Can human resource flexibility disentangle innovative work behavior among hospitality employees? The roles of harmonious passion and regulatory foci

Abstract

Purpose The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employees’ innovative work behavior. Design/methodology/approach The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data. Findings The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion. Practical implications The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior. Originality/value This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

The Mediating Role of Employee Resilience on The Relationship Between Human Resource Management practices and Innovative Work Behaviors: An Applied study on Egypt Air in Cairo

“…Employees are capable to sharing their ideas and experiences, in addition to employees investing their cognitive, emotional, behavioral and social resources in their interactions with their organization. Third, the results of the study proves that there is a positive significant impact of employee resilience on innovative work behavior, and these results are consistent with the study results (Luu., 2021;Wojtczuk-Turek and Turek., 2015), This result means that employees' skills and behaviors is an important source of innovative behavior in the organizations. Resilience gives employees the ability and experience to take risks and learn from their mistakes.…”

A comparative review of hospitality and tourism innovation research in academic and trade journals

“…For example, academic studies have revealed several factors that encourage employee innovation in hospitality and tourism firms, i.e. customized training practices, interactive and supportive environment, empowerment and autonomy (Luu, 2021; Ouyang et al , 2021; Pascual-Fernández et al , 2020). On the other hand, academic researchers can be informed of the innovation areas the industry has attached importance to and those they are exploring and implementing.…”

Understanding flexibility – dimensions of employee behavior flexibility

“…Through research of the literature, it can be pointed out that the dimensions within which changes in the behaviour of the individual in the organisational space are described (which cover flexibility) in three general categories (amongst others, Hill et al, 2008;Johnson et al, 2008;Rodgers, 1992;Galinsky et al, 2008;Franken et al, 2021;Pitt-Catsouphes & Matz-Costa, 2008;Rau & Hyland, 2002;Christensen, 2013;Thompson, Payne & Taylor, 2015;Berkery et al, 2020;Luu, 2021)…”