ABSTRACT
Purpose: This study proposes a model based on social contagion theory to evaluate the impacts of authentic leadership on employee work engagement (WE) and trust in the leader (TL), integrating the mediating effect of TL and the moderating effect of workplace well-being (WW). Authentic leadership is disaggregated into its subscales: relational transparency (RT), internalized moral perspective (IMP), balanced processing (BP), and self-awareness (SA). Methods: Dubai hotel employees completed 476 surveys. Applying the bootstrapping technique, SmartPLS 4 software was utilized to test the hypotheses in a mediation model. Results: The findings indicate (1) that three subscales of authentic leadership (RT, IMP, and BP) positively impact WE; (2) that RT, IMP, and SA positively impact TL; (3) that TL positively impacts WE; (4) that TL mediates the relationship between RT, IMP, SA, and WE; (5) and that WW moderates the relationship between RT, BP, and WE. Conclusion: Authentic leadership and its subscales are proven to be an excellent tool for achieving employee WE and TL. TL is crucial for effective hotel operation, as it impacts employee WE and acts as a mediator between three subscales of authentic leadership and WE. WW moderates the relationship between two authentic leadership subscales and WE but does not interact in the relationship between TL and WE. Both researchers and hotel managers can benefit from these new findings, which also provide a foundation on which to build future investigations.
ABSTRACT
Continuous changes, such as pandemics and increasing competition, as well as high workload, affect the workplace behavior of hotel organizations today, resulting in employee burnout and intention to quit. The purpose of this research was to investigate the effect of burnout on intention to quit among male hotel employees, integrating the mediating effect of psychological distress and moderating effect of financial well-being. Male employees in four- and five-star hotels in the UAE completed a total of 304 questionnaires. All direct relationships were positive and statistically significant, there was a partial mediating relationship, and only one of the moderating effects was statistically significant. This study found that burnout predicts the intention to quit as well as psychological distress. Psychological distress partially mediates the relationship between burnout and the intention to quit. Financial well-being moderates the relationship between burnout and psychological distress-making this relationship stronger for employees with high-income prospects-but not the relationship between burnout and intention to quit; regardless of the financial well-being of the employee, burnout will lead to the intention to quit their job. Hotel organizations must be aware of the consequences of employee burnout and concentrate on identifying and treating its causes.
ABSTRACT
Hotel organizations today are in a state of constant change due to high competition, the emergence of pandemics, and cyclical economic crises. Hospitality employees are currently affected by job insecurity. The purpose of this research was to investigate the effect of job insecurity on intention to quit among hospitality workers, integrating the mediating effect of psychological distress and resistance to change and their mutual relationship. A total of 312 surveys were completed in four four- and five-star hotels in the UAE (Dubai and Sharjah). The SmartPLS 4 software was used to test the hypotheses in a mediation model with the bootstrapping method. The results showed that all of the direct links were positive and significant, and mediating relationships were confirmed. This study found that job insecurity predicts intention to quit through psychological distress and resistance to change acting as mediators, and these factors themselves also impact significantly on intention to quit. Resistance to change is impacted significantly by job insecurity and psychological distress, which suggests that a deeper approach to employees' resistance to change should be taken, especially when conducting performance appraisals in the hotel industry, by searching for its roots and aiming to minimize employees' intention to quit.