Sustainable Human Resource Management Practices in Achieving Employees’ Sustainable Performance: Evidence in the Hospitality Sector
Keywords:
Training and development, Employee participation, Employment security practice, Task sustainable performance, Relational sustainable performance
Abstract
Several hospitality businesses face numerous obstacles in enhancing and sustaining employee sustainable performance and commitment due to increased job demands and expectations. This study employs social exchange theory to explore the influence of sustainable HRM practices, such as training and development, employee participation, and employment security practices on employee sustainable performance among executive-level employees in 4- and 5-star hotels. Despite the scarcity of research focusing on the relationship between sustainable HRM practices and employee sustainable performance, especially in the high-end hotel industry, this research analysed 280 valid responses using the PLS-SEM approach. The findings reveal a significant association between training and development and task sustainable performance. Besides, the study identifies a relationship between employee participation and task and relational sustainable performance, while employment security practice appears to have no effect on either task or relational sustainable performance. Although the research primarily targets executives from 4- and 5-star hotels in Malaysia, which may not be representative of other organisational settings, it provides empirical evidence that sustainable HRM practices are directly linked to task and relational sustainable performance, which is beneficial for both researchers and practitioners.
Downloads
Download data is not yet available.
Altmetrics
References
Aggarwal, A., & Thakur, G. S. M. (2013). Techniques of performance appraisal-a review. International Journal of Engineering and Advanced Technology, 2(3), 617-621.
Ahmed, U., Kura, K. M., Umrani, W. A., & Pahi, M. H. (2020). Modelling the link between developmental human resource practices and work engagement: The moderation role of organisational climate. Global Business Review, 21(1), 31-53.
Alibegovic, S., Hawkins, A., & Parmar, M. (2009). Empowerment, Contextual Performance & Job Satisfaction-A Case Study of the Scandic Hotels in Jönköping. Retrieved from https://www.diva-ortal.org/smash/get/diva2:289009/FULLTEXT01.pdf
Amos, K. J., & Natamba, B. (2015). The Impact of Training and Development on Job Performance in Ugandan Banking Sector. Journal on Innovation and Sustainability, 6(2), 65-71.
Apak, S., Gümüş, S., Öner, G., & Gümüş, H. G. (2016). Performance appraisal and a field study. Procedia-Social and Behavioral Sciences, 229, 104-114.
Ashton, A. S. (2017). How human resources management best practice influence employee satisfaction and job retention in the Thai hotel industry. Journal of Human Resources in Hospitality & Tourism, 17(2), 175-199.
Bal, P. M., & De Lange, A. H. (2015). From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study. Journal of Occupational and Organisational Psychology, 88(1), 126-154.
Berberoglu, A. (2018). Impact of organisational climate on organisational commitment and perceived organisational performance: empirical evidence from public hospitals. BMC Health Services Research, 18(1), 1-9.
Bhargkavi, P. (2017). The Effects of Job Crafting on Work Engagement and Job Performance among National Secondary School Teachers in Kedah, Malaysia (Doctoral dissertation, UTAR).
Bhatti, M. A., Alshagawi, M., Zakariya, A., & Juhari, A. S. (2019). Do multicultural faculty members perform well in higher educational institutions? European Journal of Training and Development, 43(1-2), 166-187.
Bleijenbergh, I., van Mierlo, J., & Bondarouk, T. (2020). Closing the gap between scholarly knowledge and practice: Guidelines for HRM action research. Human Resource Management Review, 31(2), 1053-4822.
Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109.
Borman, W. C., Ackerman, L. D., & Kubisiak, U. C. (1994). Development of a performance rating program in support of department of labor test validation research (contract nos. 93-2 and 93-3) Sacramento, CA: Cooperative Personnel Services.
Carlisle, J., Bhanugopan, R., & D'Netto, B. (2019). Enhancing task performance through effective training: The mediating role of work environment and moderating effect of non-mandatory training. Journal of Business Research, 104, 340-349.
Chang, K. C. (2016). Effect of servicescape on customer behavioral intentions: Moderating roles of organisational climate and employee engagement. International Journal of Hospitality Management, 53, 116-128.
Chin, W. W. (2010). How to write up and report PLS analyses. In V. V. Esposito, W. W. Chin, J. Henseler, & H. Wang (Eds.), Handbook of Partial Least Squares: Concepts, methods and applications (Springer Handbooks of Computational Statistics Series, vol. II (pp. 665-690).
Chuang, C. H., & Liao, H. (2010). Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63(1), 153–196.
Dilsiz, Y. F. (2006). Performance appraisal methods in the human resources management: A study of furniture sector in the city of Ankara. Unpublished Master's Thesis /Ankara: Gazi University Institute of Social Science.
Du Plessis, A., Douangphichit, N., & Dodd, P. (2015). HRM in relation to employee motivation and job performance in the hospitality industry. Journal of International Business Research and Marketing, 1(4), 1-13.
Ehrhart, M. G., Aarons, G. A., & Farahnak, L. R. (2014). Assessing the organisational context for EBP implementation: the development and validity testing of the Implementation Climate Scale (ICS). Implementation Science, 9(1), 1-11.
Enz, C. A., & Siguaw, J. A. (2000). Best practices in human resources. Cornell Hotel and Restaurant Administration Quarterly, 41(1), 48-61.
Farouk, S., Abu Elanain, H. M., Obeidat, S. M., & Al-Nahyan, M. (2016). HRM practices and organisational performance in the UAE banking sector: The mediating role of organisational innovation. International Journal of Productivity and Performance Management, 65(6), 773-791.
Flores, L. G., Zheng, W., Rau, D., & Thomas, C. H. (2012). Organisational Learning: Subprocess Identification, Construct Validation, and an Empirical Test of Cultural Antecedents. Journal of Management, 38(2), 640-667.
Githinji, A. (2014). Effects of training on employee performance: a case study of United Nations Support Office for the African Union Mission in Somalia (Doctoral dissertation, United States International University-Africa).
Gowrishankkar, V. (2017). A study on human resource management practices in ve star hotels in Coimbatore. International Journal of Commerce and Management Research, 3(12), 78-82.
Gutierrez-Gutierrez, L. J., Barrales-Molina, V., & Kaynak, H. (2018). The role of human resource-related quality management practices in new product development: A dynamic capability perspective. International Journal of Operations & Production Management, 38(1), 43-66.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2014). A primer on partial least squares structural equation modeling. Thousand Oaks, CA: Sage.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM) (2nd ed.). Thousand Oaks, CA: Sage.
Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-151.
Hassan, S. (2016). Impact of HRM practices on employee’s performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), 15-22.
Horng, J. S., & Lin, L. (2013). Training needs assessment in a hotel using 360-degree feedback to develop competency-based training programs. Journal of Hospitality and Tourism Management, 20, 61-67.
Huang, L. C., Ahlstrom, D., Lee, A. Y. P., Chen, S. Y., & Hsieh, M. J. (2016). High performance work systems, employee well-being, and job involvement: An empirical study. Personnel Review, 45(2), 296-314.
Islami, X., Mulolli, E., & Mustafa, N. (2018). Using Management by Objectives as a performance appraisal tool for employee satisfaction. Future Business Journal, 4(1), 94-108.
Jawahar, I. M. (2007). The influence of perceptions of fairness on performance appraisal reactions. Journal of Labor Research, 28(4), 735-754.
Jiang, K., Chuang, C. H., & Chiao, Y. C. (2015). Developing collective customer knowledge and organisational climate: The interaction between service-oriented high-performance work systems and service leadership. Journal of Applied Psychology, 100(4), 1089-1104.
Johari, J., & Yahya, K. K. (2018). Organisational structure, work involvement and job performance of public servants. International Journal of Public Administration, 42(8), 1-10.
Johnson, K. R., Huang, T., & Doyle, A. (2019). Mapping talent development in tourism and hospitality: a literature review. European Journal of Training and Development, 43(9), 821-841.
Kalhor, R., Khosravizadeh, O., Moosavi, S., Heidari, M., & Habibi, H. (2018). Role of organisational climate in job involvement: A way to develop the organisational commitment of nursing staff. Journal of Evidence-Based Integrative Medicine, 23, 1-5.
Kang, H. J. A., & Busser, J. A. (2018). Impact of organisational climate and psychological capital on employee engagement: The role of organisational hierarchy. International Journal of Hospitality Management, 75, 1-9.
Katua, T., Mukulu, E., & Gachunga, H. (2014). Effect of employee resourcing strategies on the performance of commercial banks in Kenya. International Journal of Educational Research, 2(1), 1–20.
Kaynak, R., & Bulbul, M. (2008). Appraisal differences in the 360 degrees feedback system. Suleyman Demirel University Faculty of Economic and Administrative Sciences Periodical, 13(1), 269-292.
Kock, N. (2017). Which is the best way to measure job performance: Self-perceptions or official supervisor evaluations? International Journal of e-Collaboration, 13(2), 1-9.
Kumar, R., Sarkar, S., & Dhiman, A. (2019). Determinants of managerial compensation: An empirical exploration. IIMB Management Review, 31(2), 105-115.
Lin, Y. T., & Liu, N. C. (2016). High performance work systems and organisational service performance: The roles of different organisational climates. International Journal of Hospitality Management, 55, 118-128.
Manning, M., Shacklock, A., Bell, N., & Manning, R. (2012). Organisational climate and organisational climate in tourism and hospitality: A review. The Journal of New Business Ideas & Trends, 10(2), 10-18.
Maroudas, L., Kyriakidou, O., & Vacharis, A. (2008). Employees’ motivation in the luxury hotel industry: The perceived effectiveness of human-resource practice. Managing Leisure, 13(3-4), 258–271.
Mathew, M. T., & Kannan, R. (2019). Effect of human resource management practices on job performance of employees in luxury hotels in Cochin. Global Journal for Research Analysis, 8(3), 16-19.
Matthyssens, P., Vandenbempt, K. (2010). Service addition as business market strategy: identification of transition trajectories. Journal of Service Management, 21(5), 693-714.
Maurer, T. J., & Palmer, J. K. (1999). Management development intentions following feedback: Role of perceived outcomes, social pressures, and control. Journal of Management Development, 18(9), 733–751.
Maxwell, G., Watson, S., & Quail, S. (2004). Quality service in the international hotel sector a catalyst for strategic human resource development? Journal of European Industrial Training, 28(2–4), 159–182.
Nasurdin, A. M., Ahmad, N. H., & Tan, C. L. (2015). Cultivating service-oriented citizenship behavior among hotel employees: the instrumental roles of training and compensation. Service Business, 9(2), 343-360.
Nor, C. S. M., Mohamed, R. K. H., Mohamed, B., & Hassan, N. A. C. (2020). Human Resources Management Practices and its Impact on Employee Commitment Mong Staffs of Road Transport Department, Perak, Malaysia. Journal of Environmental Treatment Techniques, 8(1), 28-34.
Ong, C. H., & Koh, R. J. (2018). The influence of human resources management practices on employee performance in the manufacturing sector in Malaysia. International Journal of Human Resource Studies, 8(2), 129-147.
Otoo, F. N. K., & Mishra, M. (2018). Influence of human resource development (HRD) practices on hotel industry’s performance: The role of employee competencies. European Journal of Training and Development, 42(7-8), 435-454.
Paşaoğlu, D. (2015). Analysis of the relationship between human resources management practices and organisational commitment from a strategic perspective: Findings from the banking industry. Procedia-Social and Behavioral Sciences, 207, 315-324.
Pichler, S. (2012). The social context of performance appraisal and appraisal reactions: A meta-analysis. Human Resource Management, 51(5), 709-732.
Saban, D., Basalamah, S., Gani, A., & Rahman, Z. (2020). Impact of Islamic work ethics, competencies, compensation, work culture on job satisfaction and employee performance: The case of four-star hotels. European Journal of Business and Management Research, 5(1), 1-7.
Sabiu, M. S., Ringim, K. J., Mei, T. S., & Joarder, M. H. R. (2019). Relationship between human resource management practices, ethical climates and organisational performance, the missing link. PSU Research Review, 3(1), 50-69.
Sadeghi, M., Zandieh, D., Mohammadi, M., Yaghoubibijarboneh, B., & Vosta, S. M. (2017). Investigating the impact of organisational climate on intention to revisit a hotel: The mediating role of perceived quality and relationship quality. International Journal of Management Science and Engineering Management, 12(1), 12-20.
Sarstedt, M., Ringle, C. M., Henseler, J., & Hair, J. F. (2014). On the emancipation of PLS-SEM: A commentary on rigdon (2012). Long Range Planning, 47(3), 154–160.
Saththsasivam, Y., & Sharif, M. Y. (2016). Developing a research framework: Lessons from Malaysia’s hotel industry. In Proceedings of the 3rd International Seminar and Conference on Learning Organisation (pp. 169-176). Atlantic Press.
Schneider, B., White, S. S., & Paul, M. C. (1998). Linking organisational climate and customer perceptions of service quality: Tests of a causal model. Journal of Applied Psychology, 83(2), 150-163.
Selvarajan, T. T., Singh, B., & Solansky, S. (2018). Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees. Journal of Business Research, 85, 142-154.
Sharma, B., & Gursoy, D. (2018). HRM practices in hospitality and tourism industry: a review of the literature. In 8th Advances in Hospitality and Tourism Marketing and Management Conference (p. 28).
Shaukat, H., Ashraf, N., & Ghafoor, S. (2015). Impact of human resource management practices on employees' performance. Middle-East Journal of Scientific Research, 23(2), 329-338.
Slatten, 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. doi: 10.1108/09604521111100261.
Sobaih, A. E. (2018). Human resource management in hospitality firms in Egypt: Does size matter? Tourism and Hospitality Research, 18(1), 38-48.
Sobaih, A. E. E., Ibrahim, Y., & Gabry, G. (2019). Unlocking the black box: Psychological contract fulfilment as a mediator between HRM practices and job performance. Tourism Management Perspectives, 30, 171-181.
Somu, H., Halid, H., Nasurdin, A. M., Lim, Y. Y., & Tan, C. L. (2020). Human Resource Management Practices (Training and Development, Performance Appraisal, and Reward System) as Latent Predictors of Job Performance: A Technology-Based Model Development. In First ASEAN Business, Environment, and Technology Symposium, 42-47. Atlantis Press.
Storey, J. M. (2018). Assessing hospitality industry employee perceptions of performance appraisals (Doctoral dissertation, Iowa State University).
Subramony, M., & Pugh, S. D. (2015). Service management research: review integration, and future directions. Journal of Management, 41(1), 349-373.
Teng, C. (2008). The effects of personality traits and attitudes on student uptake in hospitality employment. International Journal of Hospitality Management, 27(1), 76-86.
Wan, Y. K. P., & Chan, S. H. J. (2013). Casino employees’ perceptions of their quality of work life. International Journal of Hospitality Management, 34(1), 348-358.
Wang, Z., & Xu, H. (2017). How and when service-oriented high-performance work systems foster employee service performance: a test of mediating and moderating processes. Employee Relations, 39(4), 523-540.
Wikhamn, W. (2019). Innovation, sustainable HRM and customer satisfaction. International Journal of Hospitality Management, 76, 102-110.
Williams, R. S. (2002). Managing employee performance: Design and implementation in organisations. London, UK: Thompson Learning.
Wong, I. A., Ma, E., Chan, S. H. G., Huang, G. I., & Zhao, T. (2019). When do satisfied employees become more committed? A multilevel investigation of the role of internal organisational climate. International Journal of Hospitality Management, 82, 125-135.
Yang, J., & Chen, C. (2005). Systemic design for improving team learning climate and capability: A case study. Total Quality Management and Business Excellence, 16(6), 727-740.
Ahmed, U., Kura, K. M., Umrani, W. A., & Pahi, M. H. (2020). Modelling the link between developmental human resource practices and work engagement: The moderation role of organisational climate. Global Business Review, 21(1), 31-53.
Alibegovic, S., Hawkins, A., & Parmar, M. (2009). Empowerment, Contextual Performance & Job Satisfaction-A Case Study of the Scandic Hotels in Jönköping. Retrieved from https://www.diva-ortal.org/smash/get/diva2:289009/FULLTEXT01.pdf
Amos, K. J., & Natamba, B. (2015). The Impact of Training and Development on Job Performance in Ugandan Banking Sector. Journal on Innovation and Sustainability, 6(2), 65-71.
Apak, S., Gümüş, S., Öner, G., & Gümüş, H. G. (2016). Performance appraisal and a field study. Procedia-Social and Behavioral Sciences, 229, 104-114.
Ashton, A. S. (2017). How human resources management best practice influence employee satisfaction and job retention in the Thai hotel industry. Journal of Human Resources in Hospitality & Tourism, 17(2), 175-199.
Bal, P. M., & De Lange, A. H. (2015). From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study. Journal of Occupational and Organisational Psychology, 88(1), 126-154.
Berberoglu, A. (2018). Impact of organisational climate on organisational commitment and perceived organisational performance: empirical evidence from public hospitals. BMC Health Services Research, 18(1), 1-9.
Bhargkavi, P. (2017). The Effects of Job Crafting on Work Engagement and Job Performance among National Secondary School Teachers in Kedah, Malaysia (Doctoral dissertation, UTAR).
Bhatti, M. A., Alshagawi, M., Zakariya, A., & Juhari, A. S. (2019). Do multicultural faculty members perform well in higher educational institutions? European Journal of Training and Development, 43(1-2), 166-187.
Bleijenbergh, I., van Mierlo, J., & Bondarouk, T. (2020). Closing the gap between scholarly knowledge and practice: Guidelines for HRM action research. Human Resource Management Review, 31(2), 1053-4822.
Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109.
Borman, W. C., Ackerman, L. D., & Kubisiak, U. C. (1994). Development of a performance rating program in support of department of labor test validation research (contract nos. 93-2 and 93-3) Sacramento, CA: Cooperative Personnel Services.
Carlisle, J., Bhanugopan, R., & D'Netto, B. (2019). Enhancing task performance through effective training: The mediating role of work environment and moderating effect of non-mandatory training. Journal of Business Research, 104, 340-349.
Chang, K. C. (2016). Effect of servicescape on customer behavioral intentions: Moderating roles of organisational climate and employee engagement. International Journal of Hospitality Management, 53, 116-128.
Chin, W. W. (2010). How to write up and report PLS analyses. In V. V. Esposito, W. W. Chin, J. Henseler, & H. Wang (Eds.), Handbook of Partial Least Squares: Concepts, methods and applications (Springer Handbooks of Computational Statistics Series, vol. II (pp. 665-690).
Chuang, C. H., & Liao, H. (2010). Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63(1), 153–196.
Dilsiz, Y. F. (2006). Performance appraisal methods in the human resources management: A study of furniture sector in the city of Ankara. Unpublished Master's Thesis /Ankara: Gazi University Institute of Social Science.
Du Plessis, A., Douangphichit, N., & Dodd, P. (2015). HRM in relation to employee motivation and job performance in the hospitality industry. Journal of International Business Research and Marketing, 1(4), 1-13.
Ehrhart, M. G., Aarons, G. A., & Farahnak, L. R. (2014). Assessing the organisational context for EBP implementation: the development and validity testing of the Implementation Climate Scale (ICS). Implementation Science, 9(1), 1-11.
Enz, C. A., & Siguaw, J. A. (2000). Best practices in human resources. Cornell Hotel and Restaurant Administration Quarterly, 41(1), 48-61.
Farouk, S., Abu Elanain, H. M., Obeidat, S. M., & Al-Nahyan, M. (2016). HRM practices and organisational performance in the UAE banking sector: The mediating role of organisational innovation. International Journal of Productivity and Performance Management, 65(6), 773-791.
Flores, L. G., Zheng, W., Rau, D., & Thomas, C. H. (2012). Organisational Learning: Subprocess Identification, Construct Validation, and an Empirical Test of Cultural Antecedents. Journal of Management, 38(2), 640-667.
Githinji, A. (2014). Effects of training on employee performance: a case study of United Nations Support Office for the African Union Mission in Somalia (Doctoral dissertation, United States International University-Africa).
Gowrishankkar, V. (2017). A study on human resource management practices in ve star hotels in Coimbatore. International Journal of Commerce and Management Research, 3(12), 78-82.
Gutierrez-Gutierrez, L. J., Barrales-Molina, V., & Kaynak, H. (2018). The role of human resource-related quality management practices in new product development: A dynamic capability perspective. International Journal of Operations & Production Management, 38(1), 43-66.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2014). A primer on partial least squares structural equation modeling. Thousand Oaks, CA: Sage.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM) (2nd ed.). Thousand Oaks, CA: Sage.
Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-151.
Hassan, S. (2016). Impact of HRM practices on employee’s performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), 15-22.
Horng, J. S., & Lin, L. (2013). Training needs assessment in a hotel using 360-degree feedback to develop competency-based training programs. Journal of Hospitality and Tourism Management, 20, 61-67.
Huang, L. C., Ahlstrom, D., Lee, A. Y. P., Chen, S. Y., & Hsieh, M. J. (2016). High performance work systems, employee well-being, and job involvement: An empirical study. Personnel Review, 45(2), 296-314.
Islami, X., Mulolli, E., & Mustafa, N. (2018). Using Management by Objectives as a performance appraisal tool for employee satisfaction. Future Business Journal, 4(1), 94-108.
Jawahar, I. M. (2007). The influence of perceptions of fairness on performance appraisal reactions. Journal of Labor Research, 28(4), 735-754.
Jiang, K., Chuang, C. H., & Chiao, Y. C. (2015). Developing collective customer knowledge and organisational climate: The interaction between service-oriented high-performance work systems and service leadership. Journal of Applied Psychology, 100(4), 1089-1104.
Johari, J., & Yahya, K. K. (2018). Organisational structure, work involvement and job performance of public servants. International Journal of Public Administration, 42(8), 1-10.
Johnson, K. R., Huang, T., & Doyle, A. (2019). Mapping talent development in tourism and hospitality: a literature review. European Journal of Training and Development, 43(9), 821-841.
Kalhor, R., Khosravizadeh, O., Moosavi, S., Heidari, M., & Habibi, H. (2018). Role of organisational climate in job involvement: A way to develop the organisational commitment of nursing staff. Journal of Evidence-Based Integrative Medicine, 23, 1-5.
Kang, H. J. A., & Busser, J. A. (2018). Impact of organisational climate and psychological capital on employee engagement: The role of organisational hierarchy. International Journal of Hospitality Management, 75, 1-9.
Katua, T., Mukulu, E., & Gachunga, H. (2014). Effect of employee resourcing strategies on the performance of commercial banks in Kenya. International Journal of Educational Research, 2(1), 1–20.
Kaynak, R., & Bulbul, M. (2008). Appraisal differences in the 360 degrees feedback system. Suleyman Demirel University Faculty of Economic and Administrative Sciences Periodical, 13(1), 269-292.
Kock, N. (2017). Which is the best way to measure job performance: Self-perceptions or official supervisor evaluations? International Journal of e-Collaboration, 13(2), 1-9.
Kumar, R., Sarkar, S., & Dhiman, A. (2019). Determinants of managerial compensation: An empirical exploration. IIMB Management Review, 31(2), 105-115.
Lin, Y. T., & Liu, N. C. (2016). High performance work systems and organisational service performance: The roles of different organisational climates. International Journal of Hospitality Management, 55, 118-128.
Manning, M., Shacklock, A., Bell, N., & Manning, R. (2012). Organisational climate and organisational climate in tourism and hospitality: A review. The Journal of New Business Ideas & Trends, 10(2), 10-18.
Maroudas, L., Kyriakidou, O., & Vacharis, A. (2008). Employees’ motivation in the luxury hotel industry: The perceived effectiveness of human-resource practice. Managing Leisure, 13(3-4), 258–271.
Mathew, M. T., & Kannan, R. (2019). Effect of human resource management practices on job performance of employees in luxury hotels in Cochin. Global Journal for Research Analysis, 8(3), 16-19.
Matthyssens, P., Vandenbempt, K. (2010). Service addition as business market strategy: identification of transition trajectories. Journal of Service Management, 21(5), 693-714.
Maurer, T. J., & Palmer, J. K. (1999). Management development intentions following feedback: Role of perceived outcomes, social pressures, and control. Journal of Management Development, 18(9), 733–751.
Maxwell, G., Watson, S., & Quail, S. (2004). Quality service in the international hotel sector a catalyst for strategic human resource development? Journal of European Industrial Training, 28(2–4), 159–182.
Nasurdin, A. M., Ahmad, N. H., & Tan, C. L. (2015). Cultivating service-oriented citizenship behavior among hotel employees: the instrumental roles of training and compensation. Service Business, 9(2), 343-360.
Nor, C. S. M., Mohamed, R. K. H., Mohamed, B., & Hassan, N. A. C. (2020). Human Resources Management Practices and its Impact on Employee Commitment Mong Staffs of Road Transport Department, Perak, Malaysia. Journal of Environmental Treatment Techniques, 8(1), 28-34.
Ong, C. H., & Koh, R. J. (2018). The influence of human resources management practices on employee performance in the manufacturing sector in Malaysia. International Journal of Human Resource Studies, 8(2), 129-147.
Otoo, F. N. K., & Mishra, M. (2018). Influence of human resource development (HRD) practices on hotel industry’s performance: The role of employee competencies. European Journal of Training and Development, 42(7-8), 435-454.
Paşaoğlu, D. (2015). Analysis of the relationship between human resources management practices and organisational commitment from a strategic perspective: Findings from the banking industry. Procedia-Social and Behavioral Sciences, 207, 315-324.
Pichler, S. (2012). The social context of performance appraisal and appraisal reactions: A meta-analysis. Human Resource Management, 51(5), 709-732.
Saban, D., Basalamah, S., Gani, A., & Rahman, Z. (2020). Impact of Islamic work ethics, competencies, compensation, work culture on job satisfaction and employee performance: The case of four-star hotels. European Journal of Business and Management Research, 5(1), 1-7.
Sabiu, M. S., Ringim, K. J., Mei, T. S., & Joarder, M. H. R. (2019). Relationship between human resource management practices, ethical climates and organisational performance, the missing link. PSU Research Review, 3(1), 50-69.
Sadeghi, M., Zandieh, D., Mohammadi, M., Yaghoubibijarboneh, B., & Vosta, S. M. (2017). Investigating the impact of organisational climate on intention to revisit a hotel: The mediating role of perceived quality and relationship quality. International Journal of Management Science and Engineering Management, 12(1), 12-20.
Sarstedt, M., Ringle, C. M., Henseler, J., & Hair, J. F. (2014). On the emancipation of PLS-SEM: A commentary on rigdon (2012). Long Range Planning, 47(3), 154–160.
Saththsasivam, Y., & Sharif, M. Y. (2016). Developing a research framework: Lessons from Malaysia’s hotel industry. In Proceedings of the 3rd International Seminar and Conference on Learning Organisation (pp. 169-176). Atlantic Press.
Schneider, B., White, S. S., & Paul, M. C. (1998). Linking organisational climate and customer perceptions of service quality: Tests of a causal model. Journal of Applied Psychology, 83(2), 150-163.
Selvarajan, T. T., Singh, B., & Solansky, S. (2018). Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees. Journal of Business Research, 85, 142-154.
Sharma, B., & Gursoy, D. (2018). HRM practices in hospitality and tourism industry: a review of the literature. In 8th Advances in Hospitality and Tourism Marketing and Management Conference (p. 28).
Shaukat, H., Ashraf, N., & Ghafoor, S. (2015). Impact of human resource management practices on employees' performance. Middle-East Journal of Scientific Research, 23(2), 329-338.
Slatten, 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. doi: 10.1108/09604521111100261.
Sobaih, A. E. (2018). Human resource management in hospitality firms in Egypt: Does size matter? Tourism and Hospitality Research, 18(1), 38-48.
Sobaih, A. E. E., Ibrahim, Y., & Gabry, G. (2019). Unlocking the black box: Psychological contract fulfilment as a mediator between HRM practices and job performance. Tourism Management Perspectives, 30, 171-181.
Somu, H., Halid, H., Nasurdin, A. M., Lim, Y. Y., & Tan, C. L. (2020). Human Resource Management Practices (Training and Development, Performance Appraisal, and Reward System) as Latent Predictors of Job Performance: A Technology-Based Model Development. In First ASEAN Business, Environment, and Technology Symposium, 42-47. Atlantis Press.
Storey, J. M. (2018). Assessing hospitality industry employee perceptions of performance appraisals (Doctoral dissertation, Iowa State University).
Subramony, M., & Pugh, S. D. (2015). Service management research: review integration, and future directions. Journal of Management, 41(1), 349-373.
Teng, C. (2008). The effects of personality traits and attitudes on student uptake in hospitality employment. International Journal of Hospitality Management, 27(1), 76-86.
Wan, Y. K. P., & Chan, S. H. J. (2013). Casino employees’ perceptions of their quality of work life. International Journal of Hospitality Management, 34(1), 348-358.
Wang, Z., & Xu, H. (2017). How and when service-oriented high-performance work systems foster employee service performance: a test of mediating and moderating processes. Employee Relations, 39(4), 523-540.
Wikhamn, W. (2019). Innovation, sustainable HRM and customer satisfaction. International Journal of Hospitality Management, 76, 102-110.
Williams, R. S. (2002). Managing employee performance: Design and implementation in organisations. London, UK: Thompson Learning.
Wong, I. A., Ma, E., Chan, S. H. G., Huang, G. I., & Zhao, T. (2019). When do satisfied employees become more committed? A multilevel investigation of the role of internal organisational climate. International Journal of Hospitality Management, 82, 125-135.
Yang, J., & Chen, C. (2005). Systemic design for improving team learning climate and capability: A case study. Total Quality Management and Business Excellence, 16(6), 727-740.
Published
2023-12-31
How to Cite
Chin, Y. S., Mohamad, A. A., & Lo, M. C. (2023). Sustainable Human Resource Management Practices in Achieving Employees’ Sustainable Performance: Evidence in the Hospitality Sector. ENLIGHTENING TOURISM. A PATHMAKING JOURNAL, 13(2), 106-137. https://doi.org/10.33776/et.v13i2.7691
Section
RESEARCH PAPERS
Authors who publish in this journal agree to the following terms:
*Authors retain the copyright of their work and grant the journal right of its first publication under a Creative Commons License, in the following terms: https://creativecommons.org/licenses/by-nc-sa/4.0/
This allows others to share the work with an acknowledgement of its authorship and initial publication in this journal.
*Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the version of the work published in this journal (e.g., post it in an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
*Once published in this journal, authors are permitted and encouraged to post their work online (e.g., in academic/scientific repositories or in their websites), as this can lead to a greater number of citations.
