The impact of csr practice on employee engagement and intention to stay in the hotel industry: An ordered logit model approach
Tóm tắt: 137
| 
PDF: 253 
##plugins.themes.academic_pro.article.main##
Author
Từ khóa:
CSR
work engagement
Hotel industry
COVID-19 pandemic
ordered logit model
Tóm tắt
This study examines the impact of CSR practices on employee work engagement and intention to stay in the hotel industry during the COVID-19 pandemic. It draws on Social Exchange Theory and Stakeholder Theory to analyze the effects of CSR on employee outcomes. The empirical analysis utilizes an ordered logit model and Likert scale data collected from hotel workers. The findings contribute to understanding the role of CSR in attracting and retaining talented employees and building sustainable tourism economies. By employing the ordered logit model, this study provides a robust statistical approach to uncover the relationships between variables. The findings have implications for hotel industry practitioners and policymakers in promoting CSR practices and improving employee engagement and retention.
Tài liệu tham khảo
-
[1] D. Guillet and A. S. Mattila, "A descriptive examination of corporate governance in the hospitality industry”, International Journal of Hospitality Management, vol. 29, pp. 677-684, 2010.
[2] King, D. C. Funk, and H. Wilkins, "Bridging the gap: An examination of the relative alignment of hospitality research and industry priorities”, International Journal of Hospitality Management, vol. 30, pp. 157-166, 2011.
[3] Huang, S. Sardeshmukh, J. Benson, and Y. Zhu, "High performance work systems, employee creativity and organizational performance in the education sector”, The International Journal of Human Resource Management, vol. 34, pp. 1-30, 2022.
[4] V. Kloutsiniotis and D. M. Mihail, "The link between perceived high-performance work practices, employee attitudes and service quality: The mediating and moderating role of trust”, Employee Relations, vol. 40, pp.801-821, 2018.
[5] E. Clarkson, "A stakeholder framework for analyzing and evaluating corporate social performance”, Academy of management review, vol. 20, pp. 92-117, 1995.
[6] -Y. Park and S. E. Levy, "Corporate social responsibility: perspectives of hotel frontline employees”, International Journal of Contemporary Hospitality Management, vol. 26, pp. 332-348, 2014.
[7] Boesso, F. Favotto, and G. Michelon, "Stakeholder prioritization, strategic corporate social responsibility and company performance: further evidence”, Corporate Social Responsibility and Environmental Management, vol. 22, pp. 424-440, 2015.
[8] Maignan, O. C. Ferrell, and G. T. M. Hult, "Corporate citizenship: Cultural antecedents and business benefits”, Journal of the Academy of marketing science, vol. 27, pp. 455-469, 1999.
[9] A. Rayton, S. J. Brammer, and A. I. Millington, "Corporate social performance and the psychological contract”, Group & Organization Management, vol. 40, pp. 353-377, 2015.
[10] M. Jones, "Instrumental stakeholder theory: A synthesis of ethics and economics”, Academy of management review, vol. 20, pp. 404-437, 1995.
[11] J. Wood, "Measuring corporate social performance: A review”, International journal of management reviews, vol. 12, pp. 50-84, 2010.
[12] Santhosh and R. Baral, "A conceptual framework for exploring the impacts of corporate social responsibility on employee attitudes and behaviour”, Journal of Human Values, vol. 21, pp. 127-136, 2015.
[13] Bizri, M. Wahbi, and H. Al Jardali, "The impact of CSR best practices on job performance: the mediating roles of affective commitment and work engagement”, Journal of Organizational Effectiveness: People and Performance, vol.8, pp.129-148, 2021.
[14] Paul and M. Gill, "Hospitality Management Students' Image of the Hospitality Industry”, International Journal of Contemporary Hospitality Management, vol. 5, pp. 13-20, 1993.
[15] A. Enz, "What keeps you up at night? Key issues of concern for lodging managers”, Cornell Hotel and Restaurant Administration Quarterly, vol. 42, pp. 38-45, 2001.
[16] A. Bonn and L. R. Forbringer, "Reducing turnover in the hospitality industry: an overview of recruitment, selection and retention”, International Journal of Hospitality Management, vol. 11, pp. 47-63, 1992.
[17] C. Hughes and E. Rog, "Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations”, International journal of contemporary hospitality management, vol. 20, pp. 743-757, 2008.
[18] B. Carroll, "The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders”, Business horizons, vol. 34, pp. 39-48, 1991.
[19] E. Freeman, J. S. Harrison, and A. C. Wicks, Managing for stakeholders: Survival, reputation, and success: Yale University Press, 2007.
[20] Kim, J. Kim, R. Marshall, and H. Afzali, "Stakeholder influence, institutional duality, and CSR involvement of MNC subsidiaries”, Journal of Business Research, vol. 91, pp. 40-47, 2018.
[21] Maignan and O. Ferrell, "Corporate social responsibility and marketing: An integrative framework”, Journal of the Academy of Marketing science, vol. 32, pp. 3-19, 2004.
[22] E. Freeman, Strategic management: A stakeholder approach: Cambridge university press, 2010.
[23] C.-k. Wong and A. Ko, "Exploratory study of understanding hotel employees’ perception on work–life balance issues”, International Journal of Hospitality Management, vol. 28, pp. 195-203, 2009.
[24] Erdogan and C. Tosun, "Environmental performance of tourism accommodations in the protected areas: Case of Goreme Historical National Park”, International journal of hospitality management, vol. 28, pp. 406-414, 2009.
[25] Ghaderi, M. Mirzapour, J. C. Henderson, and S. Richardson, "Corporate social responsibility and hotel performance: A view from Tehran, Iran”, Tourism Management Perspectives, vol. 29, pp. 41-47, 2019.
[26] Bohdanowicz and P. Zientara, "Corporate social responsibility in hospitality: Issues and implications. A case study of Scandic”, Scandinavian Journal of Hospitality and Tourism, vol. 8, pp. 271-293, 2008.
[27] Dodds and J. Kuehnel, "CSR among Canadian mass tour operators: good awareness but little action”, International Journal of Contemporary Hospitality Management, vol. 22, pp. 221-244, 2010.
[28] Tosun, "Challenges of sustainable tourism development in the developing world: the case of Turkey”, Tourism management, vol. 22, pp. 289-303, 2001.
[29] Martínez, A. Pérez, and I. R. Bosque, "Exploring the role of CSR in the organizational identity of hospitality companies: A case from the Spanish tourism industry”, Journal of business ethics, vol. 124, pp. 47-66, 2014.
[30] Fatma and Z. Rahman, "An integrated framework to understand how consumer-perceived ethicality influences consumer hotel brand loyalty”, Service Science, vol. 9, pp. 136-146, 2017.
[31] Su, Y. Pan, and X. Chen, "Corporate social responsibility: Findings from the Chinese hospitality industry”, Journal of retailing and consumer services, vol. 34, pp. 240-247, 2017.
[32] L. Holcomb, R. S. Upchurch, and F. Okumus, "Corporate social responsibility: what are top hotel companies reporting?”, International journal of contemporary hospitality management, Vol. 19, no. 6, pp. 461-475, 2007.
[33] D. Kennedy, "CSR reporting among Zimbabwe's hotel groups: a content analysis”, International Journal of Contemporary Hospitality Management, vol. 25, pp. 595-613, 2013.
[34] C. Hsieh, "Hotel companies' environmental policies and practices: a content analysis of their web pages”, International Journal of Contemporary Hospitality Management, vol. 24, pp. 97-121, 2012.
[35] Ettinger, S. Grabner-Kräuter, and R. Terlutter, "Online CSR communication in the hotel industry: Evidence from small hotels”, International Journal of Hospitality Management, vol. 68, pp. 94-104, 2018.
[36] Moyeen, S. Kamal, and M. Yousuf, A content analysis of CSR research in hotel industry, 2006–2017: Springer, Singapore, 2019.
[37] He, H. Zhang, and A. M. Morrison, "The impacts of corporate social responsibility on organization citizenship behavior and task performance in hospitality: A sequential mediation model”, International Journal of Contemporary Hospitality Management, vol. 31, pp. 2582-2598, 2019.
[38] L. Kim, Y. Rhou, M. Uysal, and N. Kwon, "An examination of the links between corporate social responsibility (CSR) and its internal consequences”, International Journal of Hospitality Management, vol. 61, pp. 26-34, 2017.
[39] -K. Lee, H.-J. Song, H.-M. Lee, S. Lee, and B. J. Bernhard, "The impact of CSR on casino employees’ organizational trust, job satisfaction, and customer orientation: An empirical examination of responsible gambling strategies”, International Journal of Hospitality Management, vol. 33, pp. 406-415, 2013.
[40] K. F. Wong and S. S. Kim, "Development and validation of standard hotel corporate social responsibility (CSR) scale from the employee perspective”, International Journal of Hospitality Management, vol. 87, pp. 1-9, 2020.
[41] De Roeck and F. Maon, "Building the theoretical puzzle of employees’ reactions to corporate social responsibility: An integrative conceptual framework and research agenda”, Journal of Business Ethics, vol. 149, pp. 609-625, 2018.
[42] Jamali and C. Karam, "Corporate social responsibility in developing countries as an emerging field of study”, International journal of management reviews, vol. 20, 2018, pp. 32-61.
[43] M. Blau, "Justice in social exchange”, Sociological inquiry, vol. 34, pp. 193-206, 1964.
[44] Cropanzano and M. S. Mitchell, "Social exchange theory: An interdisciplinary review”, Journal of management, vol. 31, pp. 874-900, 2005.
[45] Rhoades and R. Eisenberger, "Perceived organizational support: a review of the literature”, Journal of applied psychology, vol. 87, pp. 698-714, 2002.
[46] Glavas and S. K. Piderit, "How does doing good matter? Effects of corporate citizenship on employees”, Journal of Corporate Citizenship, vol. 36, pp. 51-70, 2009.
[47] M. Saks, "Antecedents and consequences of employee engagement”, Journal of Managerial Psychology, vol. 21, pp. 600-619, 2006.
[48] R. Halbesleben and A. R. Wheeler, "The relative roles of engagement and embeddedness in predicting job performance and intention to leave”, Work and Stress, vol. 22, pp. 242-256, 2008.
[49] Y. Yalabik, P. Popaitoon, J. A. Chowne, and B. A. Rayton, "Work engagement as a mediator between employee attitudes and outcomes”, The International Journal of Human Resource Management, vol. 24, pp. 2799-2823, 2013.
[50] Du Plooy and G. Roodt, "Work engagement, burnout and related constructs as predictors of turnover intentions”, SA journal of Industrial Psychology, vol. 36, pp. 1-13, 2010.
[51] B. Schaufeli, A. B. Bakker, and M. Salanova, "The measurement of work engagement with a short questionnaire: A cross-national study”, Educational and psychological measurement, vol. 66, pp. 701-716, 2006.
[52] Ali, The Effect of Corporate Social Responsibility on Employee Satisfaction, Employee Engagement and Employee Retention: International e-Conference on Microeconomic Impacts of COVID-19 Pandemic, 2021.
[53] -Y. Park, C.-K. Lee, and H. Kim, "The influence of corporate social responsibility on travel company employees”, International Journal of Contemporary Hospitality Management, vol. 30, pp. 178-196, 2018.
[54] B. Bakker, S. L. Albrecht, and M. P. Leiter, "Key questions regarding work engagement”, European journal of work and organizational psychology, vol. 20, pp. 4-28, 2011.
[55] S. Moise, I. Gil-Saura, M. Šerić, and M. E. R. Molina, "Influence of environmental practices on brand equity, satisfaction and word of mouth”, Journal of Brand Management, vol. 26, pp. 646-657, 2019.
[56] F. F. Chiang and T. A. Birtch, "The performance implications of financial and non‐financial rewards: An Asian Nordic comparison”, Journal of Management Studies, vol. 49, pp. 538-570, 2012.
Xem thêm
##plugins.themes.academic_pro.article.sidebar##
Đã Xuất bản
Jun 30, 2023
Download
Cách trích dẫn
Dung, P. T. H., H. T. Hien, và N. P. Son. “The Impact of Csr Practice on Employee Engagement and Intention to Stay in the Hotel Industry: An Ordered Logit Model Approach”. Tạp Chí Khoa học Và Công nghệ - Đại học Đà Nẵng, vol 21, số p.h 6.1, Tháng Sáu 2023, tr 93-98, doi:10.31130/ud-jst.2023.232E.
