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The current study aimed to identify the impact of human capital in organizational performance in Jordanian five-star hotels. The descriptive analytical approach was used, and a questionnaire was applied consisting of three parts: the first is the demographic information of the study sample, the second is the human resources management scale consisting of (20) paragraphs, and the third is the organizational performance scale consisting of (15) paragraphs. Its validity and reliability were confirmed. The study population consisted of (6189) employees in five-star hotels in Amman, the sample consisted of (362) employees in five-star hotels in Amman were selecting by stratified sampling due to hotel variable by get back percent (94.3 %) whenevre (384) questionnaires was collecting by E-Link, and delay (22) by percent (5.7 %). After collecting the data and conducting the appropriate statistical processing, the study concluded that there is a statistically significant at level (α ≤ 0.05) effect of human capital in its dimensions (knowledge, skill, experience, and training) on organizational performance with its dimensions (Internal process, Customer satisfaction, learning and development) in Jordanian five-star hotels. Training had the highest effect, then experience, then skill, and finally knowledge. The study proposed a set of recommendations, most notably the need for five-star hotel management to focus on training their human resources and involve them in developing training programs. The need to prioritize organizational performance in five-star hotels, given its significant importance in achieving positive results across hotel services as a whole, and continuously assess the level of human resources to ensure the best customer service at all times.

The hospitality industry is deemed a great generator of global GDP and employment. However, high rates of voluntary turnover have gradually undermined global service organizations and brought huge losses to them. Nowadays, the hotel sector continues to be plagued by high turnover rates. A research model investigating job attitudes (job satisfaction and organizational commitment) as mediators of the impact of psychological capital (PsyCap) on turnover intention and also examining position as a moderator between job attitudes and turnover intention was proposed and tested. This study collected data from 406 employees selected from four-star and five-star hotels in the southwest region of China. Online survey questionnaires and a purposive sampling technique were employed in this study. Structural equation modeling was utilized to evaluate the direct, mediating, and moderating effects. The results showed that organizational commitment and job satisfaction fully mediated the association between PsyCap and turnover intention. Moreover, position played a moderating role on the effect of the aforementioned two job attitudes on turnover intention. The findings implied that hoteliers should focus on employees' PsyCap and job attitudes in order to mitigate serious turnover issues in the hotel sector in China. Besides, the fact that position resulted in disparity impacts in the formation of turnover intention was evidenced.

Purpose This research aims to explore the strategies and tactics taken by five-star hotels to create and sustain competitiveness at difficult times, the role of innovation among the initiatives taken and the factors that influence managers’ decision in selection of coping measures. Design/methodology/approach The research was conducted in two stages. The first stage focused on textual analysis of online news reports on luxury hotels’ coping strategies taken between 2013 and 2018. At the second stage, expert interviews were carried out with 25 managers of five-star hotels to obtain richer information of hotels’ responsive measures. The qualitative data were analyzed by thematic analysis. Findings The results revealed that five-star hotels in China made adjustment in physical resource management, human resource management, marketing mix, operation process and external relations to maintain competitiveness during difficult times. A model of hotel resilience was developed based on the findings. Innovation was imbedded in the responsive measures throughout these areas. Managers’ selection of coping measures was affected by the hotel’s organizational culture, location, brand image and competitors. Practical implications The model of hotel resilience serves as a useful reference to plan and select strategies and tactics to respond to similar external challenges. Hotel managers are recommended to embrace a variety of innovations directed at both internal management and customer service during challenging times. Originality/value To the best of the authors’ knowledge, this study is the first empirical research that systematically examines the measures taken by hotels during critical times to maintain competitiveness, linking these to contemporary post-Fordist operational trends.

Leadership has been a focal point of academic and practitioner interest for over three decades, with evidence suggesting complex relationships between leadership styles, communication satisfaction, and group dynamics. This study aimed to evaluate the psychometric properties of three measurement instruments for these constructs within the Greek hotel industry. Employing Exploratory Factor Analysis and Cronbach’s Alpha on data collected from 367 Greek hotel employees, the findings supported the reliability and validity of the scales for use in this context.

Purpose>This study aims to evaluate the consumer perceptions related to sanitation in the five-star hotels due to the COVID-19 pandemic. It also identified the most significant sanitation dimensions and their influence on the pertinent emotions experienced by the hotel consumers.Design/methodology/approach>It identified seven sanitation dimensions (i.e. exterior of the hotel, guestrooms, washrooms/restrooms, in-house restaurant dining, hotel employees, public areas and handling of food) which were assessed through 10 positive and negative consumer sanitation emotions. A structured online survey was conducted to collect data from the 763 five-star hotel consumers. Exploratory factor analysis was applied on the 35 parameters of the seven identified sanitation dimensions, and analysis of variance (ANOVA) was used to determine the most significant dimensions among the hotel consumers.Findings>Results revealed that among the seven sanitation dimensions, “exterior of the hotel” and “public area” dimensions were found to be statistically less significant compared to the other sanitation dimensions. Findings related to consumer emotions showed that a significantly high percentage of consumers revealed strong negative emotions, i.e. disgust and discontent toward the poor standards of sanitation in the hotels.Practical implications>The study results may be helpful for the hotel administrators and managers to adequately plan the training sessions for their employees based on the consumer perception and emotions toward the identified sanitation dimensions. Further, it may also help in the implementation of the COVID-19 awareness program based on the consumer inputs and perceptions.Originality/value>Although a few studies have been performed to explore the sanitation dimensions in the hospitality sector before, but this will be a first attempt to identify and measure the sanitation dimensions and corresponding consumer emotions due to the COVID-19 pandemic.

Purpose This paper aims to investigate how brand identity is co-created, with a specific focus on how employees contributed to the process in a five-star hotel setting. The focus of this study is on understanding how two hotels planned and executed their brand identity strategy simultaneously, differentiating one from the other and how employees actively participated in this process. Design/methodology/approach A longitudinal case study approach was adopted, centred on building the identity of two luxury hotels owned by a single company in Seoul, Korea. Various organizational documents were collected and analyzed to understand the brand identity of the hotels and how brand co-creation has been implemented. In addition, semi-structured in-depth interviews were conducted with 42 employees to understand the brand co-creation process from their perspective. Findings The brand co-creation process of the hotels was conducted simultaneously and evolved over the following four phases, with employees’ roles varying in each phase, namely, establishing a clear brand identity strategy; designing and selecting sensory identity; aligning organizational identity; and delivering brand identity through external communication. Employees that participated in brand co-creation enhanced their brand knowledge, developed emotional bonds with the brand and were motivated to deliver the brand identity. Furthermore, those that immersed themselves in the new brand identities were able to enable positive guest perceptions towards the brand image, which consequently enhanced employees’ pride in their work. Research limitations/implications This research advances the brand management literature in defining branding and brand identity elements, as well as emphasizing the importance of consistent branding. In addition, the current study expands the scope of internal branding, highlighting the process of brand co-creation and the role of employees as active participants. Moreover, it reveals that employees’ participation enhances not only their brand knowledge but also their emotional bonds with the brand. The proposed conceptual framework demonstrates the flow of branding elements, brand identity elements and the “infinite loop” of employee participation in brand co-creation. Originality/value The case study approach adopted here enables an in-depth investigation of employee participation in brand co-creation, including their different roles and activities in the process; a phenomenon that has not been adequately explored in previous research.

Reward systems are important tools that management can use to motivate employees; the main objective of organizations in awarding rewards is to attract and retain efficient, productive, and motivated employees. However, there is no evidence available regarding managers' perceptions of employee rewards in five-star hotels in Cape Town.  Therefore, this study aims to explore the perceptions of five-star hotel managers about the reward systems offered to employees. Further, this paper attempts to explore the influence and impact of the covid-19 pandemic on the employee reward systems offered at five-star hotels. A total of 14 interviews were conducted with managers working in four selected five-star hotels. The study used semi-structured interviews to collect qualitative data. The data were analysed using Creswell’s six steps. The study's findings indicate that managers offered distinct types of rewards to their employees, including extrinsic and intrinsic rewards. Managers revealed that extrinsic rewards, specifically money, are the most preferred rewards. The study revealed that the impact of the Covid-19 pandemic led to hotels adjusting their employee reward systems to offer less extrinsic rewards and more intrinsic rewards. This paper concludes by recommending strategies to hotel management for enhancing the type of rewards offered to employees and offering utilisation of effective intrinsic rewards. This is to ensure that employees increase their value towards intrinsic rewards as much as they value extrinsic rewards   Implications for future research are also presented.

The challenge of food waste poses significant economic, environmental, and ethical concerns worldwide, with the hospitality sector being particularly affected. This study explores food waste prevention and management practices in five-star hotels in Serbia, focusing on the knowledge, attitudes, and resourcefulness of head chefs as key actors in implementing sustainable solutions. A qualitative exploratory design was applied, combining semi-structured interviews with eight head chefs and hotel managers, in-kitchen field observations, and food waste audits conducted in eight luxury hotels in Belgrade. The food waste hierarchy framework was used to assess how head chefs understand and act upon food waste issues. Findings reveal that while food waste policies vary across hotels, head chefs demonstrate varying levels of awareness and resourcefulness, often shaped by corporate policies, training, and personal experience. Despite limitations in policy enforcement, many head chefs apply practical strategies such as FIFO stock rotation, local sourcing, and creative reuse of ingredients. This study advances the theoretical understanding of food waste management in hospitality by linking practice theory with culinary knowledge and corporate influence. It also provides practical implications for training, policy development, and sustainable hospitality operations in transitional economies.

The objective of this study is to investigate the impact of servant leadership on employee well-being in the Jordanian hospitality sector. Furthermore, it attempted to explore the potential mediation effects of job burnout, role overload, and anxiety on this relationship. The data in this study were obtained from a sample of 341 individuals who were employed in five-star hotels located in Amman using a simple random sample. For analysis, the study employed the SEM-AMOS software. The results indicated a noteworthy and favorable influence of servant leadership on the well-being of employees (p = 0.001), emphasizing its crucial meaning in creating a nurturing work atmosphere that promotes enhanced well-being among employees. Additionally, the study has identified anxiety and job burnout as a mediator (p = 0.001), indicating that servant leadership has an impact on well-being by reducing levels of anxiety and job burnout. Nevertheless, the hypothesized mediating effect of role overload was not supported (p = 0.070) in the specific setting under investigation. The study’s theoretical implications contribute to the broader comprehension of the complex connections between servant leadership, employee well-being, and mediating variables. Furthermore, it provides empirical insights within the specific context of the Jordanian hospitality business.

Purpose –The attitude-behavior relationship between job satisfaction and OCBs in hotels were defined previously. However the role of work values simultaneously on attitudes and behaviors is unknown. The purpose of this research is to determine the role of work values in organizational attitudes and behaviors. Methodology/Design/Approach – It was tested how the intrinsic and extrinsic dimensions of work values influence job satisfaction, organizational citizenship behaviors (OCBs) and mutual interaction within a model drawn by considering the value-attitude-behavior pattern. Data were gathered from 548 employees of 28 five-star hotels in Istanbul. LISREL was used to test the structural model. Findings – Intrinsic work values have positive effects on job satisfaction, OCB-I and OCB-O while job satisfaction positively influences each of the two factors of OCBs. The effect of extrinsic work values on job satisfaction and on OCB-I were not supported. Extrinsic work value dimension has a positive effect on OCB-O. Originality of the research – Because of its exploratory nature, this study was focused on the pattern of value-attitude-behavior. Although the influence of work values on job satisfaction and OCBs have been separately considered in related literature, the interaction between three structures was analyzed together.