienation. Perceived supervisor support is a moderating variable, fostering employee job crafting that, in turn, leads to reduced work alienation.
This study, based on the conservation of resources (COR) theory, explores the impact of contextual variables, such as prosocial motivation, on employee discretionary behavior and organizational commitment. The mediating mechanism of managerial support at work defines the nature of the proposed relationships. Data from 303 administrative, instructional, and supervisory staff-predominantly male (95%) and with an average age of 30 years-working on Technical and Vocational Education and Training (TVET) for Pakistan's public sector were collected and analyzed by employing SPSS version 24. Confirmatory factor analyses suggested a good fit model, while a correlation matrix provided a significant and positive effect of prosocial motivation on employee citizenship behaviour and organizational commitment. Managerial support mediated the relationship between prosocial motivation and the employees' organizational commitment and citizenship behaviour. The theoretical and practical implications discussed in this study seek to guide the management area to promote managerial support for better outcomes. These outcomes have considerable tactical, statistical, and real-world inferences for the stakeholders of the TVET sector.
The research primarily seeks to understand how supervisor support can directly and indirectly enhance the service innovative behavior (SIB) of flight attendants via work engagement. Moreover, although there has been some research on the effect of group diversity on organizational performance, the results have not been consistent. Thus, this study addresses this gap by investigating how work group diversity can make variance in the relationship between work engagement and innovative behavior of flight attendants. The sample size of 242 flight attendants working at the central airport in Ho Chi Minh City, Vietnam, has been taken for the study. To test hypotheses, structural equation modeling and bootstrapping were employed. This study provided an evidence for the positive nexus between perceived supervisor support and SIB. Additionally, the results shed light on a mediation mechanism of work engagement for the association between flight attendants’ perception of their supervisor and innovative behavior. Furthermore, tenure diversity and job position diversity in a work group were proved to play a moderating role in the relationship between work engagement and service innovative behavior. Specifically, flight attendants are more willing to exhibit innovative behaviors when working in a homogeneous group in terms of tenure and job position rather than in a heterogeneous group. The empirical results contributed to the diversity management literature and broadened the understanding of how to activate the service innovative behavior of employees. From a managerial perspective, managers should pay attention to the characteristics of employees when organizing teamwork.
AcknowledgmentThe authors are grateful to the anonymous referees of the journal for their extremely useful suggestions for improving the quality of this paper.
During the last decade, organizational and strategic management theories have exponentially concentrated on the concept of structural empowerment and organizations have prioritized to work with the employees who take the initiative and respond creatively to the challenges of the job to struggle in an increasingly competitive external environment. In this sense, structural empowerment represents organizational policies, practices, and structures that grant employees greater latitude to make decisions and exert influence regarding their work and refers to a formal horizontal decentralization of authority that decisional power flows to employees from the formal structure. Additionally, it is assumed that structural empowerment helps to create a positive perception and has an impact on employees’ perceived supervisor’s support that denotes the degree to which employees’ shape impressions that their supervisor appreciates their contributions in work and is caring about their well-being. From this point of view, owing to intense competition within the private healthcare sector in Turkey, employees’ structural empowerment and perceptions related to their supervisor’s support play a vital role in providing high-quality services and care for patients. In this respect, the present study aimed at examining the relationship between structural empowerment and perceived supervisor’s support in the private healthcare sector’s employees who have especially close interactions with patients as customers. In this regard, the questionnaire has been applied to 240 employees working at the five private hospitals and the data obtained from the questionnaire has been analyzed through the “SPSS 26.0” program. As a result of the analysis, it has been signified that there is a strong positive correlation between structural empowerment and the perceived supervisor’s support. Also, it has been seen that the structural empowerment’s sub-dimensions that are opportunity, formal power, and informal power have a statistically significant relationship with the perceived supervisor support’s sub-dimensions, tangible and intangible.
Purpose
Rooted in conservation of resources (COR) theory (frequently applied to conflict and stress). The purpose of this study is to classify customer stressors into dysfunctional attitude and behavior and proposes strategies, such as parent and colleague attachment, as a resource pool to prevent employees’ sabotage behavior.
Design/methodology/approach
A two-step method was adopted by the suggestion from Anderson and Gerbing (1998) with an on-site survey carried out within ten upscale hotels.
Findings
Study results indicated that dysfunctional customers significantly influence service sabotage through job burnout and depression. In addition, attachment was demonstrated as an effective strategy by examining its moderating effects.
Research limitations/implications
Theoretically, the mechanism of sabotage formation was clarified as external customers’ factors (i.e. dysfunctional attitude and behavior) as well as internal psychological factors (i.e. negative states such as burnout and depression). Practically, the attachment (i.e. colleagues and parents) was identified as an effective moderator for preventing sabotage, although only in the early stage (i.e. depression stage).
Originality/value
For the first time, the current study attempts to explain the sabotage formation process by using COR with the integration of intervention.
While ethical leadership may have boundary-spanning effects on different stakeholders even beyond the organizational boundaries, the role of ethical sales leadership in promoting sales and service behavior outcomes has not been fully researched. Our research aims to unfold how and when sales managers’ ethical leadership evokes service-oriented organizational citizenship behavior (OCB) among salespersons in the tourism setting. Grounded on the dataset from managers and employees working in sales departments of tour companies in Vietnam, the results reveal the role of adaptive selling and service harmonious passion as dual mediation channels for the link between ethical sales leadership and service-oriented OCB. The findings further lend credence to the moderating role that service role identity plays for the impacts of ethical sales leadership on these two mediators.
The purpose of this study was to determine the effect of the influence of Supervisor Support and Organizational Climate on Service-Oriented Organizational Citizenship Behavior in Hotel Employees in the City of Padang. This type of research is descriptive causative. This research was conducted in the city of Padang. While the time of the study was conducted in 2018. The population in this study were 4-star hotel employees in Padang city with a sample of 100 people taken by simple random sampling. Data is processed using multiple linear regression using SPSS 16.0. The results showed that supervisor support had a significant positive effect on Service-Oriented Organizational Citizenship Behavior, organizational climate had a significantly positive effect on Service-Oriented Organizational Citizenship Behavior at α = 0.05Keyword: Supervisor Support, Organizational Climate, OCB, SO-OCB
Bu araştırma yüksek performanslı insan kaynakları uygulamalarının nasıl hizmet odaklı
örgütsel vatandaşlık davranışını etkilediğini ortaya çıkarmayı amaçlamaktadır. Araştırma
modeli yapısal eşitlik modellemesi kullanılarak test edilmiştir. İlişkilerin test edilmesinde
kullanılan veri dört ve beş yıldızlı otel işletmelerinin işgörenlerinden (n=496) elde edilmiştir.
Bulgular temel olarak yüksek performanslı insan kaynakları uygulamalarının hizmet odaklı
örgütsel vatandaşlık davranışı üzerindeki etkisinde işe adanmanın ve işe gömülmüşlüğün tam
aracılık rollerine işaret etmektedir. Bu bulguya göre, bir biriyle uyumlu insan kaynakları
uygulamaları işe adanmayı ve işe gömülmüşlüğü artırmak suretiyle hizmet odaklı örgütsel
vatandaşlık davranışını artırmaktadır. Bir başka ifadeyle, işe adanma ve işe gömülmüşlük
bağımsız ve bağımlı değişken arasındaki ilişkide kilit bağlantı noktalarını oluşturmaktadır.
Sonuç olarak bu araştırma, yüksek performanslı insan kaynakları uygulamaları ve hizmet odaklı
örgütsel vatandaşlık davranışı arasındaki ilişki süreçlerine ışık tutarak, alanyazına katkı
sağlamaktadır.
Bu araştırmanın amacı, Yi ve Gong (2013) tarafından geliştirilen Müşteri Vatandaşlık Davranışı Ölçeğinin Türkçe versiyonunun gerçerlilik ve güvenilirlik analizlerini gerçekleştirmektir. Bu çalışmada müşteri vatandaşlık davranışı ölçeğinin Türkiye’de de yapı geçerliliği bağlamında test edilerek Türkçe’ye uyarlanması hedeflenmiştir. Araştırmanın örneklemi, İzmir ili 1. Sınıf restoran işletmelerinden hizmet satın alan 435 müşteriden oluşmaktadır. Veri setinin analizinde keşfedici ve doğrulayıcı faktör analizinden yararlanılmıştır. Keşfedici faktör analizi sonuçlarına göre, her bir maddenin faktör yükü .60’ın üzerindedir. Kaiser-Meyer-Olkin değeri .792, Bartlett Küresellik Testi için Ki-Kare: 2943,910, p değeri: ,000. olarak tespit edilmiştir. Özdeğerleri birin üzerinde olan 4 faktör, toplam varyansın .67.674’ünü açıklamaktadır. Cronbach's Alpha (güvenilirlik katsayısı) değeri ise .825 olarak hesaplanmıştır. Doğrulayıcı faktör analizi sonuçlarına göre ise, uyum iyiliği kriterleri çerçevesinde, modeldeki ilişkilerin örneklem verisi ile iyi derecede tutarlı olduğu bulunmuştur (Ki-Kare Uyum Testi (x2/sd) değeri; 2,91, CFI=0,94, NFI= 0,92, RMSA= 0,07, GFI= 0,94, AGFI= 0,91). AVE skorları 0,55 ile 0,78 arasında, bütünleşik güvenilirlik değerleri ise 0,81 ile 0,91 arasındadır. Ayrıca araştırma bulgularına göre, müşteriler sırasıyla en çok restoranı tavsiye etme ve restorana geribildirim sağlama davranışı göstermekte, daha sonra diğer müşterilere yardım etme, en az ise restoranı tolere etme davranışında bulunmaktadır. Yi ve Gong (2013) tarafından geliştirilmiş müşteri vatandaşlık davranışı ölçeğinin, İzmir ili 1. Sınıf restoran müşterileri örnekleminde, geçerlilik ve güvenilirliği test edilmiş, orjinal ölçek veri seti ile incelenmiş ve ölçeğin geçerli ve güvenilir olduğu tespit edilmiştir.
Purpose
This paper aims to process underlying the relationship between supervisor servant leadership and employee organizational citizenship behavior (OCB) in hotels. Specifically, it analyzes the mediating role of empathy – individual level – and service climate – group level – in the relationship between supervisor servant leadership and employee OCB.
Design/methodology/approach
The empirical analysis uses original data on hotels located in historic cities in Spain. A survey provided a sample of 343 work-group-level (supervisors) and 835 individual-level (employee) from a sample of 171 hotels.
Findings
The most interesting finding is the indirect effect of supervisor servant leadership on employee OCB through the mediating role of both employee empathy – individual level – and group service climate – group level.
Practical implications
The findings suggest that hotel supervisors should adopt servant leadership to enhance OCB in their workgroups. This paper also provides insights into other ways to increase employee OCB, namely, through human resources initiatives that enhance employee empathy and shape a service climate within groups.
Originality/value
This paper is one of the few that analyzes the relationships between supervisor servant leadership, employee empathy, group service climate and employee OCB in a unifying cross-level model. It is also the first to analyze employee empathy as a positive outcome of supervisor servant leadership, as well as a mechanism to explain the relationship between servant leadership and employee OCB. Finally, it is one of the few studies that analyzes all these relationships in conjunction within the hospitality industry.
Purpose
The purpose of the present study is to empirically test a model that illustrates how person–job fit (PJF), person–organization fit (POF) and perceived supervisor support (PSS) as individualistic factors affect job satisfaction and employee loyalty in the Indian context.
Design/methodology/approach
A survey of the Indian managerial executives was conducted with a structured questionnaire to validate the proposed model. Responses of a sample of 220 have been tested using PLS–SEM modelling approach.
Findings
The factors PJF, POF and PSS are inferred to have significant impact on job satisfaction and also improve employee loyalty. In comparison to PJF and PSS, POF has emerged as the most influential determinant of the proposed model.
Practical implications
HR managers can adopt relevant practices and promote organizational policies in order to have loyal employees. This would also help organizations in increasing overall productivity at both individual and organizational levels. Recruiters could be provided with necessary tools and measures to find better and accurate means of mapping POF and PJF.
Originality/value
Establishing PJF, POF fit and PSS as individual-specific constructs, and job satisfaction as a mediator, leading to employee loyalty, is a significant contribution to research. This study finds uniqueness in the Indian context, in which these constructs have mostly been explored in isolation or as dyadic relations. Review of existing studies indicates an overlap of factors that influence both job satisfaction and employee loyalty.
Purpose
This paper aims to examine the influence of role stressors on service-oriented organizational citizenship behavior (OCB) mediated by depersonalization, with a moderator of social capital.
Design/methodology/approach
A self-administered online survey was completed by 265 current hotel frontline employees in the USA.
Findings
The study reveals that role ambiguity has a detrimental impact on service-oriented OCB. The results show that depersonalization is found to be a critical mediator that modifies the implications of both role ambiguity and role conflict for service-oriented OCB. Furthermore, the negative effect of role conflict on depersonalization is buffered by social capital.
Practical implications
Hotel firms that would like to encourage employees to exert proactive behaviors in their jobs might benefit from developing an effective way to reduce role stressors in their jobs. However, given that such role stressors are inevitable in the workplace, hotel firms should place more emphasis on enhancing social capital as an effective way to manage role stressors in the workplace.
Originality/value
This study advances previous studies on role stressors and service-oriented OCB by addressing how and why role stressors influence employees’ service-oriented OCB. This study incorporates advanced job demand-resource theory by identifying social capital as a critical job resource to buffer the detrimental impact of role conflict on depersonalization in the hotel context.
Our research primarily seeks to assess how paternalistic leadership behaviors – authoritarianism, benevolence, and morality – influence extra-role customer service via employee work engagement as a mediator. The data for our research model were gleaned from four- or five-star hotels in Ho Chi Minh City, Vietnam. To test the hypotheses of the research model, structural equation modelling was employed. Our research findings cast light on the mediation mechanism of employee work engagement for the positive relationships between benevolence and morality components of paternalistic leadership and extra-role customer service behavior, as well as for the negative relationship between authoritarian behavior and extra-role customer service behavior. Additionally, benevolent and moral behaviors were found to attenuate this negative association between authoritarian behavior and extra-role customer service. Discretionary HR practices were proved to play the moderating role for the relationships between the three paternalistic leadership behaviors and employee work engagement in that discretionary HR practices fortified the positive link between benevolent or moral behavior and work engagement and alleviated the negative link between authoritarian behavior and work engagement.
Purpose
This services marketing research provides a theoretical framework for experiential and relationship marketing and extends the theory of transcendent customer experience (TCE). Specifically, this paper aims to identify how the drivers (emotional intelligence [EI]), outcomes (customer loyalty, willingness to pay and word of mouth [WOM] intentions) and influences (openness to experience) of TCE are integrated. The research contributes to the theoretical debate regarding ability-based and self-reported EI measures by examining their influence on TCE.
Design/methodology/approach
Students and general consumers provided data through structured online surveys in three survey-based experiments. Linear and multiple regressions, mediation analyses and simple effects tests were used for data analysis.
Findings
Findings suggest that self-reported and ability-based measures of EI influence TCE differently. Participants who had high self-reported EI evaluated positive service encounters as more transcendent than they evaluated negative service encounters. Participants who had high ability-based EI evaluated positive service encounters as less transcendent than they evaluated negative service encounters. TCE experiences evoked higher loyalty, willingness to pay (WTP) and WOM recommendations. Furthermore, dispositional factors were significant in forming TCE: participants who were highly open to experience and had high ability-based EI interpreted their service encounter as less transcendent than did participants who were more closed to experience and had low ability-based EI.
Research limitations/implications
TCE, a relatively new concept, offers theoretical advancement in context and constructs. The student-provided data gave high internal validity; the general consumer-provided data gave external validity. Ideally, a future field study in an actual consumption setting should replicate the findings. A self-reported questionnaire used to measure constructs may have introduced common method variance that biased the results.
Practical implications
By understanding that EI affects perceptions of transcendence in positive/negative service encounters, marketers can better implement consumer-oriented marketing strategies that will enhance TCE, customer loyalty, WTP and WOM.
Originality/value
Despite considerable research in experiential and relationship marketing, room remains for theoretical and practical enhancement in the under-researched concept of TCE. This research is the first attempt to extend TCE theory to marketing by identifying the drivers, outcomes and moderators of TCE in service encounters. The research also provides theoretical advancement in EI research. The results contradict previous research claiming that ability-based and self-reported measures are equally valid. Instead, using the two EI scales interchangeably leads to potentially different outcomes.
Despite the important role of employee engagement, research on the psychological factors affecting employee engagement is scarce. Furthermore, engagement research has focused on frontline employees, overlooking management employees. This study tested a conceptual model of the interrelationships among service climate, psychological capital, employee engagement, and turnover intention and explored the mediating effects of employee engagement. Structural equation modeling was used to examine the hypothesized relationships and an invariance test was employed to determine the effect of organizational hierarchy with a sample of hospitality frontline and management employees. Psychological capital and service climate were critical to elevating employee engagement and showed a stronger impact for managers’ engagement than frontline employees’ engagement. Furthermore, employee engagement was a critical mediator. The study fills important gaps in the hospitality literature and extends social exchange theory by showing reciprocal relationship differences between frontline employees and managers through an examination of organizational hierarchy.
Previous research on organizational commitment has typically not focused on the underlying dimensions of psychological attachment to the organization. Results of two studies using university employees (N = 82) and students (N = 162) suggest that psychological attachment may be predicated on compliance, identification, and internalization (e.g., Kelman, 1958). Identification and internalization are positively related to prosocial behaviors and negatively related to turnover. Internalization is predictive of financial donations to a fund-raising campaign. Overall, the results suggest the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take.
Past leadership research has demonstrated that transformational leadership has a positive effect
on employee task performance and helping coworker behavior. However, among the research on
the mediating mechanisms linking transformational leadership and employee work outcomes,
little has been done empirically to examine the mediating effect of employee positive moods.
This study extends previous research by examining the mediating role played by employee
positive moods. Data were collected longitudinally from 282 employees and their immediate
supervisors in 10 insurance companies in Taiwan. Results showed that transformational
leadership both directly influenced employee task performance and helping coworker behavior
and had an indirect effect through employee positive moods.
Organizational researchers are increasingly interested in model ing the multilevel nature of organizational data. Although most organi zational researchers have chosen to investigate these models using traditional Ordinary Least Squares approaches, hierarchical linear models (i.e., random coefficient models) recently have been receiving increased attention. One of the key questions in using hierarchical linear models is how a researcher chooses to scale the Level-1 indepen dent variables (e.g., raw metric, grand mean centering, group mean centering), because it directly influences the interpretation of both the level-1 and level-2 parameters. Several scaling options are reviewed and discussed in light of four paradigms of multilevellcross-level research in organizational science: incremental (i.e., group variables add incremental prediction to individual level outcomes over and above individual level predictors), mediational (i.e., the influence of group level variables on individual outcomes are mediated by individual perceptions), moderational (i.e., the relationship between two individ ual level variables is moderated by a group level variable), and sepa rate (i.e., separate within group and between group models). The paper concludes with modeling recommendations for each of these paradigms and discusses the importance of matching the paradigm under which one is operating to the appropriate modeling strategy.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
While much organizational socialization occurs through interpersonal interactions, evidence regarding how these processes unfold over time has not been forthcoming. Results from a 14-wave longitudinal study with a sample of 264 organizational newcomers show that support of newcomers from coworkers and supervisors declines within the first 90 days of employment. Early support and undermining had more significant relationships with work outcomes assessed after 90 days of employment than did increases or decreases in support and undermining over that time period, suggesting early support and undermining may lay a foundation for later work outcomes. Proactive behavior partially mediated the relationship between support and more distal work outcomes including withdrawal behaviors. Supervisor undermining was uniquely associated with higher turnover hazard.
Drawing on multiple group-level theories, we explored boundary conditions of the relationship between positive group affective tone (PGAT) and team creativity. We collected data from members and leaders of 68 research and development teams and performed hierarchical linear modeling analyses to test our hypotheses. Consistent with the “group-centrism” perspective, we found that PGAT was beneficial for team creativity only when team trust was low; when trust was high, PGAT had a negative relationship with team creativity. In accord with the “dual-tuning” perspective, the positive effect of PGAT on creativity was present only when team trust was low but negative group affective tone was high. We discussed the theoretical and practical implications. Copyright © 2011 John Wiley & Sons, Ltd.
In the service industries, customer negative events towards a service provider, such as unreasonable demands or low-quality interpersonal treatment, might trigger service sabotage behaviours by the employee in response. Mitigating the problems associated with customer negative events is therefore an important issue for both practitioners and researchers. In the present study, we incorporate the perspectives of affective events theory into our research framework to clarify the mechanisms and boundary conditions of the customer negative event–service sabotage relationship in the context of face-to-face service. Specifically, we theorize and examine whether customer negative events lead to employee service sabotage through emotional reactions of the service worker (i.e. state hostility) and whether their personality traits (i.e. extraversion and neuroticism) and the work unit context (i.e. group affective tone) moderate this process. The sample was composed of 195 hairstylists and 61 managers from 61 hair salons in Taiwan. The results of hierarchical linear modelling showed that hairstylists' state hostility mediated the negative event–sabotage relationship. In addition, hairstylists' neuroticism and the affective tone of the unit moderated the relationship between negative events and state hostility, which in turn predicted service sabotage. The theoretical and practical implications of the findings are also discussed.
Most research examining organizational citizenship behavior (OCB) has focused on employees’ efforts that benefit the organization or the individuals’ coworkers. A third dimension that is critical for the hospitality industry is behavior above and beyond the specific job description that is directed at customers. While most OCB studies have considered what behaviors are essential to corporate citizenship, but specific behaviors might be culturally bound. To avoid cultural issues, a more effective approach is to analyze the targets of citizenship behavior, that is, the organization, coworkers, and customers. A study of 240 hotel workers in China found support for a three-leg model of OCB, combining behavior aimed at these targets: at the organization itself, at coworkers, and at customers. Citizenship behavior aimed at the organization includes such activities as promoting a hotel’s products and making favorable comments about the property outside of work. Citizenship behavior in support of coworkers includes assisting them as needed and taking time to listen to coworkers’ concerns. Customer-focused OCB includes such activities as maintaining a positive attitude at work and performing duties carefully and accurately. Although this study did not expressly measure the results of such actions, previous work has shown increases in guest satisfaction and company revenue when OCB activities are high.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Ng et al. (1982) collected data among students in nine Asian and Pacific countries using a modified version of the Rokeach Value Survey. Their data were reanalyzed by the present authors through an ecological factor analysis that produced five factors. Six of the countries covered also appear in Hofstede's (1983) extended study of work-related values among employees of a multinational corporation in 53 countries and regions. For the overlapping countries a correlation analysis was done between the five factor scores of the Ng et al. reanalysis and the four dimension scores of Hofstede. This correlation analysis revealed that each of Hofstede's dimensions can be distinctly identified in the Ng et al. data as well. This article is presented as an example of synergy between different cross-cultural studies.
The objective of this study is to examine internal marketing relationships and their influence on salesperson attitudes and
behaviors in retail store environments. The authors investigate the moderating role of customer complaining behavior on the
nature of these relationships. Specifically, they examine the relationship between organization-employee and supervisor-employee
relationships and their association with salesperson job motivation and commitment to customer service. Customer complaints
are expected to have differential moderating effects on the relationship between organizational and supervisory support and
these salesperson outcomes. Our hypotheses were tested using a sample of 392 retail employees within 115 stores of a national
retail organization. The model was partially supported. Theoretical and managerial implications are explored.
In recent studies of the structure of affect, positive and negative affect have consistently emerged as two dominant and relatively independent dimensions. A number of mood scales have been created to measure these factors; however, many existing measures are inadequate, showing low reliability or poor convergent or discriminant validity. To fill the need for reliable and valid Positive Affect and Negative Affect scales that are also brief and easy to administer, we developed two 10-item mood scales that comprise the Positive and Negative Affect Schedule (PANAS). The scales are shown to be highly internally consistent, largely uncorrelated, and stable at appropriate levels over a 2-month time period. Normative data and factorial and external evidence of convergent and discriminant validity for the scales are also presented. (PsycINFO Database Record (c) 2010 APA, all rights reserved)
Purpose
This study attempts to contribute to the knowledge of how service climate improves customer satisfaction in the hospitality industry based on evidence from mainland China. It considers different dimensions of service climate separately, including customer orientation, managerial support and work facilitation, and introduces an important mediator – employee commitment – to examine the relationship between service climate and customer satisfaction.
Design/methodology/approach
A theoretical framework is proposed to suggest links among the three dimensions of service climate, employee commitment and customer satisfaction. A structured questionnaire was developed to collect data from employees in the hospitality industry of China. The constructs were measured by using established scales. Structural equation modeling was used to examine the theoretical hypotheses.
Findings
Empirical results indicate that different dimensions of service climate have different effects on customer satisfaction. For instance, customer orientation, as one dimension of service climate, has a direct and positive influence on customer satisfaction, while two other dimensions of service climate, managerial support and work facilitation, have indirect positive influence on customer satisfaction, through improving employee commitment.
Practical implications
The results indicate that managers should create customer orientation in hotels, including clarifying the value of providing customers with high quality service, and developing a system of emphasizing the importance of customer feedback. Meanwhile, managers need to pay attention to two neglected components of service climate, managerial support and work facilitation, rather than focusing on physical infrastructure only.
Originality/value
This paper makes an important empirical contribution by treating various dimensions of service climate separately, and exploring their relationships with customer satisfaction by introducing a mediator, employee commitment. The results indicate that various dimensions of service climate play different roles in improving customer satisfaction. This study contributes to the theories of service climate and customer satisfaction.
propose that feelings, an integral aspect of the human experience, are central to obtaining a richer understanding of work motivation / suggest that workers strive to become many things, with the self as an accomplished worker being just one of the many possible selves potentially in need of motivational attention
feelings, in the form of emotions, help to determine which possible self is focused on motivationally at any point in time and when shifts in this attention take place (e.g., from the self as accomplished worker to the self as caring parent) / because the self as an accomplished worker is of prime concern for understanding work motivation, we address how feelings, in the form of moods, impact motivation within this possible self / explore the potential effects of positive mood on some of the constructs and processes underlying distal and proximal work motivation in an exemplary fashion / [discuss] the types of questions a theory of work motivation with feelings should address and the tentative answers to those questions we have provided (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Building from an attraction-selection-attrition framework by B. Schneider (see record
1988-09366-001) and the socialization literature, this study views personality, affect, and behavior as group-level phenomena. Among a sample of 26 work groups, it was found that individual affect was consistent within groups, suggesting that the affective tone of a group is a meaningful construct. Characteristic levels of the personality traits positive affectivity and negative affectivity within groups were positively associated with the positive and negative affective tones of the groups, respectively. In addition, the affective tone of a group was related to group behaviors. More specifically, the negative affective tone of a group was found to be negatively related to the extent to which the group engaged in prosocial behavior. Absenteeism by group members was negatively correlated with the positive affective tone. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Conducted a study with 674 present and 87 former bank-account holders in which climate was defined as the summary perception that bank customers have of their bank, and perceived climate was conceptualized as an intervening variable (i.e., a summary perception based on specific service-related events but preceding customer account switching). Questionnaire data indicate that (a) present-customer intentions to switch accounts were more strongly related to summary perceptions than to specific service-related event perceptions of the bank and (b) former customers had significantly more negative perceptions of the bank and its employees than did present customers. Implications for future organizational climate research and for the relationship between employee and customer are discussed. (20 ref.) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The authors develop and test a model of service employee management that examines constructs simultaneously across three interfaces of the service delivery process: manager-employee, employee-role, and employee-customer. The authors examine the attitudinal and behavioral responses of customer-contact employees that can influence customers’ perceptions of service quality, the relationships among these responses, and three formal managerial control mechanisms (empowerment, behavior-based employee evaluation, and management commitment to service quality). The findings indicate that managers who are committed to service quality are more likely to empower their employees and use behavior-based evaluation. However, the use of empowerment has both positive and negative consequences in the management of contact employees. Some of the negative consequences are mitigated by the positive effects of behavior-based employee evaluation. To increase customers’ perceptions of service quality, managers must increase employees’ self-efficacy and job satisfaction, and reduce employees’ role conflict and ambiguity. Implications for the management of customer-contact service employees and directions for further research are discussed.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
Many IS researchers obtain data through the use of self-reports. However, self-reports have inherent problems and limitations, most notably the problem of common method variance. Common method variance can cause researchers to find a significant effect, when in fact, the true effect is due to the method employed. In this chapter, we examined published research in leading information systems (IS) journals to determine if common method variance is a potential problem in IS research and how IS researchers have attempted to overcome problems with method bias. We analyzed 116 research articles that used a survey approach as the predominant method in MIS Quarterly, Information Systems Research, and Journal of Management Information Systems. The results indicate that only a minority of IS researchers have reported on common method variance. We recommend that IS researchers undertake techniques to minimize the effects of common method variance, including using multiple types of respondents, longitudinal designs, and confirmatory factor analysis that explicitly models method effects.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Purpose
– The purpose of this study is to propose and verify a research model that investigates the mediating role of organizational commitment on the relationship between hotel employee-perceived reputation and organizational citizenship behaviors (OCBs).
Design/methodology/approach
– Based on the data obtained from a sample of 323 hotel employees in China, the reliability, validity and hypothesized relationships in the model were tested through structural equation modeling using LISREL 8.70.
Findings
– Empirical results show that different dimensions of corporate reputation affect OCBs differently. Social responsibility reputation has both direct and indirect effects on OCBs, while there is no direct link between employee-treatment reputation and OCBs. The relationship between corporate reputation and OCBs is mediated by organizational commitment.
Practical implications
– Hotel managers should pay more attention to employee perception of the hotel’s reputation. Reputation management is as important as reputation building. Favorable perception of hotel’s reputation contributes to positive behavioral intentions.
Originality/value
– Most recent research has explored the relationship between corporate reputation and customer behaviors. However, few studies take employee perception of reputation into consideration. This study tried to fill this void. Also, this study contributes to the current knowledge of both the reputation literature and citizenship literature by exploring the mediation of organizational commitment on the relationship between employee-perceived reputation and citizenship behaviors through data obtained from Chinese hotels.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
Drawing on a cross-organizational sample of 163 supervisor-subordinate dyads from mainland China, we examined the moderating effect of power distance and Chinese traditionality on relationships between perceived organizational support and work outcomes. We found that both power distance and traditionality altered relationships of perceived organizational support to work outcomes, in that these relationships were stronger for individuals scoring low (versus high) on power distance or traditionality. We also found that, compared to traditionality, power distance was a stronger and more consistent moderator of perceived organizational support–work outcomes relationships. Implications for management theory and practice are discussed.
We examined relations between creative performance and the extent to which employees received support for creativity from both work (supervisors/coworkers) and nonwork (family/friends) sources. We also examined whether (1) employees' mood states mediated the support-creativity relations and (2) creative personality characteristics moderated these relations. Results demonstrated that work and nonwork support made significant, independent contributions to creative performance. Positive mood mediated these relations, and employees with less creative personalities responded most positively to nonwork support.
We generate and test a context theory of the impact of involvement in work-related critical incidents, positing that variation in units' postevent support and control climates explains cross-unit variation in individual stressor-strain relationships, that posttraumatic distress mediates the link between critical incident involvement and negative emotional states, and that current support and control climates assume relevance by operating as contextual moderators of these individual-level mediated paths. Using multilevel data from New York City firefighters, many of whom were involved in 9/11, we find significant but unique cross-level moderating effects for both climate factors. Research and practice implications are discussed.
The authors develop and test a model of service employee management that examines constructs simultaneously across three interfaces of the service delivery process: manager-employee, employee-role, and employee-customer. The authors examine the attitudinal and behavioral responses of customer-contact employees that can influence customers' perceptions of service quality, the relationships among these responses, and three formal managerial control mechanisms (empowerment, behavior-based employee evaluation, and management commitment to service quality). The findings indicate that managers who are committed to service quality are more likely to empower their employees and use behavior-based evaluation. However, the use of empowerment has both positive and negative consequences in the management of contact employees. Some of the negative consequences are mitigated by the positive effects of behavior-based employee evaluation. To increase customers' perceptions of service quality, managers must increase employees' self-efficacy and job satisfaction, and reduce employees' role conflict and ambiguity. Implications for the management of customer-contact service employees and directions for further research are discussed.
We propose that group affective tone may be dysfunctional for teams faced with complex, equivocal, and dynamically changing tasks and environments. Group affective tone (and in particular, a positive affective tone) may exacerbate pre-existing tendencies of teams to develop a single-shared reality that team members confidently believe to be valid and to be prone to group-centrism. Alternatively, heterogeneity in member mood states within teams may lead to the development of multiple-shared realities that reflect the equivocality of the teams' tasks and circumstances and other functional outcomes (e.g., multiple perspectives and minority dissent), which ultimately may enhance team effectiveness.
We expand organizational socialization research by integrating social exchange theory, specifically leader–member exchange (LMX), as an important mediator in explaining newcomer attachment to the job, occupation, and organization. Using temporally-lagged data from 213 newcomers across 12 telemarketing organizations, we found that newcomer perceptions of LMX mediate the association between supervisory socialization tactics (i.e. supervisory job-focused advice, guidance, and role modeling) and occupational identification as well as between supervisory socialization tactics and perceived person-organization fit – but not between supervisory socialization tactics and job satisfaction. Our study specifies (1) LMX as a compelling mediating mechanism within the new employee ‘on-boarding’ process and (2) the immediate supervisor as an important relational source for newcomer attitudes.
Hotels are under constant pressure from the need to compete, not just the need to respond to rapid changes in the market. Hotels, moreover, must inspire their employees to perform their best and encourage employees to fulfill their responsibilities as citizens. Academia and industry recognize the importance of organizational citizenship behavior. This study assessed how hotel employees perceive organizational support, psychological empowerment, organizational citizenship behavior, and job performance; and examined the causal relationships among these variables. A total of 513 employees of Taiwan hotels participated in the study. Data was analyzed through descriptive statistics, confirmatory factor analysis, and the structural equation modeling.Results indicated that perceived organizational support and psychological empowerment both positively affected organizational citizenship behavior. Perceived organizational support did not positively influence job performance. Psychological empowerment and organizational citizenship behavior positively influenced job performance. Organizational behavior acted as a partial mediator between perceived organizational support and job performance, as well as between psychological empowerment and job performance. A number of suggestions on theory and managerial implementation were proposed.
Transformational leadership (TFL) climate describes the degree to which leaders throughout an organization engage in TFL behaviors. In this study, we investigate performance linkages, mechanisms, and boundary conditions of TFL climate at the organizational level of analysis. In a sample of 158 independent organizations, 18,094 employees provided data on TFL climate, positive affective climate, trust climate, and employees' task performance behavior and organizational citizenship behavior. In addition, human resource managers rated overall employee productivity. Study results yielded a pattern of moderated mediation for overall employee productivity and employees' aggregate task performance behavior, in that an organization's TFL climate was indirectly (through positive affective climate) related with these outcome variables under conditions of high trust climate, but not under conditions of low trust climate. Further, we found an organization's TFL climate to indirectly relate with employees' aggregate organizational citizenship behavior through positive affective climate, largely independent of the level of trust climate.
Integrating social exchange and information processing theories, this study examines the influence of high-performance human resource (HR) practices on service-oriented organizational citizenship behavior (OCB) through two climates—justice climate and service climate. This field study of 1133 customer contact employees and 119 human resource managers from 119 hotels in Taiwan has shown that social climates of justice and service mediate the influence of high-performance HR practices on service-oriented OCB. The study demonstrates that high-performance HR practices affect employees’ cognition on how they are treated by hotels and what service behaviors are expected, which in turn can positively influence collective service-oriented OCB.
Organ’s organizational citizenship behavior (OCB) model implies that aggregate citizenship behaviors improve organizational effectiveness. This study investigated relationships between OCBs and organizational effectiveness indicators in limited-menu restaurants. Citizenship behaviors were associated with lower food cost percentages, increased revenue to full-time equivalent, perceived company quality, operating efficiency, customer satisfaction, and fewer customer complaints. Developing a work environment that promotes OCB performance may enhance a manager’s personal productivity and success as well as the organization’s effectiveness.
Organizational commitment has traditionally been measured by focusing on the employees' identification with the organization. Eisenberger, Huntington, Hutchison, and Sowa have suggested that employees' commitment is affected by their perception of the organization's commitment to the employees. We propose that this type of commitment consists of both a perception of a global, organizational commitment to employees and a perception of support from supervisors. This study describes the translation of the Survey of Perceived Organizational Support and the development of a Survey of Perceived Supervisory Support to measure these concepts.
Past leadership research has demonstrated that transformational leadership has a positive effect on employee task performance and helping coworker behavior. However, among the research on the mediating mechanisms linking transformational leadership and employee work outcomes, little has been done empirically to examine the mediating effect of employee positive moods. This study extends previous research by examining the mediating role played by employee positive moods. Data were collected longitudinally from 282 employees and their immediate supervisors in 10 insurance companies in Taiwan. Results showed that transformational leadership both directly influenced employee task performance and helping coworker behavior and had an indirect effect through employee positive moods.
A framework for hypothesis testing and power analysis in the assessment of fit of covariance structure models is presented. We emphasize the value of confidence intervals for fit indices, and we stress the relationship of confidence intervals to a framework for hypothesis testing. The approach allows for testing null hypotheses of not-good fit, reversing the role of the null hypothesis in conventional tests of model fit, so that a significant result provides strong support for good fit. The approach also allows for direct estimation of power, where effect size is defined in terms of a null and alternative value of the root-mean-square error of approximation fit index proposed by J. H. Steiger and J. M. Lind (1980). It is also feasible to determine minimum sample size required to achieve a given level of power for any test of fit in this framework. Computer programs and examples are provided for power analyses and calculation of minimum sample sizes. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
I argue that while research on collective emotions is gaining in popularity, there has not been sufficient attention paid to understanding the mechanisms that explain how and why group emotions influence group outcomes. The goal of this chapter is to fill this gap by introducing group-member interactions as a group-level mechanism. I explore how positive and negative collective emotions in workgroups link to different types of member interactions, which in turn, influence group outcomes. Finally, I discuss the theoretical contributions of the research and the implications for future research on workgroup emotions and member interactions.
In this study, a model examining the effects of customer orientation and job resources (supervisory support, training, empowerment, and rewards) on frontline employees' job satisfaction, affective organizational commitment, and turnover intentions is developed and tested. Data collected via self-administered questionnaires from a sample of 723 frontline hotel employees in Turkey serve as the study setting. Results show that customer orientation and job resources enhance frontline employees' job satisfaction and affective organizational commitment, and diminish their turnover intentions. Also, job satisfaction has a significant positive impact on affective organizational commitment and a negative effect on turnover intentions. Implications of the results are discussed and future research avenues are offered.
The “good soldier” syndrome, or organization citizenship behavior (OCB), is traditionally defined as extra-role behavior which serves to advance the purposes of the organization. However, these behaviors may be ethical or unethical. Implicit in the definition of OCB is some role of personal ethics: indeed, the various measures of OCB contain many items that are ethically based. This study examined the relationship between ethics and organization citizenship, and found high correlations, with “more ethical” individuals being rated higher on OCB. “More ethical” individuals were perceived to be more productive than “less ethical” workers. The differential contributions of individual citizenship behaviors to productivity among “more” and “less” ethical individuals were also identified. Results suggest that the phenomenon popularized as organizational citizenship behavior may be the manifestation of ethical behavior in the workplace. Identification of individual behaviors among those comprising the OCB phenomenon that contribute the greatest to individual productivity suggests a time difference in the results of good soldier behaviors. Some citizenship behaviors may have immediate results (e.g., obedience), while others (e.g., creativity) may require some period before benefits are realized. New areas for research are presented.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
There is widespread recognition in the literature that perceived (in)justice plays an important role in driving postcomplaint behavioral responses to service recovery experiences. However, this literature has evolved with little cross-reference to emotion research. This is problematic because much of psychology research has argued that emotion is the central mechanism through which a sense of (in)justice is translated into subsequent behavior. The current study seeks to address this issue by explicitly considering the role of perceived (in)justice in the elicitation of consumer emotions following service recovery encounters. Specifically, using survey data, the role of emotions in translating perceptions of (in)justice into subsequent postcomplaint behaviors (e.g., repurchase intention, negative word-of-mouth communication and third-party action) is investigated. Results provide empirical evidence for the contention that emotions act as mediators of the relationship between perceived justice and postcomplaint behaviors. These findings have significant implications for the theory and practice of service recovery management.
Purpose
The purpose of this research is to identify that both work values and burnout are important predictors for promoting organizational citizenship behaviors (OCBs). Moreover, this research also seeks to investigate the moderating impact of burnout on the relationships between work values and OCBs.
Design/methodology/approach
A total of 310 employee‐supervisor dyads of hotel front‐line service employees in Taiwan were selected as the research participants. The employees were asked to provide information on the items about work values and burnout, and their supervisors were asked to complete items concerning the OCBs of their subordinates. A confirmatory factor analysis was conducted to investigate measurement reliability and validity. All hypothesized relationships and moderating effects were tested using hierarchical regression equations.
Findings
It was found that both work values and burnout are important factors to consider for promoting OCBs. In addition, the study also proves that burnout as a moderator can decrease the predictions of the relationship between work values and OCBs.
Research limitations/implications
The study is limited to the context culture and data collection process.
Practical implications
This research argues that an employee having higher work values may extend his/her upward striving from in‐role behavior to extra‐role behavior. However, a diminished sense of personal accomplishment signifies that this job may no longer offer a personal interest to the point that an employee is unwilling to display OCBs.
Originality/value
Findings of the present study suggest that not only both work values and burnout are important factors in influencing OCBs, but also their interaction effect is a key factor in influencing OCBs.
Organizational researchers are increasingly interested in modeling the multilevel nature of organizational data. Although most organizational researchers have chosen to investigate these models using traditional Ordinary Least Squares approaches, hierarchical linear models (i.e., random coefficient models) recently have been receiving increased attention. One of the key questions in using hierarchical linear models is how a researcher chooses to scale the Level-1 independent variables (e.g., raw metric, grand mean centering, group mean centering), because it directly influences the interpretation of both the level-1 and level-2 parameters. Several scaling options are reviewed and discussed in light of four paradigms of multilevel/cross-level research in organizational science: incremental (i.e., group variables add incremental prediction to individual level outcomes over and above individual level predictors), mediational (i.e., the influence of group level variables on individual outcomes are mediated by individual perceptions), moderational (i.e., the relationship between two individual level variables is moderated by a group level variable), and separate (i.e., separate within group and between group models). The paper concludes with modeling recommendations for each of these paradigms and discusses the importance of matching the paradigm under which one is operating to the appropriate modeling strategy.
Drawing on a cross-organizational sample of 163 supervisor-subordinate dyads from mainland China, we examined the moderating effect of power distance and Chinese traditionality on relationships between perceived organizational support and work outcomes. We found that both power distance and traditionality altered relationships of perceived organizational support to work outcomes, in that these relationships were stronger for individuals scoring low (versus high) on power distance or traditionality. We also found that, compared to traditionality, power distance was a stronger and more consistent moderator of perceived organizational support-work outcomes relationships. Implications for management theory and practice are discussed.
reviews the effects of organizational groups on the beliefs, attitudes, and behaviors of their members / these effects have three different bases: (a) the ambient stimuli that pervade the group setting and impinge on all members of a given group, (b) discretionary stimuli that members provide to one another selectively, depending on what specific individuals say and do, and (c) the structure of group norms and the ways groups enforce adherence to them / special attention is given to the conditions under which influence flows in the opposite direction—that is, when individuals succeed in changing the structure and dynamics of the groups of which they are members / concludes with a discussion of the implications of the material for the health and performance of groups and their members over the long term (PsycINFO Database Record (c) 2012 APA, all rights reserved)