Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction

Han, Su Jin; Kim, Woo Gon; Kang, Sora

doi:10.1108/ijchm-11-2015-0641

Cited by 20 publications

(30 citation statements)

References 54 publications

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“…Thus, our results confirm our expectations that EI would be especially important to job performance for hospitality workers. Our research adds to a large body of prior research by corroborating the role of EI in boosting hospitality workers' job performance (e.g., Chen and Wang, 2019;Genc and Kozak, 2020;Han et al, 2017;Koc and Boz, 2020;Langhorn, 2004;Lee and Ok, 2012;Scott-Halsell et al, 2008).…”

Section: Theoretical Implicationssupporting

confidence: 66%

“…Regarding the hospitality industry, Han et al (2017) found that restaurant managers with high EI increased employee satisfaction, which resulted in higher service performance. In a similar vein, Chen and Wang (2019) found that EI is positively related to job satisfaction and moderates the association between workplace incivility and job satisfaction for tourist hotel chefs.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Emotional intelligence and job performance in the hospitality industry: a meta-analytic review

Cai

Humphrey

Qian

2021

IJCHM

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Purpose Hospitality workers are emotional labor workers because they must display appropriate emotions to their customers to provide outstanding service. Emotional intelligence (EI) helps employees regulate their emotions and display appropriate emotions, and hence should help hospitality workers provide outstanding service. However, the strength of the relationship between EI and hospitality workers’ job performance substantially varied across studies. Hence, the purpose of the present study is to clarify the mixed findings and to examine if EI can improve hospitality workers’ job performance. Design/methodology/approach A meta-analysis was performed to investigate the relationship between EI and hospitality workers’ job performance as well as the moderators which condition this relationship. Findings The present meta-analysis indicated that EI is positively related to hospitality workers’ job performance (ρ̅̂ = 0.54); the relationship between EI and hospitality workers’ job performance is stronger when the percentage of married subjects is low and in feminine cultures; and this relationship does not differ between male-dominated and female-dominated studies, across educational levels, between collectivistic and individualistic cultures, between low and high power distance cultures and between low and high uncertainty avoidance cultures. Research limitations/implications This study uncovers theoretically important moderators that contribute to cross-cultural research, work–family literature and gender-related literature in hospitality research. Originality/value The present study builds a theoretical foundation and performs a meta-analysis to elucidate the relationship between EI and hospitality workers’ job performance and to identify the moderators which condition this relationship.

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Section: Theoretical Implicationssupporting

confidence: 66%

Section: Theory and Hypothesesmentioning

confidence: 99%

Emotional intelligence and job performance in the hospitality industry: a meta-analytic review

Cai

Humphrey

Qian

2021

IJCHM

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“…The literature confirms that employees' job satisfaction influences turnover intention (Bufquin et al, 2017;Griffeth et al, 2000). Factors relating to employee job satisfaction include an employee's customer orientation and skill level, co-worker warmth and competence, manager emotional intelligence and support, as well as intrinsic motivation and supervisor leadership (Bufquin et al, 2017;Han et al, 2017;Kim and Jogaratnam, 2010). Stinchcombe (1965) suggests a company's social behavior reflects the pattern-setting influences that include values and beliefs as well as influence from the organization's founders.…”

Section: Ijchm 3110mentioning

confidence: 92%

Understanding employee longevity in independent fine dining restaurants

DiPietro

Martin

Pratt

2019

IJCHM

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Purpose This paper aims to investigate talent management (TM) practices of independent fine dining restaurant (FDR) organizations and explores why employee retention rates in FDRs are higher than other restaurants. This research adds to the TM literature by surfacing attitudes and influences that lead to employee retention. Design/methodology/approach The present study collects data using McCracken’s (1988) long interview method to provide insights into value similarities and differences between employees and independent restaurant managers. Fourteen interviews at two independent FDRs inform the results. This study employs a grounded theory approach. Findings Study results show that people take pride in working for the restaurants and the culture within the restaurant inspires a higher level of self-esteem. This independent, family-owned environment helps employees and managers achieve higher work performance and satisfy overall lifestyle needs. Respondents report their employment helps them to do things that bring out the best in them and allows them to accomplish other things that they want in life. The study also suggests that a shared value system between employees and managers creates a more stable workforce and longer tenure. Research limitations/implications The current study examines only two independent family-owned FDRs, so generalization is limited. The current study uses grounded theory to expand on research in the TM literature. Practical implications If owners and managers of FDR focus on addressing employees’ higher-order motivational needs, they have a better chance of retaining employees. Losing productive employees has high direct and indirect costs, and the restaurant industry is plagued with high turnover. Independent restaurants also need to evaluate their new employee orientations because unstructured training contributes to an environment of uncertainty. Developing a positive culture in an FDR is possible with a focused, family-oriented business. This work culture takes time to develop. Recruiting and selection methods to ensure a fit with the culture and values are a cost-effective method to ensure the continuation of this culture. The consistent values between employees and managers in this study demonstrate that hiring for personal values and not necessarily for skills already developed helps with positive TM in FDR. Originality/value The current study extends the knowledge in TM, ecological systems theory and motivational needs-based theory through detailed interviews and value analyses. Long interviews and triangulation of the data surface conscious and nonconscious memories from both employees and managers specifically relating to employee retention factors in FDR.

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“…Non-financial measures of success include employees' autonomy, JS and the ability to balance work and family responsibilities (e.g. Han et al, 2017;Shih et al, 2019).…”

Section: Financial/non-financial Performance: Linking Ewl With Performancementioning

confidence: 99%

Employees' working life and performance of UK ethnic minority restaurants: a qualitative approach

Razzak

Blackburn

Saridakis

2021

BIJ

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PurposeThis paper investigates the linking between employees' working life (EWL) and job performance of ethnic minority Bangladeshi restaurants in Greater London.Design/methodology/approachThe authors use in depth face-to-face interviews of 40 participants working in 20 Bangladeshi restaurants (BRs) following a convenience sampling method. A thematic analysis technique, with the help of QSR N10, developed two key themes related to EWL and performance.FindingsThese themes highlight several aspects of the relationship between EWL and performance. First, EWL is “beyond” the UK tradition; employers show a domineering attitude; however, employees continue to work due to lack of skills and competence. Second, employees perceive and present themselves as satisfied; however, this satisfaction is not reflected in the business performance of BRs. Third, the analysis shows that business owners “trap strategy” constrains employees to develop their skills for mobility to other industries. Hence, employees express satisfaction with their existing situation on the basis that it is the best they can hope for, given their specific skills and competence, and need for some security in the UK. Fourth, non-financial performance, for example, job autonomy, sense of fulfilment is related to EWL.Practical implicationsThe paper provides a framework to promote a better understanding of the linking between employees' working life and performance of UK ethnic minority restaurants. Also, the paper makes recommendations for further research, including an examination of the applicability of the findings to SMEs operated by other ethnic groups in the UK.Originality/valueThis paper adds to the scarce literature on the working life of people in Bangladeshi restaurant businesses in the UK and the relationship between EWL and business performance.

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Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction

Cited by 20 publications

References 54 publications

Emotional intelligence and job performance in the hospitality industry: a meta-analytic review

Emotional intelligence and job performance in the hospitality industry: a meta-analytic review

Understanding employee longevity in independent fine dining restaurants

Employees' working life and performance of UK ethnic minority restaurants: a qualitative approach

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