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By analyzing 47 articles on lookism of employees in Hospitality-Tourism workplaces published up to March 2023 in hospitality and non-hospitality journals, this study provides a systematic review of lookism and synthesizes the findings into a multilevel conceptual framework of its antecedents and consequences. Findings indicate factors at the individual-, job-, organizational- and institutional-level are antecedents to lookism of employees and job candidates, with stigmatization, prejudice and stereotypes, gendered job context, aesthetic labor and Human Resource Management practices emphasizing aesthetic labor and physical appearance requirements, and a lack of anti-discrimination legislation respectively influencing lookism. While we find "institutionalized lookism" and "individualized lookism" operate at the individual and organizational levels, in the absence of institutionalized lookism, individualized lookism can still manifest because of the prejudices and stereotypes held by hiring managers and recruiters. Reduced applicant hireability, and other career outcomes, job attitudes, and psychological and health outcomes are employee-level consequences of lookism. • This systematic literature review analyses forty-seven articles on the lookism of employees in Hospitality-Tourism workplaces. • The findings identified antecedents, moderators, mediators, and outcomes. • The study presents a lookism framework, as institutionalized and individualized lookism operates at multiple levels. • The systematic literature review highlights research gaps in and presents future research directions in lookism. [ABSTRACT FROM AUTHOR]

The hospitality industry faces a gender gap in leadership. Further research is needed to explore if gender stereotypes emerge naturally in applicant materials, like resumes and cover letters. This paper examines the use of agentic and communal language in men and women's self-descriptions in applicant materials, as well as differences in agentic and communal language in descriptions of successful leaders in the industry. Across Studies 1–3, women used more communal language than men in self-descriptions in applicant materials, though differences in agentic language did not emerge. Study 4 found that agentic characteristics were strongly associated with leadership in respondent descriptions of successful leaders in the industry. These findings suggest that gender stereotypes in selection contexts can be attributed to women using more communal language in applicant materials and highlight the need to assess potentially biased selection processes in the hospitality industry. • Women used different language than men in applicant materials. • Women used more communal language than men. • Masculine characteristics were strongly associated with leadership. • Results highlight the need to assess potentially biased selection processes. [ABSTRACT FROM AUTHOR]

Highlights • Two studies examined the relationship between transformational leadership and service recovery performance through emotional labor. • Transformational leadership was positively related to deep acting and negatively related to surface acting. • Culture influenced service recovery performance through deep acting (Study 1) or surface acting (Study 2). • These results underscore how culture can impact the link between transformational leadership and service recovery performance. Abstract The current study examined the relationship between transformational leadership and service recovery performance and the mediating effect of emotional labor. To uncover potential cross-cultural differences, a sample of 217 front-line hospitality employees from the United States (Study 1) and 219 front-line hospitality employees from China (Study 2) were used. The results demonstrate transformational leadership was positively related to deep acting and negatively related to surface acting emotional labor strategies. Additionally, deep acting was positively related to service recovery performance, while surface acting was negatively related to service recovery performance. These findings were consistent between the U.S. and Chinese sample; however, the mechanisms and paths between transformational leadership and service recovery performance differed between the two samples suggesting culture influenced how transformational leadership is related to service recovery performance through deep acting (Study 1) or surface acting (Study 2) emotional labor strategies. [ABSTRACT FROM AUTHOR]

Abstract Previous studies showed that students in hospitality major have relatively low interest and motivation to learn in food safety-related courses. The objectives were to examine the effects of a tablet PC (TPC) simulation game as a class activity on students' motivation to learn food safety and the factors influencing students' motivation change. The results showed that students' motivation to learn food safety knowledge increased significantly after participating in the TPC-simulation game. The results demonstrated that hospitality students' motivation to learn food safety can be maximized when learners are engaged in the learning material with both cognitive and affective structures. [ABSTRACT FROM AUTHOR]

Research shows that service-oriented organizational citizenship behavior (OCB) influences customer attitudes. In a series of two experiments, the interaction between customer gender and the type of service-oriented OCB (communal or agentic) performed by a female (Study 1) or male (Study 2) service employee was examined using a sample of hospitality recruiters. Study 1 showed that both male and female customers rated the female employee performing the agentic OCB equally, but female customers rated the female employee performing the communal OCB higher than male customers. The results from Study 1 did not emerge for the male employee in Study 2. These results suggest that the interaction effect between the service-oriented OCB type and customer gender only influences customer reactions for female employees, but not for male employees. The results show that the evaluation of service-oriented OCB is particularly susceptible to the influence of gender-role stereotypes. [ABSTRACT FROM AUTHOR]

To deal with evolving customer demands, employees in hospitality organizations are increasingly working in multiple teams (i.e., multiple team membership [MTM]), which can be stressful and demanding, thereby affecting important attitudes, such as team member satisfaction. Yet, little research has focused on understanding theory-based strategies that can enhance positive feelings toward their team members. Drawing from the egocentric bias theory and the positive-negative asymmetry effect, we advance a multilevel model focused on perspective-taking as an intervention to increase team member satisfaction via empathy. Using an experience sampling method approach, 650 daily observations from 65 hospitality interns working in multiple teams were collected over ten consecutive workdays. The results showed that engaging in perspective-taking led to increases in empathy toward team members over time, which led to increases in team member satisfaction. Emotional stability was a moderator that changed the effect of perspective-taking. The current paper offers theoretical and practical contributions. • Working in multiple teams can be stressful and demanding. • This research examines a strategy to increase satisfaction in work teams. • Engaging in perspective-taking led to increases in empathy toward team members. • Increases in empathy related with increases in team member satisfaction. • Emotional stability, a personality trait, was a moderator. [ABSTRACT FROM AUTHOR]

During the pandemic, many Asian-related hospitality businesses have been experiencing an uptick of discriminatory boycotting from customers. However, due to the scarcity of pandemics, little is known about how the pandemic influences customers' xenophobic boycotting responses towards ethnic-related hospitality brands. To address literature gaps, grounded in the terror management theory, the present study investigates the effects of mortality salience on brand boycotting via anxiety under the influence of the different contagion names and media exposure. The result of Study 1 demonstrated a significant three-way interaction effect of mortality salience (low vs. high), contagion name (country name vs. scientific name), and media exposure (low vs. high) on anxiety. The finding of study 2 further suggested that anxiety mediated the relationship between the three-way interaction effect and the brand boycott. The theoretical and practical implications are discussed. • During the pandemic, anti-Asian racism and hostility towards Asians are observed, including boycotting and harassing of employees. • Little is known about how the pandemic influences customers' xenophobic boycotting responses towards ethnic brands. • Mortality salience effect on boycotting was investigated, with anxiety (mediator) and contagion names and media exposure (moderators). • A significant three-way interaction of mortality salience, contagion name, and media exposure on anxiety was found (Study 1). • The Study 2 further suggested that anxiety mediated the relationship between the three-way interaction effect and the brand boycott. [ABSTRACT FROM AUTHOR]

Immigrants are a considerable growing segment of the hospitality workforce, but with an overwhelming majority of immigrant workers having limited English speaking abilities, hospitality managers are often challenged with communication barriers. The purpose of the current study was to examine the influence of managers' communication satisfaction with limited English speaking employees on three work-related outcomes that can be influenced by working with limited English employees: role ambiguity, role conflict, and turnover intentions. A survey was completed by 130 hotel and lodging managers. The results of a mediation model showed that satisfaction with the quality of communication with limited English speaking employees reduced role ambiguity and role conflicts, which led to lower turnover intentions. Managers' turnover intentions are not necessarily a direct effect of the communication quality with their limited English speaking subordinates, but due to the job demands that manifest in an environment with communication barriers, such as confusion and conflicting misunderstandings. [ABSTRACT FROM AUTHOR]

Abstract: Given the increase of multiculturalism into the hospitality labor force, corporate investments in providing a positive diversity climate at work have increased over the last two decades. However, few studies have focused on managers’ perceived diversity climate and how their perceived diversity climate has an impact on their work experience, which is a significant gap in the literature considering that the hospitality workforce is diverse and multiracial. Therefore, the purpose of this study was to examine the effect of hotel managers’ perceived diversity climate on three outcomes: role ambiguity, role conflict, and job satisfaction. Survey data were collected from 130 hotel and lodging managers. The results showed that managers who perceived a positive diversity climate also reported less role ambiguity and role conflict, but more job satisfaction. Role ambiguity and role conflict mediated the relationship between perceived diversity climate and job satisfaction. [Copyright &y& Elsevier]

Abstract: Ethnic minority is a comparatively important group that comprises a large sector of the American hospitality industry. The purpose of this study was to investigate the career expectations of ethnic minority students majoring in the hospitality industry and to examine if ethnic minority students perceived more career barriers than White students. Results showed that ethnic minority students perceived more discrimination, access barriers, and job search barriers than White students. Ethnic minority students who perceived workplace discrimination in the hospitality industry were more likely to perceive more job access barriers and job search barriers. [Copyright &y& Elsevier]

Abstract: A growing trend in the hospitality industry is openly encouraging applicants to join their social networking sites as part of their recruitment process (). However, there is a dearth of studies examining how applicants perceive and react to the use of social networking websites in the recruitment and selection process. Therefore, the purpose of the current study was to examine how applicants react to the use of social networking websites as a selection tool. Using experimental methods, participants attending a career fair for hospitality jobs completed a questionnaire after reading about a hospitality company that does or does not use social networking sites in the selection process. The results showed that perceived fairness and job pursuit intentions of applicants were lower for an organization that used social networking websites as a selection tool than an organization that did not use social networking websites as a selection tool. [Copyright &y& Elsevier]

Abstract: Managing a multicultural workforce involves a thorough understanding of individual and cultural differences. One strategy to successfully manage non-English speaking employees is to recruit or train managers who have the appropriate skill set. This study utilizes experimental methods to examine the effect of two skills related to multicultural competence – (1) the ability to speak a second language and (2) having frequent interactions with non-English workers at their current job – on job performance in an environment of communication barriers in a food service context. Job performance was measured through temporal performance or the speed of completing a dish, food quality, and food accuracy. The findings showed that employees were able to complete recipes by an average of 7.23min faster when led by a manager who had the two multicultural skills. Teams led by a manager who had the two multicultural skills also scored higher quality food ratings on the measures of presentation, temperature, taste, aroma, and the degree to which the meal was fully cooked. The measure of accuracy was only significant at the 90% confidence interval and is worth further investigation. The results showed that the managers who had the two multicultural skills used more pointing and demonstration than the managers who did not have the two multicultural skills during the task. [Copyright &y& Elsevier]

Due to women still accounting for less than a quarter of hospitality and tourism executive-level positions, the purpose of this paper was to identify antecedents to and outcomes of gender diverse hospitality and tourism top management teams, describe potential mediators and moderators to these relationships, and provide directions for future research. A systematic review of gender diversity in hospitality and tourism top management teams (TMTs) was conducted between the years 2010 and 2020, resulting in 26 articles used for the thematic analysis. Antecedents, outcomes, mediators, and moderators of gender diverse hospitality and tourism TMTs were identified. The results indicated female role models, organizational structure, and organizational support as antecedents, while financial performance, business growth, and human resource outcomes were consequences. The resource advantage theory is proposed as an explanation for each of these relationships. This study fills a gap in previous literature by conducting a review of gender diversity, identifying critical gaps, and proposing an overarching theory. • Antecedents and outcomes of gender diversity in hospitality and tourism TMTs. • Systematic review of the literature on female executives in hospitality and tourism. • Theoretical analysis of gender diversity. • Directions for future hospitality and tourism gender diversity research. [ABSTRACT FROM AUTHOR]

Service employees can face customer mistreatment on a daily basis, which can negatively influence their affect and subsequent service performance. Despite this reality, little research has examined theoretically based interventions to change employees' affective reactions to customer mistreatment. Using an experience sampling method, the current study examined customer-focused perspective-taking through a longitudinal design consisting of five days of baseline measurements, followed by five days of intervention measurements. Frontline service employees completed daily measures of affective reactions (i.e., negative affect and empathy) and employee performance (i.e., deep acting and customer helping behaviors). The results showed that customer-focused perspective-taking decreased negative affect and increased empathy toward customers, which led to more deep acting and customer helping behaviors. Regardless of fluctuations in daily difficult customer interactions, the positive effect of customer-focused perspective-taking on the outcomes remained consistent at the within-person level. [ABSTRACT FROM AUTHOR]

• This study examines the links between strategic diversity statements, diversity practices, and external recognition for diversity management. • Content about diversity statements, diversity practices and external recognition was obtained from 27 hospitality firms from Fortune 1000 list. • This study identified six new themes related to diversity statements and two new themes related to diversity practices. • Companies that exhibit links between statements and their practices are more likely to gain recognition, which often leads to favorable outcomes. Despite a link between external recognition for diversity management and important financial outcomes, very little research has examined the organizational efforts that can lead to such external recognition. To address this gap, this study examines the links between strategic diversity statements, diversity management practices, and external recognition of diversity using the theoretical lenses of the resource-based view (RBV) and institutional theory. Data on diversity statements and practices were collected from 27 Fortune 1000 companies, and, using a time-lag approach, external recognition data were collected from professional organizations one year later. Results show that organizations that "walk the talk" and institute both diversity statements and practices were more likely to gain external recognition. This study provides timely and practical recommendations for hospitality firms to integrate diversity statements with diversity practices, a process that may lead to external recognition and thus to favorable outcomes. [ABSTRACT FROM AUTHOR]

• This paper examined the impact of COVID-19 on industry turnover intentions and industry negative word-of-mouth. • A mixed methods approach with two studies using the hospitality industry as a context. • COVID-19 pandemic is perceived as a negative event affecting the industry, rather than affecting one's job or company. • Stress and negative emotions associated with COVID-19 were related to industry turnover intentions and word-of-mouth. • Negative emotions motivate employees to reduce distress via industry focused attitudes. The effects of subjective stress and negative emotions on work have been theorized and widely researched, but the literature has mostly focused on organization-specific contexts. The purpose of the current paper was to understand the impact of subjective stress and negative emotions associated with COVID-19 on employee attitudes and behaviors toward the hospitality industry. In Study 1, qualitative interviews showed that the COVID-19 pandemic is (1) perceived as a negative event affecting the industry, rather than only affecting a particular job or company, and (2) distressful, provoking negative emotions. In Study 2, a quantitative study examined subjective stress and negative emotions associated with COVID-19, as well as industry turnover intentions and industry negative word-of-mouth as responses to the stress and negative emotions associated with the COVID-19 pandemic. The current research underscores the importance of studying work events that impact an industry and attitudes and behaviors toward the industry. [ABSTRACT FROM AUTHOR]

• Communication following the CDC norms affected employees' emotions. • Employees' gratitude and fear toward the organization affected organizational trust. • Through fear, trust declined when the message focused on business bottom-line. • Through gratitude, both focuses had positive effects on organizational trust. During a crisis, such as the COVID-19 pandemic, what managers communicate to their employees can greatly impact important organizational attitudes, such as organizational trust. There is, however, very little research focusing on the mechanisms explaining how managers' messages during a crisis can influence employees' organizational trust. To address this gap, the current study examined the role that emotions play in developing organizational trust using a 2 (following CDC norms vs. ignoring CDC norms) by 2 (employee focus vs. bottom-line focus) between-subjects factorial experiment, with COVID-19 as the context. The results showed that a manager's communication that followed the CDC social norms made employees feel grateful, whereas communication that ignored CDC social norms enhanced fear and anger toward the organization. The feelings of gratefulness and fear influenced organizational trust. These results provide important theoretical and practical implications for understanding organizational trust during a crisis. [ABSTRACT FROM AUTHOR]

Customer service employees often deal with customer mistreatment, eliciting negative affect, which subsequently influences service performance. Using affective events theory (Weiss & Cropanzano, 1996) as the theoretical framework, perspective taking was examined as an intervention to influence negative affect elicited from customer mistreatment in two experiments. Study 1 examined and found that customer perspective taking led to less negative affect, and subsequently more customer compensation and more deep acting through serial mediation effects. Study 2 tested the moderating effect of the service failure locus of causality (i.e., hotel or customer). The most important theoretical contribution is understanding how having employees shift the focus away from their own emotions, towards why a customer is being rude or difficult, influences deep acting and customer compensation via reduced negative affect. This paper provides a promising intervention and training tool that hospitality organizations can use to influence employee service recovery strategies and customer service. [ABSTRACT FROM AUTHOR]