Browsing by Author "Wang, X."

Now showing 1 - 9 of 9

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Customer online reviews and hospitality employees’ helping behavior: moderating roles of self-efficacy and moral identity
(Emerald Group Publishing, 2021-07-06) Hwang, Y.; Wang, X.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Purpose: Online reviews are perceived as credible and trustworthy across various business sectors; thus, they influence customers’ purchase decisions. However, the potential role of customer online reviews as feedback for employee performance and employee reactions to customer reviews remain largely unclear. To address this knowledge gap, this study proposes that employee characteristics, namely, self-efficacy (Study 1) and moral identity (Study 2), moderate the effect of the valence of customer reviews on hospitality employees’ helping behavior. Design/methodology/approach: The authors used a scenario-based, quasi-experimental design in two studies. They recruited a total of 215 frontline employees at independent casual dining restaurants in Istanbul, Turkey (Study 1) and 226 US residents who have worked in the restaurant industry for more than six months (Study 2). Multiple linear regressions via PROCESS and moderation analysis via Johnson–Neyman technique were used. Findings: Study 1 demonstrates that when employees’ self-efficacy is low, positive (vs negative) customer reviews enhance employees’ helping behavior. By contrast, when employees’ self-efficacy is high, their helping behavior is invariantly high regardless of the valence of customer reviews. Study 2 reveals that when employees’ moral identity is low, their helping behavior decreases in the presence of negative (vs positive) customer reviews. Conversely, when employees’ moral identity is high, their helping behavior is similarly high regardless of the valence of customer reviews. Practical implications: Hospitality managers may need to develop training programs to enhance their employees’ self-efficacy and moral identity. They may also provide necessary organizational support to induce their employees’ self-efficacy and moral identity, given that such psychological resources help buffer the dampening effect of negative reviews on helping behavior. Last, hospitality managers may consider incorporating customer reviews as part of employee performance feedback. Originality/value: This study advances the understanding of employees’ responses to customer reviews, with the performance appraisal feedback framework as fresh theoretical lens. This study is among the first to demonstrate the relationship between the valence of customer reviews and subsequent helping behavior of employees toward customers. It also contributes to the emerging literature that identifies boundary conditions for employees’ responses to customer reviews.
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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.
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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.
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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.
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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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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.
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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.
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Vicarious abusive supervision among restaurant frontline employees: the role of employee industry tenure
(Emerald, 2023) Li, M.; Wang, X.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, Ayşın
Purpose: Vicarious abusive supervision (VAS) has recently garnered the attention of hospitality researchers. VAS is prevalent in hospitality work settings characterized by long production chains and open operating environments. Based on the conservation of resources (CORs) theory, this study aims to examine how VAS influences hospitality employees’ work behaviours (i.e. supervisor-directed deviance, silence and helping behaviour) via affective rumination, with the moderating role of industry tenure as an individual contingency on the relationship between VAS and affective rumination. Design/methodology/approach: The data were gathered from 233 restaurant frontline employees and their supervisors in Turkey. The authors tested the proposed model using partial least squares method through SmartPLS 3. Findings: The results reveal that VAS triggers affective rumination, which, in turn, is positively related to supervisor-directed deviance and silence, and negatively related to helping behaviour. Moreover, industry tenure, as a buffer resource, significantly moderates the relationship between VAS and affective rumination. Practical implications: To reduce the occurrence of VAS and mitigate its negative effects, managers should establish a work environment that embraces understanding and respect, pay attention to how they communicate with employees, implement appropriate interventions when VAS occurs and conduct stress management training and improve employees’ emotion regulation skills in ways that correspond to the employees’ industry experience. Originality/value: This study advances research on VAS by offering insight into how VAS impacts employees’ work behaviours via the underlying mechanism of affective rumination through a COR lens. The findings also shed light on the salient buffering effect of industry tenure as an individual contingency.
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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.