Search

Drawing on Conservation of Resources theory and the Job Demand–Resources model, this study investigates the emotional exhaustion of frontline supervisors—a critical labor force issue in the hospitality sector. The research empirically examines the network of relationships among leaders' coaching behaviors, work engagement, taking charge behaviors, and their effects on mitigating emotional exhaustion. The proposed hypotheses are tested using partial-least squares structural equation modeling to analyze data from 133 frontline supervisors from Malaysia's hotel sector. Frontline supervisors' perceptions of leaders' coaching behaviors do not directly offset their emotional exhaustion. However, being coached plays a key role in supporting frontline supervisors' work engagement and taking charge behaviors, consequently reducing their emotional exhaustion. This presents new insights for hospitality organizations to build human capital and support the capabilities and performance of their frontline supervisors, with ripple effects for organizational culture, employee performance and retention, service quality, and hotel performance. [ABSTRACT FROM AUTHOR]

The hotel industry faced difficulties in attracting and retaining employees due to poor compensation. To develop an attractive compensation plan, this study investigates the elements of compensation plans for non-managerial employees in luxury hotels in Malaysia. Data were collected using qualitative semi-structured interviews supplemented by a short survey. The findings indicate that compensation plans differ based on their compensation structure, hotel location, and whether there is a collective agreement between the employer and employee's union. COVID-19 pandemic posed greater challenge to unionized hotels. The trade-offs between elements of compensation plan are discussed, a model of compensation plan for the hotel industry is developed, and recommendations for design of a compensation plan are provided. [ABSTRACT FROM AUTHOR]

The present study examines the relationships between absorptive capacity, team culture, competitive intelligence awareness, entrepreneurial behavior, learning capability, and sustainable competitive advantage. Quantitative design and deductive research approach were followed to collect data from hotel management staff in Malaysia. Altogether 550 questionnaires were distributed, and 457 valid questionnaires were received. This study was used to SEM (Structural Equation Modeling) as a statistical analysis technique to assess measurement and structural model. The salient findings of this research: (1) absorptive capacity, team culture, competitive intelligence awareness have a significant impact on learning capability, (2) learning capability has a significant mediating effect between absorptive capacity, team culture, competitive intelligence awareness, and sustainable competitive advantage, (3) entrepreneurial behavior insignificantly impacts on learning capability and sustainable competitive advantage, (4) learning capability has a significant impact on sustainable competitive advantage, (5) Innovativeness actively moderate between learning capability and sustainable competitive advantage. The outcomes of this study may help to hotel business in their long-time survival and sustain their competitive advantage. This present study also suggests the role of sustainable competitive advantage, which offers new insight into gaps and weaknesses in the hotel competitors. [ABSTRACT FROM AUTHOR]

This study sought to examine the pro-organizational attitudes of hotel middle-managers. The ability of hotel middle-managers to contribute to the effectiveness and performance of their hotels is often dependent on their job satisfaction and affective commitment to the organization. By introducing the concept of psychological ownership, this particular study seeks to understand the determinants of hotel middle-managers' job satisfaction and affective commitment. Additionally, this study examines whether the tenure of hotel middle-managers is likely to attenuate the relationship between psychological ownership and pro-organizational attitudes. Empirical evidence is drawn from a sample of 110 middle-managers in a 4- and 5-star hotel chain in Malaysia. Findings from the study add a new dimension and insights into understanding how and when hotel middle-managers are satisfied with their jobs and committed to their organization. [ABSTRACT FROM AUTHOR]

• A systematic overview of food waste drivers in an island-based hotels. • Using qualitative content analysis, eight food waste drivers were identified. • A holistic approach required to reduce food wastage for the hotel sector. Food waste (FW) generation from hotel operations have a significant negative impact on the environment, society and economy. Hence, the urgent need to introduce sustainable food management to reduce both FW and operational costs in hotels. The aim of this paper is to identify the drivers of FW generation and barriers to sustainable food waste management (SFWM) in island based hotels. The data were collected using in-depth interview coupled with the observations conducted at 23 selected hoteliers in Langkawi Island, Malaysia. Based on the analysis, using qualitative content analysis (QCA), eight FW drivers were identified and the drivers were classified into three categories of factors, mainly internal, external and intermediate influence. There are four FW drivers identified as internal factors that influenced the implementation of food waste management namely (1) poor hotel management and policies, (2) lack of skills in food preparation, (3) lack of facilities and FW technology and (4) non-implementation of waste audit and waste separation. For external factors, there are two FW drivers, including (5) unsustainable food consumption patterns of the customers and (6) risk of food ingredients spoilage. As for intermediate factors, two FW drivers were identified, which are (7) ineffective communication and (8) inadequate education and awareness. Findings from this study contribute towards a better understanding on the complexity of FW issues, particularly for island-based hotel sector. It was also suggested that a holistic approach with multi-stakeholders is crucial to reduce food wastage towards achieving SFWM. [ABSTRACT FROM AUTHOR]

This paper highlights the global phenomenon of the crisis in the quality and quantity of water supplies and how tourism generally and hotels specifically may have contributed to the situation. The major internal and external barriers for Small Medium Enterprises adopting Environmental Management Systems, including water, are listed. The paper proposes a water management framework for hotels and other types of accommodation that leverages on the concept of innovation. Taking into account the various levels of knowledge and technological capabilities in water management, the framework is developed based on the commonly known 3R approach in environmental management, with the addition of another R (Reaching). It is proposed that hotels can innovate and enhance their water management approaches under these 4Rs: Innovative Reducing, Innovative Reusing, Innovative Reaching and Innovative Recycling. The framework offers examples and strategies about how hotels of different sizes, with differing financial, technical, knowledge and managerial capacities could address the challenge of implementing water management and obtain commercial benefit. A detailed case study is provided of a gray and black water recycling system in a Malaysian resort. Other examples of a range of water management methods are also discussed. [ABSTRACT FROM AUTHOR]

Pricing is one of the most powerful tools a hotel can use to increase revenue. It keeps changing according to various pricing policies adopted by the hoteliers in their pricing strategy. Therefore, the aim of this research paper is to determine the pricing policies that most influenced hoteliers in setting their pricing decisions. Based on the data gathered from the 32 hoteliers in Kuala Lumpur through the survey questionnaire, the study found that the differentiated pricing and pure bundling policies are positively associated with pricing objectives. [ABSTRACT FROM AUTHOR]