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Although prior literature has generally shown that feeling trusted plays a crucial role in boosting employee performance, little attention has been paid to exploring how and when feeling trusted promotes service performance. Borrowing from the Pygmalion effect and conservation of resources theory, we craft and scrutinize a cross-level framework elucidating why and when feeling trusted shapes service performance by pinpointing relational energy as a linchpin mechanism, and feeling trusted differentiation as a key contingency. A three-wave survey design is used to examine these assumptions with data culled from 505 hotel employee–leader dyads nested in 97 groups affiliated with 16 hotels in China. As anticipated, we found that feeling trusted can evoke high relational energy, which in turn improves service performance. In addition, these observed effects of feeling trusted become stronger when feeling trusted differentiation is low rather than high. Overall, we conclude by discussing the theoretical and practical implications of our findings.
Jigang Fan; Xiaolong Wei; Ilsang Ko. How do hotel employees’ feeling trusted and its differentiation shape service performance: The role of relational energy. International Journal of Hospitality Management 2020, 92, 102700 .
AMA StyleJigang Fan, Xiaolong Wei, Ilsang Ko. How do hotel employees’ feeling trusted and its differentiation shape service performance: The role of relational energy. International Journal of Hospitality Management. 2020; 92 ():102700.
Chicago/Turabian StyleJigang Fan; Xiaolong Wei; Ilsang Ko. 2020. "How do hotel employees’ feeling trusted and its differentiation shape service performance: The role of relational energy." International Journal of Hospitality Management 92, no. : 102700.