What influences company attachment and job performance in the COVID-19 era?: Airline versus hotel employees.

Airline and hotel employees are experiencing multiple forms of precariousness amid the COVID-19 pandemic, which have increased workers' distrust of their respective airline/hotel businesses and affected job performance and retention. This research builds and tests two sturdy theoretical frameworks to explain airline and hotel employees' job performance and behavior during the COVID-19 pandemic. The frameworks, developed using a quantitative method, adequately account for employees' company attachment and job performance by using their perceived job insecurity, life satisfaction, and job satisfaction as the key antecedents; while employees' perceived job insecurity influences the formation of attachment to the company and job performance. The mediating nature of life and job satisfaction is also examined alongside the moderating role of two different industry types (airline versus hotel). The results show that the process of generating job performance differs between airline and hotel employee groups. The research implications and value are discussed.

How the COVID-19 pandemic affected hotel Employee stress: Employee perceptions of occupational stressors and their consequences.

This study sought to examine the impacts of the global coronavirus pandemic on hotel employees' perceptions of occupational stressors and their consequences. Paired t-tests and structural equation modeling were applied to examine the responses of 758 hotel employees in the United States. The findings showed that occupational stressors after the outbreak of the pandemic consisted of three domains: traditional hotel-work stressors, unstable and more demanding hotel-work-environment stressors, and unethical hotel-labor-practices-borne stressors. The impacts of these stressors differed from the hypothesis that traditional hotel-work stressors positively affect job satisfaction and organizational commitment. The findings showed that job satisfaction and organizational commitment significantly explained job performance, subjective well-being, and prosocial behavior, but they did not significantly influence turnover intention. Hotel employees' pre-pandemic perceptions of occupational stressors and their consequences also differed significantly from their perceptions after the pandemic had broken out.