Work–family conflict (WFC) is a common issue faced by employees balancing work and family roles, but research exploring individual strategies to reduce its negative effects has been limited. Leaders’ positive humor is a mutually (leader–subordinates) amusing communication tool in the workplace. It has been shown to enhance peer relationships (coworker socializing (CWS)) and may serve as an effective coping mechanism that mitigates the adverse effects of workplace stress (work–family conflict). This study strives to examine the relationship between leaders’ positive humor (LPH) and work–family conflict (WFC), with coworker socializing (CWS) mediating this relationship and sensitivity to favorable interpersonal treatment (SFIT) moderating the relationship between leaders’ positive humor and coworker socializing in the tourism and hospitality industry. The research addresses a significant gap in previous studies by investigating these variables together. A total of 387 valid questionnaires were collected from employees of five-star hotels and tourism organizations in Egypt. This study employed PLS-SEM to analyze the data. The results showed that leaders’ positive humor negatively impacts work–family conflict, positively influences coworker socializing and that coworker socializing negatively affects work–family conflict. Additionally, coworker socializing mediated the association between leaders’ positive humor and work–family conflict, and sensitivity to favorable interpersonal treatment moderated the relationship between leaders’ positive humor and coworker socializing. This study provides theoretical and practical insights by validating the proposed model based on the Stimulus–Organism–Response (S-O-R) framework and the Conservation of Resources (COR) theory. Regarding practical implications, the study recommends leadership training on the effective use of humor to foster follower socialization and promote work–family balance.

Tourism and hospitality industries are labour intensive, however, it has high turnover rate. Therefore, the current study aims to decrease turnover intention among hospitality and tourism employees via using training in a proposed moderating mediated model. The study aims are threefold, firstly to examine the direct effect of employees’ training perceptions on turnover intention, secondly to examine the indirect effect via self-efficacy as a mediator, and finally to examine the moderating effects of both organizational trust and person-job fit between employees’ training perceptions and self-efficacy. Data were collected through a questionnaire form that was designed and distributed to a sample of employees at hotels and tourism companies located at Cairo city. Smart PLS was used to analyze the collected data. It was revealed that training perceptions could increase employees’ self-efficacy which in turn decreases turnover intention among the employees. The proposed moderators including organizational trust and person-job (P-J) fit could also fortify the effect of training perceptions on leveraging employees’ self-efficacy. Consequently, the study recommends enhancing P-J fit via accurate employees’ selection in advance to increase training effectiveness and decreasing turnover intention as a result. Additionally enhancing organizational trust increases the likelihood of training effectiveness and hence turnover intention decreases

Hotels face many stressors to achieve sustainable performance. Drawing on the Resource Based View (RBV) theory, this study aims at proposing a framework through which hotels can enhance its sustainable performance towards environmental commitment. Consequently, the current study aims at examining the effect of green practices on sustainable performance moderated by employees’ readiness for change and flexible organizational culture. A questionnaire form was designed and distributed to (350) employees at Sharm El-sheikh hotels, (320) valid forms were returned. Smart PLS was used to analyze the collected data. It was revealed that adopting green practices has a significant positive effect on sustainable performance. Besides, flexible organizational culture in addition to the presence of employees’ readiness for change can strengthen this association. It’s recommended to prioritize flexible organizational culture encouraging innovation that is more likely to identify and develop innovative green goods and processes. Additionally, preparing employees for change benefits sustainable performance.