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- Coworker-Employee Exchange (1)
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Articles 1 - 4 of 4
Full-Text Articles in Business
Prosocial Rule-Breaking To Help Coworker: Nature, Causes, And Effect On Service Performance, Cass Shum, Ankita Ghosh, Anthony R. Gatling
Prosocial Rule-Breaking To Help Coworker: Nature, Causes, And Effect On Service Performance, Cass Shum, Ankita Ghosh, Anthony R. Gatling
Hospitality Faculty Research
We examine the nature, antecedents, and service performance consequence of employees’ prosocial rule-breaking behaviors with a motive to help coworkers (PSBC) in two studies. Using a qualitative exploratory study with a sample of 80 hospitality workers, we showed the prevalence of PSBC in the hospitality industry, which includes four unique forms. Next, we examined the causes and effect of PSBC by drawing on the social cognitive theory. We proposed that coworkers PSBC and employees’ moral courage interactively predict employee PSBC, which has a negative effect on service performance. We tested the hypotheses using a time-lagged survey study with a sample …
Why Do Employees Break Rules? Understanding Hospitality Employee Organizational Rule-Breaking, Ankita Ghosh, Cass Shum
Why Do Employees Break Rules? Understanding Hospitality Employee Organizational Rule-Breaking, Ankita Ghosh, Cass Shum
Hospitality Faculty Research
This study explores employees’ organizational rule-breaking behaviors in the hospitality industry. Unlike the majority of hospitality literature which suggest rule-breakers are deviant, a growing stream of management research suggested that intentions behind rule-breaking behaviors among organizational employees include self-interest, to increase work efficiency, to help a subordinate or a coworker, and to provide good customer service. Our study extends the research on rule-breaking not only by studying the intentions of hospitality employee rule- breaking behaviors, but also by exploring the types of rules broken and the possible consequences of such behaviors. Eighty hospitality workers studying at a public university in …
A Social Information Processing Perspective Of Coworker Influence On A Focal Employee, Zhijun Chen, Riki Takeuchi, Cass Shum
A Social Information Processing Perspective Of Coworker Influence On A Focal Employee, Zhijun Chen, Riki Takeuchi, Cass Shum
Hospitality Faculty Research
A critical omission in the coworker influence literature is how a coworker influences a closely related (focal) employee’s job performance behaviors and whether this influence is contingent on that coworker’s own behaviors. By integrating social information processing and social cognitive theories with social exchange and role theories, we hypothesize that there are, at least, three distinct types of coworker dyadic influence. Accordingly, we develop and test a moderated mediation model to explicate such influence. Two multi-source, field-design studies conducted in Hong Kong supported the modeled relationships in that employee role ambiguity partially mediated the relationships between coworker-employee exchange (CEX) and …
Promoting Innovation In Hospitality Companies Through Human Resource Management Practices, Song Chang, Yaping Gong, Cass Shum
Promoting Innovation In Hospitality Companies Through Human Resource Management Practices, Song Chang, Yaping Gong, Cass Shum
Hospitality Faculty Research
In this study, we investigate how hospitality companies can promote incremental and radical innovation through human resource management practices (i.e., selection and training). Data from 196 independent hotels and restaurants operating in the People’s Republic of China show that hiring multi-skilled core customer-contact employees and training core customer-contact employees for multiple skills both have a significant and positive effect on incremental and radical innovation among hotel and restaurant companies. The two human resource management practices are also found to have a negative joint impact on incremental but not radical innovation. The implications for promoting innovation in hospitality companies are discussed.