Hotel Employee Self-Efficacy and Sustainable Hospitality Management

Dear Colleagues,

In recent years, with the rapid economic development, the market competition in the entire hotel industry has become particularly fierce, and the demand and standards for professional talents in hotels have become urgent. However, due to the working characteristics of the emotional labor and high staff mobility of the hotel service industry, it is essential for managers to develop the organizational, planning, and performance skills of hotels through sustainable management activities.

In this line, this Special Issue will focus on hotel employee self-efficacy and sustainable hospitality management. Since hotel employees generally have the characteristics of youthfulness and emotional labor, and because most of them are fresh graduates and interns who lack social experience and communication skills, it is more difficult for them to adapt to work. Therefore, determining how to eliminate employee burnout and increase their engagement and loyalty to the hotel is vital (Wang, 2019, 2020). Judging from the current development trend of human resource management in the hotel industry (Magnini, 2009), the influence of job (supervisor or perceived organizational support) and personal resources (personality and self-efficacy) on cognitive engagement at work cannot be overemphasized (Karatepe & Olugbade, 2009). In addition, the employment competition among various universities for hotel management students is increasing. How to cultivate talents that are more easily accepted by hotels and meet the needs of the modern hotel industry has become a key aspect of research activity (Wang, 2021). Therefore, learning as a training tool could also be used to improve employees’ soft skills, and could impact hotel employees’ individual characteristics in terms of motivation, self-efficacy, and intention to stay (Kim, Erdem, Byun, & Jeong, 2011).

Through planning, participating in performances, and completing some challenging tasks in sustainable hospitality management, employees enhance their sense of pride and gain a sense of accomplishment. Long-term staying in this state will achieve a multiplier effect with half the effort. In addition, these activities also have a strong heart-building effect, adjusting employees' bad states to eliminate work pressure and frustration.

I look forward to receiving your contributions.

References:

1. Karatepe, O. M., & Olugbade, O. A. (2009). The effects of job and personal resources on hotel employees' work engagement. International Journal of Hospitality Management, 28(4), 504-512. doi:10.1016/j.ijhm.2009.02.003
2. Kim, J., Erdem, M., Byun, J., & Jeong, H. (2011). Training soft skills via e-learning: international chain hotels. International Journal of Contemporary Hospitality Management, 23(6-7), 739-763. doi:10.1108/09596111111153457
3. Magnini, V. P. (2009). An exploratory investigation of the real-time training modes used by hotel expatriates. International Journal of Hospitality Management, 28(4), 513-518. doi:10.1016/j.ijhm.2009.02.005
4. Wang, C.-J. (2019). From emotional labor to customer loyalty in hospitality: A three-level investigation with the JD-R model and COR theory. International Journal of Contemporary Hospitality Management, 31(9), 3742-3760. doi:10.1108/IJCHM-01-2019-0072
5. Wang, C.-J. (2020). Managing emotional labor for service quality: A cross-level analysis among hotel employees. International Journal of Hospitality Management, 88, 102396. doi:10.1016/j.ijhm.2019.102396
6. Wang, C.-J. (2021). Should I Stay or Should I Go? Linking Career Decision-Making Self-Efficacy to Intention to Stay in the Hospitality Industry Based on Internship Experience. Sustainability, 13(19), 10571. Retrieved from https://www.mdpi.com/2071-1050/13/19/10571

Prof. Dr. Chung-Jen Wang
Guest Editor

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• self-efficacy
• sustainable hospitality management
• hotel employee