Effects of tourism CSR on employee psychological capital in the COVID-19 crisis: from the perspective of conservation of resources theory

By Yan Mao, Jie He, Alastair M. Morrison, J. Andres Coca-Stefaniak. Current Issues in Tourism, 2020

316 citations recorded by the source corpus.

ABSTRACT The main purpose of this research was to illustrate how companies contributed to employee psychological capital in tourism during the COVID-19 crisis based on the conservation of resources theory (CoR). Psychological capital including self-efficacy, hope, resilience and optimism is a key source of support at work, especially during challenging events. With threats to health and job security, employee psychological capital was unlikely to recover on its own naturally. However, tourism companies can augment employee psychological capital through corporate social responsibility (CSR). The effects of CSR on employee psychological capital remains unclear. This research examined differing effects of CSR on self-efficacy, hope, resilience and optimism. Based on a survey of 430 employees in tourism in China, the results showed that CSR had positive impacts on employee self-efficacy, hope, resilience and optimism through employee satisfaction with corporate COVID-19 responses. In addition, individual loss orientation strengthened the effects of CSR on employee self-efficacy, hope, resilience and optimism.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f7bfc60ac6a47d64000b61cff4fbde935b974134

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In Organizational Behavior and Human Resource Management

1. Mustafeed Zaman
2. Nguyen Phong Nguyen
3. Hsinkuang Chi
4. T. Vo‐Thanh
5. T. Vu
6. D. Nguyen

Citations in the corpus

• How does hotel employees’ satisfaction with the organization’s COVID-19 responses affect job insecurity and job performance? (2020, background): “During a global crisis, organizations must pay attention to employee psychological capital (Mao et al., 2020).”
• The COVID-19 pandemic and organisational commitment of senior hotel managers (2020, unknown): “This perceived insecurity and fragility may negatively affect future recruitment of hotel staff (Mao et al., 2020).”
• Reviving tourism industry post-COVID-19: A resilience-based framework (2020, unknown): “Discussing Macao’s reaction to the pandemic in a “3-wave analogy,” McCartney (2020) observes that the wave of recovery will push toward “public-private partnership and cooperation.””