Using two unique, independent samples of U.S. hotels, this study examines the utilization of information technology (IT) in all hotel sectors, from deluxe to budget, to reveal strategic differences and similarities. Overall, the findings suggest that the U.S. lodging industry has focused on employing technologies that improve employee productivity and enhance revenue but has not given strategic priority to technologies designed to improve guest services. The hotel sector, lodging type, size/complexity of the property, and independent versus chain affiliation influenced the number and type of technologies adopted. Luxury and upscale hotels adopted more IT than economy and budget hotels. Similarly, IT development was greatest for certain lodging types such as convention hotels, conference centers, and casinos, and lowest for other types, such as motels and bed-and-breakfasts. Chain-affiliated properties typically adopted more technologies than independent hotels.

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Purpose-This study aims to examine the role that psychological empowerment (PE) and employee satisfaction (ES) play in the relationship between leader empowering behaviors (LEB) and customer satisfaction (CS) and employees' organizational commitment (OC). Design/methodology/approach-Data were collected from 365 frontline employees and 2,915 customers at 40 units of a chain restaurant in the USA. Findings-Structural equation modeling (SEM) results indicated that LEB influences PE, and PE in turn influences employee satisfaction, which consequently results in higher employees' OC levels and higher customer satisfaction. Originality/value-Although recent hospitality research recognizes the importance of employee empowerment and leadership, few studies have focused on leader empowering behaviors and its influence on organizational outcomes. Moreover, potential mediating processes have not received research attention. Addressing this, the current study tests a conceptual model that shows how leader empowering behaviors ultimately lead to customer satisfaction through employee psychological empowerment and job satisfaction. Although, some of these relationships have been studied separately in different contexts, the current work shows the complete process of how leadership is linked to organizational outcomes, which has not been previously studied.

PurposeThe purpose of this paper is to draw attention to value‐creating processes and their impacts on human capital valuation in high‐contact service industries.Design/methodology/approachThe main argument in this paper is developed from existing theoretical and empirical research in the fields of intellectual capital, organizational behavior, marketing, and economics. This paper is conceptual and the approach adopted is analytical. Extant research and concepts have been used to develop a human capital valuation model in high‐contact service industries and to discuss both research and managerial implications.FindingsProvides conceptual description of a value matrix that can be employed to identify more accurately value drivers of human capital in various industries.Research limitations/implicationsThe article provides a novel conceptualization of value drivers in industry. A limitation of the paper is that it is conceptual.Practical implicationsThis paper provides a useful tool to identify human capital value drivers in various industries. The value matrix can help group industries based on these value characteristics making comparisons across and within industries more readily available.Originality/valueThe article proposes a novel way to analyze value addition and transfer in industries. It moves extant research further by outlining a mechanism to identify relevant drivers of human capital with increased precision.

Two key elements of service satisfaction for customers are the perception that they have at least some control or choice and that the service provider is being fair. That notion was tested in a video-based experiment in which 50 subjects watched either a restaurant-based or hotel-based scenario that depicted an employee's response to the subject's request for a change in the original order or reservation. In half the scenarios the guest's wish was granted and in half; it was not. Whether the request was granted or not, in half the scenarios the employee behaved in a fair fashion (by being considerate, knowledgeable, impartial, and consistent) and in half the employee did not behave fairly. Respondents in the hotel scenarios confirmed the experimental hypothesis by indicating that they would be more satisfied in the scenarios where they had control (that is, ability to make a choice) and even if they did not have a choice, when the employee was fair. In the restaurant scenarios, having some control led to satisfaction, but employee fairness did not counteract a lack of control.Service providers should allow customers to retain some sense of control over the service encounter. Failing that, employees should act in ways that guests will perceive as fair.