Keywords
task interdependence
job performance
employee engagement
hospitality sector
How to Cite
Abstract
Purpose – The hospitality sector has undergone substantial changes in terms of its job requirements and the need for work engagement practices. This study investigates the relationships between meaningful work, work engagement, employee performance, and task interdependence in India’s hospitality sector.
Theoretical framework – The theoretical framework is based on Kahn’s (1990) work engagement framework and Bakker and Demerouti’s (2007) Job-Demand Resources (JD-R) model.
Design/methodology/approach – Hypotheses were tested statistically using structural equation modeling (SEM) with a cross-sectional sample of 301 hospitality sector employees in four Indian cities.
Findings – The results highlight the crucial role of meaningful work and engagement in achieving sustained performance outcomes. Work engagement was found to be a significant mediator in the model. However, task interdependence did not have a statistically significant moderating effect. While age showed no significant influence on job performance, work experience emerged as a significant predictor of performance.
Practical and social implications of the research – The study provides substantial evidence of the critical role that meaningful work and work engagement play in driving job performance in the hospitality sector. Enhancing meaningfulness and nurturing engagement collectively form a practical roadmap for achieving superior service performance in hospitality organizations.
Originality/value – Since little research has been conducted on hospitality sector employees, this study offers empirical support for engagement-based performance models within the JD-R framework. By examining hospitality sector employees, the study expands the empirical base of JD-R research beyond traditional corporate settings. It demonstrates that meaning-driven engagement mechanisms are equally important in service-oriented, high-demand environments.
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