دانلود رایگان مقاله انگلیسی تاثیر محیط خدمات و سرمایه روانی بر مشارکت کارکنان: نقش سلسله مراتب سازمانی - الزویر 2018

ABSTRACT

Despite the important role of employee engagement, research on the psychological factors affecting employee engagement is scarce. Furthermore, engagement research has focused on frontline employees, overlooking management employees. This study tested a conceptual model of the interrelationships among service climate, psychological capital, employee engagement, and turnover intention and explored the mediating effects of employee engagement. Structural equation modeling was used to examine the hypothesized relationships and an invariance test was employed to determine the effect of organizational hierarchy with a sample of hospitality frontline and management employees. Psychological capital and service climate were critical to elevating employee engagement and showed a stronger impact for managers’ engagement than frontline employees’ engagement. Furthermore, employee engagement was a critical mediator. The study fills important gaps in the hospitality literature and extends social exchange theory by showing reciprocal relationship differences between frontline employees and managers through an examination of organizational hierarchy.

Limitations and future study

This study has several limitations. The same participants in the study rate the predictor and criterion variables at one point in time, which makes the study vulnerable to common method variance (CMV). If common method variance is not controlled properly, it may diminish the reliability and validity of any scale used in the study (Min et al., 2016). Although approaches to reduce possible common method variance were implemented in developing the survey instrument, processing data collection, and additional statistical checks (Harmon’s singlefactor test and an unmeasured latent method factor approach), data from the same participants may still represent a limitation. The current study used proximal separation, but using temporal separation (collecting data at two different times with an appropriate lag time) and/or psychological separation would be helpful in reducing CMV (Podsakoff et al., 2012) in future studies. In addition, Min et al. (2016) recommended employing different sources for independent and dependent variables. Using multiple statistical controls such as combining Harman’s single-factor test and an unmeasured latent method factor or conducting the CFA market technique is also recommended to hospitality researchers to control the impact of CMV (Min et al., 2016). A limitation is also the generalizability of the findings as the sample represents hospitality employees working within the same US corporation. Therefore, future research should be conducted in a number of different hospitality corporations to enhance external validity. In addition, organizational hierarchy was examined only at two levels: frontline employees and managers. Future research should consider additional levels of hierarchy, such as frontline, middle, and senior managers, along with direct service employees. Also, the impact of organizational hierarchy on the relationships in the model may be influenced by workplace culture and, thus, workplace cultureis worth examining in relation to organizational hierarchy.