Purpose
The purpose of this paper is to provide an exhaustive review of emotional labor research from the hospitality and tourism literature by outlining the theories, the antecedents and the ...outcomes of emotional labor, as well as the underlying mechanisms (i.e. mediators and moderators) of emotional labor.
Design/methodology/approach
This study provides a qualitative and critical review of emotional labor research from the hospitality and tourism literature, providing insights into the trends and gaps in the literature.
Findings
The conservation of resources theory and affective event theory are the two most common theories in the reviewed literature. Emotional intelligence and personality are the most commonly investigated antecedents while burnout and job satisfaction are the most investigated outcomes of emotional labor. Stress and burnout are the most examined mediators of emotional labor and subsequent outcomes, such as commitment, turnover intentions and well-being. Moderators include leader-member exchange, job position, gender and climate of authenticity.
Practical implications
Four major gaps for research and practice are identified as follows: the lack of an overarching theoretical framework; inconsistency in how emotional labor is defined and measured; the vast majority of emotional labor studies are cross-sectional studies; and no research examines potential interventions to help service employees engage in effective emotional labor strategies.
Originality/value
This review offers a model providing a comprehensive framework that outlines the various antecedents, outcomes, mediators and moderators of emotional labor and corresponding theories for future research.
Hospitality organizations are increasingly investing in diversity management to address the reality of a diverse hospitality workforce. The effectiveness of diversity management highly depends on ...employee supportive attitudes; however, extant research shows that not all employees have positive attitudes toward diversity management. Using experimental methods, the current study examines situational perspective taking of discrimination—imagining being the target of workplace discrimination—as an intervention to influence the perceived utility and importance of diversity management using frontline hotel managers (Study 1) and hospitality students seeking careers in hospitality (Study 2) with two different methods of collecting data. Both studies showed that situational perspective taking of discrimination increases the perceived utility and importance of diversity management. Mediation analyses showed that it is through inducing negative affect that situational perspective taking leads to more positive attitudes toward diversity management. The results provide insight for hospitality organizations that use corporate websites and other recruitment activities to promote support for diversity management. Specifically, organizations should prime egocentric biases by emphasizing that diversity management protects all employees, regardless of different demographic characteristics, from workplace discrimination.
Purpose
The purpose of this study is to examine hotel managers’ perspectives on the promotion process of hotel employees based on the promoted employee’s gender, their perceived organizational ...justice and perceived gender discrimination against women. The moderating role of anti-male bias beliefs in the promotion process was examined.
Design/methodology/approach
The study adopted an experimental design (female vs male promoted) with a sample of 87 hotel managers. Data were analyzed using mediation and moderated mediation analyses.
Findings
The results indicated procedural and distributed justice mediates the effect of gender of the promoted employee on perceived gender discrimination against women. It was found that perceptions of anti-male bias moderate the relationship between gender of the promoted employee and distributed justice, demonstrating higher levels of perceived fairness within the organization when a female is promoted, especially when low levels of anti-male bias exist.
Practical implications
Many organizations may refrain from offering more promotional opportunities to women for fear of reverse discrimination. This research demonstrates that the organization will be perceived as fairer if it offers more opportunities to women, should create a stronger organizational culture and higher financial performance.
Originality/value
To the best of the authors’ knowledge, this paper is the first to address the gender inequity in promotional opportunities of hotel employees and demonstrate the overall benefit of combating such inequality. This is the first time that anti-male bias has been addressed in the hospitality context, suggesting the need for more research on reverse discrimination, especially in promotional situations.
Purpose
In order for diversity management programs to serve as competitive resources, organizations must attract employees who will fit in and support an organization’s diversity management programs. ...Two experiments examined situational perspective taking, in which one imagines being the target of workplace discrimination, as an intervention to increase positive attitudes toward organizations that invest in diversity management programs. Participant gender and ethnic identity were examined as moderators.
Design/Methodology/Approach
In two experiments, managers (study 1) and active job seekers (study 2) were instructed to imagine and write down how they would feel if they were the targets of workplace discrimination and read recruitment materials of an organization and its investment in diversity management programs.
Findings
Both studies showed that engaging in a situational perspective taking about being the target of workplace discrimination led to more P-O fit and organizational attraction toward an organization that has diversity management programs. The effect of situational perspective taking had a greater impact on White men than on women and ethnic minority participants.
Implications
These results suggest that the design of organizational recruitment activities should highlight their support of diversity management programs and emphasize that all member benefit from diversity management programs. Originality/value—despite theoretical work that suggests that organizational attitudes are an important factor for the effectiveness of diversity management programs, this is the first known research that shows that perspective taking can help people see the value in diversity management.
A growing trend in the hospitality industry is openly encouraging applicants to join their social networking sites as part of their recruitment process (Dolasinki et al., 2010; Madera and Chang, ...2011). However, there is a dearth of studies examining how applicants perceive and react to the use of social networking websites in the recruitment and selection process. Therefore, the purpose of the current study was to examine how applicants react to the use of social networking websites as a selection tool. Using experimental methods, participants attending a career fair for hospitality jobs completed a questionnaire after reading about a hospitality company that does or does not use social networking sites in the selection process. The results showed that perceived fairness and job pursuit intentions of applicants were lower for an organization that used social networking websites as a selection tool than an organization that did not use social networking websites as a selection tool.
Purpose
Although existing literature emphasizes the significance of diversity and inclusion in management roles for employees, there is a notable absence of a standardized scale to assess employees’ ...perceptions of an inclusive climate, particularly in relation to practices that encourage acceptance of demographically diverse leaders. This study aims to bridge this gap by developing the perceived inclusion climate for leader diversity (PICLD) scale.
Design/methodology/approach
The scale development process was carried out in five phases which included: qualitative component (interviews); test for face validity; check for content validity; construct and criterion-related validity; and nomological network testing.
Findings
Following the first three phases of scale development, 12 measurement items were produced. Phase four results indicate that PICLD is distinct from both the intercultural group climate scale and diversity-oriented leadership scale, in which all three scales were found to be positively correlated with job satisfaction. Phase five results show that PICLD positively correlates with organizational justice. Organizational justice also mediates the relationship between PICLD and three employee outcomes (performance, engagement and turnover intention).
Practical implications
Organizations are encouraged to be open to suggestions made by managers from historically marginalized groups that motivate diverse leaders to voice their concerns to foster inclusionary climate perceptions among employees. Welcoming diverse managerial perspectives can dismantle systemic barriers, enabling marginalized leaders to thrive while fostering employees’ perceptions of an inclusionary workplace.
Originality/value
This study introduces the PICLD Scale to enhance comprehension of how policies supporting leader demographic diversity impact employee perceptions of inclusive climate. This research also contributes to the advancement of social exchange theory and literature on organizational justice, performance and engagement.
This study provides a systematic review of corporate social responsibility (CSR) in the hospitality management literature over the last decade. In contrast to prior reviews, this article starts from ...a broader analysis, followed by a narrower, micro-level examination of the hospitality management literature that links CSR to customers’ and employees’ attitudes and behaviors. The findings of this review show that researchers study CSR primarily from a meso-level perspective of how CSR is developed and implemented by organizations, and how it influences financial performance. This study found that although employees have long been crucial stakeholders in service environments, hospitality researchers have only recently begun to focus on understanding the relationships between CSR and employee behaviors and attitudes. This study provides directions for future research by identifying research gaps and comparing the results of this review with those of organizational psychology and management reviews.
We examine the survey responses of 278 individuals who transitioned from the workplace to working from home (WFH) as a result of the Covid 19 pandemic to understand how individuals’ attainment of ...productivity in work and meaning in life are affected by WFH. We also assess their perceived stress and health challenges experienced since WFH. On average, workers perceive that productivity and meaning changed in opposite directions with the shift to WFH—productivity increased while the meaning derived from daily activities decreased. Stress was reduced while health problems increased. By investigating these changes, we identify important common sources of support and friction associated with remote work that affect multiple dimensions of work and life. For example, personal fortitude is an important source of support, and the intrusion of work into life is an important friction. Our findings lead to concrete recommendations for both organizational leaders and workers in setting key priorities for supporting remote work.
•Communication following the CDC norms affected employees’ emotions.•Employees’ gratitude and fear toward the organization affected organizational trust.•Through fear, trust declined when the message ...focused on business bottom-line.•Through gratitude, both focuses had positive effects on organizational trust.
During a crisis, such as the COVID-19 pandemic, what managers communicate to their employees can greatly impact important organizational attitudes, such as organizational trust. There is, however, very little research focusing on the mechanisms explaining how managers’ messages during a crisis can influence employees’ organizational trust. To address this gap, the current study examined the role that emotions play in developing organizational trust using a 2 (following CDC norms vs. ignoring CDC norms) by 2 (employee focus vs. bottom-line focus) between-subjects factorial experiment, with COVID-19 as the context. The results showed that a manager’s communication that followed the CDC social norms made employees feel grateful, whereas communication that ignored CDC social norms enhanced fear and anger toward the organization. The feelings of gratefulness and fear influenced organizational trust. These results provide important theoretical and practical implications for understanding organizational trust during a crisis.
•Two studies examined the relationship between transformational leadership and service recovery performance through emotional labor.•Transformational leadership was positively related to deep acting ...and negatively related to surface acting.•Culture influenced service recovery performance through deep acting (Study 1) or surface acting (Study 2).•These results underscore how culture can impact the link between transformational leadership and service recovery performance.
The current study examined the relationship between transformational leadership and service recovery performance and the mediating effect of emotional labor. To uncover potential cross-cultural differences, a sample of 217 front-line hospitality employees from the United States (Study 1) and 219 front-line hospitality employees from China (Study 2) were used. The results demonstrate transformational leadership was positively related to deep acting and negatively related to surface acting emotional labor strategies. Additionally, deep acting was positively related to service recovery performance, while surface acting was negatively related to service recovery performance. These findings were consistent between the U.S. and Chinese sample; however, the mechanisms and paths between transformational leadership and service recovery performance differed between the two samples suggesting culture influenced how transformational leadership is related to service recovery performance through deep acting (Study 1) or surface acting (Study 2) emotional labor strategies.
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