How CSR and well-being affect work-related outcomes: a hospitality industry perspective

Guzzo, Renata Fernandes; Abbott, JéAnna; Lee, Minwoo

doi:10.1108/ijchm-06-2021-0754

Cited by 20 publications

(20 citation statements)

References 98 publications

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“…Employees with a high level of psychological well-being are more likely to move toward achieving goals and being positive in the workplace in general because psychological wellbeing provides employees with unique characteristics, including personal growth, purpose in their job, autonomy, positive relations, self-acceptance and environmental mastery (Guzzo et al, 2022;Park et al, 2017). Furthermore, psychological well-being tends to lead employees to generate positive feelings and energy, making them actively engaged in their tasks (Jena et al, 2018).…”

Section: Role Of Csr In the Workplacementioning

confidence: 99%

“…In addition to the personal development, psychological well-being results in perceived trust toward and positive evaluation of, other colleagues as well as positive feelings for having specific job duties (Jena et al, 2018). Consequently, employees' high level of psychological well-being generates positive personal and organizational outcomes, such as enhanced job performance (Guzzo et al, 2022;Park et al, 2017). Thus: H5.…”

Section: Role Of Csr In the Workplacementioning

confidence: 99%

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From teamwork to psychological well-being and job performance: the role of CSR in the workplace

Kim

Kim²,

Koo³

2022

IJCHM

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Purpose Although the positive impact of corporate social responsibility (CSR) initiatives on personal and organizational outcomes has been studied in the fields of human resource management and the hospitality industry, scholars in these fields still consider CSR as a promising area with potential. Drawing upon the dual concern and the attribution theories, this study aims to identify three stages of formations from teamwork with colleagues and personal benefits to organizational benefits from social responsibilities of hospitality companies via an integrated research model. Design/methodology/approach With the data collected from 324 frontline employees in hospitality enterprises in South Korea, this study empirically investigated the interrelationship to predict frontline employees’ job performance. Findings The empirical results from structural equation modeling indicated that perceived management support for CSR and perceived colleague support for CSR had significant influence on empathetic concern for colleague and anticipated positive affect, separately. Also, empathetic concern significantly affected psychological well-being and job satisfaction, while an anticipated positive affect significantly influenced job satisfaction. Finally, psychological well-being and job satisfaction had a significant impact on job performance. Practical implications This study provides several managerial implications for maximizing the effectiveness of hospitality companies’ CSR practices, enhancing frontline employees’ psychological well-being, job satisfaction and job performance. Originality/value Based on the empirical findings, this study provided meaningful theoretical and managerial implications to maximize the effectiveness of CSR initiatives and maximize frontline employees’ job performance in the hospitality industry.

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Section: Role Of Csr In the Workplacementioning

confidence: 99%

Section: Role Of Csr In the Workplacementioning

confidence: 99%

From teamwork to psychological well-being and job performance: the role of CSR in the workplace

Kim

Kim²,

Koo³

2022

IJCHM

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“…Additionally, from the perspective of managing employees, those working in the hospitality sector might easily face issues tied to challenging working conditions such as, seasonal work, long hours, low pay and poor work/life balance (Wong and Ko, 2009). Ghaderi et al (2019) argue that the face value generated in the hospitality sector often overshadows its social, professional and environmental costs making CSR initiatives particularly relevant for establishing a fair balance (Ettinger et al , 2018; Suárez-Cebador et al , 2018; Ahn and Kwon, 2020; Choi and Choi, 2021; Guzzo et al , 2022; Sun et al , 2022).…”

Section: Employees' “Collocation” In Research That Links Corporate So...mentioning

confidence: 99%

Using relational leadership theory to magnify actors’ dynamic participation: the implementation of corporate social responsibility practices in the hospitality sector

Palermo

Sarwar

Franzoni

2022

JHTI

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PurposeThis study aims to propose the application of relational leadership theory (RLT) for magnifying the dynamics involving the individual who participates in the implementation of corporate social responsibility (CSR) practices in the hospitality sector. Dominant theories in this field fail to show what drivers affect such dynamics. The key preoccupation of those frameworks is the extent to which CSR can attract, motivate and retain employees.Design/methodology/approachThis study uses both qualitative and quantitative methods. Through a quantitative survey involving circa 1,300 hotels, and qualitative semi-structured interviews, this study seeks to unpick what actors identify as sustainable practice driving motives, which, in turn, influence the implementation of CSR initiatives. In this perspective, actors drift away from being mere receivers, or executors of sustainable practices, acquiring a more active role. The qualitative data of this study are collected through semi-structured interviews in hotels in Italy, the UK and Pakistan and run the quantitative survey across the same three countries.FindingsThe quantitative data showed a significant positive correlation between economic incentive and teamwork in CSR practices. This aligned with the qualitative data that showed two main drivers – responsibility and convenience – displaying characteristics of collectivity and collaboration, which tie to the principles of RLT.Research limitations/implicationsThis study posits the relevance of relatedness at multiple levels to spot how CSR initiatives can produce varying “hospitality work” outcomes.Originality/valueBy focusing on actors and identifying the driving motives of sustainable initiatives, this paper suggests that leaderful practice stands at the core of CSR implementation.

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“…This often leads to work–life conflicts and unhappiness (Cain et al , 2018; Jolly et al , 2022). These concerns are shared by hotels internationally because they are harmful to hotelier motivation and retention (Chen and Chen, 2021; Guzzo et al , 2022; Varga et al , 2021; Zhao et al , 2011). According to a widely circulated industry report (Very East, 2020), it has become normal for middle- and high-level hoteliers in the Chinese hospitality industry to leave an employer within three years.…”

Section: Introductionmentioning

confidence: 99%

Ex post i-deals, work-life balance, and work well-being in the hospitality industry: the moderating role of gender

Sun

Liang

et al. 2023

IJCHM

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Purpose This study aims to examine the effect of several types of ex post idiosyncratic deals (i-deals) on work–life balance and work well-being, focusing on the mediating effect of work–life balance on the relationship between ex post i-deals and work well-being as well as the moderating effect of gender on the relationship between ex post i-deals and work–life balance in the hospitality industry. Design/methodology/approach This study uses a questionnaire survey of 642 hotel managers from developed cities in China and analyze the data with structural equation modeling. This study also conducts on-site interviews among 20 hotel managers to support conclusions of the survey. Findings The results indicate that task i-deals as well as career and incentives i-deals significantly promote work–life balance, thereby indirectly improving work well-being. However, the impact of flexibility i-deals on work–life balance and work well-being is insignificant. The influence of career and incentives i-deals on work–life balance for males is slightly stronger than that for females. Practical implications This study has practical implications for hotel employers in terms of using various ex post i-deals to motivate and retain hotel managers by improving personal work–life balance and work well-being. Originality/value As one of early attempts to highlight the potential of i-deals to serve as solutions for work–life conflicts and unhappiness issues among hotel managers, this study provides novel insights into the mediating process between ex post i-deals and work well-being from the work–life balance perspective as well as distinct influences of various ex post i-deals on work–life balance for male and female managers.

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How CSR and well-being affect work-related outcomes: a hospitality industry perspective

Cited by 20 publications

References 98 publications

From teamwork to psychological well-being and job performance: the role of CSR in the workplace

From teamwork to psychological well-being and job performance: the role of CSR in the workplace

Using relational leadership theory to magnify actors’ dynamic participation: the implementation of corporate social responsibility practices in the hospitality sector

Ex post i-deals, work-life balance, and work well-being in the hospitality industry: the moderating role of gender

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