Examinando por Autor "Huertas-Valdivia, I."

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Achieving engagement among hospitality employees: a serial mediation model
(Emerald, 2018) Huertas-Valdivia, I.; Llorens-Montes, F.J.; Ruiz-Moreno, A.
Purpose- This paper aims to disclose some mechanisms whereby job engagement can be created in a hospitality context. A study was conducted to examine the relationships among high-performance work practices (HPWPs), empowering leadership behaviors, psychological empowerment, and engagement. Design/methodology/approach- A theoretical serial mediation model was developed to examine the proposed relationship. The hypotheses were tested using regression analysis with bootstrapping. 340 hotel workers participated in this study. Findings- Both empowering leadership and psychological empowerment were found to be independent mediators of the HPWPs-engagement relationship; in addition, empowering leadership and psychological empowerment mediated this relationship serially. Research implications- Results suggest that hospitality organizations should implement HPWPs and encourage empowering leadership behavior in their managers to create a work context that fosters psychological empowerment. These strategies will, in turn, generate employee job engagement. A richer, deeper understanding of various antecedents of engagement is the main theoretical contribution of this work. Practical implications- This research stresses the importance of specific organizational conditions and managerial strategies in achieving psychological fulfillment of hospitality employees. In sum, the present study provides important insights for managers and human resource managers in the hospitality industry who seek to foster empowered, engaged employees. Originality/value- The findings suggest that HPWPs are associated with employee engagement through a serial mediation model with two mediators. No research to date has used this nascent methodology to explore the association between HPWPs and engagement.
Counteracting workplace ostracism in hospitality with psychological empowerment
(Elsevier, 2019) Huertas-Valdivia, I.; Braojos, J.; Llorens-Montes, F.J.
Effects of different leadership styles on hospitality workers
(Elsevier, 2019) Huertas-Valdivia, I.; Rojo Gallego-Burín, A.M; Llorens-Montes, F.J.
In hospitality, certain management styles can play a crucial role in achieving positive employee outcomes. This study aims to investigate how different leadership styles can contribute to maximizing hospitality workers’ potential. The proposed theoretical model draws on emerging approaches to leadership (paradoxical, empowering, servant) and is tested with structural equation modeling (SEM) using data from 340 employees in Spanish hotels. The findings may be explained by Self-Determination Theory: empowering and paradoxical leadership styles show positive relationships to psychological empowerment. Contrary to expectations, servant leadership style was not an antecedent of psychological empowerment. Furthermore, this study ascertains the positive relationship of empowering and servant leadership styles to engagement. The findings also demonstrate psychological empowerment to be a clear antecedent of job engagement, extending previous research. Implications for hospitality service managers, educators, and researchers are discussed.
Why don't high-performance work systems always achieve superior service in hospitality? The key is servant leadership
(Elsevier, 2021) Huertas-Valdivia, I.; Gallego-Burín, A. R.; Castillo, A.; Ruiz, L.
This study investigates the influence of high-performance work systems (HPWSs) on expression of servant leadership style in hotel settings. More specifically, it examines how this can generate positive outcomes in work engagement and extra-role behavior in a sample of Spanish hospitality workers. The study's main purpose is to identify key organizational factors that induce positive employee outcomes in hospitality. Structural equation modelling with Amos was conducted to validate a sequential mediation model with two mediators. The results demonstrate that HPWSs create a propitious environment for managers' servant leadership and its positive effects on work engagement. The findings highlight the important role work engagement plays in encouraging employees' extra-role behavior. HR architecture and the manager's participatory orientation do not suffice to motivate employees to go the extra mile; it seems essential first to influence the psychological experience of work by nurturing work engagement. Theoretical contributions and implications for hospitality are highlighted.