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Service robots are increasingly prevalent in the hospitality industry. While studies have explored the concept of service robot risk awareness (SRRA) – an employee’s perception of service robots posing a threat to human labor – the impact of SRRA on robot abuse and its emotional mechanism through which it affects employees remains unclear. This research leverages emotional appraisal theory to investigate the mediating role of fear of robots in the relationship between SRRA and robot abuse. Additionally, considering the influential role of leadership in shaping emotional appraisal, this study aims to examine the moderating impact of transformational leadership.

To test the proposed model, time-lagged survey data were collected from 283 employees working under 54 leaders in 18 hotels in China. The model was analyzed using multilevel modeling in Mplus 7.3.

At the individual level, SRRA indirectly increases robot abuse through the mediation of fear of robots. However, there is a cross-level moderation: the indirect relationship is alleviated when leaders exhibit high levels of transformational leadership.

This study pioneers the concept of robot abuse in hospitality and tourism settings. It extends emotional appraisal theory by highlighting the significant mediating role played by fear of robots. Furthermore, demonstrating how transformational leadership can mitigate the effects of SRRA offers valuable insights for leadership selection and training to facilitate the successful implementation of service robots.

服务机器人在酒店业中日益普及。虽然研究已探讨了服务机器人风险意识（SRRA）的概念——即员工对服务机器人构成对人力劳动的威胁感知, 但SRRA对辱虐机器人及其对员工的情绪机制的影响仍不清楚。本研究利用情绪评估理论调查了恐惧对SRRA与机器人滥用之间关系的中介作用。此外, 考虑到领导在塑造情绪评估中的重要作用, 本研究还考察了变革型领导力的调节影响。

为了测试提出的模型, 收集了来自中国18家酒店中54位领导下的283名员工的时滞调查数据。该模型使用Mplus 7.3中的多层建模进行分析。

在个体水平上, SRRA通过恐惧对机器人的中介作用间接增加了辱虐机器人。然而, 研究发现跨层次调节变量：当领导展现出较高水平的变革型领导力时, 间接关系得到缓解。

本研究首创了服务在酒店和旅游领域的辱虐机器人行为概念。它通过突出恐惧对机器人的重要中介作用, 扩展了情绪评估理论。此外, 展示了变革型领导如何缓解SRRA的影响, 为领导选聘和培训提供了有价值的见解, 促进了服务机器人的成功实施。

Drawing on attribution theory, this study aims to examine how and when abusive supervision affects insubordination, focusing on employees’ attribution bias related to leader gender.

Two mixed-method studies were used to test the proposed research framework. Study 1 adopted a 2 (abusive supervision: low vs high) by 2 (leader gender: male vs female) by employee gender-leadership bias quasi-experiment. A sample of 173 US F&B employees completed Study 1. In Study 2, 116 hospitality employees responded to two-wave, time-lagged surveys. They answered questions on abusive supervision and gender-leadership bias in Survey 1. Two weeks later, they reported negative external attribution (embodied in injury initiation) and insubordination.

Hayes’ PROCESS macro results verified a three-way moderated mediation. The three-way interaction among abusive supervision, leader gender and gender-leadership bias affects external attribution, increasing insubordination. Employees with high leader–gender bias working under female leaders make more external attribution and engage in subsequent insubordination in the presence of abusive supervision.

This study is one of the first, to the best of the authors’ knowledge, that examines the mediating role of external attribution of abusive supervision. Second, this research explains the gender glass ceiling by examining employees’ attribution bias against female leaders.

Drawing upon the conservation of resources theory, this study investigates the recursive relationship between abusive supervision and service performance and the moderating role of coworker support in this recursive relationship.

This study tests the model using moderated cross-lagged analysis with a three-wave longitudinal data from 146 hospitality employees who were working and studying in hospitality.

Results support the recursive relationship: abusive supervision impairs service performance and employees with low service performance provoke abusive supervision. Coworker support mitigates the lagged effect between abusive supervision and service performance and that between service performance and abusive supervision.

Hospitality organizations should have a zero-tolerance policy toward abusive supervision. Employees who would like to avoid abuse should improve their service performance and seek coworker support.

This study uses a novel analytical approach to examine the recursive relationship between abusive supervision and service performance. It provides evidence on the bidirectional causal relationship and sheds light on how employees can avoid getting abused. This study is also one of the first studies that examine the moderating role of coworker support on the effect of service performance on abusive supervision.

Drawing from the appraisal theory, this paper aims to examine the conditions under which abusive leaders experience guilt and suggests that guilt motivates leaders to help followers.

A scenario study with a sample of 285 hospitality supervisors was used to test the theoretical model. Path analyses were conducted to test the three-way-moderated mediation model.

Results show a three-way interaction among enacted abuse, managerial abuse and agreeableness on the guilt: leaders are more likely to experience guilt over their enacted abusive supervision when they do not perceive their direct manager as abusive and when they are agreeable. Moreover, guilt mediates the relationship between enacted abuse and a leader’s intention to help their followers.

This study shows that abusive supervisors pay an emotional cost for their enacted abuse (in terms of guilt).

Hospitality organization should assign non-abusive mentors to leaders, especially agreeable ones, to detect and reduce abusive supervision.

First, this study addressed the lack of research on the effect of abusive supervision on the abusers by studying the conditions under which abusive leaders experience guilt. Second, this study shows that because of guilt, abusive leaders have a higher intention to help their followers. It explains why abusive leaders can be helpful.

There has been a dramatic increase in the adoption of service robots in hotels, potentially replacing the human workforce. Drawing on Social Amplification of Risk Framework, this study aims to examine the moderating effect of transformational leadership on the indirect relationships between Gen Z employees’ tech-savviness and social skills on industry turnover intention via service robot risk awareness (SRRA).

This study collected two-wave time-lagged multilevel data of 281 frontline Gen Z hotel employees from 54 departments in China. Participants were asked to rate their tech-savviness, social skills and SRRA in the first survey. They rated their supervisor’s transformational leadership and industry turnover intention one week later.

Multilevel path analysis results showed SRRA mediates the negative indirect relationship of Gen Z employee’s tech-savviness and social skills on industry turnover intention. Transformational leadership weakened the positive effect of SRRA on industry turnover intention.

This study contributes to the growing literature on service robots by investigating the antecedents and outcomes of employees’ SRRA. To the best of the authors’ knowledge, it is one of the first empirical studies investigating the role of leadership to mitigate the negative consequences of employee’s SRRA. Managers can use the results of this study to implement training programs and ensure that employees and service robots successfully coexist in the workplace.

Racial code-switching is an impression management behavior for people to blend into social and professional situations by adhering to norms outside their own. Drawing on the identity threat perspective, this study aims to examine the harmful effects of racial code-switching on employee psychological depression and hospitality industry turnover intentions.

The current study used a two-wave time-lagged survey of 286 restaurant frontline employees. Participants were asked to rate their racial code-switching, identity threat and shame in the first survey. Participants reported their depression and industry turnover intention in the second survey one week later.

The results showed that employees that engaged in racial code-switching had higher intentions to leave the hospitality industry via the sequential mediating roles of identity threat, shame and depression.

The findings provide practical implications on how hospitality practitioners can foster employee authenticity and tenure by evaluating impression management strategies. This paper provides a discussion, suggestions and future research directions on how to take sustainable actions toward diversity, equity, inclusion, justice and belonging.

Although racial code-switching is a common behavioral strategy for whites and people of color, research on racial code-switching in the hospitality industry is limited. This study is among the first to examine racial code-switching’s health and career consequences.

Job satisfaction is essential in understanding turnover intentions. Previous studies reveal that highly educated hospitality employees generally have lower levels of job satisfaction, indicating that the antecedents of job satisfaction may be different from hospitality managers and frontline employees. This study compared the different antecedents of job satisfaction for housekeeping managers and employees.

This study used a mixed-methods approach for a two-part study. The researchers recruited housekeeping managers for the exploratory survey. The results of open-end questions helped us build a custom dictionary for the text mining of comments from Glassdoor.com. Finally, a multilinear regression of themes from housekeeping employees’ ratings on Glassdoor.com was conducted to understand the antecedents of job satisfaction for housekeeping managers and employees.

The results of the exploratory survey indicated that the housekeeping department has an urgent need for organizational support and training. The text-mining revealed organizational support impacts both managers and frontline employees, while training impacts managers more than employees. Finally, the regression analysis showed compensation, business outlook, senior management, and career opportunity impacted both groups. However, work-life balance only influenced managers.

With a large number of employees at low salaries, housekeeping departments have a higher-than-average turnover rate for lodging. This study is among the first to compare the antecedents of managers’ and frontline employees’ job satisfaction in the housekeeping department, extending Social Exchange Theory. It provides suggestions for the housekeeping department to decrease turnover intentions.

This study aims to describe the development of hospitality research in terms of research methods and data sources used in the 2010s.

Content analyses of the research methods and data sources used in original hospitality research published in the 2010s in the Cornell Hospitality Quarterly (CQ), International Journal of Hospitality Management (IJHM), International Journal of Contemporary Hospitality Management (IJCHM), Journal of Hospitality and Tourism Research (JHTR) and International Hospitality Review (IHR) were conducted. It describes whether the time span, functional areas and geographic regions of data sources were related to the research methods and data sources.

Results from 2,759 original hospitality empirical articles showed that marketing research used various research methods and data sources. Most finance articles used archival data, while most human resources articles used survey designs with organizational data. In addition, only a small amount of research used data from Oceania, Africa and Latin America.

This study sheds some light on the development of hospitality research in terms of research method and data source usage. However, it only focused on five English-based journals from 2010–2019. Therefore, future studies may seek to understand the impact of the COVID-19 pandemic on research methods and data source usage in hospitality research.

This is the first study to examine five hospitality journals' research methods and data sources used in the last decade. It sheds light on the development of hospitality research in the previous decade and identifies new hospitality research avenues.

Technological advances and new business models have contributed to the usage of self-service technology (SST) by firms. As SST continues to create organizational efficiencies, firms have jumped on the bandwagon without considering their own readiness to use SST. To date, there has been no systematic attempt to develop a valid scale of firm SST readiness and assess its influence on firm performance. The purpose of this paper is to present and validate a multidimensional firm SST readiness scale.

A series of studies was conducted for the development and validation of the firm SST readiness scale. Study 1 included generating items from semi-structured interviews with managers and an extensive literature review. Study 2 comprised item reduction and identifying the dimensionality of the scale through exploratory factor analysis (n=177 participants from service organizations). The reliability and validity of the scale were tested in Study 3 by performing confirmatory factor analysis using data obtained from managers of service organizations in the USA (n=257). Study 4 measured the predictive validity of the firm SST readiness instrument using several structural models.

This paper proposes a new multidimensional construct labelled “firm SST readiness”, consisting of four dimensions: managerial acquiescence, customer alignment, employee engagement, and channel integration. The predictive validity of the new scale on two key firm outcome variables: customer value and firm performance is also demonstrated.

This is the first study to provide a comprehensive, psychometrically sound, and operationally valid measure of firm SST readiness.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).