Crafting Embeddedness in the Hospitality Industry

Abstract

This study provides a discourse on how hospitality employees’ job embeddedness increases through the accomplishment of crafting their daily tasks. In hospitality, scholars expressed industry-related perceptions on the significance of job crafting, and implicated suggestions for effective work performance to occur – employees are to be enthused as operators of their own job crafting. A critical review of the literature revealed the scarcity of how job crafting influences job embeddedness. Based on this notion, processing self-attitudes and thoughts in order to reach targets and, consequently, existing schools of thought have disregarded the value of emotional attachment to the enterprise. Thus, through the lens of self-regulation theory, it is implied that adjustment of their proficiencies, aspirations, and inclination have imposed hospitality-specific optics within the latter of their duties (Wrzesniewksi A, Dutton JE, Acad Manage Rev 26(2):179–201, 2001). In practice, employees may practice job crafting to enhance their job performances to lessen insufficiency with tasks and can ease the complexity of jobs. The focal point of existing job crafting literature has been employees’ views about how to craft their tasks.