Drawing upon ethical climate theory and conservation of resource theory, this study provides a theoretical model to explain the effect of a perceived caring climate in the workplace on the employees’ turnover intention through the serial multiple mediation of workplace incivility (caused by coworkers) and employees’ emotional exhaustion. A total of 291 frontline employees from the service industry in Norway participated in this study, and structural equation modeling (SEM) was used to analyze the data. The findings indicated that a caring climate has a significant negative effect on turnover intention. The mediating effect of coworker incivility was not supported in the multiple mediation model; however, it was supported if it was considered as the only mediator in the relationship between caring climate and turnover intention. Moreover, emotional exhaustion mediated the relationship between caring climate and turnover intention. The serial mediation effect of coworker incivility and emotional exhaustion was also supported in the relationship between caring climate and turnover intention. The results of this study enable managers to create a caring climate in the workplace and minimize the detrimental effects of incivility and turnover intention in the service industry.

Employee turnover is a big issue in the service industry, which can be significantly affected by job stressors including workplace incivility. This exploratory study aims to identify the frontline service employees’ profiles exploring to what extent individuals may have different perceptions of incivility and social supports at work and showing different reactions (job outcomes). In a cross-sectional study, 291 completed questionnaires from a sample of Norwegian frontline service employees were subjected to correlation analysis, K-means clustering, and post hoc ANOVA analysis with Bonferroni correction. Cluster analysis revealed three distinct clusters of employees with different profiles, which indicated that those who perceived the highest level of workplace incivility and the lowest level of social supports at work showed the highest turnover intention compared to that of others. Moreover, employees with longer tenure and the highest perception of social supports at work coped better with workplace incivility and showed the lowest turnover intention.

This study addresses the socialisation processes taking place during the apprenticeship period within the hospitality industry, searching for explanations of drop-out and early staff turnover in the personal, social and educational experiences of the apprentices during their organisational socialisation process and vocational training. Data were collected through semi-structured interviews, the first carried out 5–7 months after starting the apprenticeship and the second after 20–22 months The informants, N = 11, were of ages 17–19 years. The apprentices held high expectations to their own professional development, to be treated with respect and care, followed up and included in the group. Not all expectations were met. Unfortunately, unacceptable treatment, lack of challenging and varied tasks of interaction with the supervisors and of inclusion and follow-up from the employer, were reported, increasing the likelihood that they would change their career due to negative experiences from the learning processes. The findings challenge the industry, the schools and their interaction by showing the need for providing positive experiences and changing the educational philosophies and practices applied for apprentices in the industry.

For more than two decades, researchers have aimed to measure responsible leadership. This has resulted in several survey instruments and parallel streams of research, making it difficult to carve out the core. We systematically review 28 studies measuring responsible leadership (RL). A qualitative content analysis of RL survey instruments is conducted to identify the core aspects across measures, as well as synthesizing the evidence, mapping antecedents, and mapping the outcomes of RL. Findings show that 24 studies in the sample were published during the last two years, indicating a growth spurt in the field. Most survey instruments on RL measure leadership of the individual direct leader, while a few have a wider focus, such as leadership of the organization. Four themes were identified across RL survey instruments: accountable role model, inclusive facilitator, inventive planner and benevolent value creator. Our review contributes to the establishment of a joint platform for future research. In addition to providing a systematic account of evidence, our analysis points at research gaps and gives a basis for a critical discussion on nature as a stakeholder. Avenues for future research are outlined.

The hospitality industry has a young workforce with a rapid turnover and depends on good access to a new workforce. Hence, many young people have their first experience of paid employment in this industry. One issue that has been little addressed is the quality of these meetings between the newcomer and the organisation. Departing from theories on organisational socialisation, this study investigates the expectations held by young apprentices in the hospitality industry and how they felt their expectations had been met through their first months of work. A total of 96 apprentices responded to a questionnaire. In general, the apprentices held high expectations for their work, especially to the learning and developmental aspects of the apprenticeship and on being respected and included in the group on a collegial and interpersonal level. Although four out of five responded that their expectations were more or less fulfilled, the expectations connected to respect, learning and developmental aspects were reported as not being fulfilled. Three sum-scores were computed for expectations, and three parallel sum-scores for fulfilment, named “Respect”, “Hard Work” and “Cared For”. In addition one single item was used, “Supervision”, both as expectation and as fulfilment of expectations. One of the sum-scores, “Cared for”, showed a significant relationship with the intentions the apprentices held for continuing in or leaving the industry and so did the variable having personal acquaintances (family or friends) that currently worked in the industry. These predicted intentions for a longer career in the hospitality business. The study points to a need for improvements in the ways the organisation and the apprentice confront each others, and also on ways of committing apprentices to a longer career in the industry.