The impact of management commitment to service quality, intrinsic motivation and nepotism on front-line employees' affective work outcomes

Daşkın, Mustafa; Araslı, Hüseyin; Kasım, Azılah

doi:10.1504/ijmp.2015.073492

Cited by 8 publications

(17 citation statements)

References 72 publications

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“…Kotler et al (2006) found these management practices to be critical for retaining employees at Ritz-Carlton. The simultaneous emphasis on empowerment, training and reward indicates that management is highly committed to service quality (Karatepe, 2013b;Daskin et al, 2015). Second, despite being critical management practices, the effects of empowerment, training and reward on OTJE have been minimally tested empirically (Bergiel et al, 2009).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry

Afsar

Shahjehan²,

Shah³

2018

IJCHM

130

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Purpose The purpose of this study is to investigate the mediating effect of job embeddedness on the relationships between high-performance work practices, trust in supervisor and turnover intentions of frontline employees in the hospitality industry. Design/methodology/approach Data were collected from 343 frontline employees working in four- and five-star hotels of Thailand. Partial least squares was used for analysis because it is considered as the best method to analyze the data containing both reflective and formative indicators. Findings Results suggest that job embeddedness fully mediates the effects of high-performance work practices and trust in supervisor on turnover intentions and turnover intention positively affects the actual voluntary turnover. Practical implications The study confirms that high-performance work practices (empowerment, training and rewards) and trust in supervisor affect turnover intentions through on-the-job embeddedness. Hence, high-performance work practices embed hotel employees in their jobs, and they are unlikely to display turnover intentions. Furthermore, low level of trust in supervisor must be addressed to maintain a healthy environment where employees are able to develop their job embeddedness. Originality/value This study contributes to the body of research on the theoretical explanation of the consequences of trust in supervisor in hospitality industry, as well as to the growing body of research on turnover intentions in frontline employees.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry

Afsar

Shahjehan²,

Shah³

2018

IJCHM

130

View full text Add to dashboard Cite

show abstract

“…Studies show that perceived dishonesty and injustice of an organisation are associated with both high levels of nepotism and favouritism (Dickson et al, 2012;Sonnentag, 2012;Jones and Stout, 2015) and a poor organisational climate (Shin, 2012;Chernyak-Hai and Tziner, 2014). In addition, a study by Daskin et al (2015) revealed that nepotism as an organisation climate variable was associated with intrinsic motivation. External motivation is defined as the performance of an action due to the utility of its perception toward instrumental and functional value, whereas internal motivation is defined as the performance of an action for pleasure associated with satisfying different psychological needs (Li and Wen, 2019, p. 3).…”

Section: Nepotism Favouritism and Climatementioning

confidence: 99%

“…Though paternalism can turn into nepotism, a study by Erben and Güneşer (2008) uncovered that benevolent paternalistic leadership had a "moderate effect on affective commitment but a strong effect on continuance commitment" (p. 966). Yet, another study showed that while nepotism was negatively associated with satisfaction about one's job, it did not have significant influence on emotional obligation (Daskin et al, 2015). Thus, evidently, there is a demand for a systematic perspective, i.e., to evaluate how nepotism and favouritism are related to individual variables of organisational climate.…”

Section: Introductionmentioning

confidence: 99%

How Do Nepotism and Favouritism Affect Organisational Climate?

Vveinhardt

Bendaravičienė

2022

Front. Psychol.

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This study seeks to determine the effect of nepotism and favouritism on organisational climate. Using the method of random sampling, 269 persons working in Lithuanian organisations were surveyed. The received data was analysed via the application of the methods of correlation and linear regression. It was determined that organisational climate is influenced significantly by variables such as the manager’s behaviour, safety and relationships with employees, values and traditions, communication, sharing of information, behaviour of employees, and interrelationships and tolerance of one another. Meanwhile, nepotism and favouritism are influenced by the lower number of climate variables (fear related to the absence of concreteness and security, such as joining an organisation, union and tolerance of individuals who have shared interests). This work fills the void in the knowledge of connections that nepotism and favouritism have with organisational climate, drawing attention to the mutual interaction between these phenomena. The article presents a discussion and the research limitations, and provides guidelines for further research.

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“…, 2021; Arasli et al. , 2006; Arasli and Tumer, 2008; Daskin et al. , 2015), job stress (Arasli and Tumer, 2008; Bekesiene et al.…”

Section: Literature Reviewmentioning

confidence: 99%

Does fear-based silence mediate the nepotism–employee outcomes relationship?

Jain

Srivastava

Sullivan

2022

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PurposeAlthough common throughout the world, little is known about the mechanism by which nepotism is associated with employee outcomes. Drawing from social exchange theory, this study examines whether fear-based silence mediates the relationship between nepotism with employee workplace withdrawal and career satisfaction. In addition, whether gender moderates the relationship between nepotism and fear-based silence is also examined.Design/methodology/approachTwo time-lagged surveys of 330 employees in the Indian banking sector were completed.FindingsAs hypothesized, nepotism was positively related to fear-based silence and employee workplace withdrawal; it was negatively related to career satisfaction. Fear-based silence partially mediated the relationships of nepotism with workplace withdraw and career satisfaction. Gender moderated the relationship between nepotism and fear-based silence.Practical implicationsThis study shows the negative impact of nepotism on employee outcomes and suggests means for reducing its prevalence in organizations.Originality/valueThis is the first study to examine fear-based silence as a mediator of nepotism’s relationship with employee workplace withdrawal and career satisfaction. It also answers repeated calls for more research on fear-based silence and its antecedents.

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The impact of management commitment to service quality, intrinsic motivation and nepotism on front-line employees' affective work outcomes

Cited by 8 publications

References 72 publications

Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry

Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry

How Do Nepotism and Favouritism Affect Organisational Climate?

Does fear-based silence mediate the nepotism–employee outcomes relationship?

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