Employees’ Organizational Commitment Challenges - a Hotel Industry Perspective

Carmen ARUSTEU

Abstract


Hotel industry is confronted with some challenges induced by changing customers’ requirements and by a competitive environment. In this context, front-line employees are a very important determinant of organizational performance. Researchers suggested that organizational performance can be achieved through employee organizational commitment (OC) development. This is the reason why this paper aims to explore employees’ level of OC components from hotel chains, considering a variety of independent variables. Furthermore, recommendations for hotel managers who want to improve employees’ OC are offered. A quantitative study was conducted on 152 employees from 12 hotels belonging to four international and national hotel chains. We first verified if the same OC components from scholarly literature can be identified in Romanian context. Then, an analysis on differences registered for these OC components was conducted, considering variables like age, gender, educational level, work experience, hotel chain name, hotel location, etc. Considering results, we identified all the three OC components presented in the literature (affective, normative and continuance commitment) and also found that affective commitment reaches the highest level of manifestation for the hotel chain employees from our study. Statistically significant differences between the level of OC manifestations are registered for normative commitment considering the “hotel chain”, respondents’ “educational level”, and “hotel chain belonging” variables and also for affective and normative commitment considering the “hotel location” variable. Even though we found support for these differences only for some of the independent variable, we could still draw some guidelines for hotel managers.

Full Text:

PDF

References


Ahmad S., and Schroeder R.G. (2003). The impact of human resource management practices on operational performance: recognizing country and industry differences. Journal of Operations Management, 21, 19-43.

Allen N.J., and Meyer Y.P.(1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18.

Armstrong M. (2003). Managementul Resurselor Umane – ghid practic [Human Resources Management –practical guide]. Bucharest: Codecs.

Blašková M., and Blaško R. (2008). Sustainable Development of Rural Tourism through Relations between Customers’ and Employees’ Motivation. Management theory and studies for rural business and infrastructure development, 15(4). (Research paper).

Boxall P., and Macky K. (2007). High-performance work systems and organizational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, 45(3), 261-270.

Conway E., and Monks K. (2008). HR practices and commitment to change: an employee-level analysis. Human Resource Management Journal, 18(1), 72-89.

Connolly, P., and McGing, G. (2007). High performance work practices and competitive advantage in the Irish hospitality sector. International Journal of Contemporary Hospitality Management, 19(3), 201 – 210.

Conway E., and Monks K. (2009). Unraveling the complexities of high commitment: an employee-level analysis. Human Resource Management Journal, 19(2), 140-158.

Cowell, D. (1988). New service development. Journal of Marketing Management, 3(3), 296-312.

Grint, K. (1993). What's Wrong With Performance Appraisals? A Critique and A Suggestion. Human Resource Management Journal, 3(3), 61-77.

Guest, D.E. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3-13.

Dyers L., and Reeves T. (1995). Human Resource Strategies and Firm Performance: What Do We Know and Where Do We Need to Go?,(CAHRS Working Paper #94-29). Ithaca, NY: Cornell University, School of Industrial andLabor Relations, Center for Advanced Human Resource Studies. Retrieved from http://digitalcommons.ilr.cornell.edu/cahrswp/254.

Eisenberg R., Hutington, R., Hutchinson S., and Sowa D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71(3), 500-507.

Fisher R., McPail R., and Menghetti G. (2010). Linking employee attitudes and behaviors with business performance: a comparative analysis of hotels in Mexico and China. International Journal of Hospitality Management, 29, 387-404.

Greenberg J., and Baron R.A. (2000), Behavior in Organizations (7th edition). Upper Saddle River, New Jersey: Prentice-Hall Publishing.

Hair J.F., Black, W.C., Babin, B.J., Anderson, R.E., and Tatham, R.L. (2006). Multivariate data analysis (6th edition). Upper Saddle River, New Jersey: Pearson Prentice Hall.

Haynes P., and Fryer G. (2000). Human resources, service quality and performance: a case study. International Journal of Contemporary Hospitality Management, 12(40), 240-248.

Heskett J.L, Sasser W.E., and Schlesinger, L.A. (1994). Putting the service-profit chain to work. Harvard Business Review, 72, 164–174.

Hoque K. (1999). HRM and Performance in the UK hotel industry. British Journal of Industrial Relations, 37(3), 419-443.

Kanfer R., Chen G., and Pritchard R.D. (2008). Work Motivation: Forging New Perspectives and Directions in the Post-Millennium. In Kanfer R., Chen G. and Pritchard R.D (Eds.), Work Motivation. Past, Present and Future (601-632). New York: Routledge Publishing.

Kazlauskaite, R., Buciuniene I., and Turauskas L. (2006). Building employee commitment in the hospitality industry. Baltic Journal of Management, 1(3), 300-314.

Larson J.A., and Sasser W.E. (2000). Building trust through committed employees. Marketing Management, 9(3), 40–46.

Lashley C. (1998). Matching the management of human resources to service operations. International Journal of Contemporary Hospitality Management, 10(1), 24-33.

Luthans F. (2005). Organizational behavior (10th edition). New York: McGraw-Hill Publishing.

Mathieu J.E., and Zajac D.M. (1990). A Review and Meta-Analysis of the Antecedents, Correlates, and Consequences of Organizational Commitment. Psychological bulletin, 108(2), 171-194.

McConville, T., and Holden, L. (1999). The filling in the sandwich: HRM and middle managers in the health sector. Personnel Review, 28(5/6), 406 – 424.

Meyer J.P., and Allen N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.

Meyer J.P., Allen N.J., and Smith, C. (1993), Commitment to organizations and occupations: an extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538-551.

Meyer J.P., Stanley, D., Herscovitch, L., and Topolnytsky L. (2002). Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences. Journal of Vocational Behavior, 61, 20–52.

Mowday R.T., Steers R.M., and Porter L.W. (1979). The measurement of Organizational Commitment. Journal of Vocational Behavior, 14, 223-247.

O`Reilly Ch., and Chatman J. (1986). Organizational Commitment and Psychological Attachment: The Effects of Compliance, Identification, and Internalization on Prosocial Behavior. Journal of Applied Psychology, 71(3), 492-499.

Peccei R., and Rosenthal P.(1997). The antecedents of employee commitment to customer service: evidence from a UK service context. The International Journal of Human Resource Management, 8(1), 66-86.

Porter L.W., Steers R.M., Mowday R.T., and Boulian P.(1974). Organizational commitment, job satisfaction and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603-609.

Purcell J., and Hutchinson S. (2007). Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence. Human Resource Management Journal, 17(1), 3-20.

Purcell J., and Kinnie N. (2007). HRM and business performance. In Boxall P., Purcell J., Wright P.(Eds.), The Oxford Handbook of Human Resource Management (533-551). United Kingdom, Oxford University Press.

Robinson, J.P., Shaver, P.R., and Wrightsman, L.S. (1991). Criteria for scale selection and evaluation. In Robinson, J.P., Shaver, P.R., and Wrightsman, L.S. (Eds.), Measures of personality and social psychological attitudes. San Diego, CA: Academic Press.

Rogg K.L., Schmidt D.B., Shull C., and Schmitt N. (2001). Human resource practices, organizational climate, and customer satisfaction. Journal of Management, 27, 431-449.

Sharply R., and Forster G. (2002). The implication of hotel employee attitudes for the development of quality tourism: the case of Cyprus. Tourism Management, 24, 687-697.

Susskind A.M., Borchgrevink C.P., Kacmar K.M., and Brymer R.A. (2000). Customer service employees’ behavioral intentions and attitudes: an examination of construct validity and a path model. Hospitality Management, 19, 53-77.

Thomas K.W. (2009). Intrinsic Motivation at Work. What Really Drives Employee Engagement. San Francisco: Berret-Koehler Publishers Inc.

Weiner, B. (1980). A cognitive (attribution)-emotion-actionmodel of motivated behavior: An analysis of judgements of help-giving. Journal of Personality and Social Psychology, 39, 186-200.

Wong A., and Sohal A. (2002). An examination of the relationship between trust, commitment and relationship quality. International Journal of RetailandDistribution Management, 30(1), 34-50.

Wright P.M., and Kehoe R.R. (2008). Human resource practices and organizational commitment: a deeper examination. Asia Pacific Journal of Human Resources, 46(1), 6-20.


Refbacks

  • There are currently no refbacks.


Copyright (c)



© Faculty of Management (SNSPA)

Creative Commons License
This work is licensed under CC BY-NC

The opinions expressed in the papers published are the authors’ own and do not necessarily express the views of the editors of this journal. The authors assume all responsibility for the ideas expressed in the materials published.

ISSN 2392-8042 (online)