Search Results (5)

Employee loyalty in hospitality settings is influenced by a combination of economic, relational, and developmental factors, including remuneration, recognition, interpersonal relationships, and opportunities for career advancement. This study explores managerial perceptions of the key organizational drivers that enhance employee satisfaction and foster employee loyalty in luxury hospitality settings. Focusing on five-star hotels located in the Heraklion Prefecture of Crete, Greece, the research addresses a context characterized by high service expectations, strong cultural traditions of hospitality, and pronounced seasonal labor dynamics. While previous studies have predominantly examined employee attitudes and outcomes, limited attention has been given to how decision-makers perceive and prioritize the factors influencing employee loyalty in luxury hospitality environments. To address this gap, the study adopts a mixed-method approach, combining structured Likert-scale questionnaires and qualitative insights collected from senior managers and owners representing 28 luxury hotels. The quantitative component provides descriptive insights into managerial consensus regarding organizational practices, while the qualitative analysis offers deeper interpretation of perceived challenges and priorities. Findings indicate that managers consider leadership style, working conditions, professional development, and employee welfare as central drivers of satisfaction and loyalty, although variation exists regarding the role of benefits and technology. The study contributes to hospitality management literature by highlighting the managerial perspective as a distinct analytical lens and offers practical implications for strategic human resource practices in high-end tourism contexts. Full article

This study investigates the role of career calling in shaping Chinese graduates’ professional match, with a focus on the mediating role of career loyalty and the moderating effect of industry income. Drawing on Conservation of Resources (COR) theory and person–environment (P–E) fit theory, we developed a three-wave, multi-source design with 2025 graduates across diverse industries. The results reveal that career calling significantly enhances professional match, and this relationship is fully mediated by career loyalty. Moreover, industry income strengthens the positive effect of calling, suggesting that external rewards amplify internal motivation in achieving sustainable career outcomes. Theoretically, the study extends calling research into the graduate labor market and integrates contextual economic factors into the COR and P–E fit frameworks. Practically, the findings highlight the importance of cultivating career calling through higher education, organizational practices, and policy initiatives to improve workforce alignment and long-term career sustainability. Full article

Building employee loyalty is a prerequisite for a company to achieve a competitive advantage, high organizational performance, and sustainability. The lack of voluntary leaves does not result in recruitment costs or reduced efficiency during the adaptation period of a new employee. It helps retain knowledge and experience within the organization. The article aims to explore employees’ loyalty in terms of voluntary employment continuity during the pandemic slowdown of COVID-19, when employee loyalty was put to an exceptional test, and identify the factors that have had the most significant impact. This empirical study was carried out for Germany, mainly due to the strength and position of the German economy in Europe and the availability of a large, detailed micro dataset necessary for in-depth econometric analyses. The dataset used in the survey is the fifth wave of the German Linked Personnel Panel—LPP in 2020/21 (N = 7397). A multinomial logit model was used as a research tool. Loyalty appears as an explained variable in four ordered logit models that differ in the set of explanatory variables. The explanatory variables include demographics, job title, working conditions, compensation and rewards, job content, training and career development, teamwork, and relationships with colleagues and superiors. The results confirm the influence of extra-organizational factors, such as age and living in a four- or five-person household, on employee loyalty. However, age seems to be a factor of decreasing importance. Too much complexity of work, manifested by great task variety, working in multiple teams, and the requirement to perform work remotely, harmed employee loyalty during the pandemic. Findings justify building loyalty based on sustainable human resource policies to increase income satisfaction, reasonable workload, competence development, and greater autonomy at work. It is also clear that leadership issues (fairness in contact with superiors and recognition for work) mattered during this challenging time and have a high potential to improve employee loyalty in the future. Full article

Prior studies have examined the historical evolution, multiple stakes, measurements and operation models of graduate employability, and the researches on graduate employability have gradually shifted to the perspective of employers with wider labor market uncertainty and higher education massification. However, there is still a gap in research on the demand for graduate employability by employers in national high-end equipment manufacturing that work closely with higher education in scientific research. Namely, it remains unclear what really matters in the processes of employers’ recruitment decisions in national high-end equipment manufacturing. Drawing on Yorke’s definition and CareerEDGE model, this study defines graduate employability as a set of achievements—skills, understandings and personal attributes—that makes graduates more likely to gain employment in national high-end equipment manufacturing, including “emotional intelligence”, “knowledge and skills”, “generic skills”, “work experience”, “character and personality”. Owing to the importance and arduousness of national high-end equipment manufacturing historical mission and main tasks, we argue that employers pay more attention to graduate employability in the recruitment process. Empirically examining based on 831 questionnaires from employers of national high-end equipment manufacturing in China, we show that employers prefer graduates with higher levels of “cooperative innovation ability”, “knowledge and skills”, “stress management and adaptation” within Chinese national characteristic discipline programs. Particularly, although employers in national high-end equipment manufacturing have always emphasized employees’ loyalty and dedication, “character and personality” of a graduate does not have a direct effect on employer hiring preference, but instead the effect of cooperative innovation ability and knowledge and skills are fully moderated by character and personality. Full article

In 1783, Nicolas De Launay copied Les Baignets by Jean-Honoré Fragonard, stating it was made “by his very humble and very obedient servant”, an evidence of the hierarchical tensions between painters and printmakers during the eighteenth-century. However, De Launay’s loyalty is not absolute, since a critical artistic statement is found at the edge: an illusory oval frame heavily adorned with leaves and fruits of Squash, Hazelnuts, and Oak. This paper wishes to acknowledge this meticulously engraved frame, and many more added to copies throughout De Launay’s successful career, as highly relevant in examining his ‘obedience’ and ‘humbleness’. With regard to eighteenth-century writings on botany and authenticity, and to current studies on the print market, I offer a new perspective in which engravers are appreciated as active commercial artists establishing an individual signature style. In their conceptual and physical marginality these decorations allow creative freedom which challenges concepts of art appropriation and reproduction, highly relevant then and today. Full article