Browsing by Author "Dawson, M."

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    Hospitality organizational culture: Impact on employee’s job satisfaction, organizational citizenship behaviors, service recovery performance, and intention to leave
    (Taylor & Francis, 2023) Dawson, M.; Guchait, P.; Russen, M.; Wang, X.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
    Organizational culture continues to be a decisive factor for the success of hospitality firms. Drawing from the theory of work adjustment, this study focuses on hospitality organizational culture and examines its impacts on hospitality employees’ job satisfaction, organizational citizenship behaviors, service recovery performance, and intention to leave. Using survey methodology, 210 hotel employees in Turkey provided survey data. The results demonstrated significant effects of hospitality culture on turnover, service recovery performance, organizational citizenship behavior, and job satisfaction as a significant mediator. The findings stress the importance of a strong hospitality culture to positively influence employees’ job attitude, and job performance.
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    Perceived supervisor and co-worker support for error management: Impact on perceived psychological safety and service recovery performance
    (Elsevier, 2014-08) Guchait, P.; Paşamehmetoğlu, Ayşın; Dawson, M.; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
    The study examined the influence of perceived supervisor and co-worker support for error management on employees' engagement in service recovery performance. Furthermore, the current work examined the mediating role of perceived psychological safety. Data was collected from 22 restaurants in Turkey involving 236 employees. Hierarchical linear regression analysis was used to test the mediated-moderated model. Results indicate the (I) direct main effects of perceived supervisor and co-worker support for error management on employee engagement in service recovery performance, (2) positive interaction effect of perceived supervisor and co-worker support for error management on perceived psychological safety, and (3) mediating effect of perceived psychological safety between perceived support for error management and employee engagement in service recovery performance.