Why don't high-performance work systems always achieve superior service in hospitality? The key is servant leadership

Abstract

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.