1. Title of the Article Title Here! COURSE: RECM312 Submitted by:
LECTURER: PROF. DR.HUSEYIN ARASLI
Submitted by:
Summer 2016

2. Title of the Article Title Here Again! Author‘s Name Here
Journal Title, Volume, Issue and Year of Publication
Journal homepage:

3. Contents Important concepts Conceptual Model
Aim/Purpose and Objectives of Study
Contributions of Study
Theory (s)
Model (again)
Hypothesis
Methodology; sample, survey/measures
Discussion of findings
Implications of the study
Limitations & Future Research Suggestions

4. Important Concepts of the Study
HPWPs(high performance work practices) =reward, training , empowerment
Also =Internal career/promotion opportunities, teamwork, security, staffing selectivity, work-family balance, are among the indicators of HPWPs
Work Engagement=refers to “a positive, fulfilling, work-related state of mind that is characterized by vigor(burst with energy), dedication(devote yourself), and absorption(time pass you don’t understand” (Schaufeli et al., 2002, p. 74).
Extra Role Customer Service (going bey0nd job descriptions)
Job Performance(perform your tasks)
Social Exchange Theory(SET)=employees receiving economic and socioemotional resources from the organization tend to feel obliged to repay the organization (Cropanzano and Mitchell, 2005; Saks,
2006).

5. CONCEPTUAL MODEL .

6. The Aim or Purpose of the study
Based on the social exchange theory(SET) as the theoretical framework,
this paper offers and tests a research model that investigates if work engagement mediates the effects of HPWPs on job performance and extra-role customer service.
Data collected from the hotels in Romania were used in the study.

7. Contribution of the Study:
.1-Training, empowerment and/or rewards have been considered to be the useful managerial implications for business practice in the hospitality industry (Chiang and Birtch, 2011; Henry et al., 2004; Karatepe and Olugbade, 2009; Karatepe and Uludag, 2007; Kusluvan et al., 2010
2-Very little is known about work engagement as a predictor of performance outcomes.
3-Third, empirical research regarding the causes and effects of work engagement in frontline service jobs is still scarce (Karatepe, 2011; Slåtten and Mehmetoglu, 2011).

8. Theory of Study:
Social exchange theory (SET) provides useful direction for explaining the suggested relationships.
Specifically, employees receiving economic and socioemotional resources from the organization tend to feel obliged to repay the organization through work engagement and better performance (Cropanzano and Mitchell, 2005; Saks,2006).

9. The conceptual/Research Model and Hypotheses

10. Hypothesis:
H1: Frontline employees’ perceptions of HPWPs (as manifested by training, empowerment, and rewards) are related to their work engagement.
H2: Work engagement is positively related to frontline employees’ (a) job performance and (b) extra-role customer service.
H3: Work engagement fully mediates the effects of HPWPs (as manifested by training, empowerment, and rewards) on (a) job performance and (b) extra-role customer service

11. Methodology Sample of the Study
The survey was conducted in 4 and 5 star hotels in the Poiana Brasov region- winter tourism destination at the time of this study.
Data were gathered from a sample of full- time frontline* hotel employees and their managers
*frontline employees (e.g., front desk agents, wait staff, bell attendants, guest relations representatives, bartenders, door attendants).

12. The questionnaires were contacted using a letter indicating the purpose of the study and permission for data collection
Hotel managers distributed the questionnaires to their frontline employees.
123 questionnaires were distributed and 114 questionnaires were returned back . However, 4 questionnaires were eliminated, because there was missing information in each of these questionnaires.
Usable 110 self administered questionnaires were collected back in which response rate of 89.4%.
the researcher also obtained 110 questionnaires from managers that were matched with the employee questionnaires.

13. Design of the Survey/Measures:
Multiple item indicators from well-established scales were used to operationalize the study constructs:
Six(6)training items from Boshoff and Allen (2000)
Five (5)empowerment items adapted from Hayes (1994).
Five (5)rewards items from Boshoff and Allen (2000).
Work Engagement was operationalized via eight (9) items from the Utrecht Work Engagement Scale(Schaufeli et al., 2006)
Three (3) items were adapted from Babin and Boles (1998) to measure job performance.
(5) items from Bettencourt and Brown (1997) were also employed to measure extra-role customer service.

14. Discussion
The results suggest that work engagement acts as a full mediator of the effects of HPWPs on job performance and extra-role customer service.
Specifically, HPWPs, as manifested by frontline employees’ appraisal of training, empowerment, and rewards, enhance work engagement.
Such HPWPs in turn trigger job performance and extra-role customer service

15. Implications for managers
Managers should ;
accept that work engagement is a long-term and continuous process and need to understand the critical role of social exchange for work engagement and its performance outcomes (Saks, 2006).
provide employees with HPWPS that would make them feel obliged to respond to the organization via elevated levels of work engagement and performance outcomes.
make sure that appropriate reward policies are in place.
ensure that they have continuous training programs for improving employees’ technical and behavioral skills
provide employees empowerment - with the adequate responsibility and authority for managing customer requests and delivering effective service recoveries.

16. Limitations Future Research Suggestions
Future studies employing longitudinal designs would be helpful in establishing causal relationships.