Leveraging employee online reviews for improving hotel competitiveness in the great resignation.

The Great Resignation has brought significant challenges to the recovery of the hospitality industry from the depression caused by the coronavirus pandemic (COVID-19). Prior studies have revealed that the leading cause of the Great Resignation is negative employee experience. However, few empirical studies have been conducted to obtain deep insights into the negative experiences of hospitality employees. Hotel managers still lack the knowledge to help them resolve the workforce problem and maintain competitiveness during the pandemic. This study proposes a novel framework, named HENEX, that uses data-mining technologies and employees' online reviews about hotels to identify the factors that lead to hospitality employees' negative experiences and changes in these factors caused by COVID-19. We demonstrate the effectiveness of HENEX through a case study that involves major hotels in Australia. The findings could help hotel managers develop strategies to resolve the workforce problem and maintain competitiveness during the Great Resignation period.

Leading for Resilience: Fostering Employee and Organizational Resilience in Tourism Firms

Grounded in conservation of resources (COR) theory, this study identifies the effect of leadership behaviors on the resilience of tourism firms and employees in Sri Lanka during the early stages of the COVID-19 crisis. The developed conceptual model links the resilient leadership behaviors of vision sharing, leadership of tasks, and management of change with employee resilience (cognitive, behavioral, and contextual) and organizational resilience (planned and adaptive). The findings highlight that resilient leadership behaviors in the early stages of the pandemic enhanced both employee and organizational resilience. The contextual and behavioral dimensions of employee resilience mediated the effect of resilient leadership behaviors on organizational resilience. The study offers suggestions for the development of organizational resilience and the specific support that may facilitate the recovery of the tourism sector from the COVID-19 crisis. [ABSTRACT FROM AUTHOR] Copyright of Journal of Travel Research is the property of Sage Publications Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Which travel risks are more salient for destination choice? An examination of the tourist’s decision-making process

The paper examines which travel risks are more salient for tourists' destination choice. We develop and test an integrated travel decision risk typology with survey data from 835 potential tourists. Specifically, we explore the interplay of risk types, tourist attributes and destination characteristics. We examine if travel risks linked to nature, health, terrorism, criminality, political instability are more salient for tourists' destination choice - and how risk perceptions influence tourist’s in the key stages of the decision-making process. Results offer an important baseline for future studies in the post-COVID-19 phase. First, our integrated travel decision risk typology distinguishes between sociodemographic, psychological and travel-related factors. We show that past travel experience shapes risk perceptions and impacts tourists' future destination choice. Second, we reveal that natural disasters are not the key barrier in the early decision-making stage of the destination choice process. Third, we identify tourist segments that are resilient to certain risks. We conclude with implications for the tourism practice with recommendations on how to manage travel risk and decision-making behaviours in the (post-)COVID-19 phase.

Which travel risks are more salient for destination choice? An examination of the tourist's decision-making process

The paper examines which travel risks are more salient for tourists' destination choice. An integrated travel-decision risk typology with survey data from 835 potential tourists is developed and tested. Specifically, this paper explores the interplay of risk types, tourist attributes and destination characteristics. It examines if travel risks linked to nature, health, terrorism, criminality, political instability are more salient for tourists' destination choice, and how risk perceptions influence tourists in the key stages of the decision-making process. Results offer an important baseline for future studies in the post-COVID-19 phase. First, the integrated travel-decision risk typology distinguishes between sociodemographic, psychological and travel-related factors. It shows that past travel experience shapes risk perceptions and impacts tourists’ future destination choice. Second, the study reveals that natural hazards are not the key barrier in the early decision-making stage of the destination choice process. Third, tourist segments that are resilient to certain risks are identified. This paper concludes with implications for the tourism practice with recommendations on how to manage travel risk and decision-making behaviours in the post-COVID-19 phase.