Current workplace issues and behaviours in tourism and hospitality: moderating role of empowering leadership

Shehawy, Yasser Moustafa

doi:10.1080/13683500.2021.1928612

Cited by 58 publications

(31 citation statements)

References 85 publications

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“…Leadership, as per the transformative service research notion (Rosenbaum, 2015), accordingly has a transformational role in establishing organisational norms and values to create work cultures that actively foster employee well-being. Recent research by Shehawy (2021) shows that “empowering leadership moderates the relationships between workplace deviant behaviours, emotional behaviour, job satisfaction and firm performance” (p. 1; also see Özekici and Ünlüönen, 2021). In line with a service-dominant logic, people-centred work cultures underscored by workplace dignity and respect can be cultivated to foster safe and supportive workspaces (Gupta et al , 2020; Shehawy, 2021; Tan et al , 2020).…”

Section: Literaturementioning

confidence: 99%

“…Recent research by Shehawy (2021) shows that “empowering leadership moderates the relationships between workplace deviant behaviours, emotional behaviour, job satisfaction and firm performance” (p. 1; also see Özekici and Ünlüönen, 2021). In line with a service-dominant logic, people-centred work cultures underscored by workplace dignity and respect can be cultivated to foster safe and supportive workspaces (Gupta et al , 2020; Shehawy, 2021; Tan et al , 2020).…”

Section: Literaturementioning

confidence: 99%

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‘It’s not a big deal’: customer misbehaviour and social washing in hospitality

Booyens

Hadjisolomou

Nickson

et al. 2022

IJCHM

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Purpose This study aims to examine customer misbehaviour in the hospitality sector during the COVID-19 pandemic. Design/methodology/approach The study draws on a cross-sectional survey of employees in the Scottish hospitality sector highlighting customer misbehaviour as a key concern during the pandemic. Prevalent types of abuse and harassment experienced are outlined along with employee and management responses to incidents of misbehaviour. Findings Verbal abuse and sexual harassment from customers are the most prevalent types of misbehaviour either experienced or witnessed by respondents. Customer misbehaviour is commonly thought of as “part of the job” and therefore “not a big deal”. Managers, largely, expect workers to tolerate abusive behaviours from customers and do not take reports of incidents seriously. Practical implications Transformational managers need to foster workplace well-being with a focus on physical and psychological safety. Recognition of the issue and greater support for victims are furthermore required at an industry level and on the policy front. Social implications The research points to an uncomfortable reality in the service economy that needs to be confronted by society. It has, therefore, important implications for key stakeholders in ensuring fair, dignified and safe hospitality workplaces. Originality/value Customer misbehaviour is reportedly worsening in times of COVID-19 as demonstrated by this study. Despite rhetoric that abuse and harassment are not tolerated, dismissive attitudes from managers – who expect workers to tolerate abusive behaviour – and employee silence about incidents lead the authors to argue that the failure to acknowledge and address this issue constitutes a form of “social washing” in hospitality.

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Section: Literaturementioning

confidence: 99%

Section: Literaturementioning

confidence: 99%

‘It’s not a big deal’: customer misbehaviour and social washing in hospitality

Booyens

Hadjisolomou

Nickson

et al. 2022

IJCHM

View full text Add to dashboard Cite

show abstract

“…Deviant workplace behavior has negative consequences on the workplace environment. Many researchers across the globe extensively research in the context of their respective countries ( Ghosh, 2017 ; Fida et al, 2018 ; Shehawy, 2022 ). Prior research has examined the role of organizational and individual levels and provides in-depth consequences of deviant workplace behavior ( Chen and Wang, 2019 ).…”

Section: Introductionmentioning

confidence: 99%

The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China

Chaudhary

Yao

et al. 2022

Front. Psychol.

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This study aimed to analyze the effect of deviant workplace behaviors, such as mistreatment, bullying, and incivility on employee turnover intention and identify the transformational leadership role as a moderator. The data was collected through a survey questionnaire with the help of a purposive sampling technique. A total of 318 respondents’ data was gathered from university academic and general staff in China. The results were analyzed through SPSS and structural equation modeling structural equation modeling (SEM) software. The findings indicate that deviant workplace behavior, i.e., mistreatment, bullying, and incivility, significantly affect employee turnover intention. Moreover, a result shows that transformational leadership has a significant moderating role on the relationship between turnover intention and workplace bullying and incivility but was insignificant between turnover intention and workplace mistreatment. Lastly, implications and limitations were also discussed in this article.

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“…Studies of job satisfaction among hotel employees have shown that both monetary and non-monetary factors such as good financial compensation and social events positively contribute to job satisfaction and consequently engender a feeling of attachment and support for the organisation (Ineson et al , 2013; Nadiri and Tanova, 2010). A lack of job satisfaction usually leads to job stress (Shehawy, 2021), absenteeism and intention to turnover (Borgogni et al , 2013; Yang, 2010). Because hotel industry employees are mostly semi-skilled or unskilled with low wages and income (Nazarian et al , 2019), they are more likely to respond to extrinsic motivators, including payment and promotion.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Cultural perceptions of ethical leadership and its effect on intention to leave in the independent hotel industry

Nazarian¹,

Zaeri²,

Foroudi

et al. 2021

IJCHM

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Purpose Studies have shown that due to the high direct and indirect costs of staff turnover, there is a need for managers to use approaches that engender a feeling that the organisation is fair to its employees and consequently reduce the intention to leave. However, to understand how to apply the research findings and theories from different parts of the world, we need to understand how employees’ perceptions of such factors as ethical leadership and organisational justice are affected by the national culture. Therefore, this study aims to compare the impact of ethical leadership on the intention to leave through justice, loyalty and satisfaction among employees of independent hotels from two Global Leadership and Organizational Behaviour Effectiveness (GLOBE) cultural clusters. Design/methodology/approach A total of 1,561 questionnaires were received from independent hotel employees, which were analysed using structural equation modelling. Data were collected in the USA, the UK, Italy and Spain whose national cultures fall into two different GLOBE regional clusters. Findings The results show similarities and differences between countries and within and between clusters. No relationship was found between procedural justice and intention to leave in any of the four countries. Ethical leadership had no significant impact on job satisfaction and organisational justice in the UK, which contrasts with results in the other three countries. The study findings also show that distributive justice has a significant relationship with the intention to leave in the USA and the UK (Anglo cluster), whereas no specific relationship was found between these two variables in Italy and Spain (Latin European cluster). Originality/value This study contributes to the literature of ethical leadership and its application to the hotel industry in two culturally different GLOBE clusters. This study shows how the relationships between organisational variables are affected by national culture and emphasises the importance for hotel managers of being aware of the specific characteristics of the culture of the country in which they are operating.

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Current workplace issues and behaviours in tourism and hospitality: moderating role of empowering leadership

Cited by 58 publications

References 85 publications

‘It’s not a big deal’: customer misbehaviour and social washing in hospitality

‘It’s not a big deal’: customer misbehaviour and social washing in hospitality

The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China

Cultural perceptions of ethical leadership and its effect on intention to leave in the independent hotel industry

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