Proactive personality and job performance during cross-cultural service encounters: a moderated mediation model

Abstract

PurposeDrawing on the person-environment fit theory, in this paper the authors aim to propose and test a moderated mediation model that examines the relationships among proactive personality and job performance, cultural intelligence and emotional intelligence.Design/methodology/approachThe authors collected the multisource data from a total of 120 hotel service employees and the employees' immediate supervisors. The authors used the PROCESS, an SPSS macro, to conduct multiple regression analyses to test this moderated mediation model.FindingsThe results suggest that cultural intelligence mediates the relationship between proactive personality and job performance during cross-cultural service encounters. Furthermore, the indirect effect of proactive personality on job performance during cross-cultural service encounters via cultural intelligence is stronger for service employees who are high in emotional intelligence.Practical implicationsThis study has several implications for hospitality management in terms of developing effective strategies to foster cultural and emotional intelligence of service employees and improve the employees' performance.Originality/valueConsidering the limited number of studies showing why, how and in which situations personality can enhance performance, this study contributes to the literature by revealing the effect of proactive personality on the performance of service employees through important constructs such as cultural intelligence and emotional intelligence.

The Influence of the Motivational Factor of Cultural Intelligence on the Acceptance of Foreign Brands in the Republic of Serbia

“…The global economy imposes the need for marketers to come from different cultural backgrounds, and to have a positive impact on the company's financial performance with their complementary knowledge and multicultural skills, which are seen as intellectual capital (Kromidha et al, 2022). Employees within multinational companies come from different cultural backgrounds, and their different proposals and ideas, as well as a high degree of cultural intelligence, imply an improvement in work performance, the company's better positioning in the market and, ultimately, a higher profit rate (Koksal et al, 2023). Niu et al (2022) state that companies with a larger number of employees from different cultural areas achieve better business performance, that business tasks are performed very efficiently, that employees show a higher degree of responsibility, reliability and empathy towards customers, and that the aforementioned has a positive effect on the image of the company on the market.…”