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Workplace fun for better team performance: focus on frontline hotel employees

Workplace fun for better team performance: focus on frontline hotel employees PurposeThe aim of this study is to reveal how workplace fun promotes team performance in the hotel business context.Design/methodology/approachThe conceptual model of this study was tested based on responses from 271 front-line hotel employees (including managers) in the U.S., who had full-time work tenure of more than 3 months in a three-star or above-rated hotel.FindingsThis study revealed that workplace fun activities enhances team performance by promoting employees’ workplace fun experience and facilitating interpersonal trust and group cohesion, which, in turn, reduces intragroup conflict and stimulates interpersonal citizenship behaviors, respectively.Research limitations/implicationsFirst, this study adopted subjective team performance measures. Although it can be exaggerated unconsciously, the literature suggests how team members perceive their team’ performance is also an important indicator of team effectiveness. Second, the conceptual model of this study was tested in the U.S. context. So, in a more collectivistic culture, the model might generate somewhat different results from ours.Practical implicationsThe findings of this study indicate that workplace fun initiatives by the management are an effective means to promote the performance of frontline work teams at a hotel. Discussions are extended to incorporating fun elements into existing organizational cultures.Originality/valueBy adopting the input-process-outcome framework, this study shows how workplace fun, as a critical input, creates positive group processes and thereby promotes positive group outcomes in the hotel business context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Workplace fun for better team performance: focus on frontline hotel employees

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References (112)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0959-6119
DOI
10.1108/IJCHM-11-2014-0555
Publisher site
See Article on Publisher Site

Abstract

PurposeThe aim of this study is to reveal how workplace fun promotes team performance in the hotel business context.Design/methodology/approachThe conceptual model of this study was tested based on responses from 271 front-line hotel employees (including managers) in the U.S., who had full-time work tenure of more than 3 months in a three-star or above-rated hotel.FindingsThis study revealed that workplace fun activities enhances team performance by promoting employees’ workplace fun experience and facilitating interpersonal trust and group cohesion, which, in turn, reduces intragroup conflict and stimulates interpersonal citizenship behaviors, respectively.Research limitations/implicationsFirst, this study adopted subjective team performance measures. Although it can be exaggerated unconsciously, the literature suggests how team members perceive their team’ performance is also an important indicator of team effectiveness. Second, the conceptual model of this study was tested in the U.S. context. So, in a more collectivistic culture, the model might generate somewhat different results from ours.Practical implicationsThe findings of this study indicate that workplace fun initiatives by the management are an effective means to promote the performance of frontline work teams at a hotel. Discussions are extended to incorporating fun elements into existing organizational cultures.Originality/valueBy adopting the input-process-outcome framework, this study shows how workplace fun, as a critical input, creates positive group processes and thereby promotes positive group outcomes in the hotel business context.

Journal

International Journal of Contemporary Hospitality ManagementEmerald Publishing

Published: Jul 11, 2016

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