Research on the Work Engagement of Hospitality Industry Staff from the Perspective of Tourism Management Informatization

Peiying WU; Yixing JIN; Lin CHENG; Yingda WANG

doi:10.1051/e3sconf/202123301166

All issues

Volume 233 (2021)

E3S Web Conf., 233 (2021) 01166

References

Open Access

Issue		E3S Web Conf. Volume 233, 2021 2020 2^nd International Academic Exchange Conference on Science and Technology Innovation (IAECST 2020)


Article Number		01166
Number of page(s)		5
Section		NESEE2020-New Energy Science and Environmental Engineering
DOI		https://doi.org/10.1051/e3sconf/202123301166
Published online		27 January 2021

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Jiao L, Zou Z, Wu H. Study on the Influence of Overall Justice Perceptions on Employee Voice Behavior: The Mediating Effect of Employees’ Affect-based Trust and Cognition-based Trust in Supervisors[J]. Jiangsu Science & Technology Information, 2016(1):22-30. [Google Scholar]
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Magner N, Staley A B. Roles Of Instrumental And Noninstrumental Voice In Members’ Reactions Toward Interorganizational Committees[J]. International Journal Of Organization Theory & Behavior (Pracade), 2014:311-334. [Google Scholar]
Robbins T L, Summers T P, Miller J L, et al. Short Research Note: Using the group-value model to explain the role of noninstrumental justice in distinguishing the effects of distributive and procedural justice[J]. Journal of Occupational & Organizational Psychology, 2000, 73(73):511-518. [CrossRef] [Google Scholar]
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Korsgaard M A, Roberson L. Procedural justice in performance appraisal: the role of instrumental and non-instrumental voice in performance appraisal discussions[J]. Journal of Management, 1995, 21(4): 657-669. [Google Scholar]
Schaufeli W B. Applying the Job Demands-Resources model: A ‘how to’ guide to measuring and tackling work engagement and burnout[J]. Organizational Dynamics. 2017: 120-132. [Google Scholar]
Wen Peng, Liao Jianqiao. The differential impact of different types of performance appraisal on employee appraisal response——A study from the perspective of appraisal purpose[J]. Nankai Management Review. 2010, 13(2): 142-150. [Google Scholar]
Moon K K. Fairness at the Organizational Level: Examining the Effect of Organizational Justice Climate on Collective Turnover Rates and Organizational Performance[J]. Public Personnel Management, 2017, 46 (2): 118-143. [Google Scholar]
Harari M B, Rudolph C W. The Effect of Rater Accountability on Performance Ratings: A Meta–Analytic Review [J]. Human Resource Management Review, 2016, 27 (1): 121-133. [CrossRef] [Google Scholar]
Yoshitaka Y, Jeewhan Y. A Cross–National Study of Fairness in Asia: How Perceptions of a Lack–of–Group Bias and Transparency in the Performance Evaluation System Relate to Job Satisfaction [J]. Human Resource Management, 2016, 55 (2): 1059-1077. [Google Scholar]

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[1] Pichler S, Varma A, Michel J S, et al. Leader-Member Exchange, Group- and Individual-Level Procedural Justice and Reactions to Performance Appraisals[J]. Human Resource Management, 2016, 55(5):871-883. [Google Scholar]

[2] Sweetman D, Luthans F. “The Power of Positive Psychology: Psychological Capital and Work Engagement.” Work Engagement : A Handbook of Essential Theory and Research.[C].Hoboken: Taylor & Francis, 2010. 54–68. [Google Scholar]

[3] Bakker A B, Demerouti E, Sanz-Vergel A I. Burnout and Work Engagement: The JD-R Approach [J]. Organizational Psychology and Organizational Behavior, 2014, (1): 389-411. [CrossRef] [Google Scholar]

[4] Vermunt R, Steensma H. Procedural Justice[M]// Handbook of Social Justice Theory and Research. Springer New York, 2016:219-220. [Google Scholar]

[5] Lind E A, Tyler T R. The Social Psychology of Procedural Justice[J]. Critical Issues in Social Justice, 1988,18(5):70-89. [Google Scholar]

[6] Ng T W H, Feldman D C. Employee voice behavior: A meta-analytic test of the conservation of resources framework[J]. Journal of Organizational Behavior, 2012, 33(2): 216-234. [Google Scholar]

[7] Jiao L, Zou Z, Wu H. Study on the Influence of Overall Justice Perceptions on Employee Voice Behavior: The Mediating Effect of Employees’ Affect-based Trust and Cognition-based Trust in Supervisors[J]. Jiangsu Science & Technology Information, 2016(1):22-30. [Google Scholar]

[8] Cropanzano R, Anthony E L, Daniels S R, et al. Social Exchange Theory: A Critical Review with Theoretical Remedies[J]. Academy of Management Annals, 2017, 11(1):1-38. [CrossRef] [Google Scholar]

[9] Strom D L, Sears K L, Kelly K M. Work Engagement: The Roles of Organizational Justice and Leadership Style in Predicting Engagement Among Employees[J]. Journal of Leadership & Organizational Studies, 2014, 21(1):71-82. [Google Scholar]

[10] Magner N, Staley A B. Roles Of Instrumental And Noninstrumental Voice In Members’ Reactions Toward Interorganizational Committees[J]. International Journal Of Organization Theory & Behavior (Pracade), 2014:311-334. [Google Scholar]

[11] Robbins T L, Summers T P, Miller J L, et al. Short Research Note: Using the group-value model to explain the role of noninstrumental justice in distinguishing the effects of distributive and procedural justice[J]. Journal of Occupational & Organizational Psychology, 2000, 73(73):511-518. [CrossRef] [Google Scholar]

[12] Lira M C. Satisfaction With a Performance Appraisal System in the Portuguese Public Sector: The Importance of Perceptions of Justice and Accuracy[J]. TÉKHNE - Review of Applied Management Studies, 2014, 12:30-37. [Google Scholar]

[13] Korsgaard M A, Roberson L. Procedural justice in performance appraisal: the role of instrumental and non-instrumental voice in performance appraisal discussions[J]. Journal of Management, 1995, 21(4): 657-669. [Google Scholar]

[14] Schaufeli W B. Applying the Job Demands-Resources model: A ‘how to’ guide to measuring and tackling work engagement and burnout[J]. Organizational Dynamics. 2017: 120-132. [Google Scholar]

[15] Wen Peng, Liao Jianqiao. The differential impact of different types of performance appraisal on employee appraisal response——A study from the perspective of appraisal purpose[J]. Nankai Management Review. 2010, 13(2): 142-150. [Google Scholar]

[16] Moon K K. Fairness at the Organizational Level: Examining the Effect of Organizational Justice Climate on Collective Turnover Rates and Organizational Performance[J]. Public Personnel Management, 2017, 46 (2): 118-143. [Google Scholar]

[17] Harari M B, Rudolph C W. The Effect of Rater Accountability on Performance Ratings: A Meta–Analytic Review [J]. Human Resource Management Review, 2016, 27 (1): 121-133. [CrossRef] [Google Scholar]

[18] Yoshitaka Y, Jeewhan Y. A Cross–National Study of Fairness in Asia: How Perceptions of a Lack–of–Group Bias and Transparency in the Performance Evaluation System Relate to Job Satisfaction [J]. Human Resource Management, 2016, 55 (2): 1059-1077. [Google Scholar]