How does career future time perspective moderate in the relationship between infection anxiety with the COVID-19 and service behavior among hotel employees?

Abstract

The COVID-19 pandemic has had far-reaching impacts on the hospitality industry and its employees. The purpose of this study was to explore the effects of infection anxiety with COVID-19 (IAWC) on employee motivation and work behaviors. This study proposes and examines a model predicting that IAWC has indirect effects on service and helping behaviors via intrinsic motivation. Furthermore, we expect that career future time perspective mitigates the harmful effects of IAWC on service and helping behaviors. We tested our moderated mediation model using data collected from multiple time points and multiple resources (i.e., hotel employees and their corresponding supervisors). The results show that IAWC indirectly influences service and helping behaviors via intrinsic motivation. In addition, career future time perspective moderated the effects of IAWC, such that the indirect effects of IAWC were weakened when employees' career future time perspective was high. This study extends our understanding of the impacts of IAWC on hospitality employees and the buffering effects of career future time perspective. The theoretical and practical implications of this study are discussed.

Does fear of COVID-19 undermine career optimism? A time-lagged quantitative inquiry of non-managerial employees

“…In the context of the COVID-19 pandemic, recent scholarships in the hospitality and tourism industry have suggested training interventions to promote better career future time perspective (Park and Hai, 2021). Also, Park et al.…”

“…In the context of the COVID-19 pandemic, recent scholarships in the hospitality and tourism industry have suggested training interventions to promote better career future time perspective (Park and Hai, 2021). Also, Park et al (2020) has endorsed the effectiveness of career future time perspective intervention to foster the individuals' career optimism.…”

“…However, little has been researched on the influence of COVID-19 pandemic on employees' future career outlook, particularly of non-essential workers in restaurants. Park and Hai (2021) have also emphasized an investigation of the influence of COVID-19 pandemic on work-related behaviors of frontline employees in the hospitality sector. A recent qualitative inquiry has found staff reduction as one of the six big challenges restaurant owners are facing these days (Zeb et al, 2021).…”

Person-organization fit, person-job fit and organizational commitment among hotel employees: the roles of positive affect and calling

“…three working days) was used to separate the three different assessments of study variables and capture the temporal sequence between the predictor variable, mediator and outcome variable. This is because our theoretical model focused mainly on affective processes, and we assumed that with a longer time interval, confounding effects might interfere with relationships between the present study variables (MacKinnon et al , 2000; Park and Hai, 2021).…”

How capricious supervisors affect hospitality employees’ service performance? A diary study from the employees’ emotional perspective

“…We calculated employees’ emotional experience variability based on these data. There was a short time interval between the assessments of the predictor (i.e., supervisors’ emotional expression variability) and the mediator (i.e., employees’ emotional experience variability) because we used a 1-week period to assess the predictor and the mediator, respectively, and confounding effects may occur if the time interval lengthens (MacKinnon et al, 2000; Park & Hai, 2021). One week after the completion of Time 2 surveys, 160 participants assessed their emotion management through the Time 3 surveys.…”