Examining Hotel Employees’ Psychological Ownership: Antecedents and Consequences

Document Type : Original Article

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Faculty of Tourism and Hotels, Sadat City University

Abstract

Employees’ psychological ownership (EPO) leads to many positive outcomes for employees and the organization. It plays a crucial role in maintaining employee relations with the organization. It has appeared as a vital indicator of employees’ work behaviors (e.g., value co-creation) and attitudes (commitment and satisfaction). Given the importance of EPO in the hotel industry, it is necessary to examine its antecedents and outcomes. This research also investigates the effect of four EPO antecedents (i.e., hotel identification; psychological safety; autonomy; information accessibility) on EPO. Besides, it examines the impact of EPO on three of its outcomes, i.e., employee creativity, employee voice, and knowledge sharing behavior (KSB). To achieve these objectives, data was obtained using questionnaires. A convenience sample of 420 hotel employees from the 14 investigated hotels was chosen. A total of 345 valid questionnaire forms was retrieved, with a response rate of 82.1 percent. To analyze these forms, descriptive analysis, correlation analysis, and multiple regression analysis were used. The main results showed that the four EPO antecedents were found to positively affect EPO. Moreover, the findings indicated that EPO significantly drives the three outcomes of EPO. Thus, the practical implications of the results assist hotel practitioners in enhancing EPO, its antecedents, and outcomes more effectively. For example, it was recommended that hotels should increase EPO and its outcomes by raising EPO antecedents (e.g., hotel identification) through many practices by hotel management, such as increasing the happiness of their workers by helping them cooperate with colleagues in handling work problems.

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