This research developed a conceptual model for the hospitality industry based on the employee-organization relationship using the social exchange theory as the theoretical framework. This study aims to consider perceived organizational support as the psychological empowerment antecedent, while work engagement and service-oriented organizational citizenship behavior were considered as its outcome. This study also tested psychological empowerment as a mediator of these relationships.,Data were gathered from a sample of frontline hotel employees and analyzed through partial least squares structural equation modeling. A total of 242 completed and validated questionnaires were used for the analysis.,Perceived organizational support had a significant relationship with psychological empowerment (through meaning, competence, self-determination and impact), which also had a significant relationship with work engagement (through meaning and impact) and service-oriented organizational citizenship behavior (through meaning, self-determination and impact). Psychological empowerment partially mediated the relationship between perceived organizational support with work engagement and service-oriented organizational citizenship behavior.,Although psychological empowerment is receiving further empirical attention in the hospitality field, little is known about its antecedents and outcomes. Hence, this research extends previous studies using the social exchange theory to fill these literature gaps and create a conceptual model for the hospitality industry based on the employee-organization relationship.

Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

How does emotional intelligence (EI) affect job performance and job burnout? Direct or indirect? What role does psychological capital play? This study surveyed 450 employees of various enterprises through questionnaires. Results are as follows: (1) Employees' EI has a positive predictive effect on psychological capital and job performance, and it is negatively correlated with job burnout; (2) psychological capital has a negative predictive effect on job burnout and a positive predictive effect on job performance; and (3) psychological capital plays a mediating role in the relationship between EI and job burnout/performance. Results of this study may contribute to develop EI theories in organizational behavior field. As for enterprises, improving the EI of employees will help to improve their psychological capital, and high psychological capital will lead to positive job performance and less job burnout.

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The Influence of Emotional Intelligence on Job Burnout and Job Performance: Mediating Effect of Psychological Capital

Antecedents and Outcomes of Emotional Labour in Hospitality and Tourism: A Meta-Analysis

Objective: Based on the theory of perceived organizational support (POS), conservation of resource (COR) and job demands-resources (JD-R) model, this study establishes a moderated mediation model to test the role of job satisfaction in mediating the relationship between perceived organizational support and job burnout, as well as the role of regulatory emotional self-efficacy in moderating the above mediating process. Method: A total of 784 police officers were surveyed with the Perceived Organizational Support Scale, the Job Burnout Questionnaire, the Regulatory Emotional Self-Efficacy Scale, and the Minnesota Job Satisfaction Questionnaire. Results: (1) After controlling for gender, seniority, age, police classification, education, and marital status, regression analysis showed a significant negative correlation between perceived organizational support and burnout (r = -0.42, p < 0.01), and the former had a significant negative predictive effect on job burnout (β = -0.42, p < 0.001). (2) The mediating effect test shows that job satisfaction plays a partial role in mediating the relationship between perceived organizational support and job burnout. (3) Through the analysis of the moderated mediation model test, regulatory emotional self-efficacy moderates the first half of the path of “perceived organizational support → job satisfaction → job burnout". Conclusion: Perceived organizational support not only directly affects police job burnout but also indirectly affects police job burnout through job satisfaction. Regulatory emotional self-efficacy enhances the influence of organizational support on job satisfaction. This study indicates the combined effect of perceived organizational support, job satisfaction and regulatory emotional self-efficacy on job burnout and has certain guiding significance for alleviating police job burnout. Keywords: Perceived organizational support, Job burnout, Job satisfaction, Regulatory emotional self-efficacy, Moderated mediation

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Ji Wen

Papers

Emotional intelligence, emotional labor, perceived organizational support, and job satisfaction: A moderated mediation model

Does organizational collectivist culture breed self-sacrificial leadership? Testing a moderated mediation model