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Purpose – This study aims to explore the relationship between job standardization and employee innovative behavior, as well as the mediating and moderating effects of employee psychological empowerment. Little research has been focused on the conflicting concepts of job standardization and employee innovative behavior. Design/methodology/approach – Respondents chosen from frontline services in tourist hotels in Taiwan were used to examine the mediating and moderating roles of psychological empowerment on the established relationships between job standardization and employee innovative behavior. The results were analyzed using hierarchical regression models. Findings – The results show that job standardization had a negative effect on employee innovative behavior. In addition, employee psychological empowerment mediated the effect of job standardization on innovative behavior. Subsequently, employee psychological empowerment played a buffering role and moderated the job standardization–innovative behavior relationship. Practical implications – Hotel management needs to use both training and work process review to help employees innovate while still understanding the meaning of their work, enhancing self-efficacy, self-determination and the impact of decision-making. Originality/value – This study gives both theoretical and empirical evidence to clarify the effect of psychological empowerment on the importance of job standardization and innovative behavior in organizations. This is the only study that has investigated this topic in the hospitality field and therefore makes significant strides in understanding the impact of psychological empowerment on hotel employees’ innovative behavior.

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This study explores whether various distance trips and age stereotypes affect tourists’ perceptions of tour leaders’ roles. This research also identifies the moderating effects regarding tour leader age stereotype, age in-group bias, and the respondents’ age on the perceived roles played by tour leaders. A total of 447 subjects participated in the study with a 2 (role-play scenarios: short-distance trip vs. long-distance trip) × 2 (appearances of the tour leader: middle-aged vs. young) between-subjects factorial design. The results showed that the respondents’ perceived roles of a middle-aged appearance tour leader were better than some young appearance counterparts’ components under short- and long-distance conditions. Furthermore, the tour leader age stereotype and age in-group bias could influence respondents’ perceptions of care and interactional and communicative dimensions. In addition, respondents’ age could affect the perceptions of some components of the tour leaders under short- and long-distance conditions.