A CSR Perspective to Drive Employee Creativity in the Hospitality Sector: A Moderated Mediation Mechanism of Inclusive Leadership and Polychronicity
Abstract
:1. Introduction
2. Theory and Literature
2.1. Related Theories
2.1.1. Social Exchange Theory
2.1.2. Social Learning Theory
2.2. Corporate Social Responsibility
2.3. Polychronicity
2.4. Inclusive Leadership
2.5. Employee Creativity
2.6. Hypotheses
3. Methods
3.1. Study Sector, Participants, and the Data Collection Procedure
3.2. Measures
3.3. Non-Response Bias and Common Latent Factor Test
4. Data Analysis
4.1. Establishment of Validity and Reliability through Variable Evaluation
4.2. Correlations
4.3. Total, Direct, Indirect Effects and Hypotheses
5. Discussion
5.1. Theoretical Implications
5.2. Implications for Practice
5.3. Limitations and Future Research Guidelines
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A. Survey Items
Corporate Social Responsibility |
This hotel participates in activities that aim to protect and improve the quality of the natural environment |
This hotel makes investments to create a better life for future generations |
This hotel implements special programs to minimize its negative impact on the natural environment |
This hotel targets sustainable growth, which considers the future generations |
This hotel supports the non-governmental organizations that work in the problematic areas |
This hotel contributes to the campaigns and projects that promote the well-being of society |
This hotel encourages its employees to participate in voluntary activities |
This hotel’s policies encourage the employees to develop their skills and careers |
The management of this hotel is primarily concerned with the employees’ needs and wants |
This hotel implements flexible policies to provide a good work environment and life balance for its employees |
The managerial decisions related to the employees are usually fair |
This hotel supports employees who want to acquire additional education |
Inclusive Leadership |
My leader/manager is open to hearing new ideas |
My leader/manager is attentive to new opportunities to improve work processes |
My leader/manager is open to discussing the desired goals and new ways to achieve them |
My leader/manager is available for consultation on problems |
My leader/manager is an ongoing ‘presence’ in this team—someone who is readily available |
My leader/manager is available for professional questions regarding which I would like to consult with him/her |
My leader/manager is ready to listen to my requests |
My leader/manager encourages me to access him/her on emerging issues |
My leader/manager is accessible for discussing emerging problems |
Employee creativity |
This person tries to be as creative as he/she can in his/her job |
This person experiments with new approaches in performing his/her job |
When new trends develop, he/she is usually the first to get on board |
On the job, he/she is inventive in overcoming barriers |
I feel that he/she is creative in performing his/her job |
Polychronicity |
I prefer to do two or more activities at the same time |
Doing two or more activities at the same time is the most efficient way to use my time |
I am comfortable doing more than one activity at the same time |
I typically do two or more activities simultaneously |
I like to juggle two or more activities at the same time |
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Distributed | Returned | Unreturned | Unusuable | Outliers | Total Useable | |
---|---|---|---|---|---|---|
600 | 458 | 142 | 11 | 14 | 427 | |
Percentage | - | 76.33 | 23.67 | 5.46 | 93.23 |
Λ | λ2 | S.E | T. Values | E-Variance | AVE | CR | |
---|---|---|---|---|---|---|---|
CSR | 0.567 | 0.940 | |||||
0.763 | 0.582 | 0.057 | 13.39 | 0.418 | |||
0.711 | 0.506 | 0.062 | 11.47 | 0.494 | |||
0.716 | 0.513 | 0.061 | 11.74 | 0.487 | |||
0.772 | 0.596 | 0.055 | 14.04 | 0.404 | |||
0.701 | 0.491 | 0.064 | 10.95 | 0.509 | |||
0.756 | 0.572 | 0.058 | 13.03 | 0.428 | |||
0.728 | 0.530 | 0.056 | 13.00 | 0.470 | |||
0.812 | 0.659 | 0.051 | 15.92 | 0.341 | |||
0.794 | 0.630 | 0.053 | 14.98 | 0.370 | |||
0.744 | 0.554 | 0.054 | 13.78 | 0.446 | |||
0.808 | 0.653 | 0.051 | 15.84 | 0.347 | |||
0.718 | 0.516 | 0.060 | 11.97 | 0.484 | |||
IL | 0.581 | 0.925 | |||||
0.729 | 0.531 | 0.059 | 12.36 | 0.469 | |||
0.771 | 0.594 | 0.055 | 14.02 | 0.406 | |||
0.713 | 0.508 | 0.062 | 11.50 | 0.492 | |||
0.716 | 0.513 | 0.061 | 11.74 | 0.487 | |||
0.816 | 0.666 | 0.052 | 15.69 | 0.334 | |||
0.821 | 0.674 | 0.048 | 17.10 | 0.326 | |||
0.805 | 0.648 | 0.051 | 15.78 | 0.352 | |||
0.710 | 0.504 | 0.062 | 11.45 | 0.496 | |||
0.766 | 0.587 | 0.057 | 13.44 | 0.413 | |||
EC | 0.586 | 0.876 | |||||
0.783 | 0.613 | 0.054 | 14.50 | 0.387 | |||
0.819 | 0.671 | 0.048 | 17.06 | 0.329 | |||
0.803 | 0.645 | 0.051 | 15.75 | 0.355 | |||
0.709 | 0.503 | 0.062 | 11.44 | 0.497 | |||
0.705 | 0.497 | 0.063 | 11.19 | 0.503 | |||
PL | 0.600 | 0.881 | |||||
0.737 | 0.543 | 0.055 | 13.40 | 0.46 | |||
0.733 | 0.537 | 0.055 | 13.33 | 0.46 | |||
0.786 | 0.618 | 0.054 | 14.56 | 0.38 | |||
0.740 | 0.548 | 0.053 | 13.96 | 0.45 | |||
0.859 | 0.738 | 0.042 | 20.45 | 0.26 |
Construct | CSR | IL | EC | PL | Mean | SD |
---|---|---|---|---|---|---|
CSR | 0.753 | 0.377 ** | 0.428 ** | 0.292 ** | 2.94 | 0.77 |
IL | 0.762 | 0.398 ** | 0.368 ** | 3.08 | 0.69 | |
EC | 0.765 | 0.359 ** | 3.12 | 0.68 | ||
PL | 0.772 | 2.97 | 0.77 |
Model | χ2/df | Δχ2/df | NFI | CFI | RMSEA |
---|---|---|---|---|---|
Model-1 (hypothesized) | 2.174 | _ | 0.919 | 0.924 | 0.045 |
Model-2 (3-factor) CSR + IL, EC, PL | 3.188 | 1.014 | 0.813 | 0.814 | 0.056 |
Model-3 (2-factor) CSR + IL, EC + PL | 4.496 | 1.308 | 0.729 | 0.742 | 0.063 |
Model-4 (1-factor) CSR + IL + EC + PC | 5.782 | 1.286 | 0.549 | 0.574 | 0.087 |
Hypotheses | Relationship | Estimates (SE) | t/z | p-Value | CI |
---|---|---|---|---|---|
Total effect (CSR→EC) | positive | 0.423 ** (0.049) | 8.633 | *** | 0.511–0.638 |
Direct effects | |||||
(CSR→EC) | Positive | 0.273 ** (0.068) | 4.015 | *** | 0.298–0.431 |
(CSR→IL) | Positive | 0.378 ** (0.055) | 6.873 | *** | 0.342–0.463 |
(IL→EC) | Positive | 0.396 ** (0.051) | 7.765 | *** | 0.296–0.459 |
(PL→EC) | positive | 0.355 ** (0.057) | 6.228 | *** | 0.327–0.652 |
Indirect effect | |||||
(CSR→IL→EC) | positive | 0.150 ** (0.052) | 2.884 | *** | 0.202–0.299 |
Conditional indirect effect (CSR→IL→EC) | positive | 0.279 ** (0.059) | 4.729 | *** | 0.223–0.311 |
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Shao, J.; Cherian, J.; Xu, L.; Zaheer, M.; Samad, S.; Comite, U.; Mester, L.; Badulescu, D. A CSR Perspective to Drive Employee Creativity in the Hospitality Sector: A Moderated Mediation Mechanism of Inclusive Leadership and Polychronicity. Sustainability 2022, 14, 6273. https://doi.org/10.3390/su14106273
Shao J, Cherian J, Xu L, Zaheer M, Samad S, Comite U, Mester L, Badulescu D. A CSR Perspective to Drive Employee Creativity in the Hospitality Sector: A Moderated Mediation Mechanism of Inclusive Leadership and Polychronicity. Sustainability. 2022; 14(10):6273. https://doi.org/10.3390/su14106273
Chicago/Turabian StyleShao, Jiajing, Jacob Cherian, Li Xu, Muhammad Zaheer, Sarminah Samad, Ubaldo Comite, Liana Mester, and Daniel Badulescu. 2022. "A CSR Perspective to Drive Employee Creativity in the Hospitality Sector: A Moderated Mediation Mechanism of Inclusive Leadership and Polychronicity" Sustainability 14, no. 10: 6273. https://doi.org/10.3390/su14106273