Browsing by Author "Wen, X."

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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.