Applying self-determination and conservation of resources theories, our study investigates the additive and interactive effects of management commitment to service quality, customer orientation, and hindrance and challenge stress in the employee engagement process. The role of employee engagement as a central intervening variable that transmits the effects of job resources and demands is critically evaluated. The current work assessed the aforesaid relationships based on data gathered from a time-lagged sample of frontline hotel employees and their direct supervisors using robust maximum likelihood estimation in MPlus 7.4. The findings reveal that management commitment to service quality and customer orientation exert significant impacts on job performance and turnover intentions through employee engagement and hindrance stress. The interaction between management commitment to service quality and customer orientation mitigates both challenge and hindrance stress. Our study provides discussions for theoretical and practical implications.