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This study aims to provide a holistic model for high performance work practices (HPWPs), work engagement (WE), job autonomy (JA) and service innovative behavior (SIB) of employees in hotel industry, taking social exchange theory as the base of the study. The present study examined the effect of HPWPs on hotel employees’ SIB, mediated by WE. This study further examined the moderating role of JA on the relationship between WE and SIB.

The study was conducted in both the Garhwal and Kumaon Himalayan regions, Uttarakhand state, India. Using convenience sampling method and standardized questionnaire, data were collected from 384 employees working in 32 hotels and relationships were tested using Hayes’ method of regression analysis.

The findings of the study revealed that WE mediated the relationship between HPWPs and SIB. Furthermore, it was observed that JA acted as a moderator between WE and SIB.

The responses were collected from the hotels of Uttarakhand region only, so the future studies may be carried out in other industries such as banking, automobile, IT, call centers, etc., as well as in some other region also.

The present study has made some crucial contributions to the existing literature and knowledge base. The study of different variables has been tested in western countries, but this integrated model is the first of its kind, which was tested in Indian context, i.e. Indian hotel employees, especially in Uttarakhand, India, that has completely different work settings/environment as compared to the western countries.

The purpose of this paper is to examine the influence of perceived organizational support (POS), psychological empowerment (PE) and leader member exchange (LMX) as antecedents on the commitment level of employees working in the hotel industry and their subsequent impact on service quality (SQ).

Data were collected from 436 employees and 1,320 customers from 34 hotels with the help of a structured self-administered questionnaire. The analysis of data were done by applying a confirmatory factor analysis along with a structural equation model.

The findings of the study indicate that organizational commitment acts as a full mediator between: POS and SQ; and leader-member exchange and SQ. On the other hand, it acts a partial mediator between PE and SQ.

This study contributes to organizational behavior and services marketing literature. It examines the relationship between antecedents (LMX, PE and POS) and outcome (SQ) so as to observe the cumulative effect of antecedents on outcome through an integrated model. The study suggests the managerial as well as theoretical implications on the basis of the findings.