Supervisory orientation, employee goal orientation, and knowledge management among front line hotel employees

Abstract

This study investigates how managers can enhance the knowledge management (KM) among front line hotel employees at the individual level, by affecting the employee goal orientations through supervisory orientations. This study found significant influence of supervisory orientations on employee goal orientation. The positive effect of employee learning goal orientation on KM is also significant. However the effect of performance goal orientation on KM is insignificant. Results also support the indirect positive effect of the supervisory end result, and capability orientations on KM through the mediation of goal orientation. The main contribution of this study is the identification of indirect effect of supervisory orientation on KM through the mediation of employee goal orientation. This study links three separate concepts which are supervisory orientation, employee goal orientation and KM in a single model, for the very first time. Furthermore, the concept of supervisory orientations has not been discussed in the existing hospitality literature.

Multilevel Approach to Competitiveness in the Global Tourism Industry

“…Due to the hospitality industry being knowledge-intensive as a consequence of the intense use of technology and the essence of the product and service, based on the interaction between the employees and the customers (Chalkiti, 2012, Hallin & Marnburg, 2008; Marco-Lajara, Claver-Cortes, Úbeda-García, García-Lillo, & Zaragoza-Sáez, 2019; Salem, 2014) -nowadays, exist diversity research in the hospitality industry (Bouncken, 2002, Chalkiti, 2012Ferrary, 2015;Hallin & Marnburg, 2008;TT Kim & Lee, 2013;Marco-Lajara et al, 2019;Martínez-Martínez, Cegarra-Navarro, & García-Pérez, 2015;Nieves & Diaz-Meneses, 2018;Pusck, Kramer, Bandeira & Freire, 2019;Salem, 2014, Shaw & Williams, 2009, Sigala & Chalkiti, 2015Yang, 2015;Yang & Wan, 2004). In the hospitality industry, knowledge is related to the company's customers, products and services, operational work procedures, problem-solving and competitors' situation and behavior (Shamim, Cang, & Yu, 2017, Shaw & Williams, 2009Yang & Wan, 2004).…”

“…Knowledge management in the hotel sector is centered on a structured and planned approach, oriented to systemically manage the flow of knowledge as an organizational intellectual asset (Bouncken, 2002;Shamim et al, 2017), continually improving the knowledge of employees about customers unique needs (Shaw & Williams, 2009). Knowledge management plays a key role in the success of hotels and in gaining competitive advantages (Bouncken, 2002;Martínez-Martínez, et al (Hallin & Marnburg, 2008;Shaw & Williams, 2009), and in the development of quality standards for hotels (Hallin and Marnburg, 2008).…”

Examining the Feasibilities of Industry 4.0 for the Hospitality Sector with the Lens of Management Practice

“…So it is important for the project managers to motivate their group members for learning. They can do so by tolerating their mistakes, and by adopting a capability oriented supervisory style [9,24]. Therefore, it can be argued that a team based structure can facilitate the organization to match the requirements and pace of Industry 4.0.…”

“…The initial effort to design the specialized construct for learning and knowledge management is the development of knowledge oriented leadership [18]. Knowledge oriented leadership is basically a combination of the transactional and transformational styles of leadership [9]. However, the current construct of knowledge oriented leadership can be further extended to enhance the impact and compatibility for Industry 4.0 by adding a few more factors such as stimulating knowledge diffusion, innovative role modeling, mentoring, delegation, consulting, and supportive behavior [3].…”

“…In this way, high turnover affects intellectual capital and the innovative capability of the organization because of knowledge loss [49]. In this scenario, it is very logical to argue that hospitality firms need to have special arrangements for knowledge retention, which is possible through the promotion of knowledge management activities [9,46], which is among one of the key requirements of Industry 4.0, along with learning and innovation capability [3]. It is also important for the hospitality sector to enhance customer experience.…”