The Relationship between Perceived Human Resource Management Practices and Organizational Citizenship Behavior: A Mediating Role of Employee Engagement in Five Star Hotels in Thailand
Article Sidebar
Published:
Apr 9, 2020
Main Article Content
Abstract
The objectives of this study were as follows: (1) to examine the relationship between perceived human resources management (HRM) practices, employee engagement and organizational citizenship behavior (OCB), and (2) to investigate the mediating role of employee engagement (EE) in the relationship between perceived HRM practices and OCB. The data was collected from 325 non-managerial level employees in five star hotels in Thailand. A quantitative method (n = 325) was used to examine the relationship between perceived HRM practices, employee engagement and OCB. To achieve these objectives data were analyzed using descriptive statistics, confirmatory factor analysis, and structural equation modeling. The results revealed that perceived HRM practices were positively related to OCB, and employee engagement played a partial mediating role in the relationship between perceived HRM practices and OCB.
Article Details
How to Cite
Chaisanit, P. . ., & Punyasiri , S. . . (2020). The Relationship between Perceived Human Resource Management Practices and Organizational Citizenship Behavior: A Mediating Role of Employee Engagement in Five Star Hotels in Thailand. Dusit Thani College Journal, 12(3), 150–165. Retrieved from https://so01.tci-thaijo.org/index.php/journaldtc/article/view/240955
Section
Research Article
Article Screening Policy
- All research and academic articles to be published must be considered and screened by three peer reviews in the relevant field / article.
- All articles, texts, illustrations and tables published in the journal are the personal opinions of the authors. Editors don't always have to agree. And no responsibility whatsoever is the sole responsibility of the author.
- The articles to be published must never be published. Where did you first publish? And not in the consideration of other journals If the audit found that there has been a duplicate publication It is the sole responsibility of the author.
- Any article that the reader sees as being plagiarized or impersonated without reference. Or mislead the work of the author Please let the journal editor know it will be your greatest blessing.
References
1. Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
2. Ariani, D. W. (2013). The relationship between employee engagement, organizational citizenship behavior, and counterproductive work behavior. International Journal of Business Administration, 4(2), 46.
3. Babaei, D., Ahmad, A., Idris, K., Omar, Z., & Rahimian, H. (2012). The impact of human resource practices and organizational citizenship behaviors on firm performance. American Journal of Applied Sciences, 9(1), 47.
4. Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human resource management journal, 15(3), 67-94
5. Browning, V. (2006). The relationship between HRM practices and service behavior in South African service organizations. The International Journal of Human Resource Management. 17(7), 1321-1338.
6. Bureau of Labor Statistical Report. (2015).Hospitality Turnover. Retrieved October 1, 2017, from http://www.nrn.com/blog/hospitality-turnover-rose-721-rate-2015
7. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of management, 31(6), 874-900.
8. Danish, R. Q., Humayon, A. A., Shahid, A. U., Ahmad, H. W., & Murtaza, G. Relationship Between Perceived Organizational Support and Organizational Citizenship Behavior .American Journal of Economics ,Finance and Management.1(3),195-199
9. Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 48, 39–50.
10. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E. (2010). “Multivariate data analysis: A global perspective.” (7th ed.) Upper Saddle River, NJ: Pearson Education
11. Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32, 132-140.
12. Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit‐level, longitudinal study. Personnel psychology, 54(1), 101-114.
13. Lado, A. A., & Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of management review, 19(4), 699-727.
14. Lee, F., Lee, T., & Wu, W. (2010).The Relationship between Human Resource Management Practices, Business Strategy and Firm Performance: Evidence from Steel Industry in Taiwan. The International Journal of Human Resource Management 21(9), 1351-1372.
15. Ministry of Labor. (2013). Research on Turnover Rate and Labor Demand for 2012. Retrieved October 1, 2017, from http:
//www.mol.go.th/en/anonymouse/news/31874
16. Mone, Edward M., & London, M. (2010). Employee engagement: Through effective performance management. A practical guide for manager. Routledge Press. N.Y
17. National Statistical Office. (2014). the 2013 hotels and guest House Survey. Bangkok: Statistical Forecasting Bureau.
18. Organ, D. W. (1997). Organizational Citizenship behavior: Its construct clean-up time. Human Performance, 10(2), 85-97.
19. Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage.
20. Owor, J. J. (2016).HR Practices and OCB: Mediating Role of Employee Engagement in Soft Drink Firms in Uganda. International Journal of Business and Social Science.6 (9), 159-170
21. Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of management, 26(3), 513-563.
22. Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors:
A meta-analysis. Journal of applied Psychology, 94(1), 122.
23. Rurkkhum, S., & Bartlett, K. R. (2012). The relationship between employee engagement and organizational citizenship behavior in Thailand. Human Resource Development International. 15(2), 157-174.
24. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of managerial psychology, 21(7), 600-619.
25. Saks, A. M., & Gruman, J. A. (2011). Manage employee engagement to manage performance. Industrial and Organizational Psychology, 4(2), 204-207.
26. Sattar, T., Ahmad, K., & Hassan, S. M. (2015). Role of human resource practices in employee performance and job satisfaction with mediating effect of employee engagement. Pakistan Economic and Social Review, 53(1), 81.
27. Shaw, J. D., Dineen, B. R., Fang, R., & Vellella, R. F. (2009). Employee-organization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52(5), 1016-1033.
28. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of organizational Behavior, 25(3), 293-315.
29. Schaufeli, W.B., Salanova, M.,Gonzalez-Roma,V.,& Baker ,A.B.(2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-79
30. Snape,E & Redman,T (2010). HRM Practices, Organisational citizenship Behavior and
Performance: A Multi-Level Analysis. Journal of Management Studies, 47(7),
1219-1247
31. Suan, C. L., & Mohd Nasurdin, A. (2014). Do human resource management practices affect employees’ service-oriented organizational citizenship behavior? Evidence from the Malaysian hotel industry. World Applied Sciences Journal, 31(2), 253-266.
32. Schumacker, R. E., & Lomax, R. G. (2010). A beginner’s guide to structural equation modeling. Mahwah, NJ: Lawrence Erlbaum Associates
33. Thai Hotels Association. (2016). Name List for Thailand Hotel Standards Foundation. Retrieved October 1, 2017, from http://thaihotels.org/hotel-rating
34. Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal of management, 28(3), 247-276.
35. Yeh, C. M. (2013). Tourism involvement, work engagement and job satisfaction among frontline hotel employees. Annals of Tourism Research, 42, 214-239.
2. Ariani, D. W. (2013). The relationship between employee engagement, organizational citizenship behavior, and counterproductive work behavior. International Journal of Business Administration, 4(2), 46.
3. Babaei, D., Ahmad, A., Idris, K., Omar, Z., & Rahimian, H. (2012). The impact of human resource practices and organizational citizenship behaviors on firm performance. American Journal of Applied Sciences, 9(1), 47.
4. Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human resource management journal, 15(3), 67-94
5. Browning, V. (2006). The relationship between HRM practices and service behavior in South African service organizations. The International Journal of Human Resource Management. 17(7), 1321-1338.
6. Bureau of Labor Statistical Report. (2015).Hospitality Turnover. Retrieved October 1, 2017, from http://www.nrn.com/blog/hospitality-turnover-rose-721-rate-2015
7. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of management, 31(6), 874-900.
8. Danish, R. Q., Humayon, A. A., Shahid, A. U., Ahmad, H. W., & Murtaza, G. Relationship Between Perceived Organizational Support and Organizational Citizenship Behavior .American Journal of Economics ,Finance and Management.1(3),195-199
9. Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 48, 39–50.
10. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E. (2010). “Multivariate data analysis: A global perspective.” (7th ed.) Upper Saddle River, NJ: Pearson Education
11. Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32, 132-140.
12. Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit‐level, longitudinal study. Personnel psychology, 54(1), 101-114.
13. Lado, A. A., & Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of management review, 19(4), 699-727.
14. Lee, F., Lee, T., & Wu, W. (2010).The Relationship between Human Resource Management Practices, Business Strategy and Firm Performance: Evidence from Steel Industry in Taiwan. The International Journal of Human Resource Management 21(9), 1351-1372.
15. Ministry of Labor. (2013). Research on Turnover Rate and Labor Demand for 2012. Retrieved October 1, 2017, from http:
//www.mol.go.th/en/anonymouse/news/31874
16. Mone, Edward M., & London, M. (2010). Employee engagement: Through effective performance management. A practical guide for manager. Routledge Press. N.Y
17. National Statistical Office. (2014). the 2013 hotels and guest House Survey. Bangkok: Statistical Forecasting Bureau.
18. Organ, D. W. (1997). Organizational Citizenship behavior: Its construct clean-up time. Human Performance, 10(2), 85-97.
19. Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage.
20. Owor, J. J. (2016).HR Practices and OCB: Mediating Role of Employee Engagement in Soft Drink Firms in Uganda. International Journal of Business and Social Science.6 (9), 159-170
21. Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of management, 26(3), 513-563.
22. Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors:
A meta-analysis. Journal of applied Psychology, 94(1), 122.
23. Rurkkhum, S., & Bartlett, K. R. (2012). The relationship between employee engagement and organizational citizenship behavior in Thailand. Human Resource Development International. 15(2), 157-174.
24. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of managerial psychology, 21(7), 600-619.
25. Saks, A. M., & Gruman, J. A. (2011). Manage employee engagement to manage performance. Industrial and Organizational Psychology, 4(2), 204-207.
26. Sattar, T., Ahmad, K., & Hassan, S. M. (2015). Role of human resource practices in employee performance and job satisfaction with mediating effect of employee engagement. Pakistan Economic and Social Review, 53(1), 81.
27. Shaw, J. D., Dineen, B. R., Fang, R., & Vellella, R. F. (2009). Employee-organization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52(5), 1016-1033.
28. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of organizational Behavior, 25(3), 293-315.
29. Schaufeli, W.B., Salanova, M.,Gonzalez-Roma,V.,& Baker ,A.B.(2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-79
30. Snape,E & Redman,T (2010). HRM Practices, Organisational citizenship Behavior and
Performance: A Multi-Level Analysis. Journal of Management Studies, 47(7),
1219-1247
31. Suan, C. L., & Mohd Nasurdin, A. (2014). Do human resource management practices affect employees’ service-oriented organizational citizenship behavior? Evidence from the Malaysian hotel industry. World Applied Sciences Journal, 31(2), 253-266.
32. Schumacker, R. E., & Lomax, R. G. (2010). A beginner’s guide to structural equation modeling. Mahwah, NJ: Lawrence Erlbaum Associates
33. Thai Hotels Association. (2016). Name List for Thailand Hotel Standards Foundation. Retrieved October 1, 2017, from http://thaihotels.org/hotel-rating
34. Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal of management, 28(3), 247-276.
35. Yeh, C. M. (2013). Tourism involvement, work engagement and job satisfaction among frontline hotel employees. Annals of Tourism Research, 42, 214-239.