As an emerging tourist destination (Luu, 2017a; Thirumaran, Dam, & Thirumaran,

2014), Vietnam welcomed 12.9 million arrivals of international tourists with a

growth of approximately 29% in 2017 (Xa Giang, 2018). Hospitality and tourism

services, especially hotels, have also grown to respond to this growth. Roughly

60% of the guests in four- or five-star hotels have been international tourists

(Thanh Nga, 2017). However, customers in general and those (guests and tourists)

in the hospitality and tourism industry have been increasingly demanding

(Mottiar, 2016; Nazarian, Atkinson, & Foroudi, 2017). To effectively address

customers' growing demands and attract their returns, employees are anticipated

not merely to fulfill their assigned roles but also go beyond the call of duty to

deliver satisfactory services to customers (Garg & Dhar, 2016). For instance, front-

office employees in tourist hotels not only deliver fast check-in and check-out

services, and coordinate with all relevant departments to provide timely services,

but also serve tourists beyond their role duties such as helping them with

interpreting or hotel booking for their next destinations. Such a customer-

oriented extra-role behavior is labeled as extra-role customer service, which is

defined as employees' discretionary behavior that

expands beyond formal descriptions for their service role (Bettencourt & Brown,

1997). Given the magnitude of extra-role customer service in the business

environment with increasingly demanding customers (e.g., Bettencourt & Brown,

1997; Garg & Dhar, 2016), academic attention has been drawn to organizational

antecedents for this employee outcome especially in the hospitality and tourism

service industry (Madera, Dawson, Guchait, & Belarmino, 2017).