The Impact of Social Capital and Resilience on Organizational Citizenship Behavior Among Hotel Employees
DOI:
https://doi.org/10.69569/jip.2024.388Keywords:
Social capital, Resilience, Organizational citizenship behavior, Hotel industryAbstract
The study assessed employees' social capital, resilience, and organizational citizenship behavior within the hotel industry. The study results found that hotel employees exhibit good social capital, resilience, and organizational citizenship behavior, each influencing the others. Among the aspects of resilience, "finding your calling," "interacting cooperatively," and "living authentically" received the highest ratings from the respondents. Additionally, aspects such as "managing stress," "building networks," and "staying healthy" were positively manifested among respondents, indicating a substantial likelihood of exhibiting these resilience characteristics. However, respondents were uncertain about maintaining perspective. The study also showed that hotel employees are likely to agree with and exhibit aspects of organizational citizenship behavior. A strong positive relationship was found between employees’ social capital and their resilience. Linear regression analysis supported these results, revealing that social capital has a significant predictive value for resilience. Furthermore, when correlating employees’ resilience with their organizational citizenship behavior, the study revealed that resilience has a strong positive effect on employees' organizational citizenship behavior. Based on these results, a framework was proposed that depicts how employees’ social capital, resilience, and organizational citizenship behavior interact with one another.
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