The Interactive Impact of Organizational Support, Service Training and Empowerment on Employees' Affective Commitment and Service Recovery Performance: Hotel Front Office Department’s Perspective

Abstract

This study investigated the interrelationship of some management practices of service quality, as manifested by front office employees' appraisal of organizational support, service training and empowerment and service recovery performance through their affective commitment in the Egyptian hotel sector. This research reports the findings of questionnaire survey distributed to 219 employees from the front office department of five-star hotels in Cairo. Previously developed and validated measures for organizational support, service training, empowerment, affective commitment and service recovery performance were adopted to test the research hypotheses. Results indicate that organizational support, service training, empowerment and employees' affective commitment are directly related to service recovery performance, though no direct effect of service training over employees' affective commitment was found. Moreover, employees' affective commitment partially mediates the relationship between organizational support, empowerment and service recovery performance. Thus, organizational support and empowerment can strongly relate with achieving a higher level of service recovery performance in the front office department with mediation of its employees' affective commitment.

Perceived Organizational Support and Workplace Incivility: The Mediating Role of Psychological Empowerment in Egyptian Organizations

“…They contribute to the achievement of their organization's goals, comply with regulations, adapt to undesired circumstances without complaining, and avoid making problems with their colleagues. This finding aligns with prior studies which highlighted the contribution of PE in motivating positive behaviors and decreasing WI (Elziny and Mohamed, 2021;Maan et al, 2020;Ojo and Tamunoipiriala, 2019;Liu et al, 2018;Chiang and Hsieh, 2012;Naderi and Hoveida, 2013;Spreitzer, 2008;Malik et al, 2013;Aksel et al, 2013;Gorji, and Ranjbar, 2013).…”

The role of affective commitment: Do servant leadership and non-physical work environment promote employee performance?

“…The Likert scale evaluates respondents' answers based on five different evaluation criteria (1 is strongly disagree until 5 is strongly agree). Measurement of servant leadership (SL) variables employed assessment indicators proposed by Qiu and Dooley (2019), nonphysical work environment (NEW) variables utilized assessment indicators from Abdou et al (2022), and affective commitment (AC) variables were measured using indicators from Elziny and Emam (2021). Employee performance (EP) variables were gauged based on indicators outlined by Koopmans et al (2012).…”

“…The existence of an understanding between the values, vision, mission, goals, and norms adopted by an organization and the employee's personality allows affective commitment to grow (Shao et al, 2022). Indicators of affective commitment are identification, involvement, and attachment (Elziny & Emam, 2021).…”

The Nexus Between Human Resource Management Practices and Service Recovery Performance in Takaful Insurance Industry in Pakistan: The Mediating Role of Employee Commitment

“…Moreover, another study was performed in nearly 300 city and country clubs, which demonstrated that increased employee empowerment was directly related to the performance of the employees, especially the customer service employees ( Elziny, 2021 ). The research showed that the participation of employees greatly increased after the policy of employee empowerment was implemented in these city and country clubs, leading to higher employee commitment by employees and higher operational capacity.…”