High-performance work practices and hotel employee performance: The mediation of work engagement

By Osman M. Karatepe. 2013

630 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/85cd76d08d7cfef4b9307fededa7fb82df237b92

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In Organizational Behavior and Human Resource Management

1. Osman M. Karatepe
2. Olusegun A. Olugbade
3. Junghoon Lee
4. C. Ok
5. Heerae Kang
6. J. Busser
7. M. Deery
8. L. Jago

In Social Psychology

1. Olusegun A. Olugbade
2. Osman M. Karatepe
3. J. Busser
4. M. Deery
5. L. Jago
6. Heerae Kang
7. Junghoon Lee
8. C. Ok

Citations in the corpus

• A STUDY ON DETERMINING FACTORS EMPLOYEE RETENTION (2016, background): “Osman (2013) found that offering emotional support to employees through work-life balance reduces their intention to quit their job [45].”
• Psychosocial work environment, work engagement, and employee commitment: A moderated, mediation model (2020, background): “These findingsecho earlier research evidence for the positive impact of HPWS on wellbeing (Karatepe et al., 2018; Zhang et al., 2013) and commitment (Dhar, 2015; Karatepe, 2013b).”
• Transformational leadership and employee performance: The role of identification, engagement and proactive personality (2019, methodology): “Job performance was measured with items from Karatepe (2013), drawing on Babin and Boles (1998).”
• Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction (2021, background): “Their impact on employees’ outcomes and firms’ performance has caught the attention of researchers and practitioners for decades in general business [21–23] and in the hospitality and tourism industry [18,24,25].”
• Stressors, work engagement and their effects on hotel employee outcomes (2018, background): “Empirical studies have revealed that organisations function efficiently because of engaged employees’ abilities to fulfil the role requirements successfully without compromising their personal well-being (Karatepe, 2013).”
• Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory (2017, background): “setting such as hotels and restaurants also supported previous studies and found that training, autonomy, rewards, and technology can predict employee work engagement (Karatepe, 2013; Salanova et al., 2005).”