When my pay is lower than my expatriate colleagues: Where do the Hospitality Managers go from here?

Linking organizational justice to tourism and hospitality employees’ service orientation: the roles of Confucian values and relationship quality

“…principles of respect and compliance with authorities, tolerance and altruism and saving face rules, which are emphasized by Confucian values (Fung and Hon, 2022;Hon and Lu, 2016;Wang and Zhang, 2012). Confucian values have long been regarded as important explanations for organizational cultures and climates in China and they appear to be especially useful for understanding the social, political and economic transformations since the commencement of the open-door policy adopt in decades ago (Hon et al, 2014;Hon and Gamor, 2021). As maintaining interpersonal harmony and peace is the core of Confucian values, Confucian values has a strong social function to protect against social disorder and conflict (Hon et al, 2014).…”

“…Research findings suggest that organizational justice can significantly improve the quality of social exchange relationships between employees and organizations. Specifically, social exchange is essentially a relationship based on each party's trust that the other will fairly fulfill their long-term relationships and obligations (Holmes, 1981;Hon and Gamor, 2021). Therefore, organizational justice can significantly predict employees' trust in their organization, superiors and others in the organization (Deconinck, 2010).…”

The inclusion of minority groups in tourism workforce: Proposition of an impression management framework through the lens of corporate social responsibility

“…Tourism is a complex, human‐driven, and heterogeneous sector (Hon & Gamor, 2021). By these characteristics and more, employees are drawn from different sectors with different skills and cultural backgrounds.…”

“…However, the underlying characteristics of work seem to be unchanging since the early 1930s (Baum, 2015). For decades, employment in the tourism and hospitality industry continues to have low entry barriers, seasonality, operating in turbulence and dynamic working conditions (Hon & Lu, 2016; Senbeto & Hon, 2020b), poor remuneration (Amissah et al, 2016; Bibi et al, 2020), and, huge compensation gaps (Hon & Gamor, 2021) with work intensity increasing when workload and activities of other sectors and industries have ended or reduced (Gamor et al, 2018; Khorakian et al, 2018). This, coupled with the rapidly changing diversity and skill requirements, make tourism a challenging sector to work in (Yıldırım, 2020).…”

“…From the employee's perspective, decent work and fair compensation are important issues in the formation of impressions backstage. Though employees evaluate the working conditions, they are often oblivious about the fairness of their compensation or whether their benefits and outcomes are commensurate with what they deserve because of the incompleteness and ambiguous information at the lower level (Hon & Gamor, 2021; Hon & Lu, 2015; Hon et al, 2015; Leung et al, 2011). Therefore, tourism organizations need to create a fair and socially responsible corporate impression that will translate into desired behavior towards customers, especially among minority groups, employers should ensure that enabling environment is created to be less strenuous, and a more equal and favorable working environment to build trust and dignity.…”