Membangun Genuine Hospitality

Studi Tentang Pengalaman Perempuan Indonesia dalam Industri Kapal Pesiar Global

Authors

  • Gloria Nancyska Mourina Sekolah Tinggi Pariwisata Sahid Surakarta
  • Emmelia Nadira Satiti Sekolah Tinggi Pariwisata Sahid Surakarta
  • Titik Akiriningsih Sekolah Tinggi Pariwisata Sahid Surakarta

DOI:

https://doi.org/10.55606/jempper.v5i3.7836

Keywords:

Authentic Hospitality, Competence, Informal Leadership, Solidarity, Women’s Empowerment

Abstract

This study explores the experiences of Indonesian women working in the global cruise ship industry and how they contribute to the creation of genuine hospitality. Using a qualitative interpretive phenomenology approach, the research focuses on solidarity, informal leadership, mentorship, empowerment, and competence development. Data were collected through in-depth interviews with 15 Indonesian female workers across five international cruise brands. The findings show that solidarity among workers provides emotional support and practical guidance, which further develops informal leadership through mentorship. These processes empower women to gain confidence, improve technical and interpersonal skills, and strengthen their professional competence. As a result, they are able to deliver authentic and empathetic service, which reflects the concept of genuine hospitality. The study concludes that solidarity and empowerment are key factors in shaping women’s capacity to adapt and succeed in multicultural cruise ship environments. This research contributes to tourism and hospitality studies by highlighting the role of social capital and informal leadership in enhancing service quality, and offers insights for cruise companies, training institutions, and vocational education programs.

References

Abdulrab, M., & Hezam, A. (2024). Service quality and customer satisfaction in hospitality: Evidence from Middle Eastern hotels. Journal of Hospitality Management, 45(2), 112–124. https://doi.org/10.1016/j.jhm.2024.03.005

Cruise Lines International Association. (2024). State of the cruise industry report 2024. https://www.cruising.org

Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2021). Leadership development: A review and agenda. The Leadership Quarterly, 32(5). https://doi.org/10.1016/j.leaqua.2021.101120

Fatma, M., & Kumar, V. (2024). Linking service quality to customer satisfaction and loyalty in tourism and hospitality. Tourism Review, 79(1), 88–102. https://doi.org/10.1108/TR-07-2023-0123

Fischer, T., & Sitkin, S. B. (2023). Leadership styles: A comprehensive assessment and future directions. Academy of Management Annals, 17(1), 331–372. https://doi.org/10.5465/annals.2021.0056

Grandey, A. A., & Melloy, R. C. (2020). The state of the heart: Emotional labor as emotion regulation reviewed and revised. Journal of Occupational Health Psychology, 25(3), 195–210. https://doi.org/10.1037/ocp0000174

Hoang, G., Wilson-Evered, E., Lockstone-Binney, L., & Luu, T. T. (2021). Empowering leadership in hospitality and tourism management: A systematic literature review. International Journal of Contemporary Hospitality Management, 33(12), 4182–4214. https://doi.org/10.1108/IJCHM-03-2021-0323

Hoang, T., Nguyen, H., & Le, P. (2021). Empowering leadership and employee performance in hospitality: The mediating role of psychological empowerment. International Journal of Contemporary Hospitality Management, 33(6), 2105–2123. https://doi.org/10.1108/IJCHM-09-2020-1021

Jamaludin, N., Rahman, S., & Idris, F. (2023). Social capital as a driver of knowledge transfer in hospitality organizations. Asia Pacific Journal of Tourism Research, 28(4), 355–370. https://doi.org/10.1080/10941665.2023.2187654

Jamaludin, N. L., Hasimi, H., Jamil, N. A., & Mahpar, N. S. (2023). The moderating role of social capital in influencing innovation in the hospitality industry. International Journal of Academic Research in Business and Social Sciences, 13(6). https://doi.org/10.6007/IJARBSS/v13-i6/16850

Jiang, Y., Tang, Y., & Kim, P. B. (2022). Does organizational empowerment promote self-leadership in hotel management? An analysis based on employees' cultural value orientation. Journal of Hospitality and Tourism Management, 53, 165–175. https://doi.org/10.1016/j.jhtm.2022.10.003

Kabeer, N. (2021). Gender equality, inclusive growth, and labor markets. Journal of International Development, 33(1), 1–22. https://doi.org/10.1002/jid.3512

Khan, I., Sahadev, S., Rashid, T., & Banerjee, S. (2021). Social media and empowerment in hospitality and tourism decision-making: A study among UK Muslim women. International Journal of Hospitality Management, 101, 103125. https://doi.org/10.1016/j.ijhm.2021.103125

Kim, H. L., Woo, E., & Uysal, M. (2021). The effects of psychological capital, social capital, and human capital on hotel employees' occupational stress and turnover intention. International Journal of Hospitality Management, 98, 103046. https://doi.org/10.1016/j.ijhm.2021.103046

Lee, J., & Lu, Y. (2024). Consciousness attribution model of AI hospitableness (CAMAH): Redefining genuine hospitality. Journal of Service Theory and Practice, 34(2), 145–162. https://doi.org/10.1108/JSTP-09-2023-0187

Lee, W., & Lu, L. (2024). The hospitable thought that counts: An emerging theory of AI consciousness in genuine hospitality. International Journal of Hospitality Management, 123, 103928. https://doi.org/10.1016/j.ijhm.2024.103928

Li, M., Kwan, H. K., Chen, S., & Tian, Q. (2025). Empowerment in hospitality: Does leader–follower congruence in family-supportive supervisor behaviors empower follower creativity? Cornell Hospitality Quarterly, 66(3). https://doi.org/10.1177/19389655241305126

Luu, T. T. (2024). When can empowering leadership foster intrinsic motivation and proactive performance in the tourism and hospitality industry? A moderated mediation model. International Journal of Hospitality Management, 122, 103860. https://doi.org/10.1016/j.ijhm.2024.103860

Noe, R. A., Clarke, A. D. M., & Klein, H. J. (2020). Learning in the twenty-first-century workplace. Annual Review of Organizational Psychology and Organizational Behavior, 7, 245–275. https://doi.org/10.1146/annurev-orgpsych-012119-044010

Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage.

Nugraheni, D., Santoso, B., & Wibowo, A. (2025). Empowerment and employee competence in four-star hotels: Evidence from Central Java. Jurnal Pariwisata Indonesia, 17(1), 55–68. https://doi.org/10.22146/jpi.2025.1789

Rescalvo-Martin, E., Castillo, A., Moreno-Marcial, A. P., Albacete-Saez, C. A., & Llorens-Montes, F. J. (2022). Effects of empowering leadership under boundary conditions in the hospitality industry. International Journal of Hospitality Management, 105, 103269. https://doi.org/10.1016/j.ijhm.2022.103269

Ryan, L. (2021). Migrants and social networks: Beyond the myth of ethnic solidarity. Sociology, 55(4), 713–730. https://doi.org/10.1177/0038038521990860

Septiwati, P., Solikhin, A., & Akiriningsih, T. (2025). Efektivitas penerapan standar operasional prosedur (SOP) front desk agent dalam meningkatkan pelayanan di Hotel Baron Indah. Jurnal Perhotelan dan Pariwisata, 3(2), 57–67.

UN Women. (2022). Progress on the Sustainable Development Goals: Gender snapshot 2022. United Nations. https://www.unwomen.org

Vongvisitsin, T., & Tung, V. (2025). Networked social capital and innovation in hospitality start-ups. International Journal of Hospitality Management, 102, 103118. https://doi.org/10.1016/j.ijhm.2025.102345

Downloads

Published

2026-08-03

How to Cite

Gloria Nancyska Mourina, Emmelia Nadira Satiti, & Titik Akiriningsih. (2026). Membangun Genuine Hospitality: Studi Tentang Pengalaman Perempuan Indonesia dalam Industri Kapal Pesiar Global. Jurnal Ekonomi, Manajemen Pariwisata Dan Perhotelan, 5(3), 342–356. https://doi.org/10.55606/jempper.v5i3.7836