scholarly journals An Evaluation of the Relationship Between Human Resource Practices and Service Quality: An Empirical Investigation in the Canadian Hotel Industry

2021 ◽  
Vol 3 (1-2) ◽  
pp. 74-91
Author(s):  
Dr. Osama Khassawneh ◽  
Dr. Tamara Mohammad
Keyword(s):  
Service Quality ◽  
Human Resource ◽  
Hotel Industry ◽  
Poor Performance ◽  
Structured Interviews ◽  
Ownership Type ◽  
Hr Practices ◽  
Independent Hotels ◽  
Recruitment And Selection ◽  
The Relationship

Human resource (HR) practices have been recognised as a key function in enhancing organisational productivity and competitive advantage. It has been noted that most studies that are based on the relationship between HR practices and performance indicators (e.g., service quality) in hotels hide an important element that tells hoteliers which factors to concentrate on in cases of poor performance. Our study aimed to examine the influence of HR practices on service quality in the Canadian hotel industry. This study seeks to investigate how HR practices (recruitment and selection, training, rewards and incentives, and internal career opportunities) help to improve the service quality. We used a qualitative method by establishing three sets of semi-structured interviews to obtain data from the top to the bottom of the hierarchy within hotels. We found that HR practices help in delivering high service quality. A key contribution of this study that it offers a workable definition of service quality and then a robust model for the relationship between HR practices and service quality that contributes to enhance knowledge of the causal relationship between them. In addition, our study contributes by identifying which HR practices a hotel could adopt to gain a service quality advantage in the marketplace. The data gathered for the proposed study may limit the findings' applicability to independent hotels that are not affiliated with international hotel chains. However, because of the low number of empirical research and the need to get a deeper knowledge of the link between HR practices and service quality, generalisation of the findings from the current descriptive-qualitative study is not a concern. Further research may include some control and context variables (e.g., hotel ownership type, position level, gender) that we did not include in this investigation. In addition, in the future, we recommend using mixed method (quantitative and qualitative) in order to come up with more generalisable results.

An Evaluation of the Relationship between Human Resource Practices and Service Quality: An Empirical Investigation in the Canadian Hotel Industry.

2018 ◽  
Author(s):  
◽  
Osama Khassawneh
Keyword(s):  
Service Quality ◽  
Human Resource ◽  
Strong Association ◽  
Hotel Industry ◽  
Hrm Practices ◽  
Career Opportunities ◽  
Definition Of ◽  
Recruitment And Selection ◽  
Improve Service Quality ◽  
The Relationship

Human resource management (HRM) practices have been recognised as a key function in enhancing organisational productivity and sustaining competitive advantage for organisations. It has been noted that most studies that are based on the relationship between HRM practices and performance indicators (e.g., service quality) in hotels hide an important element that tells hoteliers which factors to concentrate on in cases of poor performance. There is a lack of qualitative studies to highlight the effect of HRM practices on service quality in Canadian hotels. Therefore, this research aimed to examine the influence of HRM practices on service quality in the Canadian hotel industry. This study aims first to propose a working definition of service quality in hotels and then to develop a conceptual model to help hotel managers improve service quality in the light of HRM practices. This study seeks to investigate how employee recruitment and selection, training, rewards and incentives, and internal career opportunities help to improve the quality of service in the hotel sector. An exhaustive review was conducted to establish existing facts about the concept of service quality and its significance for the hospitality sector. Likewise, sources that addressed issues in the HRM discipline were analysed to assess the role of HRM practices in ensuring service quality. The qualitative research method was employed in the study. Three sets of semi-structured interviews were designed to obtain a perspective on the relationship between HRM practices and service quality from the top to the bottom of the hierarchy within hotel organisations in Canada. They were semi-structured and face-to-face. The sample was made up of 6 HR managers, 6 supervisors and 22 non-management employees. The findings of the research indicated the presence of a strong association between recruitment and selection and service quality. The themes obtained from interviewees suggested that an established process of hiring of induction for new employees is an effective first step in ensuring that any new person joining the organisation is aware of service quality standards and expectations. The findings further indicated that recruitment and selection help in hiring and selecting skilled people to deliver service quality. This suggested that recruitment and selection play a key role in impacting the service quality. It was found that training and development, incentives and rewards, and internal career opportunities have an effect on service quality. Moreover, the relationship between all the HR practices as a bundle and service quality was reported as having an effect to improve service quality. A key contribution of this study that it offers a workable definition of service quality and then a robust model for the relationship between HRM practices and service quality that contributes to enhance knowledge of the causal relationship between them. In addition, this study contributes by identifying which HRM practices a hotel could adopt to gain a service quality advantage in the marketplace. Moreover, the proposed conceptual framework contributes by improving our understanding of the causal relationships between HRM practices and service quality. Managerial implications, research limitations and research avenues were then captured.

scholarly journals The relationship between HRM practices and the service performance of student interns: Industry perspective

2015 ◽  
Vol 46 (3) ◽  
pp. 1-10 ◽  
Author(s):  
C-S. Lee ◽  
C-W. Chao ◽  
H-I. Chen
Keyword(s):  
Human Resource ◽  
Structural Equation ◽  
Hotel Industry ◽  
Equation Model ◽  
Service Performance ◽  
Total Quality ◽  
Hrm Practices ◽  
Recruitment And Selection ◽  
Student Interns ◽  
The Relationship

This study aims to examine the relationship between human resource management (HRM) practices and the service performance of student interns. Data were collected using a questionnaire survey that was designed to capture the perceptions of human resource managers and internship supervisors from international tourist hotels in Taiwan. The structural equation model (SEM) was used as a framework for the data analysis. The findings indicate that the service performance of student interns was greatly affected by HRM practices, including recruitment and selection, rewarding quality, and retention. The implications of this study offer preliminary insights into the industry-academia co-operation that aims to manage total quality initiatives in the hotel industry and achieve the goals of hospitality higher education. The study lays the groundwork for the development of HRM practices for student interns to cope with the changing flexible labour structure in the hotel industry.

How and Why Does Franchise Ownership Affect Human Resource Practices? Evidence from the US Hotel Industry

ILR Review ◽  
2020 ◽  
pp. 001979392097266
Author(s):  
Tashlin Lakhani
Keyword(s):  
Agency Theory ◽  
Human Resource ◽  
Hotel Industry ◽  
Ownership Structures ◽  
Hr Practices ◽  
The Us ◽  
Using Data ◽  
The Relationship ◽  
Hotel Chain ◽  
Limited Service

This study investigates the relationship between ownership form and human resource (HR) practices in a franchise system. Using data from a unique establishment-level survey of a US-based limited service hotel chain, the author examines how HR practices vary between franchisee- and company-owned hotels, and among franchisees with diverse ownership structures. Consistent with agency theory predictions of franchisee profit motives and free-riding behavior, franchisee-owned hotels are associated with lower investments in HR practices compared to company-owned hotels. The results of this study suggest that ownership structures influence HR investments.

Linking Green Human Resource Management Practices to Environmental Performance in Hotel Industry

2018 ◽  
Vol 21 (3) ◽  
pp. 663-680 ◽  
Author(s):  
Yusmani Mohd Yusoff ◽  
Mehran Nejati ◽  
Daisy Mui Hung Kee ◽  
Azlan Amran
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Environmental Performance ◽  
Hotel Industry ◽  
Environmental Issues ◽  
Training And Development ◽  
Hrm Practices ◽  
Recruitment And Selection ◽  
Green Human Resource Management ◽  
The Relationship

The hotel industry is growing rapidly in developing countries due to an increase in the tourism industry; however, on the other hand, the hotel industry is one of the sectors largely increasing the burden on the environment. Therefore, due to the massive number of environmental issues that hotel industry has encountered, there is an increasing force to pay a correct reaction to environmental issues and executing sustainable business practices such as the adoption of green human resource management (HRM) practices provide a win–win situation for the organization and its stakeholders. It, therefore, signals the need to examine how green HRM practices will enhance the environmental performance in the hotel industry. Grounded by resource-based view theory, this study utilized a research model examining the relationship between green HRM practices (green recruitment and selection, green training and development, green performance appraisal, and green compensation) and environmental performance in Malaysia’s hotel industry. Questionnaires were distributed to human resource (HR) managers/ executives in 3-, 4- and 5-star hotels in Malaysia. A total of 206 hotels participated in the study. The data collected were analysed using partial least squares structural equation modelling. Based on the analysis, the study revealed that green recruitment and selection, green training and development, and green compensation have a meaningful relationship with environmental performance, while green performance appraisal did not have a significant relationship with environmental performance. Our results extend previous research by not only highlighting the importance of green HRM practices in driving environmental performance but also indicating how each dimension of green HRM practices either enhances or inhibits environmental performance. This is the first empirical research that investigates the relationship between green HRM and environmental performance in the hotel industry literature.

Human Resource Practice System in Malaysian Five-Star Hotels

2014 ◽  
Author(s):  
Rozila Ahmad
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Hotel Industry ◽  
Human Resource Practices ◽  
Human Resource Practice ◽  
Objective Performance ◽  
Beach Resort ◽  
Recruitment And Selection ◽  
Managerial Employees ◽  
Resort Hotels

Organisations, including hotels, usually have more than one human resource practices system. Thus, this book is written to provide an understanding of the human resource practice system for managerial and non-managerial employees in the context of hotel industry. This book focuses specifically on five-star beach resort hotels in Malaysia. The human resource practices system for managerial employees includes empowerment while the recruitment and selection is more thorough. Their compensation is more attractive and their training is more rewarding. Both groups of employees are provided with a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication.

Want Engaged Employees? Encourage Human Resource and Enhance Organizational Connectedness

2021 ◽  
Vol 6 (1) ◽  
pp. 1-12
Author(s):  
Abhishek Sharma
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Organizational Identification ◽  
Practical Importance ◽  
Study Data ◽  
Organizational Productivity ◽  
Hr Practices ◽  
The Relationship ◽  
Viable Method

Work engagement is not only a "nice-to-have" but has been shown to be linked to various positive outcomes of work, including its proven financial and behavioural gains. The concern regarding employee engagement is increasing, and organizations of the 21st century are looking for every possible way to develop the culture of employee engagement deliberately. In this context, this research introduces employee engagement as a viable method to encourage organizational productivity and examines how perceptions of specific human resource (HR) practices and organizational identification relate to experiences of employee's work engagement. The study data was collected using standard psychometric tools from 75 mid-level managers working in various organizations. Statistical analysis was performed to answer research questions. The results conveyed the significance of applying encouraging human resource practices and demonstrated the positive effect of organization-al identification (OID) on work engagement. HR practices and OID were found instrumental in positively predicting the significant amount of work engagement. By discovering the relationship between HR practices (conditions that organizations can influence easily), organizational identification, and employee engagement, this study relates to the realistic implementation of measures to improve employee engagement and especially emphasises them. As most companies are searching for ways to promote employee engagement, the latest re-search results are of practical importance to HR executives.

Investigating Barriers That May Influence the Implementation and Use of E-HRM Tools in the Organization

2021 ◽  
pp. 350-370
Author(s):  
Hamid Agahi ◽  
Sarist Gulthawatvichai
Keyword(s):  
Human Resource ◽  
Selection Process ◽  
Business Sector ◽  
Human Resource Managers ◽  
Structured Interviews ◽  
Resource Managers ◽  
Recruitment And Selection ◽  
Study Participants ◽  
Selection Of

Human resource managers (HRMs) can use electronic-human resource management (E-HRMs) tools to improve human resources practices, including recruitment and selection of employees. Grounded in the theoretical framework of a unified theory of acceptance (UTAUT), this present qualitative case study investigated the potential barriers that influence the implementation and use of E-HRMs in Thailand's business sector. Human resource professionals from the business sector, including hotels in Thailand, were the study participants. Semi-structured interviews with open-ended questions were used as data collection instruments. Qualitative data collected was analyzed using thematic content analysis. The challenges impact the recruitment and selection process by making the employment process complex and poor selection of employees. HRMs should support E-HRMs as the advanced technologies to improve recruitment and selection of competent employees. In conclusion, E-HRMs are effective information systems that support electronic recruitment and selection of qualified employees.

scholarly journals Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

2019 ◽  
Vol 11 (24) ◽  
pp. 6933
Author(s):  
Esther Villajos ◽  
Núria Tordera ◽  
José M. Peiró
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Creative Performance ◽  
Idiosyncratic Deals ◽  
Mediating Role ◽  
Hr Practices ◽  
The Relationship

Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.

Sustainable HRM: toward addressing diverse employee roles

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nataliya Podgorodnichenko ◽  
Adeel Akmal ◽  
Fiona Edgar ◽  
Andrè M. Everett
Keyword(s):  
Human Resource ◽  
Holistic Approach ◽  
Study Data ◽  
Structured Interviews ◽  
Policy And Practice ◽  
Content Type ◽  
Hr Practices ◽  
Using Data ◽  
Hr Managers ◽  
Levels Of Integration

PurposeThe purpose of this empirical study is to develop an understanding of how human resource (HR) managers employed by organizations with an explicit sustainability agenda view employees as stakeholders, and to explore how such views are operationalized in HR policies and practices.Design/methodology/approachAn interpretive approach using data from 35 semi-structured interviews was adopted for this study. Data were transcribed and analyzed using the Gioia methodology.FindingsComparison of approaches to sustainable human resource management (HRM) revealed three distinctive conceptualizations of employees with respect to the sustainability agenda – employees as a driving force for sustainability, employees as consumers of HR practices and employees as members of a community. Strong levels of integration between the HRM and sustainability agendas were only evidenced in those organizations where an attempt had been made to address all three roles simultaneously. Findings suggest that engagement with a sustainability agenda widens the remit of the HRM function, underscoring the importance of employees' roles as consumers of HR practices and as members of wider communities.Practical implicationsBy addressing the integration of HRM with a sustainability agenda, this article helps practitioners recognize diversity among employees' roles and the varying associated needs. Examples of policy and practice initiatives that effectively address these needs are provided.Originality/valueHRM has been widely criticized for overemphasizing shareholder value, thereby lacking in attention to the needs of other stakeholders, including employees. Findings from this study suggest the holistic approach advocated by a sustainability agenda can effectively quell these concerns.

Do big data-driven HR practices improve HR service quality and innovation competency of SMEs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Surabhi Verma ◽  
Vibhav Singh ◽  
Som Sekhar Bhattacharyya
Keyword(s):  
Big Data ◽  
Service Quality ◽  
Human Resource ◽  
Substantial Effect ◽  
Content Type ◽  
Organizational Learning Theory ◽  
Extant Literature ◽  
Hr Practices ◽  
Hr Function ◽  
Resource Service

Purpose Today, big data (BD) is considered as a crucial investment for firms to stay competitive. However, the human resource (HR) function within small- and medium-sized enterprises (SMEs) has been slow to adopt this innovation. Drawing on the organizational learning theory (OLT), this study aims to propose that BD can improve HR functions, especially of SMEs, thereby yielding them a competitive edge. Design/methodology/approach This study analyzed unstructured data from 41 journal papers, based on which, a conceptual framework was developed. Further, this framework was validated with responses collected from 148 SMEs in India. Findings Bibliometric analysis and results of partial least squares techniques revealed that better BD quality is needed to improve HR practices, human resource service quality (HRSQ) and innovation competency of SMEs. Research limitations/implications This paper contributes to the extant literature by considering strategic management theories such as resource-based view and OLT to evaluate BDA’s effect on organizational functional practices such as HR and HRSQ. Practical implications In Indian SMEs, BD quality has a substantial effect on BD HR practices and HRSQ. However, these factors influence can constructively impact SMEs, if SMEs are open to organizational change, whereby they need to develop technical skills and competencies of the HR professionals. Originality/value Though BD research works have shown exponential growth in recent times, scholarly empirical research investigating BD’s impact upon human resource management (HRM) is scarce. The present study appraises extant literature on BD in HRM.

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