Driving frontline employees performance through mentorship, training, and interpersonal helping: The case of upscale hotels in China

Abstract

Building on signaling theory and the job demands‐resources model, this paper assessed mentorship, training and interpersonal helping's role on employee attitude and performance. Using a sample of 424 millennial young frontline employees from upscale hotels in China, results of this study suggested that training and mentorship positively influence employees' task performance both directly and indirectly (via job satisfaction), and their direct and indirect influences were similar in effect sizes; job satisfaction has a positive effect on task performance, while the moderating effect of interpersonal helping was not confirmed. This study contributes to signaling theory and job‐demands‐resources model, as well as providing important practical implications to hotel operators.

Intrapreneurial behavior and in‐role job performance across organizational ecosystems in tourism and hospitality

“…Both satisfaction and commitment represent a pleasurable or favorable emotional state derived from an evaluation of one's job or job experiences and an employee's emotional attachment to his or her organization and have been related to higher motivation levels (Meyer et al, 2004), which leads to higher JP among the employees (Steers et al, 2004). Similar results have also been found in hospitality (Luo et al, 2021).…”

Is your working life good? Alienation in the nexus between job characteristics and organizational citizenship behavior of hospitality frontline employees

“…By contrast, job resources are the aspects of a job that are helpful to achieve work goals and incur the reduced job demands and physiological and psychological costs (Demerouti et al , 2001). JD-R model is widely used by organizations in the tourism and hospitality industry, such as hotels (Luo et al , 2021; Park et al , 2020; Wang, 2019), airlines (Chen and Kao, 2012) and cruise ships (Radic et al , 2020) to investigate the influence of specific job characteristics on employees’ job performance and to evaluate job characteristics. In view of alienation communicating the individual and social spheres of life, this study introduces alienation into the JD-R model and develops a research framework in which the job characteristics of hospitality frontline employees is used as an independent variable and alienation is used as a mediating role to elucidate the underlying psychological process of job characteristics affecting organizational outcomes.…”

“…The job resources of hospitality frontline employees mainly include job support, training and possibility for career development, which are critical to the success of business operations (Babakus et al , 2008; Karatepe, 2011; Luo et al , 2021; Tracey and Swart, 2020). First, job support refers to the degree of perceived support, encouragement and concern employees receive from the company, their supervisors or their colleagues (Babin and Boles, 1996; Eisenberger et al , 1986; Kristensen et al , 2005; Yavas et al , 2010).…”

A Method to Facilitate the Regeneration of Human Resources: A Sustainability Perspective

“…In China, the strategic planning for organizational talent development is conducted periodically, underscored by the "National Medium and Long-term Talent Development Plan Outline." This policy underscores the enhancement of talent cultivation mechanisms, promoting both specialized guidance and holistic development to sustain organizational competitiveness [10]. Within this context, scholars have delved into personnel training methodologies.…”