Playing with fire in hospitality settings: the perils and promises of workplace romance

Purpose This paper examines the effects of workplace romance on employee envy and resultant work-related outcomes, including thriving at work, intrinsic motivation, and turnover intention. This paper also analyzes how work autonomy can enhance the negative impact of workplace romance on employee envy. This paper employed social comparison theory (SCT) and self-determination theory (SDT) to explain underlying psychological processes. Design/methodology/approach Data were collected via an online survey from 394 employees working at 55 five-star hotels in the Al-Dawadmi region of Saudi Arabia. SmartPLS 4 was employed to examine underlying relationships. Findings Results showed that workplace romance positively influenced employee envy, negatively influenced thriving at work and intrinsic motivation, and positively affected turnover intention. Findings also showed that employee envy is a critical mediator between workplace romance and work-related outcomes (i.e. thriving at work, intrinsic motivation, and turnover intention). Further, results indicated that increased work autonomy attenuated the adverse effect of workplace romance on employee envy. Practical implications Our results apply to hospitality industry managers and policymakers. Hospitality organizations can eliminate employee envy and workplace romance, and their negative impact on motivation, performance, and retention, through workplace sharing, anti-passion, and oversight of workplace romance relationships. Originality/value This paper enhances existing studies by incorporating SCT and SDT to support interactions between workplace romance and employee outcomes. It also illuminates the boundary condition of work autonomy and contributes theoretically and practically to the hospitality management literature.