The Human Dimension

By S. Kuşluvan, Zeynep Kusluvan, İ. İlhan, Lutfi Buyruk. 2010

487 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Tourism, Leisure and Hospitality Management

View Paper: https://www.semanticscholar.org/paper/c2e1f20c998f5dcb47bfa1a2438acafd2898a2d1

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In Organizational Behavior and Human Resource Management

In Tourism, Leisure and Hospitality Management

Citations in the corpus

The effects of work overload and work-family conflict on job embeddedness and job performance: the mediation of emotional exhaustion. (2013, background): “A synthesis of the current literature suggests that work overload, conflicts in the work-family interface, and emotional exhaustion are among the stressors and strain leading to negative job outcomes (Deery, 2008; Kusluvan et al., 2010).”
Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction (2021, background): “Although the importance of human resources for hospitality and tourism enterprises has been widely acknowledged in the existing literature [8,14], the extent to which employees’ well-being affects performance still remains controversial.”
Revisiting talent management, work-life balance and retention strategies (2015, background): “The opportunity for career progression is noted by a number of studies as being important in retaining staff (Khan et al, 2011; Kusluvan et al, 2010) with Kong et al (2012) noting the importance of career management and career commitment, by both the individual and the organization.”
Servant Versus Authentic Leadership (2017, background): “In the hospitality industry, employees usually experience heavy workloads and stress (Kusluvan et al., 2010), and during daily work, they have close contact with supervisors to receive direction and supervision.”
Perceptions of organizational politics and hotel employee outcomes: The mediating role of work engagement (2013, background): “That is, impotent training programs, poor pay, job insecurity, work-family conflict, lack of fair performance measurement criteria, and inadequate financial and non-financial rewards are among common problems in the hospitality industry (e.g. Cleveland et al., 2007; Deery, 2008; Kong et al., 2010; K”