The purpose of this article is to explore how the interactive effects of high-performance human resource (HR) practices and leader–member exchange (LMX) on employee engagement and creativity in hospitality. Based on the survey of 485 employees of hotel companies in China, the theoretical model was tested. The results showed that high-performance HR practices had a significant influence on employee engagement and creativity through psychological empowerment. In addition, the impact of high-performance HR practices on employee engagement was strengthened by LMX. This theoretical framework was empirically tested to better explain the motivational mechanisms underlying employee engagement and creativity and makes a valuable contribution to advancing the application of self-determination theory in hospitality.
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