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PurposeThis study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in his or her work group will moderate the relationship between perceived work group inclusion and health, which in turn will predict turnover intentions.Design/methodology/approachData were collected from two samples of full-time employees across multiple organizations. Hypotheses were tested using Hayes's (2013) PROCESS macro in SPSS.FindingsSupport was found for moderation with regard to perceived inclusion predicting negative health but not positive health. Both negative health and positive health predicted turnover intentions.Research limitations/implicationsFindings support the importance of perceived inclusion for employee health, and the research extends prior studies that have been conducted in non-work settings.Practical implicationsProviding a work environment in which work group members perceive inclusion could be useful in terms of reducing health issues for employees, especially for those who are racio-ethnic minorities in their work group.Originality/valueThis study extends prior work by investigating relative minority status within the work group, and it highlights the potential impact of inclusion on employee health.

PurposeThis study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.Design/methodology/approachOrganizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.FindingsThis study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.Practical implicationsAlignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.Originality/valueThis paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.

Purpose - This paper aims to explore whether demographic differences between diverse customers and service providers impact service failure and recovery perceptions.Design methodology approach - The critical incidents technique was used to gather data on service failures and recovery. Chi-square test of independence and analysis of variance was used to test the hypotheses.Findings - Results from the main study provide little support to the notion that different service failure types or service recovery efforts are being applied when demographic differences exist. However, a post-hoc analysis focusing on respondents who felt that their demographic differences had impacted their encounter revealed that ethnic differences impacted service failure and recovery perceptions the most.Research limitations implications - One limitation is the use of quota sampling that may limit the generalizability of the results. However, due to the exploratory nature of the study and the need for representative cases, this technique was viewed as an effective sampling technique for the purposes of the study.Practical implications - The post-hoc results suggest that future diversity training should include employee-customer diversity, especially in the case of age and ethnicity. Further, that managing perceptions is important so that customers do not feel that they are treated any differently based on a visible demographic variable.Originality value - In general, the exploration of customer-employee demographic differences in the services marketing literature is still somewhat nascent. This paper is unique in that it specifically examines several demographic differences between customers and employees in terms of service failure and recovery perceptions.

Purpose - This paper aims to explore the basic psychological needs that customers have in four different service industries.Design methodology approach - Through the use of two focus groups, four customer needs emerged. These four psychological needs (security, self-esteem, justice, and trust) in four industries (retail, airlines, hotels, and financial services) were then examined through the use of a survey.Findings - Results show that different needs are indeed more important in one type of service than another. Results also reveal that women have a higher level of overall needs than men. Last, customers in the finance industry seem to have an overall higher level of needs than other service industries.Research limitations implications - Future research should validate the existence of the four needs in additional service industries using different samples. The results of this research can be used to train employees to tailor the customer service provided in different service industries.Originality value - This paper is one of the first of its kind to empirically explore customers' psychological needs across four different service industries.

This study examined perceptual similarities and differences between customers and employees in terms of critical service incidents. Specifically we explored the extent to which customers and employees were similar or different in summary perceptions of service failures and recovery, the attributions made by the two perspectives in terms of causes for failures and recovery efforts, and whether each perspective believed that age, gender or race contributed to service failures or recovery. The critical incidents technique was used to collect 1,512 customer-reported incidents and 390 employee-reported incidents. Results revealed that customers and employees had both similar and different views depending on the ultimate outcome of the encounter. Overall, customers and employees were fairly similar in their perceptions regarding failures that ultimately resulted in a good recovery effort. However, the two perspectives differed in their views of service failures that accompanied a poor recovery effort. Conclusions and implications for practice are also provided.

Customer-contact employees are a critical asset of service organizations due to the interactive nature of service delivery. Customer-contact employees are boundary spanners who attempt to serve both internal and external constituents. Attempting to serve two masters can result in role conflict and the present effort presents and tests a framework for understanding possible antecedents and consequences of such role conflict. Survey data collected from 200 telephone service employees in an insurance company revealed at least partial support for the following hypotheses: role conflict emerges when there is a discrepancy between what employees think customers expect of them and what they report management rewards them for doing; role conflict, in turn, is related to employee attitudinal (e.g. job satisfaction) and behavioral (e.g. absenteeism) outcomes; and role conflict mediates the relationship between service orientation discrepancy and employee outcomes. Implications of the results for the management of service employees and service quality are presented.

As management educators increasingly focus their attention on instructional outcomes, competency-based education has emerged as an important component in graduate business education. The most sought after graduate students are not only knowledgeable in business fields but also demonstrate competence in critical managerial skills. This article focuses on the development, implementation, and assessment of a competency-based component of the Master of Management in Hospitality program at the School of Hotel Administration at Cornell University. This program component assesses and directs the development of graduate students’ skills in writing, presentational speaking, and leadership/group process skills. To the extent that it has proven effective in accomplishing its objectives, it may serve as a model for business educators interested in including competency-based education in their programs.

Competency models can be useful tools for identifying and grooming future leaders. Rather than base leadership assessment on personality traits or other unrelated characteristics, competency models specify the actions and behavior needed for successful leaders. While some hotel companies have begun to identify leadership compentencies, the hotel industry does not have an overall competency model. Starting with competency models from other industries and the assessments from a pilot study, the authors complied a list of 99 competencies or skills (grouped into eight overarching factors comprising 28 dimensions) that might contribute to leadership success in the hospitality industry. Those compentencies were rated on a five-point scale, ranging from not at all important to extremely important, in a survey of 137 industry leaders. The competency labeled “self management” was the top dimension (of the 28)—composed of ethics and integrity, time management, flexibility and adaptability, and self development. Second in importance was competency in strategic positioning, comprising awareness of customer needs, commitment to quality, managing stakeholders, and concern for the community. (However, concern for the community was rated least important compared to the other three dimensions in that category). Industry knowledge, leadership, and interpersonal skill were factors that, while important, were ranked lower by the respondents.

Many societal and demographic changes are occurring in the current workforce. These changes include a shortage of work age employees, changes in family structure, increased women in the labor pool, changes in societal values, and so on. As a result, hospitality organizations are faced with new challenges and can respond to these changes through effective human resource management. This article discusses the current trend toward increasing human resource management practices (benefits and services) that affect employees' nonwork lives. Specifically, this article provides some of the historical context of organizations that have influenced employees' off-the-job lives. It explores why employer involvement in employee nonwork lives has become an important issue, and presents current research on the study of employer influence through human resource management practices, in employee nonwork lives. It addresses the importance of this issue for hospitality, and recommends future research.

Finding and retaining good restaurant general managers has never been more difficult, so many chains are enhancing their managers' salary-and-benefits packages—but is it enough?