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Open AccessArticle

Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership

1
Hunan Institute for Innovation and Development, School of Business, Hunan University of Science and Technology, Xiangtan 411201, China
2
International College, National Kaohsiung University of Hospitality and Tourism, Gaoxiong 81271, Taiwan
3
School of Tourism and Hospitality Management, Hubei University of Economics, Wuhan 430205, China
*
Author to whom correspondence should be addressed.
Sustainability 2019, 11(16), 4410; https://doi.org/10.3390/su11164410
Received: 9 July 2019 / Revised: 5 August 2019 / Accepted: 7 August 2019 / Published: 15 August 2019
(This article belongs to the Special Issue The Hospitality Industry in the 21st Century)
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Abstract

The purpose of this study is to determine the influence of organizations on millennial (born 1981–2000) employee well-being and task performance in the hospitality industry. Millennial employees are becoming the main workforce in hotels and their well-being is drawing greater attention in research and practice. Prior studies suggest that human resource management (HRM) bridges the organization and employees and has a significant influence on employee well-being in the hospitality industry. Additionally, the supervisor’s responsible leadership is a key factor influencing employees in a changing workforce. However, how do HRM and responsible leadership contribute to millennial employee well-being? Can employee well-being make a difference in the hospitality industry? Those questions remain unanswered. To address the two questions, this research aims to examine the interaction effects of HRM and responsible leadership on millennial employee well-being and the mediating effect of well-being between the HRM and responsible leadership on employee performance. The research hypotheses were tested with multiple linear regression analysis based on a survey of 243 millennial employees in the Chinese hospitality industry. The results indicated that HRM and responsible leadership have positive impacts on millennial employee well-being, which could improve task performance in the hospitality sector. In addition, responsible leadership strengthens the positive effect of HRM on employee well-being and task performance. In addition, the interaction effects of HRM and responsible leadership on performance are mediated by employee well-being. It is of practical value for hotels to know that millennial employee well-being can be fostered through improving HRM and responsible leadership. View Full-Text
Keywords: responsible leadership; human resource management (HRM); millennial employee well-being; task performance; China responsible leadership; human resource management (HRM); millennial employee well-being; task performance; China
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He, J.; Morrison, A.M.; Zhang, H. Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership. Sustainability 2019, 11, 4410.

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