EMPOWERING HOTEL EMPLOYEES FOR ADAPTIVE PERFORMANCE: DO TASK CRAFTING AND RESILIENT WORK BEHAVIOR MATTER?

Drawing on the Job Demands–Resources (JD–R) theory, this study examines how psychological empowerment enhances adaptive performance among hotel employees, focusing on the mediating roles of task crafting and resilient work behavior. Data were collected from full-time employees working in five-star hotels in Egypt. A total of 402 valid responses were obtained and analyzed using partial least squares structural equation modeling (PLS-SEM) with WarpPLS 8.0 to assess the measurement and structural models. Mediation effects were tested using a bootstrapping procedure with confidence intervals. The results indicate that psychological empowerment significantly promotes resilient work behavior and encourages employees to engage in task crafting. Task crafting positively influences resilient work behavior and mediates the relationship between psychological empowerment and resilience. Furthermore, psychological empowerment directly enhances employees’ adaptive performance, while resilient work behavior partially mediates this relationship. These findings highlight the importance of empowering hotel employees to proactively reshape their job tasks and develop resilience, thereby enhancing their ability to adapt to dynamic work environments. The study contributes to the JD–R literature by integrating task crafting and resilient work behavior as dual mediating mechanisms explaining how psychological empowerment translates into employees’ adaptive performance in hospitality settings. In addition, the study offers practical insights for hotel managers seeking to cultivate an empowered and resilient workforce capable of responding effectively to evolving operational demands.