Priyanko Guchait

Psychological Contracts, Perceived Organizational and Supervisor Support: Investigating the Impact on Intent to Leave Among Hospitality Employees in India

This study investigates the effects of perceived organizational support on transactional and relational contracts and how these two types of psychological contracts influence employee intent to leave. Additionally, perceived supervisor support was examined as a predictor of perceived organizational support. Given the high employee turnover rates in the hospitality industry, lack of employee turnover studies in hospitality context, and more importantly, lack of employee turnover studies in countries other than the Western organizational contexts, the current study examines the above relationships with restaurant employees in India. Results showed that perceived supervisor support increased employee perceptions of organizational support, perceived organizational support increased relational psychological contracts but not transactional contracts, and only relational contracts had a significant effect on employees’ intent to leave. Implications of these results and issues for future research are discussed.

Strategic human resources management research in hospitality and tourism: A review of current literature and suggestions for the future

Purpose The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism. Design/methodology/approach The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature. Findings The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research. Practical implications The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices. Originality/value This review provides a conceptual model for future research and practical implications.

The Importance of Error Management Culture in Organizations: The Impact on Employee Helping Behaviors During Service Failures and Recoveries in Restaurants

This study examined the influence of error management culture on employee helping behaviors during service failure and recovery situations in restaurants. Data was collected from 236 employees working in 22 restaurants in Turkey. Additionally, supervisors were asked to evaluate the employees’ helping behaviors. Hierarchical linear regression analysis indicated that error management culture had a significant positive influence on employee helping behaviors (self-rated), employee helping behaviors (manager-rated), and coworker helping behaviors. Furthermore, the study includes important theoretical and practical implications for researchers and industry practitioners.

Error management culture: impact on cohesion, stress, and turnover intentions

ABSTRACT An error management culture involves organizational practices related to communicating about errors, sharing error knowledge, quickly detecting and handling errors, and helping in error situations. Building on error management research, this study examined the influence of organizational error management culture on the turnover intentions of frontline service employees. The study also investigated the underlying mechanism that links this culture with turnover intentions. Data were collected from 345 frontline employees of hotels in Turkey. Structural Equation Modeling results revealed that employee perceptions of organizational error management culture have a direct and significantly negative impact on their turnover intentions. Furthermore, results showed that this relationship is mediated through perceived group cohesion and work stress. Using the job demands-resources model as a theoretical framework, this study revealed that organizational error management culture leads to increased group cohesion; increased group cohesion lowers work stress; and lower work stress lowers turnover intentions. This study contributes to the services management literature by demonstrating how organizational error management culture impacts employee turnover intentions.

Error recovery performance: the impact of leader behavioral integrity and job satisfaction

This article introduces the concept of error recovery performance, followed by the development and validation of an instrument to measure it. The first objective of this article is to broaden the current concept of service recovery to be relevant to the back-of-house operations. The second objective is to examine the influence of leader behavioral integrity (BI) on error recovery performance. Moreover, the study examines the mediating effect of job satisfaction between BI and error recovery performance. Finally, the study links error management performance with work-unit effectiveness. Data for Study 1 were collected from 369 hotel employees in Turkey. The same relationships were tested again in Study 2 to validate the findings of Study 1 with a different sample. Data for Study 2 were collected from 33 departmental managers from the same hotels. Linear regression analysis was used to test the direct effects. The mediating effects were tested using the mediation test suggested by Preacher and Hayes. In addition, in Study 2, general managers of the hotels were asked to rate the effectiveness of each manager and their respective department. Results from Study 1 indicate that BI drives error recovery performance, and this impact is mediated by employee job satisfaction. Results of Study 2 confirm this model and finds further that managers’ self-rated error recovery performance was associated with their general managers’ assessment of their deliverables and of their department’s overall performance.

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

Abstract This study used a 2 × 2 × 2 experimental research design to examine the influence of organizational support, supervisor support, and coworker support for error management practices on employees’ service recovery performance and helping behaviors during service recoveries. More importantly, the current work examined the mediating role of psychological safety and learning behaviors on the proposed relationships. Two hundred eighty-four undergraduate students from a large university in the southwestern United States participated in the study and were randomly assigned to one of the eight experimental conditions. All respondents worked either full-time or part-time in various hospitality organizations, including hotels and restaurants. Results indicate that organizational support, supervisor support, and coworker support for error management had a positive effect on employees’ service recovery performance and helping behaviors. Moreover, the study found the mediating effects of psychological safety and learning behaviors. The studys implications for researchers and practitioners are discussed.

The Mediating Effect of Team Engagement between Team Cognitions and Team Outcomes in Service-Management Teams

Prior research has focused more on employee engagement than team engagement. The current work presents a theoretical framework proposing the antecedents and consequences of team engagement. Antecedents of team engagement include two types of team cognitions (shared mental models and transactive memory systems). Consequences of team engagement include team performance and team satisfaction. A longitudinal study was conducted with 27 service-management teams involving 178 students in a restaurant setting. Hierarchical linear modeling results indicate the (a) direct relationships between team cognitions and team engagement, and between team engagement and team outcomes, and (b) mediation effects of team engagement.

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

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.

Personality predictors of team taskwork understanding and transactive memory systems in service management teams

Purpose – The aim of this paper is to examine how personality composition in teams related to team taskwork understanding (TTU) and transactive memory systems (TMS) over time. Additionally, the study examined the relationship between TTU and TMS, and three team criteria variables: performance, satisfaction, and cohesion. Design/methodology/approach – A longitudinal study was conducted with 27 service management teams involving 178 undergraduate students in a restaurant setting. The restaurant was open to the public so the team outcomes had real world consequences. Each team served between 90-140 customers. Findings – Results showed that team mean-level conscientiousness was significantly positively related to TTU and TMS in the initial stage of team formation. On the other hand, team mean-level agreeableness had a significant positive relationship with TTU and TMS later on in the teams lifecycle. Furthermore, significant positive relationships were found between TMS and team performance, TMS and team sat...

Psychological diversity climate: justice, racioethnic minority status and job satisfaction

Purpose The purpose of this paper was to develop and test a model examining how hotel managers’ psychological diversity climate affects job satisfaction, the moderating effect of racioethnic minority status and the mediating role of organizational justice. Design/methodology/approach A sample of frontline managers from 164 individual hotel properties was used. Hierarchical linear regression analysis was used to examine the underlying mechanism through which psychological diversity climate impacts job satisfaction. Findings The results found support for the mediating effect of organizational justice between managers’ psychological diversity climate and job satisfaction. Racioethnic identity moderated the relationship between psychological diversity climate and organizational justice, thereby supporting the mediated-moderated model proposed in the current research. Practical implications The findings show the importance of improving employee perceptions of diversity climate and organizational justice, particularly through recruitment practices, incorporating diversity into the corporate values, adopting formal diversity management practices and educating managers about the importance of diversity through formal training methods. Originality/value Little research has examined the underlying mechanisms that explain why psychological diversity climate affects organizational attitudes. Even less research has examined whether the link between a perceived positive diversity climate and job satisfaction is stronger for racioethnic minorities. These results provide meaningful insights for researchers because the hospitality industry is one of the largest employers of racioethnic minorities and immigrant employees.