The effect of employee recognition on restaurant employees’ job embeddedness, knowledge sharing and service orientation: abusive supervision as a moderator

• Published in: International journal of contemporary hospitality management 2023-08, Vol.35 (10), p.3612-3637
• Main Authors: Ampofo, Emmanuel Twumasi, Karatepe, Osman M., Mensah, Ishmael, Wilberforce, Maxwell Tabi
• Format: Article
• Language: English
• Subjects: Behavior; Competitive advantage; Employees; Job satisfaction; Knowledge sharing; Restaurants; Supervision; Tourism
• ISSN: 0959-6119; 1757-1049; 0959-6119
• DOI: 10.1108/IJCHM-01-2022-0036

Purpose The purpose of this paper is to develop and test a research model that explores the interrelationships of employee recognition, job embeddedness (JE), knowledge sharing, service orientation and abusive supervision. Specifically, the model proposes that JE mediates the impact of recognition on knowledge sharing and service orientation, while abusive supervision moderates the indirect influence of recognition on knowledge sharing and service orientation via JE. The model also proposes that JE and knowledge sharing mediate the link between recognition and service orientation in a sequential manner. Design/methodology/approach Data were gathered from restaurant frontline employees in three waves in Ghana. The hypothesized links were gauged via structural equation modeling using Mplus 7.4. Findings The vast majority of the hypothesized relationships were supported by the empirical data. Specifically, JE mediated the impact of recognition on knowledge sharing and service orientation. JE and knowledge sharing sequentially mediated the impact of recognition on service orientation. Abusive supervision moderated the positive effect of recognition on JE and JE on knowledge sharing such that the effects were stronger among frontline employees with low levels of abusive supervision. In addition, abusive supervision moderated the indirect effect of recognition on knowledge sharing through JE. On the contrary, abusive supervision did not significantly moderate the linkage between JE and service orientation. This is also true for abusive supervision as a moderator of the indirect influence of recognition on service orientation via JE. Practical implications Management should not only focus on financial rewards but also consider non-financial rewards such as employee recognition. This is what is overlooked among practitioners. Therefore, restaurant managers/supervisors should use recognition mechanisms such as certificate of appreciation, plaque of honor and/or oral praises wherever possible to trigger employees’ JE, knowledge sharing and service orientation. Restaurateurs should also arrange training programs for supervisors to make them avoid practicing abusive supervision that would erode JE and knowledge sharing. Originality/value Evidence about the organizationally valued consequences of employee recognition in the hospitality literature is sparse. With this realization, this paper advances the current knowledge by gauging JE as a mediator between recognition