This study explored the relationship between job insecurity of employees and workaholism or work–family conflict in the hotel industry in Korea. To do this, four hypotheses were proposed. First, that job insecurity will have positive effects on workaholism. Second, that workaholism will have positive effects on work–family conflict. Third, that job insecurity will have positive effects on work–family conflict. Fourth, that through the mediation of workaholism, job insecurity will have positive effects on work–family conflict. Further, eligible respondents (n = 331; 217 male and 112 female) were recruited from four-star hotels or above located in Seoul, Incheon, and Gyeonggi Province and then evaluated for a self-administered questionnaire survey. Results showed that job insecurity had significant positive effects on workaholism, and workaholism had significant positive effects on work–family conflict and mediated the interaction between job insecurity and work–family conflict. Thus, it can be concluded that hotels should improve working conditions and propose solutions, such as the moderation of workload, for preventing their workers from workaholism. In particular, hotel business managers should minimize worker’s job-insecurity-induced compulsive drive to work by devising strategies for minimizing their worker’s workloads. They should also enable workers to perform their jobs autonomously.

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This study aimed to investigate the relationship between self-sacrifice leadership and social capital or job performance in the hotel industry. Four hypotheses have been proposed to accomplish this. First, self-sacrifice leadership positively affects social capital. Second, social capital has a positive impact on job performance. Third, self-sacrifice leadership has a positive effect on job performance. Fourth, self-sacrifice leadership positively affects job performance through the mediation of social capital. Further, eligible respondents (n = 371; 282 male and 89 female) were recruited from hotels with a three-star or above rating in metropolitan areas and then evaluated for the online survey method. Results showed that self-sacrifice leadership had significant positive effects on social capital and job performance. Moreover, social capital significantly improved job performance and mediated the interaction between self-sacrifice and job performance. Therefore, building social capital for employees is critical, which implies that hotels require education and training to promote self-sacrificing leadership. In particular, self-sacrificing leadership has a decisive influence on employees’ job performance; thus, a system that improves the working environment must be established.