Hospitality professionals' responses to ethical situations

Damitio, James W.

doi:10.1016/0010-8804(93)90010-g

Cited by 15 publications

(12 citation statements)

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“…However, the topic has received very little systematic scholarly attention [66]. The reduction of unethical or deviant behavior has long been a topic of interest for hospitality industry organizations [67].…”

Section: Discussionmentioning

confidence: 99%

Sustainable Ethical Leadership and Employee Outcomes in the Hotel Industry in Cameroon

Mary

Öztüren

2019

Sustainability

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Lack of sustainability in ethical behavior is one of the principal reasons for unsustainable outcomes. The present study observes how sustainability in ethical leadership affects employee outcomes like trust, effective commitments, and organizational deviance. Ethical behavior and decisions of leaders will continue to be a source of concern in organizations where deviant actions are carried out by employees. The perception of bad ethics becomes a threat to the success of the organization. This study examines the impact of ethical leadership (EL) on trust (TR), affective commitment (AC), and deviance behavior of employees in the hotel industry. Using convenience sampling and a cross-sectional research method, the study made use of 150 questionnaires to get the perceptions of the respondents about the constructs. Data were obtained from employees of hotels in Cameroon. Confirmatory factor analysis, path analysis, and correlation analysis were conducted to assess the primary outcomes and to test the causality between each set of variables. The results showed that ethical leadership encourages employees to build trust in their leaders. Employees become effectively committed to their jobs and, thus, find no reason to engage in deviance actions. Furthermore, the results also confirm that trust feelings towards the leader by the employees positively influence affective commitment, hence, prevent deviance actions. Therefore, effectively committed employees do not engage in organizational deviance behaviors (OD). In light of these results, practical implications and recommendations are provided for decision-makers and future researchers.

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Section: Discussionmentioning

confidence: 99%

Sustainable Ethical Leadership and Employee Outcomes in the Hotel Industry in Cameroon

Mary

Öztüren

2019

Sustainability

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“…However, the effects of employees' perception of unethical managerial behavior on their job satisfaction remain unexplored. Previous literatures had investigated ethics in different perspectives such as job-related ethics by Wong (1998) and Ponnu, (2011); how hospitality professionals responded to ethical situations (Damitio & Schmidgall, 1993); understanding of managerial ethical standards (Fox, 2000); and how ethics can communicate standards and influence behavior (Stevens & Brownell, 2000). The study conducted by Viswesvaran et al (1998) shows that the level of job satisfaction dropped when middle managers in India perceived that successful managers behaved unethically.…”

Section: Upchurch Writes "Management Is Often Confronted With a Varimentioning

confidence: 99%

Will hotel employees’ perception of unethical managerial behavior affect their job satisfaction?

Wong

2015

International Journal of Contemporary Hospitality Management

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Purpose – This study aims to investigate how Chinese hotel employees (Zhejiang province in mainland China) perceive unethical managerial behavior. It targets to identify any underlying dimensions that exist among the hotel employees. This study also aims to discover any relationship between overall job satisfaction and the derived dimensions. The effects of demographic variables on employees’ job satisfaction and its relationship with unethical managerial behavior are also investigated. Recommendations are presented to hoteliers and human resources practitioners on developing an ethical climate in the hotel industry. Design/methodology/approach – Quantitative mixed methods incorporated both in-depth interviews on identifying 20 unethical managerial behaviors among hotel employees, and statistical analyses of the dimensions of the said behaviors were applied to this research. As quantitative analysis was the principal data analysis method adopted to test the hypotheses on hotel employees’ perception of unethical managerial behavior and job satisfaction, a self-administrated questionnaire was developed. A total of 268 completed questionnaires were collected, and factor analysis, multiple regression, independent t-test and ANOVA were conducted to analyze the data. Findings – Three factors of unethical managerial behavior were developed: unethical treatment of employees; unfair and broken promises to employees; and inequity and unsympathetic treatment of employees. “Unethical treatment of employees” was found to be significantly related to overall job satisfaction among hotel employees in multiple regression analysis. Demographic differences were also found to exert effects on the three factors and overall job satisfaction. Practical implications – This paper successfully identified three underlying dimensions that exist among Chinese hotel employees’ perception of unethical managerial behavior. Three recommendations are presented to hoteliers as well as human resources practitioners for developing an ethical climate in the hotel industry. Originality/value – This study contributes to advance the understanding of the hotel employees’ perception of unethical managerial behavior. The relationship between job satisfaction and the derived three underlying dimensions is discovered.

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“…Teng et al (2018) provide a useful review on the existing literature on hospitality employees' ethical behaviour. In relation to the topic of overbooking and outbooking the most relevant and commonly referenced aspects that underpin hospitality employees' ethical principles, arrived at in this review, are consumer protection and that their ethical perceptions towards situations are highly situational (Damitio and Schmidgall, 1993;Beck, Lazer and Schmidgall, 2007;. Dimitriou and Schwepker Jr (2019, p. 674) argue that given that a "customer-orientated behaviour emphasizes a focus on the customer, it has no place for unethical activity towards customers".…”

Section: Considerations Of the Host-guest Relationship In Commercial mentioning

confidence: 99%

The perceptions of frontline employees towards hotel overbooking practices: exploring ethical challenges

Haynes

Egan

2020

J Revenue Pricing Manag

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This paper explores the ethical perceptions of frontline hotel employees towards hotel overbooking policies. Thus far, the majority of literature has focused on the ethics of overbooking from the guests' perspective. This research finds that frontline employees form an ethical ideology based on their perceived need to deliver hospitableness to the guest. Overbooking is viewed as a threat to the host-guest relationship. However, if frontline employees can offer relevant compensation to guests and give advanced warning of an outbooking scenario they perceive that an ethical balance between hospitableness and commercially-driven overbooking practices can be achieved.

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Hospitality professionals' responses to ethical situations

Cited by 15 publications

References 0 publications

Sustainable Ethical Leadership and Employee Outcomes in the Hotel Industry in Cameroon

Sustainable Ethical Leadership and Employee Outcomes in the Hotel Industry in Cameroon

Will hotel employees’ perception of unethical managerial behavior affect their job satisfaction?

The perceptions of frontline employees towards hotel overbooking practices: exploring ethical challenges

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