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This paper aims to develop a research model that investigates the probable antecedents and outcomes of psychological capital (PSY-capital). More specifically, high-quality relationships (HQRs) and psychological safety (PSY-safety) are tested as the antecedents and organizational deviant behaviors (ODBs) is tested as the outcome.

Data was gathered from the restaurant staff and their direct supervisors through a 10-day time-lag design in two different rounds. Structural equation modeling was used to evaluate the direct and mediation.

Drawing upon social identity theory (SIT), the findings reveal that PSY-safety functions as a mediator of the effect of HQRs on PSY-capital. Additionally, the results proved that PSY-capital mediates the relationship between PSY-safety and ODBs.

Considering the results, restaurant managers should pay ample attention to and make every effort to develop HQRs among organizational members. Through this, manager paves the way for PSY-safety which causes employees to develop PSY-capital and eventually display less deviance. Additionally, the authors recommend that company managers serve as role models for their staff, sharing information with and respecting them to create an environment of mutual trust, similar goals and knowledge sharing.

This research contributes significantly to the existing hospitality literature (specifically foodservice) by testing the mechanism through which HQRs lead to PSY-capital and the mediation effect of PSY-capital in the relationship between PSY-safety and ODBs.

This paper aims to propose and test a research model that examines psychological capital as a mediator of the effect of servant leadership on lateness attitude, intention to remain with the organization, service–sales ambidexterity and service-oriented organizational citizenship behaviors.

Data were gathered from hotel salespeople using a three-wave design with a two-week time lag between each wave in Iran. In total, 26 supervisors assessed salespeople’s service-oriented organizational citizenship behaviors. Structural equation modeling was used in the assessment of the direct and mediating effects.

The findings reveal that psychological capital functions as a full mediator of the influence of servant leadership on the aforementioned outcomes. Specifically, servant leadership fosters salespeople’s psychological capital. Such employees in turn display reduced lateness attitude and express an increased intent to remain with the organization. They also have favorable perceptions of service–sales ambidexterity and exhibit service-oriented organizational citizenship behaviors at elevated levels.

Top management of hotels should be committed to the philosophy of servant leadership because salespeople under the umbrella of this leadership style are high on psychological capital. Under these circumstances, such employees can exhibit service–sales ambidexterity by contributing to delivery of exceptional service and enhancing customer satisfaction. They can also contribute to the organization’s competitive advantage via service-oriented organizational citizenship behaviors.

This study makes a significant contribution to the extant hospitality research by testing psychological capital as a mediator between servant leadership and the previously mentioned consequences.

Drawing upon conservation of resources (COR) theory and social exchange theory (SET), this study aims to empirically test a conceptual model in which social loafing (SLof) acts as a mediator in the relationship between fear of COVID-19 (FoC-19) and organizational deviant behaviors (OD). Additionally, the model proposed the moderating effect of servant leadership (SL) in the relation between FoC-19 and SLof.

The relationships were examined using structural equation modeling with LISREL (linear structural relations) 8.30 using data from front-line restaurant employees and their supervisors in India using a time-lag design.

Results suggest that SLof mediates the effects of FoC-19 on OD. Additionally, the results confirm that SL moderates the relation between FoC-19 and SLof.

It would be beneficial to increase the knowledge concerning the other potential outcomes of SLof. Moreover, it would be helpful to examine other probable moderators like trust in supervisor and supervisor support to understand whether they can have an interfering role in mitigating and minimizing SLof among restaurant employees.

Based on the findings, restaurant managers should pay sufficient attention to and carefully choose the leadership approach they apply in their workplaces. Restaurant managers would try to establish a bond with their employees by showing them empathy and paying attention to their emotional needs. The authors also suggest leaders who are leading people through crises make their employees understand why their job is important, rejuvenate their sense of attachment to their groups and organizations, and set clear directions for their employees.

The current study adds to the existing literature by investigating the effects of FoC-19 on front-line employees using data collected in the Indian restaurant industry. This empirical study will enrich the authors’ knowledge and understanding of the effect of SL to reduce the positive impact of FoC-19 on SLof.

Grounded on the collected data and basic view of the belief-action-outcome, the current study aims to investigate the mediating role of environmental commitment (EC) in the relationship between environmental awareness (EA) and three outcomes, namely, pro-environmental behavior (PEB), willingness to sacrifice for the environment (WSE) and nongreen behaviors (NGB).

Data was gathered from 509 restaurant employees and 96 supervisors in two different waves through a 10-day time lag in India. Structural equation modeling was used to understand the relationships using LISREL 8.30.

This study verified that employees’ EA is significantly related to EC. Moreover, according to the results, employees’ EC is positively related to PEB and WSE while it is negatively related to NGB. The results similarly attested to the mediation impact of EC in the relationship between EA and the outcomes.

Organizations’ employment of green and eco-friendly practices can make employees more familiar with environmental concepts and practices. The current study encourages restaurant managers to regularly invest and be involved in developing relevant environmental training, which can improve employees’ knowledge and awareness of environmental matters.

By highlighting overlooked concerns in the restaurant and service literature, the current study makes significant contributions in the context of the restaurant industry. To date, there is not a single indication of any study that analyzes the impact of EA on employee EC and its potential links to other employee outcomes.

This study aims to identify and rank the significant determinants of stress among tourism and hospitality employees.

A mixed-method approach is used to identify and rank workplace stressors. Particularly, the synthesis of relative literature and interview with the panel of experts resulted in the preliminary identification of workplace stressors. Underpinned by fuzzy theory, in addition, the fuzzy analytical hierarchy process is used to rank identified criteria and relative sub-criteria.

Results of three-wave investigation lead to an index comprising key components and weighted ranking of workplace stressors in the tourism and hospitality industry with job characteristics as the most important criteria and mental demand as the most salient sub-criteria influencing stress at work.

The pattern of findings enhances the current knowledge regarding significant workplace stressors in the tourism and hospitality industry.

Compositional framework and the weight-based ranking of identified components may act as a source of strategic solution for managers to reduce and manage stress among employees.

Workplace stressors have attracted considerable research attention, however, no general consensus yet exists among scholars and practitioners conferring to the key composition and relative importance of workplace stressors.

The purpose of this paper is to examine the impacts of job resources, as manifested by selective staffing, training (TR), and career opportunities, on job insecurity and the influence of job insecurity on hope, job satisfaction, and creative performance. By investigating these relationships, the present study also aims to provide the managers the ways by which they can foster job resources, reduce job insecurity, and activate hope and job outcomes of their salespeople.

Data came from hotel salespeople in Iran. Structural equation modeling was used to test the aforesaid relationships.

The empirical data lend support to the overwhelming majority of the relationships. Specifically, job insecurity and hope act as mediators of the impacts of job resources on job satisfaction. Job satisfaction mediates the impacts of job insecurity and hope on creative performance. Contrary to what has been hypothesized, job insecurity positively influences salespeople’s hope. Such salespeople in turn exhibit higher job satisfaction. In addition, job resources do not significantly influence hope via job insecurity.

Management should invest in job resources to reduce job insecurity. Management should also try to hire individuals high on hope since hope is treated as a malleable variable and can be developed via TR interventions. Workshops can be organized to enable junior salespeople to learn senior salespeople’s practices regarding the solutions to new customer requests and problems.

Job insecurity is an endemic problem in many industries and there is a lack of empirical research about the intermediate linkage between job insecurity and employees’ job outcomes. There is also a need for more research to ascertain the factors influencing job insecurity.

The purpose of this paper is threefold: first, to test the direct influence of servant leadership (SL) on an organization’s serving-driven capabilities (S-DC). Second, to test the indirect effect of SL on employee customer-service behaviors and identification with their branch. Third, to determine the direct effect of an organization’s S-DC on employee customer-service behaviors and identification with the branch. Thus, the authors provide evidence of how SL influence serving-driven interaction capabilities that are later deployed to execute customer-oriented behaviors.

Survey data were obtained from a sample of 36 bank branches of one bank in the Middle East. Employees evaluated their manager’s SL behaviors, the six S-DC and their identification with the organization. In turn, managers assessed their employees on customer-service behaviors. Partial least squares path analysis was used to model the relationships.

Results indicate servant leaders’ behaviors are example, motivator and determinant of an organization’s S-DC. Employees not only adopt the S-DC by imitation but also as a mean to reciprocate the leader: serve your customers like the leader serves you. Other results and implications for managers are presented.

The study is of a cross-sectional nature therefore a causal effect of SL on S-DC cannot be determined. Second, the study is limited to one bank although several branches were randomly sampled. Third, the evaluations of the S-DC have been done by the employees rather than customers.

The S-DC concept provides ample opportunities for managers to enhance their interactions with employees and customers to improve their performance by identifying which capabilities to develop. Specifically, interactions that promote ethical, empowering, developmental relationships and that encourage genuine two-way communication and responds to individual needs.

The study is original in testing the mediating effect of a S-DC. The focus on individual and organizational capabilities is relevant because they have been touted as among the most important factors to explain the differences of company performances and competitive advantages