Enhancing Students\u27 Learning with Word-Games: A Case of Hospitality OB Class

Learning a new subject involves learning and memorizing a new set of vocabulary (Parry, 1995), a challenge for an increasingly international student population (e.g., Barron & Arcodia, 2002; McDowell, 1998; Zimmermann, 2009).https://digitalscholarship.unlv.edu/btp_expo/1017/thumbnail.jp

The Influence of Hospitality Leaders’ Relational Transparency on Followers’ Trust and Deviance Behaviors: Mediating Role of Behavioral Integrity

This paper investigates the effect of leader\u27s relational transparency on follower organizational deviance through followers’ perception of leader\u27s behavioral integrity and their trust in leader. Multi-level modeling results from a multisource survey-based field-study with 24 hospitality student project teams (N = 149) show that behavioral integrity mediates the relationship between leader\u27s relational transparency and follower\u27s trust in leader. Furthermore, multi-level path analysis suggests that leader\u27s relational transparency, a team-level construct, exerts a cross-level effect on follower\u27s organizational deviance through the mediating roles of behavioral integrity and follower\u27s trust in leader. The study has yielded theoretical and practical implications that are useful for hospitality leaders. © 201

A Social Information Processing Perspective of Coworker Influence on a Focal Employee

A critical omission in the coworker influence literature is how a coworker influences a closely related (focal) employee’s job performance behaviors and whether this influence is contingent on that coworker’s own behaviors. By integrating social information processing and social cognitive theories with social exchange and role theories, we hypothesize that there are, at least, three distinct types of coworker dyadic influence. Accordingly, we develop and test a moderated mediation model to explicate such influence. Two multi-source, field-design studies conducted in Hong Kong supported the modeled relationships in that employee role ambiguity partially mediated the relationships between coworker-employee exchange (CEX) and two types of employee job performance behaviors—task performance and organizational citizenship behavior (OCB). Furthermore, coworker OCB fostered employee job performance behavior both directly and interactively, acting as a moderator to weaken the relationships between employee role ambiguity and the two types of job performance behaviors

Promoting Innovation in Hospitality Companies through Human Resource Management Practices

In this study, we investigate how hospitality companies can promote incremental and radical innovation through human resource management practices (i.e., selection and training). Data from 196 independent hotels and restaurants operating in the People’s Republic of China show that hiring multi-skilled core customer-contact employees and training core customer-contact employees for multiple skills both have a significant and positive effect on incremental and radical innovation among hotel and restaurant companies. The two human resource management practices are also found to have a negative joint impact on incremental but not radical innovation. The implications for promoting innovation in hospitality companies are discussed

When Do Abusive Leaders Experience Guilt?

Purpose: Drawing from the appraisal theory, this paper aims to examine the conditions under which abusive leaders experience guilt and suggests that guilt motivates leaders to help followers. Design/methodology/approach: A scenario study with a sample of 285 hospitality supervisors was used to test the theoretical model. Path analyses were conducted to test the three-way-moderated mediation model. Findings: Results show a three-way interaction among enacted abuse, managerial abuse and agreeableness on the guilt: leaders are more likely to experience guilt over their enacted abusive supervision when they do not perceive their direct manager as abusive and when they are agreeable. Moreover, guilt mediates the relationship between enacted abuse and a leader’s intention to help their followers. Research limitations/implications: This study shows that abusive supervisors pay an emotional cost for their enacted abuse (in terms of guilt). Practical implications: Hospitality organization should assign non-abusive mentors to leaders, especially agreeable ones, to detect and reduce abusive supervision. Originality/value: First, this study addressed the lack of research on the effect of abusive supervision on the abusers by studying the conditions under which abusive leaders experience guilt. Second, this study shows that because of guilt, abusive leaders have a higher intention to help their followers. It explains why abusive leaders can be helpful

P2P Accommodation Motivators and Repurchase Intention: A Comparison of Indirect and Total Effects before and during the COVID-19 Pandemic

Despite increased research attention on guests’ motivators to use peer-to-peer (P2P) accommodation, such as Airbnb, it remains unclear which motivators have the strongest effect on repurchase intention; and how the COVID-19 pandemic changes the effects of motivators. By conducting two U.S.-based studies before and during the COVID-19 pandemic, this study tested and compared the indirect and total effects of 13 motivators on repurchase intention on the P2P accommodation platforms via satisfaction. Functional motivators increased repurchase intention via satisfaction before and during the pandemic. Neighborhood – a location-based functional motivator – consistently had the strongest total effects on repurchase intention. COVID-anxiety amplified the relationship between three functional motivators on satisfaction (amenities, neighborhood, convenience). This indicates that the pandemic does not uniformly affect all guests. This study illustrates how the COVID-19 pandemic has changed the needs of P2P accommodation guests, and provides important managerial implications for P2P hosts and investors

“Best Employers”: The Impacts of Employee Reviews and Employer Awards on Job Seekers’ Application Intentions

While hospitality researchers have examined the impacts of user-generated content on customers, research regarding the impacts of employee reviews on job seekers’ application intentions is scarce. Yet, labor shortages in the hospitality industry have been amplified in recent years. The tight job market requires organizations to use aggressive and proactive recruitment strategies. As online employee reviews can attract both active and passive job seekers, organizations are increasingly advertising their jobs on these sites. This study draws on the elaboration likelihood model (ELM) and tests the boundary condition of work experience on the effects of overall star-ratings and employer awards on job seekers’ application intention. Through an experimental survey, this study sought to fill the gap regarding the impacts of employee-generated star-ratings and employer awards on job seekers’ application intentions. Both star-ratings and employer awards are positively related to organizational prestige. Hospitality work experience moderates the relationship between star-ratings and organizational prestige. The relationship is stronger for novice job seekers than for experienced job seekers. Organizational prestige, in turn, increases job seekers’ application intentions. Our findings extend the recruitment literature and highlight the potential usage of ELM as an explorative framework in hospitality recruitment research. The study also provides suggestions for hospitality employers to attract job seekers

A Content Analysis of Hospitality Research\u27s Research Methods in the 2010s

Purpose. This study aims to describe the development of hospitality research in terms of research methods and data sources used in the 2010s. Design/methodology/approach. Content analyses of the research methods and data sources used in original hospitality research published in the 2010s in the Cornell Hospitality Quarterly (CQ), International Journal of Hospitality Management (IJHM), International Journal of Contemporary Hospitality Management (IJCHM), Journal of Hospitality and Tourism Research (JHTR) and International Hospitality Review (IHR) were conducted. It describes whether the time span, functional areas and geographic regions of data sources were related to the research methods and data sources. Findings. Results from 2,759 original hospitality empirical articles showed that marketing research used various research methods and data sources. Most finance articles used archival data, while most human resources articles used survey designs with organizational data. In addition, only a small amount of research used data from Oceania, Africa and Latin America. Research limitations/implications. This study sheds some light on the development of hospitality research in terms of research method and data source usage. However, it only focused on five English-based journals from 2010–2019. Therefore, future studies may seek to understand the impact of the COVID-19 pandemic on research methods and data source usage in hospitality research. Originality/value. This is the first study to examine five hospitality journals\u27 research methods and data sources used in the last decade. It sheds light on the development of hospitality research in the previous decade and identifies new hospitality research avenues

Breaking the Cycle: The Effects of Role Model Performance and Ideal Leadership Self-Concepts on Abusive Supervision Spillover

Building on identity theories and social learning theory, we test the notion that new leaders will model the abusive behaviors of their superiors only under certain conditions. Specifically, we hypothesize that new leaders will model abusive supervisory behaviors when (a) abusive superiors are perceived to be competent, based on the performance of their teams and (b) new leaders\u27 ideal leadership self-concepts are high on tyranny or low on sensitivity. Results of an experiment in which we manipulated abusive supervisory behaviors using a professional actor, and created a role change where 93 individuals moved from team member to team leader role, generally support our hypotheses. We found the strongest association between abuse exposure and new leader abuse under conditions where the abusive superior\u27s team performed well and the new team leaders\u27 self-concepts showed low concern for others