The research was conducted in order to identify the relationships between human resource practices, employee motivation and employee loyalty. Quantitative research method was applied with questionnaires directly delivered to 595 employees in hospitality sector in Ho Chi Minh city, Vietnam. Statistics techniques including exploratory factor analysis, reliability analysis, multiple regression and mediation analysis were used. The empirical results showed that variables of team spirit, career development, compensation, relationship with manager and working environment directly affected employee motivation and consequently, they provided indirect effects on loyalty through the mediation of employee motivation. In addition, employee loyalty was also directly affected by career development, working environment and employee motivation. It is suggested that hospitality sector should develop attractive compensation and benefit policies, comfortable workplace environment, coherent teamwork culture as well as straightforward career training and development plan for achieving higher level of employee loyalty.

The study aims to examine the correlations among leadership styles, employee job satisfaction, positive moods, and organizational commitment in the public sector in Vietnam. A quantitative approach was implemented using partial least square structural equation modelling (PLS-SEM). The questionnaire was distributed to 457 respondents working in public agencies in seven southern provinces of Vietnam. The findings concluded that three leadership styles (task-oriented, relation-oriented, change-oriented) directly predicted positive moods, but only task-oriented and change-oriented leadership directly affected employee job satisfaction. Further associations were also confirmed, including the positive effects of positive mood and job satisfaction on organizational commitment. Consequently, the indirect influences between the independent variables (leadership styles) were also indicated. Perceiving the significance of organizational commitment as well as job satisfaction and positive moods from the empirical results, public leaders are able to establish their own appropriate strategies and policies to improve organizational performance in the public sector. Moreover, this article would provide a basis for further analyses in public administration, as this paper is one of the very first leading academic studies in Vietnam public sector.

PurposeThis study investigates how to foster innovation and high performance through leadership competences (result-oriented, cognitive, interpersonal) in the context of tourism firms in Vietnam during COVID-19 pandemic.Design/methodology/approachQuantitative approach and survey questionnaire were applied to collect data from managerial executives working at different tourism establishments in Vietnam. A total of 638 responses were analyzed using partial least square-structural equation modeling (PLS-SEM) technique.FindingsThe findings revealed that all three leadership competencies affected almost all factors of business innovation. However, leaders' interpersonal competence was not related to process innovation and leaders' result-oriented competence was not associated with organizational innovation. Furthermore, leaders' result-oriented competence, product innovation, and process innovation were found to directly enhance organizational performance.Practical implicationsThis study proposed some suggestions for tourism leaders in exhibiting appropriate leadership competences and fostering business innovation to drive their firms towards superior performance.Originality/valueAchieving high performance is always a priority goal of many firms; therefore, several attempted have been made to address several factors affecting organizational performance. This study provides a more nuanced picture of the relationships between the leadership competences, business innovation, and high performance of tourism firms.

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