An organization’s forgiveness climate is pivotal in reducing negative and promoting positive consequences of errors, mistakes, or offenses in the workplace. This study examines the influence of a perceived forgiveness climate on learning behavior, job satisfaction, organizational commitment, and intention to leave. Using quantitative cross-sectional data collected from 128 hotel and lodging managers, Study 1 revealed that a perceived forgiveness climate was significantly positively related to learning behavior and job satisfaction. Furthermore, the results demonstrated the mediating effect of learning behavior between a perceived forgiveness climate and job satisfaction and intention to leave. Study 2 confirmed this finding using 187 hospitality management students who work as frontline employees in various hospitality organizations. A perceived forgiveness climate was again found to significantly influence learning behavior and intention to leave, as well as organizational commitment. The results also confirmed the mediating effect of learning behavior. The findings suggest that organizations should promote a climate of forgiveness to influence employee attitudes and behaviors.
Purpose
The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism.
Design/methodology/approach
The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature.
Findings
The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research.
Practical implications
The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices.
Originality/value
This review provides a conceptual model for future research and practical implications.
Personal hygiene is a significant risk factor that contributes to foodborne illness. Appropriate handwashing behaviors can significantly reduce this risk; however, knowledge-based training alone may be insufficient to prompt preventive food safety practices. An improved, more effective food safety training approach that can directly influence employees’ behavior is strongly recommended. The main objective of this study was to investigate the effectiveness of behavior-based food safety training on improving food handlers’ handwashing practices and frequency. Four of the nine critical behaviors that help effectively prevent the spread of pathogens and control food safety hazards were identified as target behaviors, and handwashing frequencies and durations were also included as measures of handwashing performance. A four-phase within-group experimental study with a behavioral motivation intervention was conducted. Employees’ handwashing behaviors were videotaped and coded by researchers. Results indicated that knowledge-based training alone failed to improve employees’ handwashing performance, especially when employees had multiple work tasks simultaneously during the busy meal service time. In comparison, the behavior-based training approach was effective in improving employees’ handwashing performance and frequency. More specifically, proper rates of all the critical behaviors measured were significantly increased during the motivational phase.
Purpose
The purpose of this paper was to develop and test a model examining how hotel managers’ psychological diversity climate affects job satisfaction, the moderating effect of racioethnic minority status and the mediating role of organizational justice.
Design/methodology/approach
A sample of frontline managers from 164 individual hotel properties was used. Hierarchical linear regression analysis was used to examine the underlying mechanism through which psychological diversity climate impacts job satisfaction.
Findings
The results found support for the mediating effect of organizational justice between managers’ psychological diversity climate and job satisfaction. Racioethnic identity moderated the relationship between psychological diversity climate and organizational justice, thereby supporting the mediated-moderated model proposed in the current research.
Practical implications
The findings show the importance of improving employee perceptions of diversity climate and organizational justice, particularly through recruitment practices, incorporating diversity into the corporate values, adopting formal diversity management practices and educating managers about the importance of diversity through formal training methods.
Originality/value
Little research has examined the underlying mechanisms that explain why psychological diversity climate affects organizational attitudes. Even less research has examined whether the link between a perceived positive diversity climate and job satisfaction is stronger for racioethnic minorities. These results provide meaningful insights for researchers because the hospitality industry is one of the largest employers of racioethnic minorities and immigrant employees.
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