Browsing by Author "Gip, H."

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    Employee mindfulness and creativity: when emotions and national culture matter
    (Taylor & Francis, 2022) Gip, H.; The Khoa, D.; Fernando, R. L. F.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
    Mindfulness has recently attracted more attention from service scholars due to its positive effect on various job outcomes. Yet, the linkage between mindfulness and service employees’ creativity is still not well understood. This study aims to bridge this gap by examining how emotions might influence the mindfulness and creativity relationship from different cultural perspectives. Frontline service employees from three countries, the Philippines, Turkey, and the United States, were sampled to form a cross-border dataset. PLS multigroup results show that creativity positively influences service recovery performance and error reporting across the three nations. Furthermore, the mindfulness-creativity link is mediated by gratitude as a positive emotion in the United States, but by envy as a negative emotion in the Philippines and Turkey. This suggests that the link between mindfulness and creativity may be culturally contextual. These results might provide insights for mindfulness practices within the service work environment.
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    How authentic leadership cultivates trust and desirable workplace behaviors in hotels: Commitment and leader-follower value congruence matters
    (Taylor & Francis, 2023-05-24) Peyton, T.; Gip, H.; Paşamehmetoğlu, Ayşın; Guchait, P.; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
    This study explores how hotel supervisors’ authentic leadership behavior relates to followers’ value congruence, trust, organizational commitment (OC), and organizational citizenship behaviors (OCB). Survey data were collected from 176 Turkish hotel employees at two time points. Through SmartPLS, it was revealed that followers’ trust in their supervisor mediated the relationship between authentic leadership and OC. Indirect effects were found for authentic leadership on OCBs, both through trust and OC. Value congruence moderated the relationship between authentic leadership and followers’ trust in their supervisor. Results confirmed theoretical expectations, except for the surprising effect of value congruence in relationship to authentic leadership and trust.
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    How organizational dehumanization impacts hospitality employees service recovery performance and sabotage behaviors: the role of psychological well-being and tenure
    (Emerald, 2023-01-02) Gip, H.; Guchait, P.; Paşamehmetoğlu, Ayşın; Khoa, D. T.; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
    Purpose: The purpose of this study is to examine the mediating effect of psychological well-being between organizational dehumanization and two outcome variables: service recovery performance and service sabotage. This research also investigates whether organizational tenure moderates the relationship between organizational dehumanization and psychological well-being. Design/methodology/approach: Using survey methodology, 200 hotel frontline service employees (FLEs) in Turkey were sampled over two time points. Additionally, employees’ direct supervisors rated their service recovery performance. The partial least squares method, specifically SmartPLS 3.3.3, was used for data analysis. Findings: The results indicate that organizational dehumanization negatively influences employees’ psychological well-being. However, organizational tenure moderates this relationship, in which organizational dehumanization has less of a negative effect on employees’ psychological well-being in those with longer tenure. Psychological well-being was found to mediate the relationship between organizational dehumanization and service recovery performance. Finally, psychological well-being mediates the relationship between organizational dehumanization and service sabotage. Practical implications: Managers should consider the negative effect organizational dehumanization has on FLEs’ psychological well-being and aim to establish an organizational culture that values these employees as individuals and as invaluable resources for the organization. Further, this study has found that less tenured employees are less likely to have the psychological resources to cope with organizational dehumanization and are more susceptible to decreased productivity (i.e. service recovery performance) and engaging in counterproductive work behaviors (i.e. service sabotage) due to mistreatment in the workplace. Originality/value: This study furthers our understanding of organizational dehumanization, an understudied concept in hospitality research, which influences employee outcomes. The findings of this study contribute to the advancement of the self-determination theory and how organizational dehumanization impacts psychological well-being. It also contributes to the conservation of resources theory and current literature on service recovery performance and service sabotage.