Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

Dai, You-De; Zhuang, Wen-Long; Yang, Pei‐Chi; Wang, Yijun; Huan, Tzung‐Cheng

doi:10.1108/ijchm-03-2020-0211

Cited by 25 publications

(17 citation statements)

References 89 publications

(118 reference statements)

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“…The result showed that employee openness and resistance to change partially mediate the relationship between technological turbulence and resilience. The findings support the previous argument that openness to change encourages employee productivity and performance, whereas resistance to change decelerates employees’ intention to respond to turbulent environments (Ariza-Montes et al , 2017; Chiu et al , 2020; Dai et al , 2020; Hon et al , 2014). The available literature highlighted the importance of employee resilience to cope with TT.…”

Section: Conclusion and Theoretical Implicationssupporting

confidence: 88%

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Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Senbeto

Hon

2021

IJCHM

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Purpose This study aims to examine the impact of technological turbulence on employee resilience based on cognitive dissonance theory and through a process of consonance and dissonance. First, the study investigates employee openness to represent cognitive consonance and then resistance to change to represent cognitive dissonance processes. Such processes mediate the relationship between technological turbulence and employee resilience. Second, this study proposes that the above associations will be moderated by crisis leadership efficacy. Design/methodology/approach The study uses multi-source data from service employees and their immediate superiors in hospitality, including a two-phase data collection process. Moreover, the study conducts a two-step structural equation modeling. Findings This study finds that employee openness and resistance to change mediate the association between technological turbulence and employee resilience. Furthermore, results reveal that crisis leadership efficacy strengthens the relationships (direct and indirect, through openness and resistance to change) between technological turbulence and employee resilience. The study discusses the implications for theory and practice for tourism scholars and practitioners. Research limitations/implications This study provides empirical evidence showing the importance of employee resilience and the underlying mechanisms in responding to technological turbulence in the hospitality industry. Originality/value Resilience research in the hospitality and service context is timely and necessary to cope up with the changing market and turbulences. This study extends the extant literature that mainly examined the crisis and dynamic conditions. The study contributes to crisis management, marketing and leadership literature concerning technological turbulence and employee resilience in the hospitality context.

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Section: Conclusion and Theoretical Implicationssupporting

confidence: 88%

“…Less is clearly known about the boundary conditions of crisis relationship leadership efficacy in hospitality literature, whether or why some employees are responsive and willing to the turbulent business environment, whereas others are not (Dai et al , 2020; Giousmpasoglou et al , 2021; Tuan, 2018).…”

Section: Moderating Effect Of Crisis Leadership Efficacymentioning

confidence: 99%

Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Senbeto

Hon

2021

IJCHM

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“…While the negative impact of customer mistreatment on employee outcomes must be acknowledged, our findings suggest that, to some extent, customer mistreatment could positively affect customer-focused voice. Because customer-focused voice can help organizations discover and recognize service failure issues (Dai et al , 2021; Lam and Mayer, 2014), hotels should educate frontline employees with real examples of how customer mistreatment could benefit the organization and help the management team identify customer-service issues. Then, because customer mistreatment can impair frontline employees’ OBSE , hotels may consider communicating such messages as “do not take it personally” to frontline employees.…”

Section: Discussionmentioning

confidence: 99%

“…Because of the constant changes in the hospitality industry, hotels must rely on frontline employees who directly interact with the customers to gain first-hand knowledge about consumer needs and demands (Dai et al , 2021; Peng et al , 2021). Their role in identifying potential problems or issues in service delivery, and making constructive suggestions, is particularly pivotal for the effectiveness and efficiency of hospitality organizations (Han and Hwang, 2019).…”

Section: Introductionmentioning

confidence: 99%

Customer mistreatment and employee customer-focused voice: the bright and dark sides of felt trust

Huang

Kwok

2021

IJCHM

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Purpose This study aims to assess a moderated-mediation model to account for the relationship between customer mistreatment and frontline hotel employees’ customer-focused voice, where their organization-based self-esteem (OBSE) served as a mediator and their felt trust (reliance and disclosure) by supervisors served as a moderator. Design/methodology/approach The data were collected through paper-based questionnaires in a cross-sectional survey, consisting of 319 valid supervisor-employee-paired responses from 33 international tourist hotels in Taiwan. Regression analyses were used for hypothesis testing. Findings OBSE mediates the negative effect of customer mistreatment on customer-focused voice. Employee felt reliance intensifies the negative impact of customer mistreatment on OBSE, and this interaction effect, in turn, reduces customer-focused voice through OBSE. The employee felt disclosure marginally significantly buffers the effect of customer mistreatment on OBSE. Practical implications Given the adverse effect of customer mistreatment on customer-focused voice through OBSE, hotels should strengthen employees’ service mindset and value their suggestions. The double-edged effects of felt trust suggest that managers should form a trusting relationship with their subordinates and reassure them that isolated incidents of customer mistreatment will not jeopardize their reputation. Originality/value This study integrated sociometer and self-consistency theories to examine OBSE as a psychological mechanism to explain the mistreatment-voice process. Besides assessing felt trust’s two-dimensional effects, this research is possibly the first attempt to examine felt trust as an enabling force or a threat to OBSE in the context of customer mistreatment.

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“…Studies have indicated that voice behavior benefits workplaces and organizations [18][19][20]. Studies have also indicated that voice behavior has numerous antecedents, including commitment to change [21], encouragement to participate [22], moral leadership, authoritarian leadership [23], person-organization fit [1], psychological capital [24], team-member exchange [25], transformational leadership [26], regulatory foci [18], supervisor empowerment [27], and work engagement [28]. Paternalistic leadership may also be an antecedent of hotel employees' voice behavior.…”

Section: Voice Behaviormentioning

confidence: 99%

Hotel Employees’ Voice Behavior: The Role of Paternalistic Leadership and Organizational Identification

Zhuang

Lee

2021

Sustainability

Self Cite

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This study explores the effect of paternalistic leadership (moral leadership, benevolent leadership, and authoritarian leadership) on hotel employees’ voice behavior and the moderating role of organizational identification. This study samples employees of five-star hotels in northern, central, and southern Taiwan. Purposive sampling is used to distribute 450 questionnaires: 150 in northern Taiwan, 150 in central Taiwan, and 150 in southern Taiwan. The number of valid questionnaires was 359, and the effective questionnaire recovery rate was 79.78%. The analysis results indicate that (1) supervisors’ moral leadership negatively affects hotel employees’ voice behavior, (2) supervisors’ benevolent leadership positively affects hotel employees’ voice behavior, (3) supervisors’ authoritarian leadership negatively affects hotel employees’ voice behavior, (4) organizational identification moderates the relationship between moral leadership and voice behavior, (5) organizational identification moderates the relationship between benevolent leadership and voice behavior, and (6) organizational identification moderates the relationship between authoritarian leadership and voice behavior. This study also proposes managerial implications based on the analysis results. This research attempts to make contributions to the literatures of hospitality and tourism.

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Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

Cited by 25 publications

References 89 publications

Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Customer mistreatment and employee customer-focused voice: the bright and dark sides of felt trust

Hotel Employees’ Voice Behavior: The Role of Paternalistic Leadership and Organizational Identification

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