This research note reports the results of a qualitative study exploring front-line hotel employees’ views about working during the COVID-19 pandemic in order to identify factors that may influence their ability and willingness to report... more
This research note reports the results of a qualitative study exploring front-line hotel employees’ views about working during the COVID-19 pandemic in order to identify factors that may influence their ability and willingness to report to work. Findings from online focus-groups reveal that front-line hotel employees generally felt a sense of duty to work during the pandemic. However, there were also a number of perceived barriers to working that impacted on this sense of duty. These emerged as barriers to ability and barriers to willingness, but the distinction is not clear-cut. Instead, most barriers seem to form a continuum ranging from negotiable barriers to insuperable barriers. Following this coneptualisation, the key to reducing absenteeism during the pandemic is likely to take remedial action so that barriers to willingness do not become perceived as barriers to ability to work. Practical implications towards this direction are offered.
Using social exchange, signaling, job demands-resources and reformulation of attitude theories, the purpose of this paper is to propose and test a research model in which green work engagement (GWEN) mediates the impact of management... more
Using social exchange, signaling, job demands-resources and reformulation of attitude theories, the purpose of this paper is to propose and test a research model in which green work engagement (GWEN) mediates the impact of management commitment to the ecological environment (MCEE) on green creativity, task-related pro-environmental behavior (PEB) and proactive PEB.
This research examines the role of hotel employees’ satisfaction with their organization’s COVID-19 responses in reducing their perceived job insecurity (PJI) and maintaining their job performance (JP). We conducted two studies using an... more
This research examines the role of hotel employees’ satisfaction with their organization’s COVID-19 responses in reducing their perceived job insecurity (PJI) and maintaining their job performance (JP). We conducted two studies using an explanatory sequential mixed-methods design. The results indicated that employees’ satisfaction with organization COVID-19 responses (SOCV19R) positively influences JP and moderates (1) the positive association between perceived health risk associated with COVID-19 (PHRCV19) and PJI and (2) the negative link between PJI and JP. Unexpectedly, PHRCV19 was found to positively affect JP, and the moderating effect of SOCV19R on the relationship between PHRCV19 and JP was significant and positive. We also found that PJI has a mediating role in the PHRCV19–JP relationship. This study fills a significant gap in hospitality research by exploring the role of the organization’s crisis responses in tempering the impact of perceived health risk of a global health crisis on hotel employees. Theoretically, this research revealed that employees’ SOCV19R helps raise JP, mitigate the positive influence of PHRCV19 on PJI and the negative impact of PJI on JP, and strengthen the positive effect of PHRCV19 on JP.
This study identifies key elements of the so-called host-gaze by investigating how Hong Kong hotel employees view guests emanating from a key source market-India. Front office and housekeeping staff evaluated their interactions with... more
This study identifies key elements of the so-called host-gaze by investigating how Hong Kong hotel employees view guests emanating from a key source market-India. Front office and housekeeping staff evaluated their interactions with guests, particularly in the case of those from India. The researchers identified four elements of the host "gaze", namely: (1) Initial Gaze; (2) Communication Gaze; (3) Customer Behavior Gaze and (4) Distinguishing Gaze. The authors reveal that though the gaze empowers employees to exercise control over their behaviors, manipulative behaviors increase the likelihood of workplace deviance. Drawing on the principles of emotional labor, the researchers affirm the importance of cultural and emotional intelligence for the professional demeanor and development of hospitality employees.
