Structural Relationship among Physical Self-Efficacy, Psychological Well-Being, and Organizational Citizenship Behavior among Hotel Employees: Moderating Effects of Leisure-Time Physical Activity

Abstract

Critics argue that service firms should pay more attention to human resource management’s psychological and voluntary aspects to contribute to overall organizational development. The purpose of this study was to investigate the effects of physical self-efficacy on the psychological well-being and organizational citizenship behavior among hotel employees and the moderating effects of leisure-time physical activity on the relationships between the previously mentioned variables. To achieve the research purpose, 346 hotel employees working at the room, food, beverage, and kitchen departments of 10 hotels located in Seoul, South Korea, participated in the study. The researchers visited their department meetings and provided a brief description of the present study and informed consent forms to participate in the study. After obtaining written informed consent forms, the researchers distributed the surveys and asked participants to complete them. Several statistical analyses, including descriptive statistics, confirmatory factor analysis (CFA) for examining the hypothesized model’s psychometric properties, and structural equation modeling (SEM) for testing the hypotheses were conducted using SPSS Ver. 23.0 and AMOS 23.0. Results revealed that perceived physical ability and self-presentation confidence, and psychological well-being positively affected organizational citizenship behavior. Perceived physical ability also had a positive effect on psychological well-being. Lastly, leisure-time physical activity had a partial moderating role in the relationships between the variables mentioned above. This study suggests that promoting employees’ participation in leisure-time physical activity is needed to improve service workers’ organizational citizenship behavior via physical self-efficacy and psychological well-being enhancement.

Why and How Does Empowering Leadership Promote Proactive Work Behavior? An Examination with a Serial Mediation Model among Hotel Employees

“…Scholars have argued about an urgent requirement to find strategies to support people and promote positive mental health in the workplace [ 1 , 2 , 3 ]. This study advances scholarly understanding on why empowering leadership influences employee proactive work behavior by integrating job demands-recourses and conservation of resources theories.…”

“…Scholars have argued about the urgent requirement to discover strategies for supporting people and promoting positive mental health in the workplace [ 1 , 2 , 3 ]. Workplace mental health is a condition of mind regarding how employees’ think and feel in everyday working life [ 4 , 5 ].…”

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

“…From a corporate perspective, organization members with high psychological wellbeing have a positive perception about the organization, support their colleagues, put forth more effort than expected, and have more consideration for others [59]. If psychological well-being is high, there is a higher probability of organizational citizenship behavior appearing positive [60][61][62]. Psychological well-being is thus positively (+) related to organizational citizenship behavior and is closely related to the organization's performance creation [63,64].…”

The Effects of Leaders’ Prosocial Orientation on Employees’ Organizational Citizenship Behavior – The Roles of Affective Commitment and Workplace Ostracism

“…On the other hand, previous studies have focused on investigating the influencing factors of OCBs from the perspective of individual employees and the external environments. For example, individual employee psychological factors include job satisfaction, 5 , 15 organizational commitment, 8 , 16 self-efficacy 9 , 17 and insider identity perceptions, 18 , 19 and external environmental factors include transformational leadership, 2 servant leadership behaviors 20 and authoritative leadership. 21 Currently, the exploration of external environmental influences focuses on the “leader”.…”

“…Previous studies have mainly investigated employees' OCB in terms of influencing factors and outcome variables. A review of the literature [4][5][6][7][8][9][10] shows in the OCB research, limited attention has been given to the following two aspects. On the one hand, many studies focus only on the general forms of OCBs with a concentration on selfvoluntary and prosocial behaviors.…”