How High-Performance HR Practices and LMX Affect Employee Engagement and Creativity in Hospitality

He, Jie; Morrison, Alastair M.; Zhang, Hao

doi:10.1177/1096348021996800

Cited by 40 publications

(24 citation statements)

References 69 publications

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“…The model examined five drivers of individual employee engagement at two levels: organizationallevel drivers (leadership empowerment behavior and collaboration) and individual-level drivers (rewards and recognition, and distributive justice and procedural justice). The HLM analysis results echo prior research on the significant effect of empowerment on employee engagement (He et al, 2021). The results further confirmed that all five drivers significantly affected employee engagement.…”

Section: Theoretical Implicationssupporting

confidence: 78%

Employee engagement, its antecedents and effects on business performance in hospitality industry: a multilevel analysis

Liu

Guo

et al. 2022

IJCHM

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Purpose Employee engagement serves as a critical strategy for tourism and hospitality organizations to support their employees and fight adversity. This study aims to investigate the antecedents and effects of employee engagement and examine innovative behavior as a linchpin mechanism for the relationship between organizational engagement culture and organizational performance. Design/methodology/approach This study analyzed the antecedents and effects of employee engagement through a hierarchical linear model that considers both organizational- and individual-level factors. The data was collected through a questionnaire survey from employees of 39 hotels in Guangzhou, China. Findings The results confirmed the significant positive effect of organizational empowerment, leadership and collaboration atmosphere on employment engagement. An individual’s perception of rewards and recognition, distributive justice and procedural justice significantly affected employee engagement. It was also confirmed that employee engagement ultimately improved performance outcomes at the individual and organizational levels. Additionally, the mediation effect of organizational innovation culture on the relationship between organizational employee engagement and organizational performance was confirmed. Practical implications Organizations can improve their performance by enhancing employee engagement, which in turn, can be encouraged by empowering leadership and organizational collaboration culture. Organizations can also improve their performance by providing rewards and recognition appreciated by employees and ensuring justice to them. Originality/value This research contributes to the literature on employee engagement in the hospitality industry by demonstrating how organizational performance can be improved through employee engagement using a multilevel model. The findings highlight that organizations with engaged employees are more likely to achieve an innovative culture, which in turn, leads to organizational success. This study also confirmed that empowerment, leadership and collaboration culture help improve organizational performance in the hospitality industry.

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Section: Theoretical Implicationssupporting

confidence: 78%

Employee engagement, its antecedents and effects on business performance in hospitality industry: a multilevel analysis

Liu

Guo

et al. 2022

IJCHM

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“…Leaders play an important part in influencing employee's workplace outcomes Shafique et al, 2020). Particularly, in service firms, employees constantly need high-quality LMX relationships to perform their services with engagement and to the fullest potential (Bani-Melhem et al, 2020;He et al, 2021). This is important because the high quality of relationships helps service employees innovate, stay competitive and motivate them to engage in citizenship behaviour (Cha and Borchgrevink, 2018).…”

Section: Relative Lmx and In-role Performance Ocb-individual And Empl...mentioning

confidence: 99%

“…Particularly, in service firms, employees constantly need high-quality LMX relationships to perform their services with engagement and to the fullest potential (Bani-Melhem et al. , 2020; He et al. , 2021).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison

Afshan

Serrano-Archimi

Akram

2022

LODJ

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PurposeThe paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.Design/methodology/approachBased on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.FindingsThe multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.Originality/valueLMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.

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“…Studies have attempted to establish different techniques for developing employee brand engagement, refining employee brand engagement, and understanding this complex phenomenon ( Yuniati et al, 2021 ). For example, He et al (2021) examined the factors that greatly contributed to employee engagement and the results presented that equity, values, workload, communities, control, and rewards impact employee engagement. The author also discussed that transfer of information, thoughts, and ideas influence the employee brand engagement within the organization.…”

Section: Review Of Literature and Hypotheses Developmentmentioning

confidence: 99%

Fostering Enterprise Performance Through Employee Brand Engagement and Knowledge Sharing Culture: Mediating Role of Innovative Capability

Zhang

2022

Front. Psychol.

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Enterprise performance is a critical component of any organizational success that is directly affected by its employees and the culture prevailing in the organizations. In order to gain strategic advantage from the employee brand equity it is important that organizations make efforts in retaining such employees that benefit the organizations. Therefore, this research examines the impact of employee brand equity and knowledge sharing culture on the enterprise performance with the mediating role of innovative capabilities. A self-administered survey was conducted among the 323 employees of information technology sector working in the software houses in China. Smart PLS has been used to analyze the data through partial least square structural equation modeling. Results of the study have demonstrated that knowledge sharing culture plays a significant role in the enterprise performance while employee brand equity could not find statistically significant impact on enterprise performance. In addition, the SEM analysis further showed that employee brand equity and knowledge sharing culture play a significant role in the innovative capabilities. Results also revealed that innovative capabilities mediate the effect of employee brand equity and knowledge sharing culture variables on the enterprise performance. This research enriches the literature by examining the role of knowledge sharing culture in enterprise performance and innovative capabilities. This research further offers certain implications for the human resource department in developing their human resources. This can be achieved by availing the maximum skills of the branded employees by creating learning opportunities for the other employees through training sessions where they help and share their experiences.

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How High-Performance HR Practices and LMX Affect Employee Engagement and Creativity in Hospitality

Cited by 40 publications

References 69 publications

Employee engagement, its antecedents and effects on business performance in hospitality industry: a multilevel analysis

Employee engagement, its antecedents and effects on business performance in hospitality industry: a multilevel analysis

My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison

Fostering Enterprise Performance Through Employee Brand Engagement and Knowledge Sharing Culture: Mediating Role of Innovative Capability

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