Supervisor bottom-line mentality in the hospitality industry : the role of anxiety and mindfulness

Abstract

The volatile business environment compels hospitality organizations to emphasize profits, as reflected in the widespread adoption of supervisor bottom-line mentality (BLM). Building on a transactional model of stress and coping, this research examines how supervisor BLM influences employee anxiety and following problem-focused coping strategies, and the role of mindfulness. We tested the hypotheses by conducting two multi-wave studies (Studies 1 & 2) and one scenario-based experiment (Study 3). Study 1 found that supervisor BLM triggered employee anxiety, prompting help-seeking behaviors, and was contingent on employee mindfulness. Study 2 yielded a more neutral view of the effects of supervisor BLM and anxiety, revealing the negative influence of supervisor BLM on employee proactive behaviors via anxiety. Study 3 extended the external validity and revealed the causal inferences of the proposed relationships. The findings extend the limited theoretical literature on frontline employee anxiety and help hospitality practitioners more fully understand the complexity of BLM and employee anxiety.