When Do Frontline Hospitality Employees Take Charge? Prosocial Motivation, Taking Charge, and Job Performance : The Moderating Role of Job Autonomy

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journal

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Detail(s)

Original languageEnglish
Pages (from-to)237-248
Journal / PublicationCornell Hospitality Quarterly
Volume60
Issue number3
Online published4 Sep 2018
Publication statusPublished - 1 Aug 2019

Abstract

This study draws on trait activation theory to examine the effects of frontline hospitality employees’ prosocial motivation on their taking charge and job performance and how job autonomy moderates these effects. We collected data in two stages from 185 pairs of frontline hospitality employees and their direct supervisors, and we found a positive relationship between employees’ prosocial motivation and their taking charge. In addition, job autonomy strengthened this positive relationship, and taking charge mediated the interactive effect of prosocial motivation and job autonomy on job performance. These results suggest that when frontline hospitality employees perceive their level of job autonomy to be high enough to activate their expression of prosocial motivation, they will be more likely to engage in taking charge, which should lead to a higher evaluation of their job performance. Theoretical and practical implications for hospitality industry were discussed at the end of the article.

Research Area(s)

  • prosocial motivation, job autonomy, taking charge, trait activation theory, frontline hospitality employees

Citation Format(s)

When Do Frontline Hospitality Employees Take Charge? Prosocial Motivation, Taking Charge, and Job Performance : The Moderating Role of Job Autonomy. / Cai, Zhenyao; Huo, Yuanyuan; Lan, Junbang; Chen, Ziguang; Lam, Wing.

In: Cornell Hospitality Quarterly, Vol. 60, No. 3, 01.08.2019, p. 237-248.

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journal