Therefore, it is important for hospitality organizations to give employees certain levels of control and autonomy over their jobs and one of the most popular approach was empowerment (Hales & Klidas, 1998 Klidas, van den Berg, & Wilderom, 2007 Meng & Han, 2014). Yet, the unique features of services, intangibility, inseparability, and heterogeneity (Parasuraman, 1987), make role uncertainty inherently entailed in service delivery process. The success of hospitality organizations relies greatly on frontline employees’ service performance. As a mean to reduce uncertainty, agency theory suggests that certain levels of control should be given to job performers when designing jobs (Cohen & Bailey, 1997 Cohen, Ledford, & Spreitzer, 1996 Eisenhardt, 1988), particularly when successful performance of job duties is critical as in the hospitality industry. Researchers have long recognized the role of uncertainty in the operation and performance of organizations (Wall, Cordery, & Clegg, 2002).
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