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This study seeks to examine the relationship between career adaptability (concern, control, curiosity, and confidence) and attrition intention among hospitality employees through the attitudinal and emotional mediation of career satisfaction and anxiety, respectively. Based on career construction theory, the results reveal that career satisfaction mediates the relationship between the career adaptability dimensions of concern, confidence, and curiosity to attrition intentions of hospitality employees as an attitudinal response, whereas career anxiety mediates the relationship between concern and control to attrition intentions as an emotional response. Lastly, the study also tests the moderating role of employee status and suggests that career adaptability serves as a psychological resource for full-time employees but not for part-time employees. The findings of this study provide important practical contributions to preserving the future workforce of the hospitality industry. [ABSTRACT FROM AUTHOR]

An important gap in the customer mistreatment literature is understanding how employees' affective reactions can be modified to decrease negative affective reactions. The current study draws from affective events theory to examine how customer-focused perspective-taking, or employees taking the customer's point of view, can modify employees' affective reactions to customer mistreatment. Withholding customer compensation was examined as an outcome of customer-focused perspective-taking, and anger and empathy were examined as mediators. A two-group (customer-focused perspective-taking: yes or no) experimental design examined the between-subjects effect of customer-focused perspective-taking among 128 frontline managers. The results indicate mediation of anger and empathy between perspective-taking and customer compensation, supporting customer-focused perspective-taking as an intervention to help employees maximize service delivery. The most important theoretical contribution of the article is showing that by interrupting the affective events theory process at a within-person level, affective reactions and episodic performance can be modified when reacting to customer mistreatment. [ABSTRACT FROM AUTHOR]

Given the dynamic nature of the hospitality industry, firms must continuously improve to remain viable. Many innovations and improvements in service are driven by the experiences of employees on the front lines of service delivery, who have direct knowledge of what works and what does not in the day-to-day operation of a hospitality business. Unfortunately, research indicates that employees are not likely to speak up with opinions, ideas, and suggestions, behavior known as employee voice, unless they have some motivation to do so. Drawing on basic need satisfaction theory, we hypothesized and found that inclusive leader behaviors are associated with the satisfaction of followers' basic needs for relatedness and competence. In turn, the satisfaction of these basic needs was associated with increases in employee self-reported voice behavior. Our findings provide important insights into the kinds of leader behaviors that may drive employee voice. [ABSTRACT FROM AUTHOR]