Work-family supportive benefits, programs, and policies and employee well-being: Implications for the hospitality industry

Kim, Mi-Sun; Ma, Emily; Wang, Liang

doi:10.1016/j.ijhm.2022.103356

Cited by 21 publications

(7 citation statements)

References 123 publications

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“…The industry offers different forms of employment, such as full-time, part-time and casual work, which can be seen as flexible options. These flexible work options may appeal to those who prefer more control over their work hours and the ability to accommodate their family obligations (Fuller and Hirsh, 2019; Kim et al , 2023), leading to positive outcomes such as job satisfaction, organisational commitment and employee discretionary behaviour (Anderson and Kelliher, 2009). The dominant casualised workforce may lead to a negative hospitality image; however, the industry could be viewed as offering excellent early and mid-career opportunities in operations (food and beverage, guest services, front office, housekeeping) and corporate jobs (sales and marketing, human resources [HR], finance, accounting, technology and business management).…”

Section: A Framework Of Industry Talent Brandingmentioning

confidence: 99%

Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

Manoharan

Scott-Young

McDonnell

2023

IJCHM

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Purpose The COVID-19 pandemic exacerbated the talent challenges faced by hospitality organisations. This paper aims to propose a new concept – industry talent branding – which, is argued, offers industry stakeholders the opportunity to reduce such issues through working more collaboratively and strategically to magnify the pool in which individual organisations compete for talent. Design/methodology/approach This paper proposes a conceptual framework of industry talent branding, based on brand equity theory, signalling theory and the employer branding literature. Findings Industry talent branding opens a potentially new stream of research on how talent attraction and retention issues may be addressed. The authors propose that there is merit in moving beyond the organisational-level phenomenon of employer branding to industry talent branding through articulating a broader collaborative and strategic agenda to increase and widen the talent pool available to organisations. Research limitations/implications The proposed framework offers the hospitality industry and its encompassing stakeholders a means to adopt a more proactive, collective and strategic approach to address long-standing talent challenges. Originality/value This paper combines brand equity and signalling theories to develop the concept of industry talent branding, defined as a strategically curated, yet realistic impression of the employee value proposition (i.e. the benefits and rewards received by employees in return for their work performance) available within the industry, that by design will sustainably attract new employees into the industry and retain existing talent.

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Section: A Framework Of Industry Talent Brandingmentioning

confidence: 99%

Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

Manoharan

Scott-Young

McDonnell

2023

IJCHM

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“…Meski demikian, diperlukan proses asesmen yang komprehensif untuk mendapat serangkaian aturan untuk menyeimbangkan dua hal ini. Proses yang kompleks tersebut turut berdampak pada organisasi yang seringkali melewatkan aturan mengenai keseimbangan kerja-keluarga dan sulit diimplementasikan (Hwang, 2019;Kim et al, 2023).…”

Section: Pendahuluanunclassified

Dinamika Psikologis Keseimbangan Kerja Keluarga bagi Wanita Karier saat Pandemi

Uufu,

Nurani

2023

JIKK

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Masa pandemi telah membawa banyak perubahan dari sisi kehidupan sosial, profesional, dan personal wanita karier yang menarik untuk diteliti dalam sudut pandang psikologi. Penelitian ini bertujuan untuk memahami pengalaman wanita karier terkait dengan keseimbangan kerja keluarga kurun waktu pandemi Covid-19 antara tahun 2021-2022. Metode kualitatif fenomenologi dan analisis tematik diterapkan pada penelitian ini. Pengambilan data menggunakan teknik wawancara mendalam serta kuesioner terbuka. Partisipan dalam penelitian ini berjumlah 51 pekerja wanita yang mengisi kuesioner terbuka dan ditindaklanjuti dengan wawancara semi terstruktur pada empat partisipan dengan kriteria yang sama. Partisipan berusia antara 18 dan 44 tahun, menikah, memiliki anak yang masih bersekolah, dan bekerja di perusahaan swasta atau publik. Temuan studi ini berfokus pada dinamika yang muncul pada wanita karier. Selama masa pandemi, wanita karier memiliki tiga faktor internal yang terkait dengan keseimbangan kerja-keluarga, yaitu motivasi, emosi, dan konflik internal. Guna meminimalisir hal tersebut, wanita karier membutuhkan faktor eksternal yang terdiri dari hubungan interpersonal yang baik dan dukungan kerja materi maupun non-materi. Implikasi penelitian ini berada pada level keluarga dan organisasi.Kata kunci: dinamika psikologis, keseimbangan kerja keluarga, kualitatif, pandemi, wanita karier

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“…However, not all HR methods have the same influence on employees, and each employee’s response varies (Schmidt et al , 2018). Several studies have focused on how HCWS can drive performance and well-being by supporting employees and providing work–life balance (WLB) (Kim et al , 2023). Professional HR practices and flexible schedules ensure satisfied employees who get time off work to spend time with their families (Fuller and Hirsh, 2019).…”

Section: Introductionmentioning

confidence: 99%

The impacts of a high commitment work system on well-being: the mediating role of organization support and employee work-life balance

Alzadjali,

Ahmad

2024

ICT

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Purpose This study aims to examine the effect of a high commitment work system (HCWS) on employee well-being and the mediating role of organizational support and work–life balance. Design/methodology/approach Using structural equation modeling (SEM) for analysis, a quantitative approach was adopted to collect data from the 235 employees from the public sector in the United Arab Emirates (UAE). Findings Results show that HCWSs have a significant influence on organizational support and employee work–life balance. Therefore, there is a significant positive effect on employee well-being. The consequence of HCWS on well-being is not mediated by organizational support. Organization and work–life balance do not support the idea of reducing the negative effects of high-commitment work systems on well-being. There is a significant influence of work–life balance on employee behaviors to have well-being. Originality/value Managers can devise a strategy to involve the employees to join participating in decision-making. The research advances knowledge of how HCWS improves employee well-being and emphasizes the significance of organizational support in the environment of public organizations. Organizations are expecting to develop new strategies that help employees engage with their environment and increase their confidence. In this perspective, the present study has identified a crucial key factor of HCWS affecting of organization support and employee work–life balance, which can help propelling employees well-being. The research expands the knowledge of the organizational and cultural elements that influence employee behavior and performance in this setting by evaluating the effects of HCWS on employee well-being in the UAE.

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Work-family supportive benefits, programs, and policies and employee well-being: Implications for the hospitality industry

Cited by 21 publications

References 123 publications

Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

Dinamika Psikologis Keseimbangan Kerja Keluarga bagi Wanita Karier saat Pandemi

The impacts of a high commitment work system on well-being: the mediating role of organization support and employee work-life balance

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