Relative effects of human capital, social capital and psychological capital on hotel employees’ job performance

Purpose The extant literature mainly focuses on the antecedents and outcomes of envy at the individual level. Workgroups have become ideal units for research on envy given the ubiquitous teamwork in organizations. This study aims to examine whether, how and when envy climate can influence group performance. Design/methodology/approach The authors analyzed data collected in three waves from a sample of 72 groups with 475 team members in full-service hotels in China. Findings Envy climate was negatively associated with group performance via intragroup relationship conflict. Furthermore, competitive climate moderated the effect of envy climate on intragroup relationship conflict and the indirect effect of envy climate on group performance through intragroup relationship conflict. Practical implications The present research offers organizations valuable insights into how to minimize the climate of envy and competition within a group and relieve the relationship conflict that may damage group performance. Originality/value Drawing on a social functional perspective of emotions, this study enriches the envy research by conceptualizing envy climate as a collective perception and clarifying its effect on group performance. The authors extend the understanding of envy climate by showing how a climate of envy embedded in a group influences group performance and also explain when group members may be more likely to act in a destructive way to respond to such a climate.

Section: Theoretical Implicationssupporting

confidence: 85%

Envy climate and group performance in full-service hotels: the roles of intragroup relationship conflict and competitive climate

et al. 2021

“…The intervention of the author of the suggestion and his/her personality can be paramount in the communication and analytical process that the suggestion must go through after its proposal and before a decision is made about its validity and feasibility. This has also been hinted by Huang et al (2020) in their discussion of the positive relationship between psychological traits and several performance dimensions in hotels. The tenet that personality traits are also required for increasing employee-driven change and innovation outputs in hospitality organisations beyond classical individual characteristics, such as creativity, knowledge and motivation is, hence, strengthened.…”

Section: Discussionmentioning

confidence: 75%

Frontline employee-driven change in hospitality firms: an analysis of receptionists’ personality on implemented suggestions

González-González

García-Almeida

Viseu

2021

Purpose Frontline employees’ suggestions are relevant for employee-driven organisational change because their knowledge is partially constructed from direct contact with customers and indirectly with competitors. The employee’s personality is a paramount individual characteristic that can exert a major potential influence on the proposal and implementation of those suggestions. This study aims to discuss the impact of the personality dimensions in the Big Five model (i.e. extraversion, neuroticism, conscientiousness, agreeableness and openness to experience) on suggestions generated by frontline employees and implemented in their firms. Design/methodology/approach A questionnaire was prepared based on a review of the academic literature. The 5 presented hypotheses were tested with data from 167 frontline employees from hotels in Tenerife (Spain). Findings Results show the relevance of frontline employees’ three characteristics of personality regarding the employee-driven organisational change. Thus, their extraversion, neuroticism and lack of direction tend to be relevant drivers of the suggestion and implementation of change. Practical implications Frontline employees act as change agents in hospitality firms. Managers should develop recruitment processes that allow to select individuals prone to proposing innovative suggestions and creating a friendlier system for submitting and defending them. Originality/value Employee-driven organisational change becomes crucial for the survival and growth of hospitality firms. Relatively few studies have been conducted on the role of frontline employees as change facilitators in the sector. This study contributes to shedding light on this research gap from a personality approach and the study also provides practical implications to increase valid suggestions in the hospitality sector.

“…Organizations with a good reputation may consider providing good positions for high-performing employees, so the loss of such reputable employees could have a greater impact (Fu et al, 2017). Organizations with a strong reputation, such as hotels, typically incur higher human capital replacement costs, so establishing an adequate level of social inclusion may take longer (Huang et al, 2020).…”

Section: Mediating Role Of Trust Deficit and Social Capitalmentioning

confidence: 99%

The after-shock effects of high-performers turnover in hotel industry: a multi-level study

Khan

Bodla

2021

Purpose High-performing employees are a hotel’s most important asset: they care for what they do, go beyond and beyond the scope of duty and continually strive to do better. The purpose of this multi-level study is to look into the influence of high-talent turnover on organizational reputation via social capital and trust deficits. Furthermore, the current research explores the influence of human capital investment (HCI) on the mediating effects of trust deficit and social capital in the association between high talent turnover rate and organizational reputation using human resource theory and social capital theory. Design/methodology/approach The authors examined the hypotheses using multi-source and multi-times data of 805 respondents (including senior human resources officers and employees) from 85 hotels. Findings The present study revealed interesting findings that the HCI failed to buffer the interfering role of trust deficit in the negative association between high-performing personnel turnover rate and organizational reputation. Practical implications High-performing personnel turnover and underlying mechanisms play a significant role in eroding a hotel’s reputation in the hotel industry. Hotel management should focus on reducing high-performing talent turnover and underlying mechanisms to maintain and improve the hotel’s reputation. Originality/value This study provides better understating into the process by exploring that high-performer turnover can damage an organization’s reputation, which has been overlooked by academics who researched the hotel industry.