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Purpose This paper aims to examine the validity of the Managerial Practices Survey (MPS). Despite voluminous work on leadership styles, few studies have examined the specific behaviors of effective leaders in the hospitality industry. Design/methodology/approach Data were collected from two different samples through surveys to assess the construct validity of the MPS in the hospitality industry. Findings The proposed four meta-category and 18 component behavior MPS framework fit the data well and both the meta-categories and component behaviors were predictive of leadership effectiveness. Practical implications While meta-categories may be conceptually and theoretically relevant, component leadership behaviors are more useful for applied uses, such as leadership development. When behaviors are assessed at the component level, leaders can be provided with feedback and coaching on the specific actions they can take to improve their decision-making and problem-solving capabilities and ultimately become more effective leaders. Originality/value This research provides a validation of the MPS and useful insights for which behaviors are most useful for managers in hospitality contexts.

Purpose The purpose of this paper is to discuss the evolution of the training and development field and present our projections for future inquiry in this important domain. Design/methodology/approach This submission is intended for possible publication as a perspective article as per the editor’s call regarding the Platinum Jubilee; thus, it is a brief review of the focal topic and projection of the future. Findings Employee training and development will continue to be a priority for the hospitality and tourism industry. The systems framework has been clearly established, but it is evident that additional inquiry is needed to explain how the various framework elements are related. In the decades to come, this framework will be expanded to account for the complexities that emerge from the prolific growth in information and resources for supporting training and development. Research limitations/implications While based on decades of previous research, it is always difficult to predict the future, especially 75 years out. Originality/value This paper offers a research primer on the focal topic and prescription for future efforts.

Purpose – The purpose of the paper is to present a review of the human resources (HR) research that has been published over the past ten years in discipline-based and hospitality-specific journals and identify key trends and opportunities for advancing future research. Design/methodology/approach – The paper takes the form of a critical review of the extant literature in the general HR management and hospitality HR management fields. Findings – A comparison of the findings shows a substantial degree of overlap in the themes and results that have been generated to date. However, several hospitality studies have identified a number of variables that appear to be particularly relevant for labor-intensive, service-focused settings. As such, context-specific factors should be considered in efforts to advance our understanding about the ways in which hospitality HR systems may impact a wide array of individual and organizational outcomes. Originality/value – The results offer a foundation for advancing future hospitality HR research.

PurposeThe purpose of this paper is to present a more refined and comprehensive explanation of the HR‐firm performance relationship. Based on the recent conceptual and empirical research that is grounded in attribution theory, the model posits that flexibility regarding firm's HR system is a key mediator in the focal relationship, and that environmental dynamism determines the extent to which flexibility may be required. Specifically, the model specifies that a firm's high commitment work system will have a direct influence on the flexibility of the HR system, as well as climate perceptions about commitment and performance. HR flexibility and climate will in turn influence employees' evaluative attributions regarding the effectiveness of the firm's HR system, which will in turn affect employee commitment and performance and ultimately, firm‐level performance outcomes. And finally, the model specifies that environmental dynamism will have a direct influence on HR flexibility and the resulting employee‐ and firm‐level outcomes. This explanation is designed to have broad utility in light of the adaptive requirements for firms that operate in rapidly changing and highly competitive conditions.Design/methodology/approachThis is a conceptual paper.FindingsThe proposed model provides a more comprehensive explanation of the mechanisms by which a firm's high commitment work practices may influence firm performance, and as such, offers both a diagnostic and prescriptive basis for improving and enhancing the firm's competitive position.Originality/valueThe analysis and discussion presented in this paper demonstrates the need for a broader perspective on the internal and external contingencies that influence the HR‐firm performance relationship. The proposed model addresses this need and offers a more detailed, flexibility‐based explanation of how HCWS affect individual and organizational performance outcomes. It is hoped that this expanded framework offers new insights that will help scholars and practitioners to consider the ways in which HR practices can be leveraged to promote committed, high‐performing employees that help organizations achieve sustained levels of superior performance.

One of the primary dimensions of the multifactor leadership questionnaire (MLQ) developed by Bass and associates is idealized influence, or charisma. However, there has been very little empirical support for this dimension in a number of previous studies. We argue that this lack of support is due to the attributional nature of charisma and the situational impact on the existence of, or the need for, charismatic leadership. The current study supported this contention and provided a more parsimonious operationalization of the MLQ, which did not include the idealized influence dimension.