The impact of human resource management practices on job satisfaction and affective commitment in Hurghada resort hotels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Faten Mohamed Hussien ◽  
Yasser Ibrahim ◽  
Haitham Abdelrhman Naser
Keyword(s):  
Job Satisfaction ◽  
Human Resource Management ◽  
Human Resource ◽  
Affective Commitment ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Impact ◽  
Resort Hotels ◽  
Practical Implications

PurposeThe primary purpose of this study is to evaluate the positive influence of human resource management practices (HRMPs) on job satisfaction (JS) and affective commitment (AC).Design/methodology/approachData were collected through a self-administrated questionnaire disseminated in 19 resort hotels in Egypt’s Red Sea region. The structural equation modeling results indicate that HRMPs significantly affect JS and AC through mediation effects.FindingsThis study highlights the importance of a hotel’s behavior in fulfilling its HRMPs obligations on employee attitudes and behaviors. Effective HRMPs (i.e. recruitment and selection, training and socialization and security) positively influence employee outcomes like JS and AC. JS has a significantly positive relationship with AC and a mediating effect on the link between HRMPs and AC.Research limitations/implicationsThese results cannot be generalized to the overall Egyptian hospitality sector context. The survey data are self-reported, so future research should investigate hotel managers and guests through interviews or focus groups.Practical implicationsEffective HRMPs should increase JS and AC. human resource managers should emphasize the critical role of HRMPs in enhancing JS and AC and motivating hotel employees to remain with their hotels. They should also develop a robust framework to improve JS and AC with HRMPs effectively. This study provides a conceptual model for researchers in the HRM literature.Originality/valueTo the best of authors’ knowledge, this is the first study to empirically investigate the impact of HRMPs on JS and AC in the Red Sea region, with significant academic and practical implications. This research is unique in presenting a conceptual model exposing the AC of organizational commitment.

The role of affective commitment on the relationship between human resource management practices and informal workplace learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Shariful Alam Khandakar ◽  
Faizuniah Pangil
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Workplace Learning ◽  
Affective Commitment ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship

PurposeThe purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.Design/methodology/approachThis paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.FindingsThis paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.Originality/valueNone of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.

Changing management history, gender moderating pay to job satisfaction for IS users

2014 ◽  
Vol 20 (3) ◽  
pp. 311-332
Author(s):  
Bassem E. Maamari
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
User Participation ◽  
Social Implications ◽  
Content Type ◽  
Novel Technologies ◽  
The Impact ◽  
Practical Implications

Purpose – This paper aims to investigate the impact of pay on job satisfaction. Moreover, it studies the changes in the structure of the work force, as well as in the way work is done, on the pay to job satisfaction relationship. Design/methodology/approach – A confirmatory survey is conducted, and results are presented. Findings – The study suggests that gender is a variable affecting the relationship of pay to employees’ job satisfaction. It highlights the roles of education and training in user participation and system usage. The study investigates the current situation in Lebanese commercial banks. Research limitations/implications – The outcome of the study could have significant implications on managerial decision-making in the process of implementing novel technologies in banks. It also points to policy changes needed at the human resource management levels. Practical implications – The study findings suggest a needed change at the policy-making levels of corporate human resource management, as more and more employees are becoming extensive information system users on the job. Social implications – If the suggested practical implications are applied, the social implications derived therefrom will generate a social drift in attitude toward gender differentials. Originality/value – The paper is based on a large sample collection from the services sector, commercial banking in Lebanon. The quantitative survey results highlight a number of correlations and tests a suggested model. It puts forth a linear relationship between the different variables under consideration and suggests recommendations for practitioners.

Do organisational culture and national culture mediate the relationship between high-performance human resource management practices and organisational citizenship behaviour?

2020 ◽  
Vol 41 (8) ◽  
pp. 1179-1197
Author(s):  
Pamela Lockhart ◽  
Nusrat Khan Shahani ◽  
Ramudu Bhanugopan
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
National Culture ◽  
High Performance ◽  
Management Practices ◽  
Organisational Culture ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this paper is to examine the impact of high-performance human resource management practices (HPHRMPs) on organisational citizenship behaviour (OCB) and the influences of national culture (NC) and organisational culture (OC) on this relationship.Design/methodology/approachUsing a self-administered survey, data were collected from a sample of 420 public sector employees. The hypotheses were tested using structural equation modeling and hierarchical regression analysis.FindingsThe findings of this study offer new insights into the ability to improve OCB through greater consideration of NC and OC in the design of HPHRMP. The results indicated that NC fully mediates the relationship between HPHRMP and OCB, whilst OC has a partial mediating influence.Research limitations/implicationsHPHRMP includes a wide variety of functional areas; however, this study has only examined three (reward management, performance appraisal and promotion practices) and contributes to understanding the importance of institutional theory in HRM.Practical implicationsThis study highlights the need for HR professionals to ensure that they consider the impact of cultural differences (national and organisational) on how these HR practices will be perceived by employees.Originality/valueThe present study seeks to extend research into the link between cultural context and HPHRMP and posits that culture plays a crucial role in this relationship.

Setting the conditions for open innovation in the food industry: unravelling the human dimension of open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rocco Palumbo ◽  
Mohammad Fakhar Manesh ◽  
Massimiliano Matteo Pellegrini ◽  
Giulia Flamini
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Open Innovation ◽  
Management Practices ◽  
Mediating Effect ◽  
Human Dimension ◽  
Content Type ◽  
Organisational Climate ◽  
Human Resource Management Practices

PurposeThe human dimension of open innovation is paramount for organisational excellence. However, there is scant evidence of the implications of human resource management practices on employees' orientation towards open innovation. The article shows how such practices facilitate the development of an open innovation climate among food companies.Design/methodology/approachAn empirical study was designed to obtain insights into the approach to open innovation of a large sample of food companies (n = 2,458). Secondary data were collected from the sixth European Working Condition Survey. A parallel mediation analysis allowed us to investigate the human resource management practices' implications on individual perceptions of an open innovation-oriented organisational climate through the mediating effect of employees' involvement and engagement.FindingsHuman resource management practices have an impact on employees' skills, motivation and interpersonal relationships, but they do not have direct implications on the employees' perception of an open innovation-oriented organizational climate. As they solicit employees' involvement and engagement, human resource management practices indirectly nurture a favourable perception of an open innovation-oriented organisational climate.Practical implicationsTailored human resource management practices should be crafted to increase employees' capabilities and motivation and, therefore, to sustain open innovation in the food sector. Human resource management practices foster employees' involvement and engagement, which pave the way for a greater proclivity to open innovation at the individual and collective levels.Originality/valueThe article discusses the implications of human resource management practices on the perception of an organisational climate conducive to open innovation, envisioning aspects to focus on and avenues for future research.

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

Sign in / Sign up

Export Citation Format

Share Document