A Measurement Model of Perceived Human Resource Practices for Hotel Employees: A Confirmatory Factor Analysis
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Published:
Dec 31, 2020
Keywords:
Human resource practices, Hotel Industry, Hotel frontline employees, Confirmatory factor analysis
Main Article Content
Abstract
This study aims to refine and validate a measurement scale of perceived HR practices from recent existing human resource management literature for hotel frontline employees (FLEs) in the context of Thailand through confirmatory factor analysis (CFA). Data were gathered from 320 hotel FLEs who worked at the sixteen participating hotels in Phuket. The results suggest that the identified six indicators, namely 1) selective staffing, 2) rewards, 3) empowerment, 4) training, 5) job security, and 6) career opportunity, with 21 items of hotel FLEs-perceived HR practices have empirically demonstrated solid evidence of multidimensionality, reliability (α = 0.91), and convergent validity. Furthermore, the overall modified measurement model of HR practices has empirically yielded a good fit. Career opportunities appear to be the most vital indicator of HR practices in this context. This study contributes to the hotel industry in Thailand as the refined and validated measurement of HR practices in this study can be utilised as an evaluation tool by the hotels that wish to redesign HR policies and practices for their FLEs.
Article Details
How to Cite
Boonparkob, Y. ., Punyasiri, S. . ., & Choibamroong, T. . . (2020). A Measurement Model of Perceived Human Resource Practices for Hotel Employees: A Confirmatory Factor Analysis . Dusit Thani College Journal, 14(3), 595–611. Retrieved from https://so01.tci-thaijo.org/index.php/journaldtc/article/view/245547
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Research Article
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References
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Annika, W. T., Nelson, R., & Ana, B. (2017). Quality of working life and engagement in hostels. Tourism Review, 72(4), 411-428. doi:doi:10.1108/TR-03-2017-0050
Boshoff, C., & Allen, J. (2000). The influence of selected antecedents on frontline staff’s perceptions of service recovery performance. International Journal of Service Industry Management, 11(1), 63-90. doi:doi:10.1108/09564230010310295
Chen, M., Lyu, Y., Li, Y., Zhou, X., & Li, W. (2017). The impact of high-commitment HR practices on hotel employees’ proactive customer service performance. Cornell Hospitality Quarterly, 58(1), 94-107.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of management journal, 39(4), 802-835.
Fajar, A. P., & Soeling, P. D. (2017). The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies. Paper presented at the 1st International Conference on Administrative Science, Policy and Governance Studies (ICAS-PGS 2017) and the 2nd International Conference on Business Administration and Policy (ICBAP 2017).
Ferreira, N., & Mujajati, E. (2017). Career meta-capacities and retention factors of recruitment advertising agencies: An exploratory study. Journal of Psychology in Africa, 27(5), 405-411. doi:10.1080/14330237.2017.1379659
Forrester, R. (2000). Empowerment: Rejuvenating a potent idea. Academy of Management Perspectives, 14(3), 67-80.
Hayes, B. E. (1994). How to measure empowerment. Quality Progress, 27, 41-41.
Irene, H.-V., Javier, L.-M. F., & Antonia, R.-M. (2018). Achieving engagement among hospitality employees: a serial mediation model. International Journal of Contemporary Hospitality Management, 30(1), 217-241. doi:doi:10.1108/IJCHM-09-2016-0538
Karatepe, O. M., & Olugbade, O. A. (2016). The mediating role of work engagement in the relationship between high-performance work practices and job outcomes of employees in Nigeria. International Journal of Contemporary Hospitality Management, 28(10), 2350-2371.
Karatepe, O. M., & Vatankhah, S. (2015). High-performance work practices, career satisfaction, and service recovery performance: a study of flight attendants. Tourism Review, 70(1), 56-71. doi:doi:10.1108/TR-01-2014-0004
Kim, Y. J., Kim, W. G., Choi, H.-M., & Phetvaroon, K. (2019). The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance. International Journal of Hospitality Management, 76, 83-93. doi:https://doi.org/10.1016/j.ijhm.2018.04.007
Lucky, E. O.-l., Minai, M. S., & Rahman, H. A. (2013). Impact of job security on the organizational performance in a multiethnic environment. Research journal of business management, 7(1), 64-70.
Ma, E., Qu, H., Wilson, M., & Eastman, K. (2013). Modeling OCB for hotels: Don’t forget the customers. Cornell Hospitality Quarterly, 54(3), 308-317.
Makhecha, U., Srinivasan, V., Prabhu, G., & Mukherji, S. (2016). Multi-level gaps: a study of intended, actual and experienced human resource practices in a hypermarket chain in India.
Mayes, B. T., Finney, T. G., Johnson, T. W., Shen, J., & Yi, L. (2017). The effect of human resource practices on perceived organizational support in the People’s Republic of China. The international journal of human resource management, 28(9), 1261-1290. doi:10.1080/09585192.2015.1114768
Minbaeva, D. B. (2005). HRM practices and MNC knowledge transfer. Personnel review, 34(1), 125-144.
Ministry of Tourism and Sport. (2018). TOURISM RECEIPTS FROM INTERNATIONAL TOURIST ARRIVALS. Retrieved from: https://www.mots.go.th/more_news.php?cid=436&filename=index
Muthén, L. K., & Muthén, B. O. (2002). How to use a Monte Carlo study to decide on sample size and determine power. Structural equation modeling, 9(4), 599-620.
Nadeem, K., Riaz, A., & Danish, R. Q. (2019). Influence of high-performance work system on employee service performance and OCB: The mediating role of resilience. Journal of Global Entrepreneurship Research, 9(1), 13. doi:10.1186/s40497-018-0142-2
Nassar, M. A. (2017). Human resource management practices and organizational commitment in four- and five-star hotels in Egypt. Journal of Human Resources in Hospitality & Tourism, 1-21. doi:10.1080/15332845.2017.1328258
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals of human resource management.
Presbitero, A. (2017). How do changes in human resource management practices influence employee engagement? A longitudinal study in a hotel chain in the Philippines. Journal of Human Resources in Hospitality & Tourism, 16(1), 56-70.
Safavi, H. P., & Karatepe, O. M. (2018). High-performance work practices and hotel employee outcomes: The mediating role of career adaptability. International Journal of Contemporary Hospitality Management, 30(2), 1112-1133. doi:10.1108/IJCHM-07-2016-0367
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological science in the public interest, 13(2), 74-101.
Schumacker, R. E., & Lomax, R. G. (2010). A beginner's guide to structural equation modeling, 3rd ed. New York, NY, US: Routledge/Taylor & Francis Group.
Selden, S. C. (2005). Human Resource Management in American Counties, 2002. Public Personnel Management, 34(1), 59-84. doi:10.1177/009102600503400104
Senyucel, Z. (2009). Managing the Human Resource in the 21st century: BookBoon.
Slåtten, T., & Mehmetoglu, M. (2011). Antecedents and effects of engaged frontline employees: A study from the hospitality industry. Managing Service Quality: An International Journal, 21(1), 88-107.
Stavrinoudis, T. A., & Simos, D. (2016). Factors affecting hotel employees’ perception and attitude toward empowerment. Journal of Human Resources in Hospitality & Tourism, 15(4), 416-439. doi:10.1080/15332845.2016.1148568
Suan, C., & Nasurdin, A. M. (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.
Sun, L.-Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of management journal, 50(3), 558-577.
Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62-78. doi:10.1111/1748-8583.12062
Vatankhah, S., Javid, E., & Raoofi, A. (2017). Perceived organizational support as the mediator of the relationships between high-performance work practices and counter-productive work behavior: Evidence from airline industry. Journal of Air Transport Management, 59, 107-115. doi:https://doi.org/10.1016/j.jairtraman.2016.12.001
Violetta, K., & Heidi, W. (2018). HR practices and employee performance: the mediating role of well-being. Employee Relations, 40(2), 227-243. doi:doi:10.1108/ER-08-2017-0191
World Travel and Tourism Council. (2018). TRAVEL & TOURISM ECONOMIC IMPACT 2018 THAILAND. Retrieved from
Wright, P., & Nishii, L. (2007). Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis.
Young-Thelin, L., & Boluk, K. (2012). A case study of human resource practices in small hotels in Sweden. Journal of Human Resources in Hospitality & Tourism, 11(4), 327-353.
Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological bulletin, 103(3), 411.
Annika, W. T., Nelson, R., & Ana, B. (2017). Quality of working life and engagement in hostels. Tourism Review, 72(4), 411-428. doi:doi:10.1108/TR-03-2017-0050
Boshoff, C., & Allen, J. (2000). The influence of selected antecedents on frontline staff’s perceptions of service recovery performance. International Journal of Service Industry Management, 11(1), 63-90. doi:doi:10.1108/09564230010310295
Chen, M., Lyu, Y., Li, Y., Zhou, X., & Li, W. (2017). The impact of high-commitment HR practices on hotel employees’ proactive customer service performance. Cornell Hospitality Quarterly, 58(1), 94-107.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of management journal, 39(4), 802-835.
Fajar, A. P., & Soeling, P. D. (2017). The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies. Paper presented at the 1st International Conference on Administrative Science, Policy and Governance Studies (ICAS-PGS 2017) and the 2nd International Conference on Business Administration and Policy (ICBAP 2017).
Ferreira, N., & Mujajati, E. (2017). Career meta-capacities and retention factors of recruitment advertising agencies: An exploratory study. Journal of Psychology in Africa, 27(5), 405-411. doi:10.1080/14330237.2017.1379659
Forrester, R. (2000). Empowerment: Rejuvenating a potent idea. Academy of Management Perspectives, 14(3), 67-80.
Hayes, B. E. (1994). How to measure empowerment. Quality Progress, 27, 41-41.
Irene, H.-V., Javier, L.-M. F., & Antonia, R.-M. (2018). Achieving engagement among hospitality employees: a serial mediation model. International Journal of Contemporary Hospitality Management, 30(1), 217-241. doi:doi:10.1108/IJCHM-09-2016-0538
Karatepe, O. M., & Olugbade, O. A. (2016). The mediating role of work engagement in the relationship between high-performance work practices and job outcomes of employees in Nigeria. International Journal of Contemporary Hospitality Management, 28(10), 2350-2371.
Karatepe, O. M., & Vatankhah, S. (2015). High-performance work practices, career satisfaction, and service recovery performance: a study of flight attendants. Tourism Review, 70(1), 56-71. doi:doi:10.1108/TR-01-2014-0004
Kim, Y. J., Kim, W. G., Choi, H.-M., & Phetvaroon, K. (2019). The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance. International Journal of Hospitality Management, 76, 83-93. doi:https://doi.org/10.1016/j.ijhm.2018.04.007
Lucky, E. O.-l., Minai, M. S., & Rahman, H. A. (2013). Impact of job security on the organizational performance in a multiethnic environment. Research journal of business management, 7(1), 64-70.
Ma, E., Qu, H., Wilson, M., & Eastman, K. (2013). Modeling OCB for hotels: Don’t forget the customers. Cornell Hospitality Quarterly, 54(3), 308-317.
Makhecha, U., Srinivasan, V., Prabhu, G., & Mukherji, S. (2016). Multi-level gaps: a study of intended, actual and experienced human resource practices in a hypermarket chain in India.
Mayes, B. T., Finney, T. G., Johnson, T. W., Shen, J., & Yi, L. (2017). The effect of human resource practices on perceived organizational support in the People’s Republic of China. The international journal of human resource management, 28(9), 1261-1290. doi:10.1080/09585192.2015.1114768
Minbaeva, D. B. (2005). HRM practices and MNC knowledge transfer. Personnel review, 34(1), 125-144.
Ministry of Tourism and Sport. (2018). TOURISM RECEIPTS FROM INTERNATIONAL TOURIST ARRIVALS. Retrieved from: https://www.mots.go.th/more_news.php?cid=436&filename=index
Muthén, L. K., & Muthén, B. O. (2002). How to use a Monte Carlo study to decide on sample size and determine power. Structural equation modeling, 9(4), 599-620.
Nadeem, K., Riaz, A., & Danish, R. Q. (2019). Influence of high-performance work system on employee service performance and OCB: The mediating role of resilience. Journal of Global Entrepreneurship Research, 9(1), 13. doi:10.1186/s40497-018-0142-2
Nassar, M. A. (2017). Human resource management practices and organizational commitment in four- and five-star hotels in Egypt. Journal of Human Resources in Hospitality & Tourism, 1-21. doi:10.1080/15332845.2017.1328258
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals of human resource management.
Presbitero, A. (2017). How do changes in human resource management practices influence employee engagement? A longitudinal study in a hotel chain in the Philippines. Journal of Human Resources in Hospitality & Tourism, 16(1), 56-70.
Safavi, H. P., & Karatepe, O. M. (2018). High-performance work practices and hotel employee outcomes: The mediating role of career adaptability. International Journal of Contemporary Hospitality Management, 30(2), 1112-1133. doi:10.1108/IJCHM-07-2016-0367
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological science in the public interest, 13(2), 74-101.
Schumacker, R. E., & Lomax, R. G. (2010). A beginner's guide to structural equation modeling, 3rd ed. New York, NY, US: Routledge/Taylor & Francis Group.
Selden, S. C. (2005). Human Resource Management in American Counties, 2002. Public Personnel Management, 34(1), 59-84. doi:10.1177/009102600503400104
Senyucel, Z. (2009). Managing the Human Resource in the 21st century: BookBoon.
Slåtten, T., & Mehmetoglu, M. (2011). Antecedents and effects of engaged frontline employees: A study from the hospitality industry. Managing Service Quality: An International Journal, 21(1), 88-107.
Stavrinoudis, T. A., & Simos, D. (2016). Factors affecting hotel employees’ perception and attitude toward empowerment. Journal of Human Resources in Hospitality & Tourism, 15(4), 416-439. doi:10.1080/15332845.2016.1148568
Suan, C., & Nasurdin, A. M. (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.
Sun, L.-Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of management journal, 50(3), 558-577.
Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62-78. doi:10.1111/1748-8583.12062
Vatankhah, S., Javid, E., & Raoofi, A. (2017). Perceived organizational support as the mediator of the relationships between high-performance work practices and counter-productive work behavior: Evidence from airline industry. Journal of Air Transport Management, 59, 107-115. doi:https://doi.org/10.1016/j.jairtraman.2016.12.001
Violetta, K., & Heidi, W. (2018). HR practices and employee performance: the mediating role of well-being. Employee Relations, 40(2), 227-243. doi:doi:10.1108/ER-08-2017-0191
World Travel and Tourism Council. (2018). TRAVEL & TOURISM ECONOMIC IMPACT 2018 THAILAND. Retrieved from
Wright, P., & Nishii, L. (2007). Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis.
Young-Thelin, L., & Boluk, K. (2012). A case study of human resource practices in small hotels in Sweden. Journal of Human Resources in Hospitality & Tourism, 11(4), 327-353.