No abstract

Purpose – This research examines the relationships among transformational/transactional leadership styles (TFLs/TSLs), organizational justice, trust, organizational commitment, and organizational citizenship behaviors (OCBs) in the context of international tourist hotels in Taipei. The purpose of this paper is to establish a comprehensive model of TFLs/TSLs in human resource management and to figure out which is the better leadership style in regards to the hospitality industry. Design/methodology/approach – A total of 700 questionnaires were distributed to the staff of eight international hotels, yielding 358 valid responses. Findings – TFLs/TSLs affect procedural and distributive justice significantly and positively. Managers using TFLs can induce trust of employees. TFLs positively affect organizational commitment through distributive justice and trust, while TSLs induce organizational commitment through distributive justice. Distributive justice has directly positive impact on trust. Distributive justice-organizational commitment is a positive link. Interestingly, TSLs influence organizational commitment negatively and significantly. As expected, trust can lead to organizational commitment and both trust and organizational commitment have positive impact on OCBs. Originality/value – The results could be used as the basis for improving human resources management in such a collectivistic culture as Chinese society.

No abstract

Purpose Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support. Design/methodology/approach Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan. Findings The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior. Research limitations/implications This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior. Originality/value Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.

The study explores the impact of promotion focus/prevention focus on the work engagement/job burnout of international tourist hotel employees, and in the meantime compare the influence of promotion focus and prevention focus. Moreover, the study explores as well whether supervisors' organizational embodiment and psychological ownership serves as moderators in the relationship between promotion focus/prevention focus and work engagement/job burnout of international tourist hotel employees. Based on an analysis of 716 employees of international tourist hotel, this study found promotion focus and prevention focus were positively related to work engagement and job burnout; promotion focus and prevention focus were negatively related to work engagement and job burnout. Moreover, prevention focus accounted for more variance in work engagement and job burnout than did that of promotion focus. Psychological ownership moderates the relationship between regulatory foci and work engagement. Psychological ownership also moderates the relationship between regulatory foci and job burnout.