Award Date

1-1-2004

Degree Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Hotel Administration

First Committee Member

Robert Woods

Number of Pages

169

Abstract

This dissertation investigated the direct effects of human resource management (HRM) practices on organizational performance in the hotel industry. The main goal of this study was to develop the conceptual model to measure the direct effects of the six domains of HRM practices on the three measures of organizational performance. To accomplish the main goal of this study, three sub-objectives were investigated. The first sub-objective was to develop a valid and reliable HRM measurement model. The second sub-objective was to investigate the direct effects of the HRM constructs on the three measures of organizational performance. The third sub-objective of this study was to investigate the interrelationships among the three measures of organizational performance which were influenced by the HRM practices; This study addressed three measurement challenges that human resource researchers have suggested: data collected for business unit level companies; data collected separately for managerial and non-managerial employee groups; and, testing interrelationships among three organizational performance measures; Since this study was exploratory in nature, the measurement scales for HRM constructs and organizational performance had to be developed based on the pre-existing literature. To test validity and reliability of the measurement scales, confirmatory factor analyses were conducted. The results of CFAs showed that the measurement scales were indeed valid and reliable. Structural equation modeling was employed to examine the direct effects of HRM constructs and organizational performance measures and the interrelationships among the organizational performance measures; The results indicated that the effects of HRM implemented for a managerial employee group on an organization's performance were different than the ones implemented for a non-managerial employee group. The lower turnover rates influenced by HRM practices had positive impact on labor productivity and the higher labor productivity influenced by HRM practices increased revenue per available room. The analyses examining the direct effects of HRM constructs on the three measures of organizational performance showed mixed results; some HRM constructs had positive effects and some HRM constructs had negative effects on organizational performance.

Keywords

Analytic; Based; Examining; Hotel Industry; Human; Human Resources Management; Hotel Industry; Impact; Management; Model; Organizational Performance; Performance; Resources

Controlled Subject

Management

File Format

pdf

File Size

3921.92 KB

Degree Grantor

University of Nevada, Las Vegas

Language

English

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Rights

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