Impact of error management practices on service recovery performance and helping behaviors in the hospitality industry: The mediating effects of psychological safety and learning behaviors

Paşamehmetoğlu

2020

IJCHM

Self Cite

Purpose On the basis of conservation of resources theory, the purpose of this paper is to propose a framework linking an organizational factor, organizational error tolerance, with employees’ psychological well-being through gains of psychological resources: perceived organizational support (POS) and organization-based self-esteem (OBSE). Design/methodology/approach Across three-wave data collected from 220 hotel frontline employees, this study tests the proposed model using structural equation modeling through AMOS. Findings Employees’ perceived organizational error tolerance positively influenced their psychological well-being through significant sequential mediation effects of POS and OBSE. Practical implications This study contributes to the existing literature of psychological resources, positive psychology and error management by providing insights into how organizational practice in error situations can be positively related to employees’ psychological well-being. Originality/value This paper identifies error-related organizational practices as precursor of individual psychological well-being and explores the non-work-related outcome variable of error management for the first time. The examination of the linkage between organizational error tolerance and employees’ psychological well-being via the underlying mechanism of psychological resources provides the insight into how resources dynamics play important roles in influencing employees’ psychological well-being.

Section: Theoretical Implicationssupporting

confidence: 56%

mentioning

confidence: 99%

Why should errors be tolerated? Perceived organizational support, organization-based self-esteem and psychological well-being

Wang

Paşamehmetoğlu

2020

IJCHM

Self Cite

“…The current study highlights the importance of promoting a forgiveness climate. Previous studies within the hospitality context have focused specifically on error management and its relationship to learning behaviors, perceived psychological safety, and service recovery performance (Guchait et al, 2012; Guchait, Lee, Wang, & Abbott, 2016; Guchait et al, 2014). This study advances the study of error management because it shows the importance of a forgiveness climate.…”

Section: Discussionmentioning

confidence: 99%

Should Organizations Be Forgiving or Unforgiving? A Two-Study Replication of How Forgiveness Climate in Hospitality Organizations Drives Employee Attitudes and Behaviors

Cornell Hospitality Quarterly

Lanza-Abbott

Madera

et al. 2016

Self Cite

105

An organization’s forgiveness climate is pivotal in reducing negative and promoting positive consequences of errors, mistakes, or offenses in the workplace. This study examines the influence of a perceived forgiveness climate on learning behavior, job satisfaction, organizational commitment, and intention to leave. Using quantitative cross-sectional data collected from 128 hotel and lodging managers, Study 1 revealed that a perceived forgiveness climate was significantly positively related to learning behavior and job satisfaction. Furthermore, the results demonstrated the mediating effect of learning behavior between a perceived forgiveness climate and job satisfaction and intention to leave. Study 2 confirmed this finding using 187 hospitality management students who work as frontline employees in various hospitality organizations. A perceived forgiveness climate was again found to significantly influence learning behavior and intention to leave, as well as organizational commitment. The results also confirmed the mediating effect of learning behavior. The findings suggest that organizations should promote a climate of forgiveness to influence employee attitudes and behaviors.

“…Researchers have proposed a new managerial approach, error management, for the handling of errors. This approach emphasizes the steps to take after error occurrence and proposes various error handling behaviors (Edmondson and Verdin, 2018; Guchait et al , 2016c). The core of this new managerial approach is accepting and tolerating error occurrence (Frese and Keith, 2015; Hagen, 2013).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…The core of this new managerial approach is accepting and tolerating error occurrence (Frese and Keith, 2015; Hagen, 2013). Organizations with high levels of error tolerance do not negatively judge errors; rather, they maintain a tolerant attitude with the hope that employees use errors as opportunities to learn and develop (Chillarege et al , 2003; Dimitrova et al , 2017; Guchait et al , 2016c; Pasamehmetoglu et al , 2017). It is important to note that organizational error tolerance does not imply the encouragement of error occurrence.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Tolerating errors in hospitality organizations: relationships with learning behavior, error reporting and service recovery performance

Wang

Paşamehmetoğlu

2020

IJCHM

Self Cite

Purpose Hospitality work setting is error-prone, rendering error handling critical for effective organizational operation and quality of service delivery. An organization’s attitude toward errors can be traced back to one fundamental question: should errors be tolerated/accepted or not? This study aims to examine the relationships between error tolerance and hospitality employees’ three critical work behaviors, namely, learning behavior, error reporting and service recovery performance. Psychological safety and self-efficacy are hypothesized to be the underlying attitudinal mechanisms that link error tolerance with these behavioral outcomes. Design/methodology/approach This study relied on a survey methodology, collecting data from 304 frontline restaurant employees in Turkey and their direct supervisors. SPSS 25.0 and Amos 25.0 were used for analysis. Findings The results revealed that error tolerance had direct positive relationships with employees’ psychological safety and self-efficacy, both of which had positive impacts on learning behavior and error reporting. In addition, learning behavior positively influenced employees’ service recovery performance, as rated by the employees’ supervisors. Originality/value This study identifies error tolerance as an organizational distal factor that influences employees’ learning behavior, error reporting and service recovery performance; and identifies self-efficacy and psychological safety as mediators of the relationship between error tolerance and behavioral outcomes. The findings help clarify the longstanding debate over the relationship between an organization’s attitude toward errors and its employees’ learning behavior. The findings also shed light on the advantages of tolerating error occurrence for organizations, which is especially important as most hospitality organizations pursue perfection with aversive attitudes toward errors.