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Leadership and Sustainable Human Resource Management in the Tourism and...
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Special Issue "Leadership and Sustainable Human Resource Management in the Tourism and Hospitality Industry"

A special issue of Sustainability (ISSN 2071-1050).

Deadline for manuscript submissions: closed (28 February 2021).

Special Issue Editors

Prof. Dr. Huseyin Arasli
E-Mail Website
SciProfiles
Guest Editor
Faculty of Social Sciences, Norwegian School of Hotel Management, The University of Stavanger, 4036 Stavanger, Norway
Interests: leadership; human resources management; service quality; organizational behavior; strategic management
Special Issues and Collections in MDPI journals
Prof. Dr. Trude Furunes
E-Mail
Guest Editor
Faculty of Social Sciences, Norwegian School of Hotel Management, The University of Stavanger, 4036 Stavanger, Norway
Interests: Leadership; Health-Promoting Leadership; Age discrimination; Ageing; Diversity
Dr. Hasan Evrim Arici
E-Mail Website
Guest Editor
EU Business School, European University, 80339 Munich, Germany
Interests: tourism; hospitality; HRM; leadership
Special Issues and Collections in MDPI journals

Special Issue Information

Dear Colleagues,

Leadership is considered as an important factor affecting organizational success in the hospitality and tourism industry. Scholars have suggested that leadership may have a significant effect on employee satisfaction, service quality, employee innovation, creativity, productivity, and sustainable competitive advantage. However, research on leadership in hospitality and tourism is still deficient, and important study problems and gaps still need to be filled. In addition, motivating and keeping competent human resources for a long time is another important challenge for practitioners in the industry. Therefore, research on sustainable human resources needs to be developed to provide several avenues for both researchers and practitioners. This Special Issue aims to bring together state-of-the art research on leadership and sustainable HR and to examine the further avenues for scholars and industry practitioners in the tourism and hospitality industry.

We particularly welcome investigations focusing on the tourism and hospitality which include (though not exclusively) the following issues:

  • Leadership in the tourism and hospitality industry;
  • Leadership and sustainability;
  • HR management and sustainability;
  • Green Leadership and HR management;
  • Leadership and employee innovation;
  • Leadership and employee job outcomes;
  • Measuring leadership effectiveness;
  • The importance of HR functions on employee attitudes and behaviors;
  • Socially responsible HR practices;
  • The relations of Leadership and HR functions;
  • Leadership and HR management in hospitality and tourism academia;
  • Contemporary leadership approaches.
Prof. Dr. Huseyin Arasli
Prof. Dr. Trude Furunes
Dr. Hasan Evrim Arici
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1900 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • leadership
  • human resource management
  • sustainability
  • tourism and hospitality

Published Papers (3 papers)

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Article
The Relationship between Responsible Leadership and Organizational Citizenship Behavior in the Hospitality Industry
by
Carla Freire
and
Joana Gonçalves
Sustainability 2021, 13(9), 4705; https://doi.org/10.3390/su13094705 - 22 Apr 2021
Viewed by 605
Abstract
The purpose of this study is to explore the mediating role of the perception of social responsibility, and organizational identification, in the relationship between responsible leadership and organizational citizenship behavior in the hospitality industry. A questionnaire was answered by 214 frontline employees of [...] Read more.
The purpose of this study is to explore the mediating role of the perception of social responsibility, and organizational identification, in the relationship between responsible leadership and organizational citizenship behavior in the hospitality industry. A questionnaire was answered by 214 frontline employees of four and five-star hotels, in the north of Portugal. Results indicate that there is a mediation model, which uses the effect of the perception of social responsibility and organizational identification in the relationship between responsible leadership and organizational citizenship behaviors. This study is a first attempt to propose a parallel multiple mediator model that explores the effect of hotel frontline employees’ perceptions of the importance of social responsibility, as well as the effect of employees’ identification with the organization, both of which act as mediators in the relationship between responsible leadership and OCB in the hospitality industry. Full article
(This article belongs to the Special Issue Leadership and Sustainable Human Resource Management in the Tourism and Hospitality Industry)
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Article
When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication
by
Youngsam Cho
and
Yongduk Choi
Sustainability 2021, 13(7), 3693; https://doi.org/10.3390/su13073693 - 26 Mar 2021
Viewed by 559
Abstract
This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., [...] Read more.
This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications. Full article
(This article belongs to the Special Issue Leadership and Sustainable Human Resource Management in the Tourism and Hospitality Industry)
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Article
Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction
by
Daniel Dorta-Afonso
,
Manuel González-de-la-Rosa
,
Francisco J. García-Rodríguez
and
Laura Romero-Domínguez
Sustainability 2021, 13(6), 3226; https://doi.org/10.3390/su13063226 - 15 Mar 2021
Cited by 2 | Viewed by 959
Abstract
The purpose of this research is to examine the underlying mechanisms inside the so-called black box that relate high performance work systems (HPWS) with employees’ well-being and job performance in hospitality. We surveyed a sample of 494 hotel workers to test a research [...] Read more.
The purpose of this research is to examine the underlying mechanisms inside the so-called black box that relate high performance work systems (HPWS) with employees’ well-being and job performance in hospitality. We surveyed a sample of 494 hotel workers to test a research model that related the following variables: HPWS, organizational commitment, motivation, job satisfaction, quality of life (QoL), and individual job performance. Structural equation modelling, namely through PLS-SEM, was conducted. We confirmed that HPWS directly influence employees’ motivation, organizational commitment, job satisfaction, and QoL. Additionally, workers’ motivation and organizational commitment positively influence job satisfaction, which, in turn, enhances workers’ QoL. Moreover, job satisfaction and quality of life significantly predicted individual job performance. This study contributes to unlocking the so-called black box relating HPWS with job outcomes as well as to the growing body of research that relates employees’ well-being with performance. From a managerial point of view, hospitality firms should prioritize investment in HPWS, as its design and implementation affects employees’ attitudes and behaviors. Future lines of research should consider bundles of practices instead of the whole HPWS effects on employees’ attitudes and behaviors. Full article
(This article belongs to the Special Issue Leadership and Sustainable Human Resource Management in the Tourism and Hospitality Industry)
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