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Purpose On the basis of conservation of resources theory, the purpose of this paper is to propose a framework linking an organizational factor, organizational error tolerance, with employees’ psychological well-being through gains of psychological resources: perceived organizational support (POS) and organization-based self-esteem (OBSE). Design/methodology/approach Across three-wave data collected from 220 hotel frontline employees, this study tests the proposed model using structural equation modeling through AMOS. Findings Employees’ perceived organizational error tolerance positively influenced their psychological well-being through significant sequential mediation effects of POS and OBSE. Practical implications This study contributes to the existing literature of psychological resources, positive psychology and error management by providing insights into how organizational practice in error situations can be positively related to employees’ psychological well-being. Originality/value This paper identifies error-related organizational practices as precursor of individual psychological well-being and explores the non-work-related outcome variable of error management for the first time. The examination of the linkage between organizational error tolerance and employees’ psychological well-being via the underlying mechanism of psychological resources provides the insight into how resources dynamics play important roles in influencing employees’ psychological well-being.

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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

Purpose The purpose of this paper is to amend and extend the emerging research that has utilized an employee-focused approach to examining the service recovery process. In doing so, the authors examine the influences of supervisor and coworker support for error management on two measures of employee service performance: service recovery performance and helping behaviors during service failure and recoveries. Specifically, this study examines the linear and non-linear interaction effects of supervisor and coworker support for error management on the outcome variables. Design/methodology/approach To examine the proposed relationships, the authors conducted a field study that utilized survey data from a sample of 243 restaurant employees and their immediate supervisors. Employee ratings of supervisor and coworker support for error management were matched with the data gathered for the two dependent variables (i.e. supervisory ratings of service recovery performance and helping behaviors). Structural equation modeling was used to examine the linear interaction effects on the outcome variables. To examine the non-linear interaction effects on the outcome variables the authors utilized polynomial regression and response surface modeling. Findings The results showed that the interaction effects of supervisor and coworker support for error management was significantly positively related to both service recovery performance and helping behaviors. In addition, an alternative analysis of the shape of the interaction effects using polynomial regression and response surface modeling showed that the moderating effects may be better conceptualized as non-linear. Originality/value These findings offer new insights about the roles and impact of various forms of support in the service recovery process. First, the current study focuses specifically on supervisor and coworker support for error management and the impact on employees’ service recovery performance and helping behaviors. Second, this research investigates the interaction effects of these two forms of support on service recovery performance and helping behaviors. Third, along with linear interaction effects, the current work examines non-linear interaction effects. These relationships examined in this study have not been tested before. Thus, the findings of this research make a unique contribution to research in service management. The findings of this study provide more prescriptive insights about the means to prevent and respond effectively to service errors.