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When Do Frontline Hospitality Employees Take Charge? Prosocial Motivation, Taking Charge, and Job Performance: The Moderating Role of Job Autonomy

Cai, Zhenyao, Huo, Yuanyuan, Lan, Junbang, Chen, Ziguang and Lam, Wing (2018) When Do Frontline Hospitality Employees Take Charge? Prosocial Motivation, Taking Charge, and Job Performance: The Moderating Role of Job Autonomy Cornell Hospitality Quarterly.

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Abstract

This study draws on trait activation theory to examine the effects of frontline hospitality employees’ prosocial motivation on their taking charge and job performance and how job autonomy moderates these effects. We collected data in two stages from 185 pairs of front-line hospitality employees and their direct supervisors, and we found a positive relationship between employees’ prosocial motivation and their taking charge. In addition, job autonomy strengthened this positive relationship, and taking charge mediated the interactive effect of prosocial motivation and job autonomy on job performance. These results suggest that when front-line hospitality employees perceive their level of job autonomy to be high enough to activate their expression of prosocial motivation, they will be more likely to engage in taking charge, which should lead to a higher evaluation of their job performance. Theoretical and practical implications for hospitality industry were discussed at the end of the paper.

Item Type: Article
Divisions : Faculty of Arts and Social Sciences > Surrey Business School
Authors :
NameEmailORCID
Cai, Zhenyao
Huo, Yuanyuany.huo@surrey.ac.uk
Lan, Junbang
Chen, Ziguang
Lam, Wing
Date : 4 September 2018
DOI : 10.1177%2F1938965518797081
Copyright Disclaimer : © The Author(s) 2018
Uncontrolled Keywords : Prosocial motivation; Job autonomy; Taking charge; Trait activation theory; Frontline hospitality employees
Related URLs :
Depositing User : Clive Harris
Date Deposited : 06 Sep 2018 12:42
Last Modified : 29 Jul 2019 02:08
URI: http://epubs.surrey.ac.uk/id/eprint/849229

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