Frontline hotel employees’ proactive personality, I-deals, work engagement and their effect on creative performance and proactive customer service performance

Q2 Business, Management and Accounting

Journal of Human Resources in Hospitality and Tourism Pub Date : 2021-01-02 DOI:10.1080/15332845.2020.1821429

Ksenia A. Sumaneeva, Georgiana Karadaş, Turgay Avcı

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引用次数: 10

Abstract

Abstract The current article aims to examine the effect of job resources, in the form of idiosyncratic deals (I-deals), and hotel frontline employees’ personal resources, in the form proactive personality (PP), on work engagement (WE), creative performance (CP) and proactive customer service performance (PCSP). Specifically, this paper examines WE as the mediator between I-deals, PP and employees’ job performance (e.g., CP and PCSP). The conceptual model was tested via the data collected from hotel frontline employees in 4- and 5- star hotels in Saint-Petersburg, Russia. The results showed that I-deals and hotel frontline employees’ PP have positive effect on WE, as well as WE has positive influence on hotel frontline employees’ CP and PCSP. The results showed that PP improves job performance whereas I-deals are not. In addition, WE mediates the relationships between PP and CP. This article provides theoretical and managerial implications, as well as limitations and future research directions.

查看原文本刊更多论文

一线酒店员工积极主动的个性、I-deals、工作敬业度及其对创造性表现和积极主动的客户服务表现的影响

摘要本文旨在考察工作资源（以特质交易（I-deals）的形式）和酒店一线员工的个人资源（以主动人格（PP）的形式，对工作敬业度（WE）、创造性绩效（CP）和主动客户服务绩效（PCSP）的影响。具体而言，本文考察了WE作为I-deals、PP和员工工作绩效（如CP和PCSP）之间的中介。该概念模型通过从俄罗斯圣彼得堡四星级和五星级酒店的一线员工那里收集的数据进行了测试。结果表明，I-deals和酒店一线员工PP对WE有正向影响，WE对酒店一线员工CP和PCSP也有正向影响。结果表明，PP可以提高工作绩效，而I-deals则不能。此外，WE介导了PP和CP之间的关系。本文提供了理论和管理启示，以及局限性和未来的研究方向。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Human Resources in Hospitality and Tourism Business, Management and Accounting-Organizational Behavior and Human Resource Management

CiteScore

3.90

自引率

0.00%

发文量

期刊介绍： The Journal of Human Resources in Hospitality & Tourism encompasses the vast and diversified research on issues impacting human resources in the hospitality and tourism industry. It strives to be the preeminent forum for the dissemination of key academic and industry research and encourages research from both industry experts as well as academic experts. The Journal also examines the latest issues and trends in education as it related to human resources theory and practice. In addition to reporting on the best practices in the hospitality industry, the refereed Journal of Human Resources in Hospitality & Tourism covers such relevant topics as: -Turnover-related issues in the hospitality industry- Workplace violence- Employee attitude surveys- Well-being- Departmental conflict issues- Career paths among managers- Drug and alcohol abuse- The labor shortage in the hospitality industry- Employee empowerment- Education and training- Employee incentive programs- Recruitment and retention- Workforce diversity- Employee engagement