High-performance work practices and hotel employee performance: The mediation of work engagement

► Training, empowerment, and rewards are considered as the indicators of high-performance work practices predicting work engagement. ► Work engagement seems to have a stronger relationship with extra-role customer service than with job performance. ► Work engagement acts as a full mediator of the ef...

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Vydáno v:International journal of hospitality management Ročník 32; s. 132 - 140
Hlavní autor: Karatepe, Osman M.
Médium: Journal Article
Jazyk:angličtina
Vydáno: Elsevier Ltd 01.03.2013
Elsevier
Témata:
Arbeitsleistung
Austauschtheorie
High-performance work practices
Hotel employees
Hotellerie
Performance outcomes
Performance-Management
Romania
Rumänien
Tourismusberufe
Work engagement
High-performance work practices
Hotel employees
Work engagement
Romania
Performance outcomes
ISSN:0278-4319, 1873-4693
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Shrnutí:► Training, empowerment, and rewards are considered as the indicators of high-performance work practices predicting work engagement. ► Work engagement seems to have a stronger relationship with extra-role customer service than with job performance. ► Work engagement acts as a full mediator of the effects of high-performance work practices on job performance and extra-role customer service. This study proposes and tests a research model that investigates whether work engagement functions as a mediator of the effects of high-performance work practices (HPWPs) on job performance and extra-role customer service. These relationships were assessed through LISREL 8.30 using structural equation modeling (SEM). Data were obtained from full-time frontline hotel employees and their managers in the Poiana Brasov region in Romania. The results suggest that work engagement acts as a full mediator of the effects of HPWPs on job performance and extra-role customer service. Specifically, HPWPs, as manifested by frontline employees’ appraisal of training, empowerment, and rewards, enhance work engagement. Such HPWPs in turn trigger job performance and extra-role customer service. Implications of the results are discussed and avenues for future research are offered.
ISSN:0278-4319
1873-4693
DOI:10.1016/j.ijhm.2012.05.003