This study examines how job engagement (JE) is affected by benevolent leadership (BL). This study also explores psychological safety (PS) and workplace friendship (WF) as mediators. Data were collected from employees working in Egypt’s five-star hotels and category (A) travel agencies. There were 320 valid responses that were analyzed using PLS-SEM. The findings demonstrated that there is a positive relationship between benevolent leadership and job engagement. There were positive relationships between benevolent leadership and PS/WF. The findings also revealed a positive relationship between PS/WF and job engagement. In addition, the findings revealed that psychological safety and workplace friendship mediate the relationship between BL and JE. This research contributes to the studies on BL, PS, and WF in terms of JE, specifically in the hospitality and tourism context. It also includes suggestions for enhancing the workplace environment in hotel and tourism enterprises via BL, PS, and WF.

Optimizing the interaction between individuals and their work environment has become increasingly relevant in enhancing employee well-being and driving the overall success of businesses. The goal of this study is to provide information about how ergonomics affects job performance in the tourism and hospitality industry. The full-time staff employees of Egypt’s category (A) travel agencies and five-star hotels were the source of the study’s data. The partial least squares structural equation modeling (PLS-SEM) technique of analysis was utilized to explore how ergonomics influences job performance while taking into account the mediating roles of work engagement and talent retention. WarpPLS statistical software version 7.0 was used to analyze the 389 valid replies obtained. The findings revealed that there is a positive relationship between the employees’ perception of ergonomics on their job performance, in addition to the positive relationships between the perception of ergonomics and work engagement and talent retention. The work engagement and talent retention were also found to have a positive relationship with job performance. Furthermore, research revealed that work engagement and talent retention act as mediators between ergonomics and job performance. The results of this research significantly advance the Job Demands-Resources (JD-R) model theory. The study also offers evidence-based recommendations to organizations in the tourism and hospitality industry, empowering them to establish supportive work environments that enhance the job performance, work engagement, and talent retention. Businesses in this industry could create work environments that prioritize the well-being, comfort, and safety of their employees by embracing ergonomic concepts.

Using halo effect as the underlying theory, we examined how perceived quality of medical care influenced components of post-visit destination image (infrastructure, attraction, value for money, and enjoyment) and how each component influenced Bangladeshi outbound medical tourists’ revisit intentions. Additionally, we examined how these relationships varied based on their length of stay (LOS) and travel-group size (TGS). Results showed a significant positive effect of the perceived quality of medical care on all four components of the post-visit destination image. Except for enjoyment, all three components had a significant positive influence on revisit intentions. All the proposed relationships were supported for medical tourists with higher LOS and TGS. However, for medical tourists with low LOS, the perceived quality of medical care did not influence value for money. Furthermore, value for money and enjoyment did not significantly influence revisit intentions for medical tourists with low LOS and TGS.

Research background: Despite the dynamically growing cross-sectional academic studies conducted on various aspects related to physical and mental workloads in the context of workplace safety, there is still room for further in-depth analyses of how these workloads affect employees' behavior and well-being. This phenomenon is of particular interest in the case of hospitality, where hotels should recognize the workloads imposed on their employees, since they are considered the most critical and influential stressors in the workplace. Purpose of the article: Based on the conservation of resources (COR) theory, our study aims to examine how hotel employees' physical and mental workloads affect their well-being and safe behaviors. The study also investigates how employee well-being and psychological resilience play a role in these patterns. Methods: The study employs an experience-sampling methodology to assess the physical and mental workloads of a group of full-time employees working in luxury hotels in the USA. Findings & value added: The findings derived from Partial Least Squares Structural Equation Modeling (PLS-SEM) reveal that both physical and mental workloads negatively impact overall well-being and safe behaviors. Additionally, physical workload influences mental workload. Also, employee well-being has been identified as a mediating factor in the relationship between workloads, psychological resilience, and safe behaviors. Notably, psychological resilience has not exhibited a moderating effect. This study expands on the COR theory by examining its impact on the hospitality industry. The study has developed and validated a model for assessing hotel employees' physical workload. Moreover, it emphasizes the significance of employees' well-being and psychological resilience in promoting safe behaviors in hotels. Therefore, this model is a significant step forward toward effectively measuring and maintaining the overall well-being and safe behaviors of employees in the hospitality industry. Furthermore, the value of the research is enhanced by surveying hotel employees directly rather than relying on subjective opinions from management about employee involvement in workplace health and safety. This approach avoids the bias often present in management assessments and provides a more accurate depiction of employee participation.