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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.

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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.