ABSTRACT

The present study explores the antecedents of frontline employees’ boundary-spanning behaviors in the hospitality industry. Based on social exchange theory and role theory, a conceptual model was built to explore how three dimensions of perceived organizational support (perceived supervisory support, internal communication, and training) cultivate frontline employees’ boundary-spanning behaviors through job satisfaction and organizational commitment. Based on the analysis of 597 hospitality frontline employees in the United States, which were recruited through Amazon Mechanical Turk, this study shows the differential impacts of organizational support types on driving boundary spanning staff to effectively operate on the boundary. Theoretical and practical implications of the findings are articulated.

摘要

本研究探讨了酒店业一线员工跨界行为的前因。基于社会交换理论和角色理论，构建概念模型，探讨感知组织支持的三个维度（感知监督支持、内部沟通和培训）如何通过工作满意度和组织承诺来培养一线员工​​的跨界行为。基于对通过 Amazon Mechanical Turk 招聘的美国 597 名酒店一线员工的分析，本研究显示了组织支持类型对推动跨越边界的员工在边界上有效运作的不同影响。阐明了研究结果的理论和实践意义。