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

Purpose The purpose of this paper is to examine the effects of home and host country leader–member exchange (LMX) on expatriate voice and determine whether perceived organizational support (POS) moderates the relationship between home or host country LMX and expatriate voice. Design/methodology/approach This study surveyed 300 expatriates (expatriation of at least six months) working for Taiwanese banks. The participants had expatriated to Cambodia, Indonesia, Japan, Malaysia, Myanmar, the Philippines, Singapore, the USA and Vietnam. Convenience sampling was adopted. Findings Based on an analysis of 132 expatriates working for Taiwanese banks, home and host country LMX were positively related to expatriate voice. Moreover, host country LMX accounted for more variance in expatriate voice than home country LMX did. Financial POS moderated the relationship between home country LMX and expatriate voice. Career POS and adjustment POS moderated the relationships between home and host country LMX and expatriate voice. Originality/value In the field of expatriate management, whether expatriate voice is influenced by home and host country LMX requires further exploration. To the best of the authors’ knowledge, this is the first study to examine the effects of home and host country LMX on expatriate voice in host countries, as well as the moderating effect of POS on the aforementioned relationships.

Purpose The purpose of this paper is to examine the relationship between regulatory foci and expatriate adjustment and further compares the differences in the aforementioned relationship between promotion focus and prevention focus. Design/methodology/approach This study adopts a convenient sampling method to survey expatriates who work for multinational enterprises and have been expatriated for at least six months. Findings Based on an analysis of 158 Taiwanese expatriates in Mainland China, Thailand, India, Saudi Arabia, and so forth, this study found that promotion focus was positively related to the expatriates’ office interaction adjustment and work adjustment; and prevention focus was positively related to the expatriates’ general adjustment, office interaction adjustment, and work adjustment. Moreover, expatriates’ prevention focus accounted for more variance in the expatriates’ general adjustment, office interaction adjustment, and work adjustment than did that of expatriates’ promotion focus. Originality/value Personality traits are regarded as among the most important antecedents of expatriate cross-cultural adjustment. This study suggests that expatriates’ regulatory foci could perhaps explain their adjustment issues in the host country. However, it seems no study has explored the role played by expatriates’ regulatory foci in expatriate adjustment.

This study explores the effect of paternalistic leadership (moral leadership, benevolent leadership, and authoritarian leadership) on hotel employees’ voice behavior and the moderating role of organizational identification. This study samples employees of five-star hotels in northern, central, and southern Taiwan. Purposive sampling is used to distribute 450 questionnaires: 150 in northern Taiwan, 150 in central Taiwan, and 150 in southern Taiwan. The number of valid questionnaires was 359, and the effective questionnaire recovery rate was 79.78%. The analysis results indicate that (1) supervisors’ moral leadership negatively affects hotel employees’ voice behavior, (2) supervisors’ benevolent leadership positively affects hotel employees’ voice behavior, (3) supervisors’ authoritarian leadership negatively affects hotel employees’ voice behavior, (4) organizational identification moderates the relationship between moral leadership and voice behavior, (5) organizational identification moderates the relationship between benevolent leadership and voice behavior, and (6) organizational identification moderates the relationship between authoritarian leadership and voice behavior. This study also proposes managerial implications based on the analysis results. This research attempts to make contributions to the literatures of hospitality and tourism.