Tourism Management 70 (2019) 69–77

Contents lists available at ScienceDirect

Tourism Management
journal homepage: www.elsevier.com/locate/tourman

Engage or quit? The moderating role of abusive supervision between T

resilience, intention to leave and work engagement
You-De Daia, Wen-Long Zhuangb, Tzung-Cheng Huanc,∗
a
Department of Tourism, Leisure and Hospitality Management, National Chi Nan University, No. 1, University Rd., Puli, Nantou 54561, Taiwan
b
Ph.D. Program in Strategy and Development of Emerging Industries, National Chi Nan University, No. 1, University Rd., Puli, Nantou 54561, Taiwan
c
Department of Marketing and Tourism Management, National Chiayi University, No. 580, Hsin-Ming Road, Chiayi 60054, Taiwan

A R T I C LE I N FO A B S T R A C T

Keywords: This study explores the impact of travel agency employees' resilience on their intention to leave and work
Resilience engagement, and simultaneously examines whether abusive supervision moderates the aforementioned re-
Abusive supervision lationships. There is a clear research gap on this subject in the tourism and hospitality literature regarding the
Intention to leave moderating affects of abusive supervision on the relationships between resilience, intention to leave and work
Work engagement
engagement. The survey was conducted in 18 travel agencies in Taiwan. Of the returned samples, 459 ques-
Interactionism
Travel agency
tionnaires were complete. Multiple regression analyses are used to test the four hypotheses of this study. The
results indicate that travel agency employees' resilience can reduce their intention to leave and enhance their
work engagement. Also, abusive supervision has a moderating affect on the relationship between resilience and
intention to leave. Implications for managers of travel agency, theoretical contribution of the paper and sug-
gestions for future research regarding travel agency employees are discussed.

1. Introduction maintaining service excellence (Li et al., 2012). Yet, no related research
exploring the work engagement of travel agency employees has been
Service industries form a large share of world trade (Davies & found. Hence, the way to reduce employees' turnover rate and enhance
Downward, 2001; Seo, Lee, & Kim, 2011). In the travel industry, travel their work engagement is a crucial topic for travel agencies.
agents represent a key influence in the tourism marketing system (Hudson, The word “resilience” can be traced back to the Latin verb resilire,
Snaith, Miller, & Hudson, 2001; Mossaz & Coghlan, 2016). Notably, the or, “to leap back”. Resilience is defined by Oxford English Dictionary as
high employee turnover rate is generally thought both by researchers and ‘‘being able to withstand or recover quickly from difficult conditions’’
practitioners to be a serious problem in the tourism and hospitality in- (Hu, Zhang, & Wang, 2015). In the field of psychology, resilience de-
dustry (Karatepe & Shahriari, 2014). Particularly, the turnover rate is re- scribes the capacity for an individual to feel oneself again after ex-
latively high as compared to other industries (Kaya, Bezirgan, & Alamur, periencing negative emotions, and flexibly adapting to the changing
2015). Also, high turnover rate is considered to be the most difficult demands of stressful experiences (Lazarus, 1993; Niitsu et al., 2017).
management issue in the industry (Cho, Woods, Jang, & Erdem, 2006). As For travel agency managers, hiring employees with strong resilience
is indicated by Pang, Kucukusta, and Chan (2015), the industry of tourism could possibly reduce turnover rate and enhance work engagement.
and hospitality is especially confronted with the challenge of human re- However, previous studies on the antecedents of intention to leave
source shortage. Although travel agencies are an important sector of the (including those in tourism and hospitality industry) (e.g., Karatepe,
industry, few research explorations concentrate on examining these chal- Beirami, Bouzari, & Safavi, 2014; Kim, 2014; Pang et al., 2015) did not
lenges with travel agency employees (Kim, 2014). consider the influence brought by employees' resilience. In fact, there
To satisfy the various needs of customers is rather challenging, and can seems to be no related research that explores the impact of travel
only be achieved with the assistance of highly motivated employees (Dai, agency employees' resilience on their work engagement.
Chen, & Zhuang, 2016; Dai, Hou, Chen, & Zhuang, 2018; Li, Sanders, & Even if travel agency employees' resilience has an impact on their in-
Frenkel, 2012). As frontline employees constantly interact with customers, tention to leave and work engagement, will such influence be affected by
they are required to have a sensitive and proactive attitude towards the situational factors? In recent years, the issue of abusive supervision has
needs of clients. Thus, engaged employees become the crucial element in been drawing more and more attention (Zhang, Kwan, Zhang, & Wu,

∗
Corresponding author.
E-mail addresses: [email protected] (Y.-D. Dai), [email protected] (W.-L. Zhuang), [email protected] (T.-C. Huan).

https://doi.org/10.1016/j.tourman.2018.07.014
Received 13 May 2017; Received in revised form 8 July 2018; Accepted 27 July 2018
0261-5177/ © 2018 Published by Elsevier Ltd.
Y.-D. Dai et al. Tourism Management 70 (2019) 69–77

2014). Specifically, abusive supervision may increase employees' coping dedication, and absorption (Schaufeli, Bakker, & Salanova, 2006). Work
behaviors (Tepper, Moss, & Duffy, 2011). This study assumes that abusive engagement is associated with the activation and optimal functioning of
supervision might serve as an important situational variable that influ- the well-being perceived in workplace (Christian, Garza, & Slaughter,
ences the relationship among travel agency employees' resilience, their 2011). Recently, more and more hospitality management studies ex-
intention to leave and work engagement. Therefore, there is a clear re- amined employees' work engagement (Karatepe et al., 2014; Li et al.,
search gap on this subject in the tourism and hospitality literature re- 2012). For example, in exploring the frontline employees of five-star hotels
garding the moderating affects of abusive supervision on the relationships in Northern Cyprus, Karatepe et al. (2014) reported the mediating effect of
between resilience, intention to leave and work engagement. work engagement among the relationships of challenge stressors, affective
According to the interactionism perspective, behavior is a result of organizational commitment and job performance. The results indicate that
the interaction between personality and situational factors. This view- work engagement fully mediates the effects of challenge stressors on af-
point has a long history in the personality and social psychology field fective organizational commitment and job performance. Li et al. (2012)
(Palmer, Komarraju, Carter, & Karau, 2017). Based on the inter- found that leader member exchange (LMX) was positively related to em-
actionism perspective, this study explores whether abusive supervision ployees' job performance by an investigation of employees of a large
(situation factor) has moderating effect on the relationship between luxury hotel in Southern China. They also observed that work engagement
travel agency employees' resilience (personality factor) and their in- mediated the relationship between LMX and employees' job performance,
tention to leave/work engagement (behaviors). and that human resource management consistency can strengthen LMX's
influence on work engagement.
2. Literature review and hypotheses
2.4. Abusive supervision
2.1. Resilience
Abusive supervision refers to subordinates' perceptions of the extent
Scholars (Hu et al., 2015; Niitsu et al., 2017) believe that resilience to which their supervisors exhibit hostile verbal and nonverbal ex-
refers to the capacity of recovering from negative emotions and ad- pressions (Mitchell & Ambrose, 2007; Tepper, 2000). By definition,
justing oneself to the constantly changing environment. Resilience abusive supervision is a perception of unremitting mistreatment on the
could also be explained as “a phenomena that describes the display of part of the supervisor (Frieder, Hochwarter, & DeOrtentiis, 2015).
positive adaptation even in the context of adversity or risk” (Masten, Therefore, it should require individuals' sustained efforts to properly
2001). Ryff and Singer (1996) asserted that resilience is an important cope (Frieder et al., 2015).
fact to consider in relation to the roles that prevent disease and negative Mitchell and Ambrose (2007) found that the relationship between
behaviors. Hence, Ryff, Singer, Dienberg Love, and Essex (1998) de- abusive supervision and supervisor-directed deviance would be stronger
fined resilience as the ability to maintain or regain a high sense of well- when individuals hold higher negative reciprocity beliefs. Previous study
being in the face of hardship. Previous study has indicated that resilient noted that in reaction to abusive supervision, employees tend to engage in
individuals would maintain their physical and psychological health by deviant behaviors such as theft, fraud, or working slower than usual
buffering negative consequences from difficult times (Connor & (Tepper, Duffy, & Shaw, 2001). Xu, Loi, and Lam (2015) found that abused
Davidson, 2003). Fredrickson, Cohn, Coffey, Pek, and Finkel (2008) subordinates resort to remain silent in the workplace due to their feelings
noted that resilient individuals tend to proactively prepare for hard- of emotional exhaustion. Lyu, Zhu, Zhong, and Hu (2016) used time-
ships and minimize the effects of stressful events on themselves through lagged data from hotels and found that abusive supervision negatively
using their psychological resources effectively. affected service employees' customer-oriented OCB by undermining work
engagement. Lyu et al. (2016) indicated that hostile attribution bias
2.2. Intention to leave strengthened the direct effect of abusive supervision on work engagement
and the indirect effect of abusive supervision on customer-oriented OCB
Intention to leave is defined as an employee's subjective assessment via work engagement such that the relationships were stronger when
of the possibility of leaving the organization in the short-term (Theron, hostile attribution bias was high rather than low.
Barkhuizen, & Du Plessis, 2014). Takawira, Coetzee, and Schreuder The relationship between abusive supervision and work turnover is
(2014) noted that intention to leave is the idea of leaving the organi- also an important topic. Haar, de Fluiter, and Brougham (2016) found
zation and seeking employment elsewhere. Scholars (Li, Kim, & Zhao, abusive supervision has a significant influence on employee turnover in-
2017) had used turnover intention model attempted to explain em- tentions, where abusive supervision increases turnover intentions and re-
ployees' turnover behavior and first adopted intention to leave as the duces perceived organizational support. Pradhan and Jena (2017) confirm
measure of turnover behavior. Previous studies proved that intention to that abusive supervision can strongly increase subordinates' intention to
leave is one of the strongest predictors and an immediate precursor of quit. Also, their study finds meaningful work can significantly moderate
employee turnover (Griffeth, Hom, & Gaertner, 2000). In the research the relationship between abusive supervision and intention to quit.
associated with intention to leave in the field of tourism and hospitality,
the findings of Kim (2014) regarding the investigation of hotel em- 2.5. The effect of resilience on intention to leave and work engagement
ployees suggest that, for veterans, supervisor support is an antecedent
variable of their intention to leave. As for the intention to leave of In the self-determination theory proposed by Deci and Ryan (2000),
neophytes, personnel management, job prospects and work-related self-determination is an important driver of motivation, and the dif-
factors are important antecedent variables. External factors are im- ferent levels of which are classified as intrinsic motivation, extrinsic
portant antecedent variables to the intention to leave of both groups, motivation and amotivation. Intrinsic motivation is when an individual
while coworker support isn't. As investigating the frontline employees participates in the activity out of personal interest in the activity itself,
of travel agencies, Pang et al. (2015) discovered that job satisfaction, and the sense of satisfaction that comes from the exploring, learning
job-hopping, job security, training opportunity and promotion oppor- and understanding of the activity, and the excitement experienced as
tunity are significantly correlated with intention to leave. taking part in the activity (Vallerand, Blais, Brière, & Pelletier, 1989).
Extrinsic motivation describes how an individual is motivated by the
2.3. Work engagement enthusiasm in order to attain a desired outcome to participate in certain
activity, and amotivation is a state lacking any intention or an absence
Previous studies defined work engagement as a positive, fulfilling, of motivation (Vallerand et al., 1989).
work-related state of mind, and it could be characterized by vigor, Self-determination theory also assumes that people's behaviors are

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influenced by three main psychological needs, including competence,

autonomy and relatedness (Deci & Ryan, 2002). Competence refers to
an individual's perception of how one is able to control and handle the
outside environment. Autonomy involves the perception of how one is
capable of manipulating personal behaviors and acting independently.
Relatedness indicates individual's perceived satisfaction of how one is
accepted by others (Deci & Ryan, 2000).
According to the concepts of self-determination theory (Deci &
Ryan, 2002), this study inferred the intention to leave of travel agency
employees will be influenced by competence and autonomy. The
stronger travel agency employees' resilience, the more they are able to
recover from the experience of negative emotions and will be more
adaptable to the constantly changing environment. They thus show
great confidence in handling the outside environment or controlling
personal behavior. Such perspective suggests that, to raise their own Fig. 1. Conceptual framework.
competence and autonomy, these travel agency employees with strong
resilience will choose to stay in their position and accomplish the task specifically, abusive supervision may increase employees' coping beha-
assigned by the company. Their intention to leave will be lowered and viors (Tepper et al., 2011). Based on the above literature review, this study
work engagement will be elevated accordingly. developed four hypotheses and a conceptual framework (Fig. 1).
As stated above, the following hypotheses are proposed by this Fig. 1 depicts the communication research framework for the four
study: hypotheses to fill the research gap of this study. The practical interpreta-
H1. The stronger employees' resilience is, the lower their intention to tion of Fig. 1 is that the stronger the travel agency employees' resilience is,
leave will be. the lower their intention to leave and the higher their work engagement
will be. Travel agency employees' perception of abusive supervision has
H2. The stronger employees' resilience is, the higher their work moderating effect on the relationship between resilience and intention to
engagement will be. leave and on the relationship between resilience and work engagement.

2.6. The moderating role of abusive supervision 3. Method

According to the concept of self-determination theory (Deci & Ryan, 3.1. Sampling
2002), this study proposed the intention to leave of travel agency em-
ployees is not only affected by competence and autonomy, but also by A travel agency name list published by the Taiwan Travel Quality
relatedness. In other words, the extent to which travel agency employees Assurance Association was utilized for sampling. This empirical study
perceive abusive supervision will influence their intention to leave and was conducted with the participation of full-time employees in travel
work engagement. As is shown by the interactionism perspective (Du, agencies in Taiwan (eighteen consolidated travel agencies) in 2015. A
Zhang, & Tekleab, 2018), this study proposed the intention to leave and random sampling method, using random number tables, was adopted in
work engagement of travel agency employees might be the results of the the study. All full-time employees of these eighteen consolidated travel
interaction between resilience (personality factor) and abusive supervision agencies had an equal opportunity to be surveyed.
(situation factor). As travel agency employees perceive low abusive su- By means of telephone and email (Dai et al., 2016), the travel agencies'
pervision, they are more likely to integrate into their jobs. The effect of willingness to participate in the survey was determined. This study
their resilience in reducing their intention to leave and enhancing their adopted the approach recommended by Podsakoff, MacKenzie, Lee, and
work engagement may be strengthened. Conversely, while perceiving high Podsakoff (2003) to minimize social desirability bias before formal dis-
level of abusive supervision, these employees may find it hard to integrate tribution of the questionnaires. First, subjects were told that the ques-
into their jobs. But those with strong resilience are actually more confident tionnaire was for academic research. Secondly, it was clarified that the
about their ability in adjusting to their working environment. Hence, the questionnaire was anonymous, and that no one except the researcher was
effect of their resilience in reducing their intention to leave and enhancing able to observe the answer. Thirdly, subjects were told that the results
their work engagement may be hampered. would be analyzed as a whole, rather than observed individually.
Based on the above arguments, the following hypotheses are pro- Fourthly, subjects could feel free to stop filling in the questionnaire while
posed by this study: in the process of completing it. Lastly, the completed questionnaires were
H3. Travel agency employees' perception of abusive supervision has a collected by the researchers in person, so that subjects' potential concern
moderating effect on the relationship between resilience and intention about the exposure of their answers could be alleviated.
to leave. A total of 600 self-administrated questionnaires were distributed to
18 travel agencies; about 10–50 questionnaires were distributed to each
H4. Travel agency employees' perception of abusive supervision has a travel agency. The numbers of questionnaires received from each travel
moderating effect on the relationship between resilience and work agency were 20, 20, 22, 25, 6, 9, 45, 50, 48, 41, 16, 26, 18, 19, 36, 18,
engagement. 21, and 19. The other 141 questionnaires were not responded. At last,
459 valid individual surveys ratings were collected. The response rate
2.7. Communication research framework was 76.50% (459/600). For hypothesis testing, the study adopted the
standard of 0.05 as significant to reduce the possibility of Type I error.
This research reviews the important literature regarding the resilience,
intention to leave, work engagement, and abusive supervision of previous 3.2. Measurement
studies. Travel agency employees' resilience has an impact on their in-
tention to leave and work engagement. How such influence is affected by Based on the demonstration of Block and Kremen (1996), Hu et al.
situational factors is unknown. Currently, the issue of abusive supervision (2015) and Niitsu et al. (2017), the operational definition of resilience in
has been drawing more and more attention (Zhang et al., 2014); this study involves employees' capacity for recovering from negative

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emotions and adjusting to a constantly changing environment. Measure- 4.2. Reliability analyses
ment of the resilience is based on the fourteen-item scale of Block and
Kremen (1996). Following the definition of scholars (Bluedorn, 1982; Haar This work used Cronbach's α to assess the reliability of the mea-
et al., 2016; Karatepe et al., 2014; Theron et al., 2014), intention to leave sures. Cronbach's α was > 0.7 and item-total correlation was > 0.45.
refers to an employee's subjective assessment of the possibility of leaving The standards described above were used to delete items (Lee, Hung,
the organization in the short-term. Measurement of intention to leave is Chien, Zhuang, & Hsu, 2017). Eight items were deleted from the resi-
based on the four-item scale of Bluedorn (1982). Based on the demon- lience scale (fourteen items). Cronbach's α was 0.77 for resilience, 0.87
stration of Schaufeli et al. (2006), the operational definition of work en- for intention to leave, 0.90 for work engagement, and 0.95 for abusive
gagement in the study involves a positive, fulfilling, work-related state of supervision. Each scale demonstrated satisfactory reliability (α ex-
mind, and it could be characterized by vigor, dedication, and absorption. ceeding 0.70) (Lee et al., 2017).
Measurement of work engagement is based on the nine-item scale of
Schaufeli et al. (2006). Following the definition of Mitchell and Ambrose 4.3. Confirmatory factor analyses
(2007) and Tepper (2000), abusive supervision refers to subordinates'
perceptions of the extent to which their supervisors exhibit hostile verbal Since the measures of the constructs in this study refer to the es-
and nonverbal expressions. Measurement of abusive supervision is based tablished scales, according to Anderson and Gerbing (1988), a two-step
on five items from Mitchell and Ambrose (2007). All measurements are procedure is as the main analysis procedure in this research. This means
based on 5-point Likert scale with anchors ranging from 1 (strongly dis- that before investigating relationships between variables in the hy-
agree) to 5 (strongly agree). pothesized model, the measurement model should be examined using
All the above measurements of this study have been decided by the confirmatory factor analysis (CFA) to validate the research constructs
same procedure. The items of each construct were cited from previous (Kara, Uysal, Sirgy, & Lee, 2013). This study conducted a series of CFA,
literature and they are reviewed, revised and confirmed for this study using AMOS 6 to examine the distinctiveness of the study variables
by the human resources professionals and scholars in the areas of based on chi-square statistics and fit indices of RMSEA and CFI
tourism and hospitality. (Anderson & Gerbing, 1988). The resulting fit index of the hypothesized
In order to minimize the common method variance (CMV) bias, 4-factor model including resilience, intention to leave, work engage-
Podsakoff et al. (2003) had suggested the following preventive ment and abusive supervision, were χ2 = 798.506, degree of
methods: (1) adding reverse items in the questionnaire, (2) randomly freedom = 246, χ2/df = 3.25; RMSEA = 0.07 and CFI = 0.92. These
arranging the items in the questionnaire, (3) concealing the purpose of CFA results also provide support for the distinctiveness of the four
the study, and (4) hiding the relationship between questions. The variables for subsequent analyses.
questionnaire was formulated based on these principles.
4.4. Convergent validity and discriminant validity
3.3. Analysis
As shown in Table 1, the 24 observed items were significant
(t > 1.96, p < 0.05). Additionally, all the average variance extracted
Several analyses were employed in this study. Descriptive statistical
(AVE) were between 0.36 and 0.79, and the results support the dis-
analyses, including frequency and mean, were used to describe the
tinction of the constructs included in the model; excluding resilience.
demographic backgrounds of the 459 employees of the eighteen travel
The AVE were greater than the value of 0.5 suggested by Bagozzi and Yi
agencies. Reliability analyses, including Cronbach's α values, were used
(1988) study. Although the AVE of resilience was lower than 0.5, its
to assess the reliability of the measures. Confirmatory factor analyses
composite reliabilities (CR) were 0.77, which was greater than the
were used to examine the measurement model for validating the re-
value of 0.6 suggested by Bagozzi and Yi (1988), meaning that their
search constructs. Convergent validity and discriminant validity tests
convergent validity were still acceptable.
were used to test whether the results support the distinction of the
In the discriminant validity test, this study selected the square root
constructs included in the model. Multiple regression analyses were
of the AVE of each construct that were greater than the numbers of the
used to test the four hypotheses of this study.
correlation coefficients of paired variables (Fornell & Larcker, 1981;
Hair, Black, Babin, & Anderson, 2009). This study conducted a corre-
4. Results and discussion lation analysis to prove any significant correlation between constructs
in the measurement models. Next, this study conducted a discriminant
4.1. Descriptive statistical analysis validity test. The results indicate that the square root of AVE of each
construct is greater than the correlation coefficients of paired variables,
By means of telephone and email, the study obtained the participation the construct is acceptable, even though the AVE of resilience is less
of eighteen travel agencies', and questionnaires were distributed to em- than 0.5. The results support the distinction of the constructs included
ployees of these travel agencies. The travel agency employees were asked in the model (Table 2).
to participate and they had the right to agree or not. After discarding
unusable responses, 459 individual surveys ratings were collected from a 4.5. Hypotheses testing
total of 600 self-administrated questionnaires, which were distributed (a
76.50% response rate). The majority of the sample was women, (66.7%) Hypothesis 1 concerns the relationship between resilience and in-
with the total number of 306; while 153 were men (33.3%). 2.6% of the tention to leave; Hypothesis 2 explores the relationship between resi-
sample (12 people) were under 18 years old. 13.9% of the sample (64 lience and work engagement; Hypothesis 3 predicts whether abusive
people) were 18–24 years old. The majority, which accounted for 47.5% of supervision moderates the relationship between resilience and inten-
the sample and with the total number of 218, were 25–34 years old. 23.1% tion to leave; Hypothesis 4 examines whether abusive supervision
of the sample (106 people) were 35–44 years old. 11.8% of the sample (54 moderates the relationship between resilience and work engagement.
people) was 45–54 years old. The minority of the sample with the total Table 3 lists the multiple regression analysis results, with resilience as
number of 5 people (1.1%) were above 55 years old. The majority of the the independent variable; abusive supervision as the moderating vari-
sample was general staff, which occupied 80.4% and with the total able; intention to leave and work engagement as the dependent vari-
number of 369 people. 85 were middle managers (18.5%). The minority of ables and age, position and tenure as the control variables.
the sample with the total number of 5 (1.1%), were executives. The The results of two multiple regression analyses are significant
average tenure was 3.20 years. (p < 0.001) because the R squared and F values of model 1 (regression

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Table 1 Table 3
Confirmatory factor analysis. Regression results for moderating role of abusive supervision in the relation-
ships between resilience and intention to leave/work engagement.
Code Items SFL SE t-value AVE CR
Independent variable Dependent variables
Resilience (Cronbach's alpha = .77) .36 .77
X1 I enjoy trying new foods I have never .52 – – β
tasted before.
X2 I am regarded as a very energetic person. .56 .11 8.37 Model 1 Model 2
X3 I like to take different paths to familiar .51 .12 7.93 Intention to leave Work engagement
places.
X4 I am more curious than most people. .65 .11 9.15 Age −0.31*** 0.16**
X5 I like to do new and different things. .68 .11 9.31 Position −0.04 0.13**
X6 My daily life is full of things that keep me .67 .11 9.29 Tenure −0.07 −0.02
interested. Resilience −0.12** 0.41***
Intention to leave (Cronbach's alpha = .87) .63 .87 Abusive supervision 0.29*** −0.11**
X7 I often think about quitting .61 – – Resilience × abusive supervision 0.10* −0.03
X8 It is likely that I will actively look for a .90 .10 14.67 R2 0.20 0.23
new job next year. Adj-R2 0.19 0.22
X9 I will probably look for a new job in the .91 .10 14.73 F 19.05*** 22.62***
next year.
X10 I often think of changing my job. .72 .10 12.62 Note: *p < 0.05, **p < 0.01, ***p < 0.001, n = 459.
Work engagement (Cronbach's alpha = .90) .52 .91
X11 At my work, I feel bursting with energy. .79 – –
X12 At my job, I feel strong and vigorous. .69 .06 15.44
leave. The support of H2 is also similar to the argument of self-de-
X13 I am enthusiastic about my job. .80 .06 18.38 termination theory (Deci & Ryan, 2000). The results showed resilience
X14 My job inspires me. .82 .06 19.01 is helpful for travel agency employees to enhance their work engage-
X15 When I get up in the morning, I feel like .66 .07 14.53 ment. The test results of H1 and H2 mean that the stronger travel
going to work.
agency employees' resilience is, their intention to leave will be lowered
X16 I feel happy when I am working intensely. .71 .07 15.93
X17 I am proud of the work that I do. .77 .06 17.68 and work engagement will be elevated accordingly.
X18 I am immersed in my work. .64 .06 14.05 The support of H3 is accordant with the interactionism perspective
X19 I get carried away when I am working. .56 .07 12.13 (Palmer et al., 2017). This means that travel agency employees' inten-
Abusive supervision (Cronbach's alpha = .95) .79 .95 tion to leave might be the results of the interaction between resilience
X20 Ridicules me. .77 – –
X21 Tells me my thoughts or feelings are .89 .05 21.63
(personality factor) and abusive supervision (situation factor). As travel
stupid. agency employees perceive low abusive supervision, they are more
X22 Puts me down in front of others. .93 .05 22.76 likely to integrate into their jobs. The impact of their resilience in re-
X23 Makes negative comments about me to .94 .05 23.23 ducing their intention to leave may be strengthened. Conversely, while
others.
perceiving high level of abusive supervision, these employees may find
X24 Tells me I'm incompetent. .91 .05 22.11
it hard to integrate into their jobs and increase their intention to leave.

Table 2 5. Conclusion and suggestion

Descriptive statistics and correlations for variables.
Variables M SD 1. 2. 3. 4. 5.1. Conclusion

1. Resilience 3.45 .58 (.60)

Based on the literature review, four hypotheses are developed for
2. Intention to leave 2.69 .79 .14** (.79)
3. Work engagement 3.40 .58 .41** −.36** (.72) the study and three of them are supported. Based on the above research
4. Abusive supervision 2.31 .85 −.16** .32** −.18** (.89) results, as expected, we can conclude that employees' resilience can
reduce their intention to leave (H1) and enhance their work engage-
Note: Root mean squares of AVE are in parentheses along the diagonal. ment (H2); abusive supervision has moderating effect on the relation-
(n = 459), **p < .01. ship between resilience and intention to leave (H3). In the context of
highly abusive supervision, the influence of travel agency employees'
on intention to leave) are 0.20 and 19.05, and for model 2 (regression resilience in reducing their intention to leave will be hindered. On the
on work engagement) are 0.23 and 22.62. Table 3 shows that (1) re- contrary, in the context of low instances of abusive supervision, the
silience has a negative and significant effect on intention to leave influence of travel agency employees' resilience in lowering their in-
(β = −0.12, p < 0.01); (2) resilience has a positive and significant tention to leave will be strengthened. Unfortunately, the results show
effect on work engagement (β = 0.41, p < 0.001). Thus, Hypothesis 1 that abusive supervision failed to moderate the relationship between
and Hypothesis 2 are supported. Table 3 also shows that the interaction resilience and work engagement (H4). A possible explanation is that
between resilience and abusive supervision significantly predicted in- heavy working is a general situation in the travel agency industry. Thus,
tention to leave (β = 0.10, p < 0.05) but failed to predict work en- travel agency employees' resilience has equal impacts on their work
gagement (β = −0.03, p > 0.05). As shown in Fig. 2, travel agency engagement in situations with high or low perceptions of abusive su-
employees with lower abusive supervision, their resilience can effec- pervision.
tively reduce intention to leave than those with higher abusive super-
vision. As such, Hypothesis 3 is supported, and Hypothesis 4 is not
supported. 5.2. Theoretical contribution

This study makes a theoretical contribution by filling the research

4.6. Discussion gap in the tourism or hospitality literature regarding the moderating
effects of abusive supervision on the relationships between resilience,
The support of H1 is consistent with the perspective of self-de- intention to leave and work engagement. Earlier explorations of the
termination theory (Deci & Ryan, 2000). That is, resilience is an im- intention to leave of travel agency employees are rare (e.g., Kim, 2014;
portant trait for travel agency employees to decrease their intention to Pang et al., 2015), and literature related to the work engagement of

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Fig. 2. Moderating effect of abusive supervision on the relationship between resilience and intention to leave.

travel agency employees is very limited. Thus, our analytic results fill with caution since they may contain spurious relationships among
the research gap in the tourism or hospitality literature regarding the variables by cross-sectional research. In cross-sectional designs, the
moderating effects of abusive supervision on the relationships between same variable is only measured on one occasion for each participant. To
resilience, intention to leave and work engagement. avoid the spurious relationships among variables by cross-sectional
research, data would need to be collected at different time points.
5.3. Suggestion for managerial practice Notably, despite the study's effort in collecting the sample, the number
is not large. In this way, the possibility of Type II error might not be
The findings of this study have significant practical implications, avoided effectively while testing the hypotheses.
particularly regarding the selection of new employees in travel agency, Studies associated with the intention to leave of travel agency em-
as well as supervisors' management towards subordinates. As the study ployees are very limited (e.g., Kim, 2014; Pang et al., 2015), and al-
indicates, the strong resilience of travel agency employees is helpful to though more and more hospitality management studies are examining
decrease their intention to leave and increase their work engagement. employees' work engagement (e.g., Karatepe et al., 2014; Li et al.,
Since personality traits are not easily molded in short periods of time, 2012), there seems to be limited literature concerning the exploration
travel agencies could build employees' resilience through encourage- of the work engagement of travel agency employees. The study thus
ment strategies. In addition, while picking new employees, travel advises future research to focus on investigating the antecedents of the
agencies should not focus only on whether or not these candidates have intention to leave and work engagement of travel agency employees,
outgoing, bright and friendly qualities, but also consider resilience in- applying the findings as well to other service industries, such as the
dicators. Hence, travel agencies are advised to single out the candidates airline industry and hospitality industry.
with strong resilience when choosing new employees. This study examines the effects of travel agency employees' resi-
Moreover, even though in a highly abusive supervision context, the lience on their intention to leave and work engagement, as well as the
influence of travel agency employees' resilience in reducing their in- moderating affect of abusive supervision. Subsequent studies could
tention to leave will be hindered. In the context of low abusive super- continue exploring the effects of other personalities (such as core self-
vision situations, such influence will be strengthened. Generally evaluation) on intention to leave and work engagement. Besides abu-
speaking, travel agency employees will have relatively low intention to sive supervision, the relationships between mentor (such as supervisor)
leave in the context of low abusive supervision. Consequently, it's ne- and protégé (such as subordinate) are also important. Future research
cessary for the travel agency industry to establish a good working en- should also examine the moderating role of mentorship.
vironment, which could be initiated with the training of general and
supervisory staff. Once the good interactive relationship between em- Author contribution
ployees and supervisors is created, the instances of abusive supervision
will be decreased, and employees' intention to leave will also be re- You-De Dai is a Professor and Chairman at the Department of
duced. Tourism, leisure and Hospitality Management at National Chi Nan
In terms of practical management, travel agencies are advised to University in Taiwan. His contribution of this paper included sub-
provide training, helping supervisors learn interpersonal and manage- stantially contributing to developing the research framework, to de-
ment skills (e.g., decreasing their psychological distance with sub- signing the methodology, to conducting the survey, to writing, and to
ordinates), making their interactions between employees and super- searching for references.
visors at work more constructive. In addition, travel agencies need a Wen-Long Zhuang is pursuing his second doctoral degree in the
process for employees who are facing abuse in the workplace to safely Ph.D. Program of Strategy and Development of Emerging Industries,
report, with documented steps for alleviating the situation. In this way, National Chi Nan University. His contribution of this paper included
their feelings of being improperly supervised would be reduced. More substantially contributing to developing the research framework, to
research is needed in this area to determine the best way to resolve the designing the methodology, to conducting the survey, to writing, and to
issue of workplace abuse in travel agencies. searching for references.
Tzung-Cheng (T.C.) Huan, (corresponding author) is a Professor at
5.4. Limitations and suggestion for future research the Department of Marketing and Tourism Management, National
Chiayi University. Besides acting as a corresponding author, his con-
Basing on the previous study (e.g., Dai et al., 2016), despite several tribution of this paper included substantially contributing to designing
procedural methods (e.g., minimizing CMV bias) we used when de- the methodology, to revising the manuscript, and to writing authors'
signing the survey and collecting data, the results should be interpreted response notes.

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Appendix 1. Questionnaire

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Y.-D. Dai et al. Tourism Management 70 (2019) 69–77

Appendix 2. Descriptive statistics for the individual scaled items

Code Items N Min Max M SD

Resilience
X1 I am generous with my friends. 459 1 5 3.79 0.74
X2 I quickly get over and recover from being startled. 459 1 5 3.47 0.75
X3 I enjoy dealing with new and unusual situations. 459 1 5 3.46 0.75
X4 I usually succeed in making a favorable impression on people. 459 1 5 3.59 0.72
X5 I enjoy trying new foods I have never tasted before. 459 1 5 3.42 0.97
X6 I am regarded as a very energetic person. 459 1 5 3.29 0.85
X7 I like to take different paths to familiar places. 459 1 5 3.33 0.96
X8 I am more curious than most people. 459 1 5 3.54 0.80
X9 Most of the people I meet are likable. 459 1 5 3.58 0.73
X10 I usually think carefully about something before acting. 459 1 5 3.44 0.85
X11 I like to do new and different things. 459 1 5 3.69 0.78
X12 My daily life is full of things that keep me interested. 459 2 5 3.44 0.78
X13 I would be willing to describe myself as a pretty “strong” personality. 459 1 5 3.84 0.81
X14 I get over my anger at someone reasonably quickly. 459 1 5 3.47 0.80
Intention to leave
X15 I often think about quitting. 459 1 5 2.89 0.92
X16 It is likely that I will actively look for a new job next year. 459 1 5 2.67 0.94
X17 I will probably look for a new job in the next year. 459 1 5 2.71 0.94
X18 I often think of changing my job. 459 1 5 2.48 0.94
Work engagement
X19 At my work, I feel bursting with energy. 459 1 5 3.47 0.72
X20 At my job, I feel strong and vigorous. 459 1 5 3.51 0.71
X21 I am enthusiastic about my job. 459 1 5 3.50 0.76
X22 My job inspires me. 459 1 5 3.42 0.77
X23 When I get up in the morning, I feel like going to work. 459 1 5 2.98 0.85
X24 I feel happy when I am working intensely. 459 1 5 3.32 0.83
X25 I am proud of the work that I do. 459 1 5 3.40 0.75
X26 I am immersed in my work. 459 1 5 3.64 0.71
X27 I get carried away when I am working. 459 1 5 3.41 0.82
Abusive supervision
X28 Ridicules me. 459 1 5 2.43 0.95
X29 Tells me my thoughts or feelings are stupid. 459 1 5 2.37 0.94
X30 Puts me down in front of others. 459 1 5 2.26 0.93
X31 Makes negative comments about me to others. 459 1 5 2.25 0.90
X32 Tells me I’m incompetent. 459 1 5 2.21 0.92
Note: N=numbers of sample size; Min=minimum value; Max=maximum value; M=mean; SD=standard deviation.

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