Browsing by Author "Guchait, P."

Now showing 1 - 18 of 18

Metadata only
Anxiety and gratitude toward the organization: Relationships with error management culture and service recovery performance
(Elsevier, 2020-08) Wang, X. Y.; Guchait, P.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
According to affective events theory (AET), organizational contexts can produce "affective events" that shape individuals' emotional experiences, subsequently influencing those individuals' work behaviors. This study hypothesized that every time an error occurs in an error management culture, it is an affective event that can stimulate employees' gratitude and reduce their anxiety toward their respective organizations. Gratitude and anxiety are positively and negatively associated with employees' service recovery performance, respectively. Drawing on three waves of data collected from 218 hotel employees, this study found that error management culture was positively associated with gratitude and negatively associated with anxiety. Consequently, gratitude and anxiety influenced employees' service recovery performance, as rated by the employees' supervisors. These findings suggest that error management culture can influence employees' service recovery performance through the culture's impact on gratitude and anxiety.
Metadata only
The differential effects of leader Food safety priority and ethical leadership on food safety promotive and prohibitive voices: A socially desirable responding theory perspective
(Taylor & Francis, 2023) Yu, H.; Guchait, P.; Achyldurdyyeva, J.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Studies on impact of different leadership styles on the promotive and prohibitive forms of food safety voices are limited. Therefore, drawing on socially desirable responding theory, this study examined the differential effects of leader food safety priority and ethical leadership on food handlers’ promotive and prohibitive forms of food safety voices. We found that leader food safety priority and ethical leadership influence employee voice through different mechanisms. Moreover, the indirect impact of leader food safety priority on promotive voices was stronger, while ethical leadership had a stronger indirect effect on prohibitive voice. Finally, leader–member exchange strengthened the indirect effects of leadership antecedents on both forms of food safety voices. This study provides theoretical and practical contributions to food safety voice literature.
Metadata only
Error management culture: impact on cohesion, stress, and turnover intentions
(2016) Guchait, P.; Paşamehmetoğlu, Ayşın; Madera, J.; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
An error management culture involves organizational practices related to communicating about errors, sharing error knowledge, quickly detecting and handling errors, and helping in error situations. Building on error management research, this study examined the influence of organizational error management culture on the turnover intentions of frontline service employees. The study also investigated the underlying mechanism that links this culture with turnover intentions. Data were collected from 345 frontline employees of hotels in Turkey. Structural Equation Modeling results revealed that employee perceptions of organizational error management culture have a direct and significantly negative impact on their turnover intentions. Furthermore, results showed that this relationship is mediated through perceived group cohesion and work stress. Using the job demands-resources model as a theoretical framework, this study revealed that organizational error management culture leads to increased group cohesion; increased group cohesion lowers work stress; and lower work stress lowers turnover intentions. This study contributes to the services management literature by demonstrating how organizational error management culture impacts employee turnover intentions.
Metadata only
Error recovery performance: the impact of leader behavioral integrity and job satisfaction
(Sage, 2016-05) Guchait, P.; Simons, T.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
This article introduces the concept of error recovery performance, followed by the development and validation of an instrument to measure it. The first objective of this article is to broaden the current concept of service recovery to be relevant to the back-of-house operations. The second objective is to examine the influence of leader behavioral integrity (BI) on error recovery performance. Moreover, the study examines the mediating effect of job satisfaction between BI and error recovery performance. Finally, the study links error management performance with work-unit effectiveness. Data for Study 1 were collected from 369 hotel employees in Turkey. The same relationships were tested again in Study 2 to validate the findings of Study 1 with a different sample. Data for Study 2 were collected from 33 departmental managers from the same hotels. Linear regression analysis was used to test the direct effects. The mediating effects were tested using the mediation test suggested by Preacher and Hayes. In addition, in Study 2, general managers of the hotels were asked to rate the effectiveness of each manager and their respective department. Results from Study 1 indicate that BI drives error recovery performance, and this impact is mediated by employee job satisfaction. Results of Study 2 confirm this model and finds further that managers’ self-rated error recovery performance was associated with their general managers’ assessment of their deliverables and of their department’s overall performance.
Metadata only
Experience of shame in service failure context among restaurant frontline employees: does industry tenure matter?
(Emerald, 2021-08-09) Wang, X.; Guchait, P.; Khoa, D. T.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Purpose: The purpose of this paper is to integrate tenets from the appraisal-based model of self-conscious emotions and the compass of shame theory to examine restaurant frontline employees’ experience of shame following service failures, and how shame influences employees’ job attitude and behaviors. In addition, employees’ industry tenure is identified as an individual factor influencing the impacts of shame in resorting to literature on aging in emotion regulation. Design/methodology/approach: Using a survey methodology, 217 restaurant frontline employees and their supervisors in Turkey provided survey data. Partial least squares (PLS) method using SmartPLS 3.3.3 was used for data analysis. Findings: The results indicated the maladaptive nature of shame following service failures as a salient self-conscious emotion, as it was negatively related to employee outcomes. Moreover, employees’ industry tenure played a moderating role that influences the impacts of shame on commitment to customer service. Practical implications: Managers should attend to frontline employees’ shame experience depending on their industry experience and adopt appropriate emotion intervention (e.g. cognitive reappraisal) or create error management culture to eliminate the negative effects of shame. Originality/value: This study advances our understanding of a powerful but understudied emotional experience, shame, in a typical shame-eliciting hospitality work setting (e.g. service failures). Shame has been linked with commitment to customer service and error reporting. In addition, industry tenure has been identified as a boundary condition to help clarify previous inconsistent findings in regard to the adaptive/maladaptive nature of shame.
Metadata only
Hospitality employee’s mindfulness and its impact on creativity and customer satisfaction: The moderating role of organizational error tolerance
(Elsevier, 2021-04) Wang, X.; Wen, X.; Paşamehmetoğlu, Ayşın; Guchait, P.; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Mindfulness refers to the psychological attentional state in which a person is conscious and accepting of the present. It is increasingly emerging as an estimable quality, especially within the hospitality industry where frontline employees’ creativity is critical to sustaining high-reliability organizations (HROs). Drawing on the literature on mindfulness, HROs, and creativity, this study (1) examines the moderating effect of organizational error tolerance on the relationship between employee mindfulness and creativity; and (2) investigates the mediating role of creativity on the relationship between employee mindfulness and customer satisfaction. The results of the multilevel path analyses performed on data collected from 303 restaurant employees and their managers supported the study's hypotheses. Specifically, the relationship between employee mindfulness and employee creativity was found to be contingent on organizational environmental cues (i.e., organizational error tolerance). The study's findings have implications for hospitality managerial practice, and research regarding employee mindfulness, creativity, error management, and HROs.
Metadata only
Hospitality employees’ affective experience of shame, self-efficacy beliefs and job behaviors: The alleviating role of error tolerance
(Elsevier, 2022-04) Wang, X.; Guchait, P.; Khoa, D. T.; Paşamehmetoğlu, Ayşın; Wen, X.; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Service management researchers have clearly demonstrated that customers experience various emotions in service failure situations. In comparison, hospitality employees’ emotional experiences in such situations, are relatively unknown, as they are often required to hide experienced emotions and express emotions in ways consistent with industry standards. To address this gap, we examine the typical emotional experience of shame in the wake of service failure and explain how it influences employees’ job behaviors—service recovery performance and organizational citizenship behavior—via self-efficacy beliefs. Furthermore, we draw on social information processing to introduce error tolerance as a social persuasion buffer that mitigates the negative effects of shame on self-efficacy perceptions. Survey data collected from 217 subordinate-supervisor dyads employed in restaurant settings reveal that shame experienced weakened employees’ self-efficacy beliefs, and these weakened beliefs were in turn negatively associated with job behaviors. Finally, error tolerance significantly moderated the relationship between shame and self-efficacy.
Metadata only
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.
Metadata only
How authentic leadership cultivates trust and desirable workplace behaviors in hotels: Commitment and leader-follower value congruence matters
(Taylor & Francis) 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.
Metadata only
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.
Metadata only
The importance of error management culture in organizations: Impact on employee helping behaviors during service failures and recoveries in restaurants
(Informa Group, 2015) Guchait, P.; Paşamehmetoğlu, Ayşın; Lanza-Abbott, J.; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
This study examined the influence of error management culture on employee helping behaviors during service failure and recovery situations in restaurants. Data was collected from 236 employees working in 22 restaurants in Turkey. Additionally, supervisors were asked to evaluate the employees’ helping behaviors. Hierarchical linear regression analysis indicated that error management culture had a significant positive influence on employee helping behaviors (self-rated), employee helping behaviors (manager-rated), and coworker helping behaviors. Furthermore, the study includes important theoretical and practical implications for researchers and industry practitioners.
Metadata only
Is “Do it right the first time” necessarily right?: The importance of error management culture in the hospitality industry
(Emerald Group Publishing, 2018) Wang, X.; Guchait, P.; Madera, J. M.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Purpose: The purpose of this study is threefold: first, to investigate the extent to which organizational error management culture impacts manager trust and group efficacy; second, to examine whether manager trust and group efficacy mediate the impact of error management culture on employee creativity; and third, to test whether manager trust and group efficacy mediate the impact of error management culture on employees’ organizational commitment. Design/methodology/approach: Using a survey methodology, 345 front-line hotel employees in Turkey provided survey data. Amos 22.0 was used for data analysis. Findings: Three major findings emerge. First, error management culture was found to have a significant positive influence on manager trust and group efficacy. Second, manager trust and group efficacy mediated the relationship between error management culture and employee creativity. Third, manager trust and group efficacy were found to mediate the relationship between error management culture and employees’ organizational commitment. Practical implications: First, to promote employee creativity and their commitment to the organization, hotels need to cultivate an error management culture. Second, error management culture should be applied in hotels to build employee trust in their manager and boost their collective belief about group competency. Originality/value: This is the first study that identified employee creativity and organizational commitment as outcomes of organizational error management culture. This is also the first study that examined the mediating effects of manager trust and group efficacy which helps in understanding the underlying mechanisms linking error management culture and employee attitudes. The current study provides significant contributions to understanding error management.
Metadata only
The moderating effect of supervisor and coworker support for error management on service recovery performance and helping behaviors
(Emerald Publishing, 2017) Paşamehmetoğlu, Ayşın; Guchait, P.; Tracey, J. B.; Lei, P.
The purpose of this paper is to amend and extend the emerging research that has utilized an employee-focused approach to examining the service recovery process. In doing so, the authors examine the influences of supervisor and coworker support for error management on two measures of employee service performance: service recovery performance and helping behaviors during service failure and recoveries. Specifically, this study examines the linear and non-linear interaction effects of supervisor and coworker support for error management on the outcome variables.
Metadata only
A multilevel investigation of the leadership factors on food safety promotive and prohibitive voices through food safety consciousness
(Elsevier, 2021-06) Yu, H.; Guchait, P.; Achyldurdyyeva, J.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Little research has empirically examined how leadership factors influence food safety promotive and prohibitive voice differently. Also, little research has examined the moderating effects of leadership on the relationship between individual antecedents and promotive and prohibitive voice as contextual factors. The current study developed and tested a multilevel model regarding how leaders' food safety orientation and authentic leadership influence employees' food safety-related prohibitive and promotive voices. The results showed that leaders' food safety orientation is an important antecedent of employees' food safety prohibitive and promotive voices and both relationships are partially mediated by employees' food safety consciousness. Additionally, the results suggested that authentic leadership works as a contextual factor that moderates the relationship between employees' food safety consciousness and food safety prohibitive voice, but the moderating effect is not significant in the relationship between employees’ food safety consciousness and promotive voice. The results of this study provide meaningful insights for researchers by empirically examining how leadership factors influence food safety prohibitive and promotive voice differently as antecedent and moderator.
Metadata only
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.
Metadata only
Tolerating errors in hospitality organizations: relationships with learning behavior, error reporting and service recovery performance
(Emerald Publishing Limited, 2020-08-04) Wang, X.; Guchait, P.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Purpose Hospitality work setting is error-prone, rendering error handling critical for effective organizational operation and quality of service delivery. An organization's attitude toward errors can be traced back to one fundamental question: should errors be tolerated/accepted or not? This study aims to examine the relationships between error tolerance and hospitality employees' three critical work behaviors, namely, learning behavior, error reporting and service recovery performance. Psychological safety and self-efficacy are hypothesized to be the underlying attitudinal mechanisms that link error tolerance with these behavioral outcomes. Design/methodology/approach This study relied on a survey methodology, collecting data from 304 frontline restaurant employees in Turkey and their direct supervisors. SPSS 25.0 and Amos 25.0 were used for analysis. Findings The results revealed that error tolerance had direct positive relationships with employees' psychological safety and self-efficacy, both of which had positive impacts on learning behavior and error reporting. In addition, learning behavior positively influenced employees' service recovery performance, as rated by the employees' supervisors. Originality/value This study identifies error tolerance as an organizational distal factor that influences employees' learning behavior, error reporting and service recovery performance; and identifies self-efficacy and psychological safety as mediators of the relationship between error tolerance and behavioral outcomes. The findings help clarify the longstanding debate over the relationship between an organization's attitude toward errors and its employees' learning behavior. The findings also shed light on the advantages of tolerating error occurrence for organizations, which is especially important as most hospitality organizations pursue perfection with aversive attitudes toward errors.
Metadata only
Why should errors be tolerated? Perceived organizational support, organization-based self-esteem and psychological well-being
(Emerald Publishing Limited, 2020-05) Wang, X.; Guchait, P.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Purpose On the basis of conservation of resources theory, the purpose of this paper is to propose a framework linking an organizational factor, organizational error tolerance, with employees’ psychological well-being through gains of psychological resources: perceived organizational support (POS) and organization-based self-esteem (OBSE). Design/methodology/approach Across three-wave data collected from 220 hotel frontline employees, this study tests the proposed model using structural equation modeling through AMOS. Findings Employees’ perceived organizational error tolerance positively influenced their psychological well-being through significant sequential mediation effects of POS and OBSE. Practical implications This study contributes to the existing literature of psychological resources, positive psychology and error management by providing insights into how organizational practice in error situations can be positively related to employees’ psychological well-being. Originality/value This paper identifies error-related organizational practices as precursor of individual psychological well-being and explores the non-work-related outcome variable of error management for the first time. The examination of the linkage between organizational error tolerance and employees’ psychological well-being via the underlying mechanism of psychological resources provides the insight into how resources dynamics play important roles in influencing employees’ psychological well-being.
Metadata only
Workplace ostracism: Impact on social capital, organizational trust, and service recovery performance
(Elsevier, 2022-03) Paşamehmetoğlu, Ayşın; Guzzo, R. F.; Guchait, P.; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
The main purpose of the study was to examine the influence of workplace ostracism on service recovery performance (SRP). Because effective SRP is crucial for the success of hospitality businesses, it is important to study new factors that can enhance SRP. The current study makes a significant contribution to the service recovery literature by identifying critical predictors of SRP. Although the effects of workplace ostracism on work outcomes are well established, much less is known about the underlying mechanisms linking those relationships. Drawing from the conservation of resource theory, this study particularly examined the mediating role of bonding social capital with co-workers and organizational trust. Data was collected from five-star hotels in Turkey involving 180 employees. Structural equation modeling results show the mediating effect of bonding social capital and organizational trust between ostracism and SRP. The current study significantly contributes to the ostracism literature by finding a new outcome variable (i.e., SRP - an essential element of service performance which is especially important in hospitality and tourism contexts) and two new mediators that explain the underlying mechanism. The study provides implications for researchers and practitioners.