High-performance work practices and hotel employee performance: The mediation of work engagement

Karatepe, Osman M.

doi:10.1016/j.ijhm.2012.05.003

Cited by 447 publications

(545 citation statements)

References 51 publications

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“…9, No. 7;2013 research organizations in the human resource area, let alone individual researchers. Perrin,(2003) used the definition 'employees' as the willingness and ability to help their hotels succeed, largely by providing discretionary effort on a sustainable basis."…”

Section: Definitions Of Employee Engagementmentioning

confidence: 99%

“…Employee development refers to the employee's feeling towards the efforts made by their manager and organization to develop the employee's skills (Garofano & Salas, 2005;Kallin, 1960;Karatepe, 2013). Through employee development programs, the food and beverage department may help its employee obtain the skills and knowledge they need to perform their job.…”

Section: Employee Developmentmentioning

confidence: 99%

“…9, No. 7;2013 work: safety, meaningfulness, and availability. In other words, employees become more engaged and more in their state of psychological availability in workplaces offering them more psychological safety and psychological meaningfulness, on top of that, (Glied, 2000) revealed that elements of safety, meaningfulness, and availability were significantly related to employee engagement.…”

Section: Extended Employee Carementioning

confidence: 99%

“…Employee engagement has emerged as a potentially important employee performance and organizational management subject (Endres & Mancheno-Smoak, 2008;Karatepe, 2009;Karatepe et al, 2012;Robinson et al, 2004). A growing body of evidence supports the relationship between the engagement of an employee at work and hotel organizational outcomes (Simpson, 2009), inclusive of those which are performance based.…”

Section: Introductionmentioning

confidence: 99%

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The Antecedents Affecting Employee Engagement and Organizational Performance

Abukhalifeh¹,

Som²

2013

ASS

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Employee engagement becomes an important issue as employee turnover rises due to the demand and shortage of skilful employees. Though organizational performances of many organizations have deteriorated due to high turnover rates and related issues such as high absenteeism, low loyalty and productivity, there is still a lack of academic research that addresses the antecedents required for high employee engagement in the food and beverage departments in the service industry. This paper focuses on the antecedents that influence employee engagement in food and beverage service departments, and literature reviewed indicates that there is a significant relationship between employee communication, employee development, rewards and recognition, and extended employee care. Among the antecedents, employee development forms the most significant contributor.

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Section: Definitions Of Employee Engagementmentioning

confidence: 99%

Section: Employee Developmentmentioning

confidence: 99%

Section: Extended Employee Carementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Antecedents Affecting Employee Engagement and Organizational Performance

Abukhalifeh¹,

Som²

2013

ASS

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“…Boz (2009), found out that one of the dimensions that affected the motivations of hotel employees the most was training. Karatepe (2013) also argued that employees appraisal of training, empowerment and rewards enhance work engagement. These studies all stressed that the satisfaction of the drive to comprehend is significant in providing motivation in hotel establishments.…”

Section: Discussionmentioning

confidence: 99%

Designing an effective organizational employee motivation system based on ABCD model for hotel establishments

Çakır

Kozak

2017

Tour. hosp. manag.

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Purpose -The objective of the study is to create an organizational motivation system that could provide solutions for low employee motivation problem, which became an organizational pathology for hotel establishments. Methodology -Within a quantitative approach, data were gathered by surveying hotel employees working in Istanbul and Antalya. 356 from Istanbul and 449 from Antalya, a total of 805 valid questionnaires were collected via face-to-face surveys. Factor analyses and importancesatisfaction analysis were utilized to interpret data. Findings -CFA results demonstrated that ABCD model performed well in explaining employee motivation phenomenon in hotel establishments. With the help of the importance-satisfaction analysis findings, we were able to determine which motivation tools were utilized best by the managers in practice, in which tools were used in excess, which tools were less important in providing motivation, and which motivation tools the managers should focus at. Originality of the research -In the study, ABCD model which is a new drive-based motivation model that includes current information obtained from different disciplines, was tested for the first time in tourism context. ABCD model performed well in explaining employee motivation phenomenon in hotel establishments. Based on the findings of EFA, CFA and importancesatisfaction analysis, recommendations for an effective organizational employee motivation system based on ABCD model for hotel establishments were discussed.

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Towards sustainable development in the hospitality sector: Does green human resource management stimulate green creativity? A moderated mediation model

et al. 2022

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Green human resource management (GHRM) is an important organisational approach to promote the sustainable development of organisations. Although the literature regarding the effect of GHRM is growing, little is known about the mechanisms and boundary conditions that may facilitate the link between GHRM and green outcomes. Through a combined underpinning of ability–motivation–opportunity, job demands–resources and social exchange theories, this study examines the relationship between GHRM and green creativity through green work engagement, with spiritual leadership moderating the GHRM–green work engagement relationship. Also, we explore the links between GHRM, spiritual leadership, green work engagement and green creativity using a moderated mediation model. Using survey data of 271 front‐line hotel employees in UAE, we use a partial least squares structural equation modelling to conduct our statistical analysis. The results show that GHRM positively influences green work engagement and green creativity, while green work engagement positively influences green creativity and mediates the GHRM–green creativity nexus. In addition, spiritual leadership amplifies the nexus between GHRM and green work engagement and the mediating effect of green work engagement in the nexus between GHRM and green creativity in the context of the hospitality sector in the UAE. Our study offers industry‐specific practical implications and suggests agendas for further research.

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High-performance work practices and hotel employee performance: The mediation of work engagement

Cited by 447 publications

References 51 publications

The Antecedents Affecting Employee Engagement and Organizational Performance

The Antecedents Affecting Employee Engagement and Organizational Performance

Designing an effective organizational employee motivation system based on ABCD model for hotel establishments

Towards sustainable development in the hospitality sector: Does green human resource management stimulate green creativity? A moderated mediation model

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