The Impact of Human Resources Management Practices on Employees' Productivity in the Hotel Industry
Creators: name: Zaki, Karam
Publisher: name: figshare
Year: 2018
Subjects: subject: 150402 Hospitality Management
subject: FOS: Economics and business
subject: FOS: Economics and business
subject: 150305 Human Resources Management

description: Human Resources Management Practices (HRMPs) have been recognized as a key function in enhancing organisational productivity and sustaining competitive advantage for organisations. It has been noticed that most of studies that based on the financial measures of productivity in hotels hide an important part of the measurement that tells the hoteliers about factors to concentrate on in case of poor productivity. There is a lack of studies to measure Employee Productivity (EP) in hotels based on the non-financial measures of EP, because of the unique characteristics of hotel services and the high importance of involving customer outputs (e.g. service quality) when evaluating EP.This research considers the outputs comes from both customers and employees (e.g. quality of service, service attitude) in the EP model to see its relationship with HRMPs in the Egyptian hotels in general and the five-star hotels based in Cairo in particular as a multiple case study. Therefore, this study depends on non-financial measures to develop a model of EP and HRMPs since financial measures have been widely used for benchmarking.This study aims to propose first a working definition of EP in hotels and then to develop a conceptual model using the Delphi technique to help hotel managers to better measure and manage EP in the light of HRMPs.A pragmatic approach has been adopted using multiple case study strategy through combining qualitative and quantitative methods for data collection to achieve study objectives. Two distinctive stages were performed in this study: first, the qualitative stage (Phase one and two); second, the quantitative stage (Phase three). A flexible mixed methodology was undertaken consisting of three phases. Phase one in which 25 non-standardized interviews ( one to one and one to many) were undertaken with front office managers or their equivalent positions. Phase two in which eight Delphi experts were interviewed to get their feedback on the initial model. Phase three in which a questionnaire was surveyed among the customer- contact departments seniors in the investigated hotel case study to generalize the final model. Phase three is truly quantitative in which the research hypotheses were formulated to address the dimensional structure of EP and HRMPs and to identify the causal relationship between HRMPs and EP using the Structural Equation Modelling (SEM).Study findings highlighted the importance of the composite view of the HRMPs scale as a multi-dimensional construct since there was a dearth of compositeAbstract.xHRMPs scale. Followed by testing the dimensional structure of EP and HRMPs, identifying and clarifying the relationship between EP and HRMPs using the path diagrams of SEM. SEM results showed that Job design (path coefficient= 0.44), recruitment and selection (path coefficient= 0.15), training and development (path coefficient= 0.35), compensation and rewards (path coefficient= 0.22) and performance appraisal (path coefficient= 0.09) have a direct positive effect on EP.This study evidenced two good models fit of data for a hypothesised five-factor EP model in which supported a conceptual framework that is inclusive of five dimensions of employee service attitude, service quality (Tangibles), work measurement, employee quality and service quality (Valences). EP multi-dimensional model also supported the construct validity of the consolidated EP scale. While HRMPs model in which supported a conceptual framework that is inclusive of five dimensions of job design, recruitment and selection, training and development, performance appraisal and compensation and rewards.A key contribution of this study is offering a workable definition of EP and then a robust model for EP that contributes to enhance knowledge of the causal relationship between HRMPs and EP. In addition, this study contributes in identifying which HRMPs a hotel could adopt to gain EP advantage in the marketplace. Moreover, the proposed conceptual framework contributes in improving our understanding about the causal relationships between HRMPs and EP as a multi-dimensional constructs. Finally, this study developed a valid and reliable scale to measure EP and HRMPs; this scale can be replicated in other studies especially within the hospitality context. Managerial implications, research limitations and research avenues were then captured.