Sustaining Workplace Mindfulness in the Hospitality Industry: The Roles of Job Crafting, Meaningful Work, and Growth Mindset

Employee well-being in hospitality settings depends on how individuals shape their daily work experience under continuous service demands. This study examines whether job crafting is associated with workplace mindfulness, whether this association is statistically linked with meaningful work, and whether the strength of these relationships varies across levels of growth mindset. Data were collected from 553 frontline employees in five-star hotels in Antalya, Turkey, and analyzed using partial least squares structural equation modeling with bootstrapped conditional effects. The results indicate that job crafting was positively associated with workplace mindfulness, and that meaningful work accounted for part of this association. The findings also indicate that growth mindset strengthened the association between job crafting and workplace mindfulness and the indirect association through meaningful work. Rather than positioning the model as a radical theoretical departure, this study offers a contextual and mechanism-based refinement by showing how meaningful work and growth mindset jointly qualify the association between job crafting and workplace mindfulness in a highly standardized service setting. In this study, workplace mindfulness is treated as a distinct work state reflecting present-moment attentional focus, awareness, and emotional regulation during service delivery, which makes it especially relevant in frontline hospitality roles where service consistency depends on employees’ psychological presence during each guest encounter. The findings provide practical insight into how bounded work adjustments and development-oriented support may be linked with employee psychological functioning in luxury hospitality contexts.