Job demands–job resources (JD-R) model, work engagement, and well-being of cruise ship employees

Radić, Aleksandar; Fuentes, Juan Manuel Arjona; Ariza-Montes, Antonio; Han, Heesup; Law, Rob

doi:10.1016/j.ijhm.2020.102518

Cited by 135 publications

(148 citation statements)

References 65 publications

Supporting

Mentioning

116

Contrasting

Unclassified

Order By: Relevance

“…Living in fear is what makes one “being a slave” [ 52 ] and since cruise ship employees are low paid, mobile, and under “Maltese contract,” “Cyprus contract,” or “Swiss contract”, they fit well in what Mann [ 53 ] describes as wage slaves. Nevertheless, cruise ship employees come onboard with hopes that their work efforts will in return provide them and/or their family considerable financial benefits [ 49 ]. Furthermore, the COVID-19 cruise tourism crisis has shattered, both in ethical and aesthetic nature, cruise ship employees’ dreams and ideals of a brighter future.…”

Section: Psychological Effects Of the Covid-19 Pandemic On Cruisementioning

confidence: 99%

“…Human beings are social animals [ 71 ] in need of relatedness to friends and family. However, cruise ship employees understand that to the cruise line companies they are nothing more than a number on their identification card, thus, for the cruise ship employees’ perceived social support and relatedness to friends and family needs satisfaction is of paramount importance [ 49 ]. Furthermore, the quality of family interactions is of utmost importance for understanding the development process of depressive symptoms in adolescents [ 72 ].…”

Section: Psychological Effects Of the Covid-19 Pandemic On Cruisementioning

confidence: 99%

See 1 more Smart Citation

Fear and Trembling of Cruise Ship Employees: Psychological Effects of the COVID-19 Pandemic

Radić

Lück

Ariza-Montes

et al. 2020

IJERPH

Self Cite

View full text Add to dashboard Cite

The current COVID-19 pandemic has evolved to unprecedented proportions. This research aimed to gain a deeper understanding of the psychological effects of the COVID-19 pandemic on cruise ship employees stuck at sea. Using an inductive qualitative approach, a synchronous online focus group was conducted with nine cruise ship employees who were stuck at sea during COVID-19 pandemic. The findings revealed that COVID-19 pandemic has managed to erase the feeling of joy from cruise ship employees who were stuck at sea while exposing weakness of cruise line companies such as poor human resource management leadership. Moreover, COVID-19 pandemic demonstrated that it is of paramount importance that cruise line companies create a comprehensive strategy in assisting their employees who are experiencing an anxiety disorder and depression. The managerial implications are outlined.

show abstract

Section: Psychological Effects Of the Covid-19 Pandemic On Cruisementioning

confidence: 99%

Section: Psychological Effects Of the Covid-19 Pandemic On Cruisementioning

confidence: 99%

Fear and Trembling of Cruise Ship Employees: Psychological Effects of the COVID-19 Pandemic

Radić

Lück

Ariza-Montes

et al. 2020

IJERPH

Self Cite

View full text Add to dashboard Cite

show abstract

“…The term "burnout" has long been treated as a crucial concept in the employee behavior literature [6,9,15,28]. Particularly, burnout phenomenon among employees more frequently occurs in the hospitality/service industry where employee and customer contacts (service-encounters) are ordinary and frequent as compared to other sectors [7,8,17,29].…”

Section: Hotel Employee Burnout and Its Dimensionsmentioning

confidence: 99%

“…This tendency is a common and major cause of employees' work-related psychological stress and burnout phenomenon [5,6], which ultimately results in a high turnover rate [7]. Employee turnover is undoubtedly a focal concern for hotel companies [8,9]. The high turnover rate brings a considerable increase in costs as it induces expenses related to employee recruiting and training [6].…”

Section: Introductionmentioning

confidence: 99%

“…In the extant literature, diverse endeavors have been made to explore the factors that influence employees' turnover and their desire to search for a new/alternative job/workplace [7,9,[11][12][13]. Recent studies indicate that supervisor and co-worker supports, which lead workers to believe that their co-workers try very hard to provide comfort/assistance for handling/overcoming work-related challenges, are of importance in employee turnover decision formation and behaviors [2,6,14].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

A Theoretical Framework Development for Hotel Employee Turnover: Linking Trust in Supports, Emotional Exhaustion, Depersonalization, and Reduced Personal Accomplishment at Workplace

et al. 2020

Self Cite

View full text Add to dashboard Cite

The present research was an empirical endeavor to build a sturdy theorization linking trust in supervisor and co-worker supports, emotional exhaustion, depersonalization, reduced personal accomplishment, and hotel employee turnover at workplace. A quantitative approach and survey methodology were utilized. This research successfully explored the intricate associations between trust-in-support factors and burnout dimensions and uncovered the possible influence of such relationships on employee turnover in the hotel context. In addition, emotional exhaustion and reduced personal accomplishment among burnout constituents significantly affected turnover. These variables also strengthened the influence of trust in supervisor support on hotel employee turnover, acting as significant mediators. A salient role of emotional exhaustion in escalating employee turnover was unearthed. Overall, this research demonstrated the importance of trust in support and its role in reducing the burnout phenomenon among hotel employees and explaining their voluntary turnover decision formation in a satisfactory manner.

show abstract

Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help?

2020

View full text Add to dashboard Cite

The race to gain competitive advantage through the formulation of a sustainable business strategy is key for the survival in the global business sphere. Even more importantly is the quest to deploy an effective green strategy to combat the numerous negative impact industrialization has on the environment. Researches pointed out the role of leaders and stakeholder's engagement in bringing about reform. This research focuses on how to build a robust psychological capital within an organization through the leader's transformative ability in combating environmental issues. This is necessary because research related to green transformational leadership and the effect on green team resilience has not been considered in literature. Drawing from the combination of three theories; broaden‐and‐build theory, job demand–resource theory, and conservation of resource theory, this study contributes to the extant literature by testing the effect of green transformational leadership via the mediating role of green work engagement to green team resilience. Using Amos 20 version to analyze 351 questionnaires that were collected from employees in four and five star hotels in Turkey, the result reviews that green transformational leadership has a positive effect on green work engagement and green team resilience, and green work engagement fully mediates the relationship between the variables. The theoretical and practical implications are discussed.

show abstract

Job demands–job resources (JD-R) model, work engagement, and well-being of cruise ship employees

Cited by 135 publications

References 65 publications

Fear and Trembling of Cruise Ship Employees: Psychological Effects of the COVID-19 Pandemic

Fear and Trembling of Cruise Ship Employees: Psychological Effects of the COVID-19 Pandemic

A Theoretical Framework Development for Hotel Employee Turnover: Linking Trust in Supports, Emotional Exhaustion, Depersonalization, and Reduced Personal Accomplishment at Workplace

Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help?

Contact Info

Product

Resources

About