Purpose: Based on The Conservation of Resources Theory (COR), Spillover Theory and Social Exchange Theory (SET), this study investigates the mediating role of job dedication in the relationships between job stress, happiness and perceived organizational support (POS).Design/methodology/approach: Data were collected from 5-star resort hotel employees in Turkey. 362 valid questionnaires were collected. The research hypotheses were tested using Covariance-Based Structural Equation Modeling (CB-SEM).Findings: The analysis results show that POS is positively related to employee happiness and job dedication. Job stress is negatively related to employee happiness but positively related to job dedication. Job dedication partially mediates the relationships between job stress and happiness, and POS and happiness.Research limitations/implications: The study's findings could be used by hotel managers to improve employees' job dedication, which will lead to increased employee happiness. Together with qualitative and quantitative research methods, future research could be conducted on the predecessors of job dedication and comparatively on employee happiness for different country samples.Practical implications: In order to increase employee happiness, Turkish hotel managers may want to increase POS and decrease perceived job stress of their employees. Although it was found out in this study that job stress increases job dedication, it is also accepted that this unexpected situation arises due to special conditions. Therefore, by reducing job stress, hotel managers may prefer to increase the job dedication of their employees and their happiness indirectly.Originality/value: The current study contributes to the hospitality management literature by investigating the organizational factors behind employee happiness. In addition, it also explored in depth the mediating effect of job dedication on the relationships between POS, job stress and happiness.

This study examined the attitudes of workers employed at hotels in Turkey. An integrated model was developed to highlight the relationship between organizational prestige and organizational identification with turnover intention as mediated through psychological empowerment. Using a sample of 332 employees, structural equation modelling was conducted to establish this relationship by analysing the responses of employees of hotels in Turkey. The findings of the study reveal a strong relationship between organizational identification/organizational prestige and hotel employees’ turnover intention. The study discusses the implications of the presented findings and suggests potential practical applications.

This study investigates the effects of rewards and proactive personality on meaning of work and turnover intention. It is theoretically based on Vroom’s Expectancy Theory, which focuses on three components: valence, expectancy and instrumentality. The theory argues that employees are motivated when the following conditions are met. Employees should first see that there is a positive relation between effort and performance, and performance and reward (expectancy). Then, they should accept that the reward is valuable for them (valence). Finally, they should believe that first-level rewards have instrumental effects on second-level rewards (instrumentality). Data were collected through a survey of 224 hotel employees in Turkey. Confirmatory factor analysis was conducted to assess the convergent and construct validity of the measurement model, while multiple regression analysis was used to test the research hypotheses. The results indicate that both non-financial and financial rewards have negative effects on turnover intention, while financial rewards and proactive personality have positive effects on meaning of work. The theoretical and managerial implications are discussed.

The purpose of this study was to examine the moderating role of job embeddedness for distributive justice and manager trust on turnover intentions. Data were collected through surveys with hotel employees in Turkey. The findings suggest that although job embeddedness strengthens the negative effect of distributive justice upon turnover intention, the correlation with the effect of trust towards managers on turnover intention was meaningless. Furthermore, distributive justice and manager trust have a negative relationship with turnover intention. The paper concludes with a discussion of the implications of these results and offers suggestions for future research.

Purpose: Compatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.Design/methodology/approach: The data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.Findings: The results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.Originality/value: Although past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.

In the hotel business, the performance of employees in face-to-face contact with customers, such as front-office employees, is decisive in achieving customer satisfaction. These employees’ performance impresses through their relationship with their managers and customers. That is, there is an exchange relationship of the form manager-employee to employee-customer. Based on Leader-Member Exchange Theory (LMX) and Social Exchange Theory (SET), the current study focuses on LMX, customer-employee exchanges (CEEX), customer-oriented extra role behavior (COERB), and the mediating effect of job dedication in these exchange relationships. Data was collected from front office employees in İzmir, Turkey, yielding 165 valid questionnaires. SEM was used to test the research hypotheses. The results show that high-quality LMX and CEEX increase front office employees’ COERB. In addition, job dedication partially mediates the relationships between LMX and COERB, and CEEX and COERB.