Despite considerable efforts devoted to exploring family supportive supervisor behavior (FSSB) and family supportive coworker behavior (FSCB), the extant literature has under-researched the potential impacts of these two constructs in the hotel context. This study grounds job embeddedness in conservation of resources theory to explore how FSSB and FSCB influence leave intention and job search behavior via job embeddedness, with family demand serving as a boundary condition. Our multiphase research involving 220 frontline employees reveals that FSSB and FSCB promote job embeddedness, which in turn decreases employees’ withdrawal outcomes. Furthermore, family demand amplifies the direct influences of FSSB and FSCB on job embeddedness, as well as the indirect influences of FSSB and FSCB on withdrawal outcomes via job embeddedness.

In this research, we examine the connection between harmful leader behavior (HLB) and turnover of hospitality employees, including their leave intention and job search behavior (JSB). We propose that job embeddedness acts as a mediator in explaining how HLB affects employee turnover. Additionally, we explore the role of supervisor’s organizational embodiment (SOE) as a moderator, determining when these impacts are most pronounced. To validate our hypotheses, we analyze three-phase data encompassing 242 frontline employees from 27 hotels across China. Results show that harmful leader behavior (HLB) can positively influence frontline employees’ leave intention and job search behavior (JSB) through reducing their job embeddedness. Furthermore, supervisor’s organizational embodiment (SOE) can foster the adverse impact of harmful leader behavior (HLB) on employees’ job embeddedness. Finally, we also consider the implications from theoretical and practical aspects.

Drawing on regulatory focus theory, this study examines whether, how and when organizational dehumanization affects frontline service employees' creativity. Aiming to test our hypotheses, we conducted a three-wave survey of 228 leader-employee dyads in a hotel group in China. Data analyses revealed that organizational dehumanization has disruptive effects on frontline service employees' creativity. In addition, we found that promotion focus mediates the link connecting organizational dehumanization to frontline service employees' creativity. Furthermore, frontline service employees' core self-evaluation and job social support are two important moderators that attenuate the direct influence of organizational dehumanization on frontline service employees' promotion focus, and its indirect effect on frontline service employees' creativity via promotion focus. We discuss the theoretical and practical implications of these findings.

Drawing on social identity theory, we investigated the mechanism underlying the effect of sexual harassment on hospitality employees’ leave intention and job search behavior. The results of a time-lagged survey conducted in six hotels in China revealed that sexual harassment positively undermined hospitality employees’ organizational identification, which further induced their intention to leave the organization and job search behavior. In addition, perceived organizational support moderated the direct link between sexual harassment and organizational identification as well as the indirect link from sexual harassment to leave intention and job search behavior via organizational identification. The theoretical and managerial implications of this study are discussed.

Does endorsement of employees’ constructive voice always result in more voice behavior in the future? Although it is often assumed that endorsement is a critical predictor of future voice behavior, we argue that this effect is contingent on whether managers claim credit for their employees’ voice. Drawing from the group engagement model, we first predict that endorsement will be positively associated with voicing employees’ perceived respect within the group, while managers’ credit-claiming behaviors will be negatively associated with such respect. We then further predict that credit-claiming behaviors serve as a boundary condition to the positive association between endorsement and respect, such that when levels of credit claiming by managers are higher, the positive association between endorsement and respect will be weakened. Higher levels of respect, in turn, are associated with higher levels of work group identification and then higher levels of future voice behavior. Results from a multi-wave survey field study in China and a scenario experiment in the United States offer support for our model. Our findings suggest an important but neglected form of managerial response to voice – credit claiming – and highlight its detrimental effect on motivating future voice behavior despite voice endorsement.

This study explored strategies that can effectively support frontline hospitality employees in making work-family balance (WFB) a reality. Building on the conservation of resources theory, we empirically demonstrated the significance that family supportive supervisor behaviors (FSSB) exhibits in enhancing WFB among frontline hospitality employees. Consequently, this improvement in WFB positively impacts both family performance and service performance. Moreover, our findings provided confirmation that family centrality enhances both the direct influence that FSSB exhibits on WFB and its indirect influence on employee outcomes related to family and service.

PurposeThe purpose of this paper is to propose a research model in which coworker service sabotage influences hospitality employees' service creativity via work engagement. It also aims to test the moderating effect of sensitivity to the interpersonal mistreatment of others (SIMO). Design/methodology/approachA time-lagged questionnaire study was performed in hotels in China. The hypotheses were tested via hierarchical multiple regression. FindingsCoworker service sabotage is indirectly associated with hospitality employees' service creativity via work engagement. The trait of SIMO buffers the harmful effect of coworker service sabotage. Research limitations/implicationsAlthough our research design helps mitigate common method bias, it could still exist. Other coworker behaviors that might influence employees were not included in this research. The findings may also be biased due to the restricted sample from China. Practical implicationsHospitality organizations should take measures to curb service sabotage. Organizations could also provide supportive resources to suppress the negative impacts of coworker service sabotage. Moreover, organizations should motivate those low in SIMO to care more about customers. Originality/valueThe research takes the lead in investigating the outcomes of service sabotage from a third-party perspective. Work engagement is identified as the mechanism for transmitting the impact of coworker service sabotage to employees. Moreover, a new moderator that attenuates the negative effects of coworker service sabotage is found.

Applying affective events theory, this study empirically tested the framework of negative workplace gossip and frontline employees’ service sabotage. Based on a time-lagged design, this research found that negative workplace gossip exerted a positive effect on frontline hospitality employees’ service sabotage by inducing their anger. In addition, narcissism intensified the link between negative workplace gossip and anger, and self-control buffered the relationship between anger and service sabotage. A moderated mediation model was developed and described. This research thus provided significant implications to the academia and practitioners.

PurposeDrawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees' organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity. Design/methodology/approachThe focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling. FindingsThe results revealed that perceived organizational exploitation induced frontline hospitality employees' organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees' justice sensitivity amplified perceived organizational exploitation's harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance. Practical implicationsOrganizations should take actions to reduce the occurrence of exploitation to prevent employees' workplace deviance behaviors. Moreover, organizations can foster employees' justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation. Originality/valueBy investigating frontline employees' workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.

Based on social identity theory, this research investigates the mechanism between perceived organizational exploitation and employees’ organizational citizenship behavior. Using data collected from 340 supervisor–subordinate dyads in 6 hotels in China, our findings indicate that perceived organizational exploitation negatively influences employees’ OCB. Moreover, organizational identification is found to fully mediate the associations between perceived organizational exploitation and employees’ OCB. Furthermore, power distance weakens the direct effect of perceived organizational exploitation on organizational identification, as well as its indirect effects on employees’ OCB. The theoretical and managerial implications of these findings are discussed.

Purpose Drawing on conservation of resources (COR) theory, this study aims to explore how perceived organizational exploitation affects hospitality employees’ extra-role customer service behaviors by investigating the mediating role of depressed mood at work and the moderating role of reappraisal. Design/methodology/approach This study tested all of the hypotheses using multilevel path analyses with a sample of 340 supervisor–subordinate dyads. Findings The results show that perceived organizational exploitation is indirectly associated with hospitality employees’ extra-role customer service through depressed mood at work and that employees’ reappraisal may help mitigate the negative effect of organizational exploitation. Practical implications First, policies and rules should be established in advance to prevent organizational exploitation. Second, we suggest that hospitality organizations should pay special attention to employees who have low levels of reappraisal, and reappraisal training could be provided to enhance their emotion regulation skills. Third, hospitality organizations could nurture a healthy and supportive emotional climate to create positive emotions in the workplace, in case that depressed mood at work contributes to employees’ extra-role behaviors. Originality/value First, the authors go beyond previous studies to focus on a new behavioral outcome of perceived organizational exploitation, i.e. extra-role customer service. Second, it applies a new perspective of COR theory to determine the underlying mechanism of perceived organizational exploitation. Third, to the best of the authors’ knowledge, this study is one of the first to explore the boundary conditions under which the destructive effects of perceived organizational exploitation can be mitigated.

Job insecurity is negatively associated with employees’ extra-role behavior. Studies of this negative impact often use a social exchange or stress–strain perspective to explain how job insecurity impairs employees’ extra-role behavior. This study offers an alternative account. Based on a conservation of resources perspective, the authors propose that job insecurity denotes a threat of loss of resources, which will motivate individuals to focus on how to protect what they have and reduce further loss. Such conservation of resources will limit one’s flexibility, or the ability to consider alternatives and change a course of action in response to environmental changes, and thus undermine employees’ extra-role behavior for pursuing constructive changes at work (i.e., taking charge). The authors also propose that the impact of job insecurity on flexibility can be more detrimental to employees higher in work-based self-esteem (i.e., domain-specific self-esteem) due to the experience of self-concept dissonance. The results, obtained from 188 employees in 19 teams of a manufacturing company, supported the hypotheses, while mechanisms suggested by a social exchange perspective (i.e., felt obligation to organizations) and a stress–strain perspective (i.e., vigor) were taken into account. This investigation extends understanding of how and why job insecurity influences employees’ work behavior, as well as who is most vulnerable to job insecurity.

Drawing on the perspective of causal reasoning and the social cognitive theory of moral thought and action, this study explores the mechanisms underlying the association between exposure to exploitative leadership and employee workplace deviance. The results of a time-lagged survey conducted in China reveal that exposure to exploitative leadership can evoke a moral justification process that leads to increased employee organizational and interpersonal deviance. A tendency toward hostile attribution bias reinforces the direct link between exploitative leadership and moral justification and the indirect effects of exploitative leadership on employee organizational and interpersonal deviance, via moral justification. The theoretical and practical implications of this study are discussed and potential directions for future studies are proposed.

Drawing on the limited-strength model of self-regulation, we investigate how exploitative leadership can affect employees' service sabotage behavior. The findings from a sample of 264 supervisor–subordinate dyads indicate that exploitative leadership is indirectly related to employees' service sabotage through the experience of resource depletion. We also find that employees' neuroticism intensifies the direct effect of exploitative leadership on employees' depletion and the indirect effect of exploitative leadership on service sabotage through resource depletion. We also provide implications for theory and practice.

This study focused on the victims of coworker envy and presented a comprehensive model of being envied by coworkers to explore its antecedents and consequences in the hospitality context. Based on a sample of 232 employee-supervisor dyads in five Chinese hotels, we found that competitive goal interdependence fostered coworker envy, whereas cooperative goal interdependence prevented it. Further, the experience of being envied by coworkers undermined the frontline hospitality employees' social exchange relationship with coworkers. This in turn prevented them from engaging in organizational citizenship behavior directed at their organizations (OCBO) and specific individuals (OCBI) such as organization members. In addition, envied employees' others' approval of the contingent self-esteem was found to strengthen (1) the direct effect of being envied by coworkers on coworker exchange and (2) the indirect effect of being envied by coworkers on OCBO and OCBI via coworker exchange.