Abstract
Purpose
Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.
Design/methodology/approach
Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.
Findings
The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.
Research limitations/implications
The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.
Practical implications
The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.
Originality/value
By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.
Keywords
Citation
Otoo, F.N.K. and Rather, N.A. (2024), "Human resource development practices and employee engagement: the mediating role of organizational commitment", Rajagiri Management Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/RAMJ-09-2023-0267
Publisher
:Emerald Publishing Limited
Copyright © 2024, Frank Nana Kweku Otoo and Nissar Ahmed Rather
License
Published in Rajagiri Management Journal. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
Introduction
The contribution of the tourism industry to national and economic growth is widely acknowledged (Ahmad et al., 2020; Jones and Comfort, 2019; Rabiul and Yean, 2021). The hospitality industry is an essential component of the tourism industry and is becoming more widely acknowledged as a global industry (Lee et al., 2020; Murphy et al., 2018; Xu et al., 2020). The hospitality industry encompasses a variety of pursuits and functions, such as catering, accommodation and other facilitates besides hotels (Madera et al., 2017; Marco-Lajara and Úbeda-García, 2013; Yang et al., 2018). The hotel industry represents a key segment of the hospitality industry (Garcıa-Lillo et al., 2018; Tracey, 2014; de Souza Meira et al., 2022).
The hotel industry is extremely competitive as a result of customer expectations and their substantial influence on the economies of the world (Calero and Turner, 2020; Law et al., 2021; Rabiul et al., 2021). The hospitality and tourism industry in Ghana has grown to be one of the most major economic pillars and makes a significant contribution to the country's gross domestic product (GDP) (Aduhene and Osei-Assibey, 2021; Otoo, 2019a, b). The industry contributed GHC11,542.0mn (USD2,967.1mn) in total to the country's GDP and supported over 693,000 employment in 2016 (WTTC, 2017). The hotel industry is a people industry where employees are considered one of the most strategic sources and focus since, they have the potential to either create a sparkling picture of swift, friendly service or mar the reality of the ideal vacation (Bradley et al., 2017; Otoo and Mishra, 2018; Solnet et al., 2019).
Committed and dedicated employees propel organizational success (Jung and Yoon, 2016; Noesgaard and Jørgensen, 2023; Truss et al., 2013). To ensure organizational success and competitiveness, organizations need highly motivated, engaged and committed employees (Gupta et al., 2017; Naiemaha et al., 2019; Sun and Yoon, 2022). A major challenge facing the hotel industry is the effective utilization of human resources (Ann and Blum, 2020; Chathoth et al., 2020; Francis and Baum, 2018). The hotel industry is engulfed with attrition, retention, talent shortage and skill development as initiatives are made to establish high-performance work cultures and improve workplace attractiveness (Domínguez-Falcón et al., 2016; Park and Min, 2020; Poulston, 2009).
The hotel industry must evolve into learning organizations that continuously adapt to changes with the help of qualified human resources. Moreover, hospitality professionals seek demanding work settings and possibilities for ongoing learning in order to maintain cutting-edge skills and expertise (Jia et al., 2019; Nieves and Quintana, 2018; Swanson et al., 2020). Hence, the hotel industry must strive to provide employees better and more flexible working conditions, career opportunities, opportunities to learn as well as opportunities for growth and development (Chand and Ambardar, 2020; Kandampully et al., 2018; Prayag and Hosany, 2015). Employee skill enhancement is a typical practice in equipping employee with the requisite competencies (Hewagama et al., 2019; Ishaq, 2019; Uraon, 2018).
Human resource development (HRD) practices improve the knowledge and abilities of employees through a variety of organized human resource activities (Gilley et al., 2011; Richman et al., 2015; Thuy and Trinh, 2020). In spite of the proactiveness towards HRD efforts by organizations, Ghanaian hospitality professionals have consistently low levels of commitment and engagement which causes firms to experience significant staff turnover (Eunice et al., 2019; Holston-Okae and Mushi, 2018). Furthermore, low levels of employee engagement (Hameduddin and Lee, 2021; Presbitero, 2017; Tsaur et al., 2019); organizational commitment (Abdirahman, 2015; Kim et al., 2020; Nazir and Islam, 2017) and employee turnover intention (Karatepe et al., 2021; Salas-Vallina and Alegre, 2018; Wang and Wang, 2020) have detrimental effects on organizational and employee performance.
Numerous antecedents of employee turnover intentions (Bentley et al., 2019; Memon et al., 2021; Rawashdeh and Tamimi, 2019); employee engagement (Boccoli et al., 2023; Chen and Peng, 2021; Shuck et al., 2017a, b) and organizational commitment (Jawaad et al., 2019; Jørgensen and Becker, 2015; Yeh, 2019) have been addressed in literature, nonetheless, HRD practices is a factor that significantly affects how employees behave (Kura et al., 2019; Soliman and Wahba, 2019; Otoo, 2022a, b).
Researchers have investigated the mediation mechanisms of a number of variables (Becker and Huselid, 1998; Gerhart, 2007; Wood and Wall, 2007). These studies have uncovered several mediating factors in the interactions between human resource (HR) practices and performance connections (Boxall and Purcell, 2008; Coff, 2002; Otoo, 2019a, b). The advancement of the knowledge of mediation mechanisms in strategic HRD has also made use of a wide variety of divergent theoretical stances. Inextricably linked, academics have also discovered that HR practices have an impact on organizational outcomes via intermediaries who reside at different research echelons (Batt and Colvin, 2011; MacDuffie, 1995; Yang and Lin, 2009).
These studies shed light on the peculiarities of mediation mechanisms in the HR–organizational outcome relationship (Batt, 2002; Collins and Smith, 2006; Huselid and Becker, 2011). Axioms supporting the presence of organizational commitment have undergone extensive research (Bakker and Schaufeli, 2008; Allen and Meyer, 1996; Meyer and Parfyonova, 2010). Organizational commitment significantly influences employee behavior and attitudes (Garcia and Fernandez, 2015; Nasurdin et al., 2018; Yao et al., 2019). The participation of employees in HRD practices is associated with higher levels of organizational commitment (Fihla and Chinyamurindi, 2018; Tan et al., 2019; Uma et al., 2017).
Although it may seem evident that HRD practices and organizational commitment are related, little research has empirically examined this relationship (Czarnowsky, 2008; Kim and Beehr, 2018; Shuck et al., 2011). However, the empirical relationship between HRD practices, employee engagement and organizational commitment is disproportionately underrepresented in literature. Therefore, it is crucial to comprehend how HRD practices influence employee engagement and organizational commitment (Gupta, 2017; Kura et al., 2019; Shuck and Wollard, 2010). The study aims to examine the association between HRD practices and employee engagement with organizational commitment as a mediating variable .
To set the groundwork for the study, the theoretical underpinnings of HRD, employee engagement and organizational commitment are described. The model that links HRD to organizational commitment and employee engagement is then used to frame the hypotheses. Structural equation modeling was applied in evaluating the efficacy of the proposed model and hypotheses and the outcomes were then contrasted with those of prior studies that came to similar conclusions. The study's limitations, implications and suggestions for future investigation are provided.
Literature review
Theory and hypothesis development
The social exchange theory lends credence to the relationship between HRD practices, employee engagement and organizational commitment (Blau, 1964; Chung and Jeon, 2020; Subardjo and Harjanti, 2019). The social exchange theory asserts that responsibilities are created as a result of interactions between people in mutually reliant situations (Almaaitah et al., 2017; Cropanzano et al., 2017; Saks, 2006). The social exchange postulates that people interact with one another depends on how they evaluate their options and how they perceive their benefits and costs (Chernyak-Hai and Rabenu, 2018; Gharib et al., 2017; Jawaad et al., 2019).
Human resource development practices
The conceptualization of HRD relies on the study's focus since it is a multidimensional construct whose properties cannot be described in a single construct (Garavan et al., 1995; Gilley and Maycunich, 2000; Sung and Choi, 2014). HRD is a collection of connected activities intended to boost people’s abilities, knowledge and skills (Ericson, 2006; Otoo, 2019a, b; Swanson, 2001). HRD practices enhance employee skills, competence and commitment (Purang, 2008; Rodriguez and Walters, 2017; Sung and Choi, 2011). Several authors supported the aforementioned viewpoint when they contend that the efficiency of an organization's human capital, which is essential to its survival and effectiveness, is determined by the abilities and competencies of its employees (Chand and Ambardar, 2020; Nilsson and Ellstrom, 2012; Uraon, 2018).
HRD practices aim to retain highly committed, engaged and productive human resources (Alfes et al., 2020; Koç et al., 2014; Otoo et al., 2019). Similarly, academics postulate that HRD practices are strategic tools for the development of competent employees and gain competitive advantage (Cho and McLean, 2009; Mowbray et al., 2020; Scheel et al., 2014).
Employee engagement
Employee engagement is a crucial element for success as espoused by numerous studies (Baumruk, 2004; Gruman and Saks, 2011; Kahn, 1992). These studies explored the scope of employee engagement in different contexts; hence, no unified definition (Macey and Schneider, 2008; Shuck et al., 2017b; Levitats and Vigoda-Gadot, 2020). Saks (2019) opined that employee engagement is the degree to which employees are immersed and conscientious in their jobs. Kahn (1990) concurred with this view when he accentuated that employee engagement is the process of integrating employees into certain job roles. Shuck et al. (2017a) posited that employee engagement is an employee’s positiveness about their organization as well as their proactiveness in pursuing organizational goals.
Kahn (1990) asserts that employees express and employ physical, cognitive and emotional engagement in role performance. He further suggested that multiple levels of influence—individual, interpersonal, group, intergroup and organizational are responsible for maintaining one's level of physical, cognitive and emotional engagement. Physical engagement refers to the physical efforts made by people to fulfill their jobs (Baumruk, 2004; Fleming and Asplund, 2007). Cognitive engagement addresses employees' perceptions of the organization, its executives and their working conditions (Shaw, 2005; Shuck and Reio, 2011). Emotional engagement refers to employee opinions toward the organization and its executives as well as their feelings about the physical and cognitive components of engagements (Halbesleben and Wheeler, 2008; Richman, 2006).
Robinson (2006) stressed that an environment where positive emotions attributes in the form of pride and involvement are advocated enhances employee engagement, thereby improving organizational performance. There is a wealth of empirical data that support the effects of employee engagement. Employee engagement improves organizational citizenship behavior (Dalal et al., 2012; Gupta, 2017; Mackey et al., 2021), organizational commitment (Gašic and Berber, 2023; Joolideh and Yeshodhara, 2009; Wollard and Shuck, 2011) and job performance (Gupta et al., 2017; Salas-Vallina et al., 2021; Soliman and Wahba, 2019).
Furthermore, studies show that employee engagement reduces employee turnover (Gupta and Sayeed, 2016; Sandhya and Sulphey, 2020; Zhong et al., 2016). Also, employee engagement enhances organizational growth and financial returns (Bakker and Oerlemans, 2019; Macey and Schneider, 2008; Rana et al., 2014). Researchers have examined the nexus between HRD practices and employee engagement with the aim of developing a theoretical framework for future empirical studies (Wollard and Shuck, 2011; Vecina et al., 2013; Welch, 2011). Employee engagement has ramifications for HRD practices, such as strategic change process, career development and training, organizational learning and organization development (Kura et al., 2019; Saengchai et al., 2020; Wollard and Shuck, 2011).
Physical, emotional and cognitive attributes of employee engagement were examined in this study.
Organizational commitment
Organizational behavior and business management academics have recently given organizational commitment a lot of attention (Bhatnagar, 2012; Gupta, 2017; Guchait and Cho, 2010). The fundamental goal of many of this research has been to discover ways to boost workers' perceptions of their work in order to increase their commitment to their employers (Bakker and Schaufeli, 2008; Labrague et al., 2018; Yeh, 2013). Organizational commitment is a person's level of identification and connection with an organization, which is strengthened by strong acceptance of and adherence to the organization's objectives and ideals (Agarwal and Sajid, 2017; Ferreira et al., 2017; Grego-planer, 2019).
Alamri and Al-Duhaim (2017) postulate that organizational commitment is an action that ties a person's identity to a company and makes sure that their goals and the company's goals are congruent. Three sets of antecedent elements are linked to organizational commitment: job and role traits, individual attributes and structural determinants (Schaufeli and Salanova, 2007; Suifan, 2015; Tsai et al., 2010). Meyer et al. (1993) theorized that employees demonstrate three distinct levels of commitment at various levels of an organization. They defined organizational commitment as a multidimensional paradigm consisting of three commitment types: affective, continuance and normative commitments.
Affective commitment represents a personal connection to and judgment about the hiring organization (Robinson et al., 2004; Wong and Wong, 2017), continuous commitment reflects the cost-benefit analysis of a decision to stay or leave the employing firm (Chew and Chan, 2008; Meyer and Parfyonova, 2010) and normative commitment represents a duty to stick with their employer (Meyer et al., 2012; Norm et al., 2017). Highly committed employees not only remain with their company longer but also behave better at work, perform more professionally and get more immersed in their work (Albrecht and Andreetta, 2011; Bailey et al., 2017; Grobelna, 2019). Affective, continuous and normative attributes of organizational commitment were examined in this study.
Human resource development practices and organizational commitment
The synergy between HRD practices and organizational commitment has been evaluated through the advancement of diverse concepts and theories (Rafik et al., 2019; Uma et al., 2017; Otoo, 2022a, b). HRD practices enhances employees' competencies, commitment and dedication (Jain and Premkumar, 2011; Mira et al., 2019; Yap et al., 2010). Sung and Choi (2011) agreed with the above supposition when they argued that greater organizational commitment is positively associated with HRD practices. Several authors postulate that HRD practices stimulate employee performance and commitment, thereby predicting employee commitment toward their organizational (Cai et al., 2019a, b; Cherif, 2020; Kareem and Hussein, 2019).
Studies suggest empirically that HRD strategies and practices comprising career growth and development (Saengchai et al., 2020), diversity training (Kuruppu et al., 2021), training and development (Rodriguez and Walters, 2017) and professional education (Niati et al., 2021) are crucial in promoting organizational commitment.
Human resource development practices and affective commitment
Wong and Wong (2017) posited that affective commitment denotes individuals' recognition and attachment to an organization. Affective commitment contributes to the emotional attachments that employees have for personal interaction with co-workers, organization’s culture and job characteristics (Cheung and Wu, 2012; Meyer et al., 2002). Numerous academics accentuate that employees' affective commitment is favorably connected with HRD interventions, including career growth and development, training and development opportunities, challenging assignments, compensation and recognition (Chew and Chan, 2008; Maheshwari and Vohra, 2015; Yao and Wang, 2006).
This parallels the finding of Sung and Choi (2014), who contend that investments and support for HRD practices have a positive effect on employee loyalty, dedication and commitment. The following hypothesis is advanced.
HRD practices are significantly associated with affective commitment.
Human resource development practices and continuance commitment
Continuance commitment is the consciousness of the costs associated with quitting the organization (Allen and Meyer, 1990; Meyer and Parfyonova, 2010). Norm et al. (2017) argue that the degree of continuance commitment is influenced by the levels of affective or normative commitment. Benjamin and David (2012) emphasize that continuance commitment is favorably impacted by a conducive HRD environment. This parallels the finding of eminent scholars who argued that employee commitment to continuing their work is positively correlated with the perceived value of HRD interventions (Beck and Wilson, 2000; Bhuian and Shahidulislam, 1996; Fihla and Chinyamurindi, 2018). The following hypothesis is advanced.
HRD practices are significantly associated with continuance commitment.
Human resource development practices and normative commitment
Meyer and Allen (1997) contend that the development of normative commitment is thought to be a response to social pressure. Smeenk et al. (2006) posited that when an employee's developmental needs are addressed, their normative commitment is increased. Paul and Anantharaman (2004) postulate the normative commitment of employees is positively connected with an organization's hiring process, career management and development strategies and training and development strategies. This is consistent with Benjamin and David's (2012) study, which demonstrated that normative commitment is positively influenced by HRD investments and a supportive HRD environment. The following hypothesis is advanced.
HRD practices are significantly associated with normative commitment
Employee engagement and organizational commitment
Several studies have expressed a positive association between employee engagement and organizational commitment (Jung and Yoon, 2016; Piyasena and Kottawatta, 2018; Rigg et al., 2014). Gupta (2017) postulates that enhanced engagement levels improve performance, satisfaction, innovation and motivation. Researchers argue that enhanced levels of employee engagement improve organizational citizenship behavior, job performance and organizational commitment (Ariza-Montes et al., 2019; Gupta et al., 2017; Kataria et al., 2013). They corrobrates the findings of many authors who contend that enhanced levels of employee engagement reduce turnover intentions and promote a more optimistic outlook and attitude toward the workplace (Babakus et al., 2017; Memon et al., 2021; Sandhya and Sulphey, 2020). The following hypothesis is advanced.
Employee engagement is significantly associated with organizational commitment.
The mediating role of organizational commitment
The association between organizational commitment and organizational outcomes has been examined by many academics (Bakker and Oerlemans, 2019; Cho and McLean, 2009; Meyer and Herscovitch, 2001; Sturges et al., 2005). Organizational commitment enhances employee loyalty, levels of job involvement and reduces turnover intentions (Gagné and Deci, 2005; Habib et al., 2014; Nawaz and Pangil, 2016). Many scholars accentuate that organizational commitment improves organizational sustainability, productivity and retention (Harrison et al., 2006; Powell and Meyer, 2004; Yahaya and Ebrahim, 2016). The social exchange theory is espoused in this study (Chernyak-Hai and Rabenu, 2018; Cooper-Thomas and Morrison, 2019).
The social exchange theory postulates that responsibilities are created as a result of interactions between people in mutually reliant situations (Almaaitah et al., 2017; Cropanzano et al., 2017; Saks, 2006). Organizational commitment contributes to employee readiness to change, well-being and growth (Hung et al., 2018; Kim et al., 2020; Mangundjaya, 2012). Similarly, several authors emphasized that organizational commitment enhances organizational effectiveness, job satisfaction and fulfillment (Ekhsan, 2019; Nasurdin et al., 2018; Tarigan and Ariani, 2015). The following hypothesis is advanced.
Organizational commitment mediates the association between HRD practices and employee engagement.
Methods
Research setting and data structure
Hotels depend on employees' social and technical skills, inventiveness, attitude and dedication for a competitive advantage, which makes it distinct in examining employee engagement and commitment related issues (Kandampully et al., 2018; Otoo, 2022a, b). Data were collected from 13 hotels comprising 5 (five-star) and 8 (four-star) hotels. Of these, 3 were indigenously owned while 10 were internationally owned. Customers are routinely informed about the standards that may be found at various facilities using hotel classification systems (Leon, 2019; Xu et al., 2020). Information about the hotels was gathered from the Ghana Tourism Authority (2022) Directory.
A standardized questionnaire was used in obtaining information from the study’s respondents (Creswell and Creswell, 2018; Malhotra et al., 2019). Hotels were selected using a purposive sampling technique (Creswell and Guetterman, 2019; Lincoln et al., 2018). The study sample was 1,010 respondents. A thorough answer from 760 respondents (75.2% response rate) was considered acceptable. Inference from Table 1, men constituted 58.6% (majority) of respondents. The age range of 26–35 years was represented by (44.9%) of the respondents. The majority of responders (36.5%) have between 6 and 10 years of experience working in hotels. 38.5% of the hotels are associated with five stars compared to 61.5% of four-star hotels.
Measures
A Likert scale, which ranges from 1 (“strongly disagree”) to 5 (“strongly agree”), was used to score the measures. The construct standards estimate criterion proposed by Sarstedt and Mooi (2019) and Hair (2020) was applied. A construct's statements that fell short of the ideal threshold of 0.60 or higher were removed (Jing et al., 2022; Rhemtulla et al., 2020).
Human resource development practices scale
Perceived investment in employee development (PIED), developed by Lee and Bruvold in 2003, was used to measure HRD practices. Sample items include “provision of a personal development plan” and “provision of career advancement training”. The seven-item scale had a reliability of 0.92.
Organizational commitment scale
Meyer et al. (1993) three component of organizational commitment scale was adopted in measuring affective commitment (four items), continuance commitment (four items) and normative commitment (four items). Sample items include “I would be more than pleased to continue working with this organization in the future.”, “I feel very personally connected to the organization” and “staying with one organization is crucial, in my opinion”. The reliability for each of the three dimensions of organizational commitment was 0.84, 0.82 and 0.81, respectively. The overall reliability of the 12 items was 0.86. High inter-dimensional correlations, ranging between 0.57 and 0.76 was observed.
Employee engagement scale
Kahn (1990) three dimensions of employee engagement was adopted in measuring physical engagement (two items), cognitive engagement (three items) and emotional engagement (three items). Sample items include “I put everything I have into my work”, “I work really hard at what I do” and “I concentrate on my assignment at work”. The reliability for each of the three dimensions of employee engagement was 0.85, 0.83 and 0.79, respectively. The overall reliability of the 8 items was 0.87. High inter-dimensional correlations, ranging between 0.58 and 0.78 was observed.
Analytic approach
A two-hierarchical linear model was developed (Ringle et al., 2020). Analysis of Moment Structure (AMOS) 26.0 and the Statistical Package for Social Science (SPSS) 21.0 was used to evaluate the efficacy of the proposed model and hypotheses (Hair et al., 2020; Sarstedt et al., 2020). A confirmatory factor analysis was conducted (Henseler and Schuberth, 2020). The measurement model was put to the test in the first step (Mehmetoglu and Venturini, 2021). Construct reliability was examined (Cho, 2016; Rhemtulla et al., 2020). The criterion for convergent validity and construct validity was examined (Cheah et al., 2018; Schuberth et al., 2018). Discriminant validity between constructs was examined (Radomir and Moisescu, 2019).
The over model was tested in the subsequent stage (Henseler, 2017; Hwang et al., 2020). The Baron and Kenny (1986) classical product approach was employed to test the mediation concept (Hayes, 2018; Memon et al., 2018). Figure 1 shows a representation of the mediation model.
Common method bias
Several a-priori measures were applied in addressing the issue of common method bias (Jakobsen and Jensen, 2015; Kong et al., 2018). During the pre-test study, ambiguous questions were clarified, psychological separation of constructs were ensured as well the provision of mid-point scales for each survey item (Baker et al., 2018; Minbashian et al., 2019). To lessen social desirability bias, respondents' anonymity and confidentiality were assured (Garg, 2019; Spector et al., 2019). Harman's one-factor test was used as a post hoc evaluation (Antonakis, 2017; Lin and Tsai, 2019). The findings demonstrate that the established benchmarks were sufficient (Bucic et al., 2017; Griffiths et al., 2019). Common method bias consequences remained insignificant as warranted these approaches.
Results
A good model fit was established by a three-factor CFA model representing HRD practices, organizational commitment and employee engagement (2/df = 2.15, root mean squared error approximation (RMSEA) = 0.051, standardized root mean square residual (SRMR) = 0.042, Tucker–Lewis index (TLI) = 0.986 and comparative fit index (CFI) = 0.979) (McNeish and Wolf, 2021; Savalei, 2021). Estimates of the coefficient ranged from 0.81 to 0.92 (Sellbom and Tellegen, 2019; Shi et al., 2019). The standard estimates ranged from 0.74–0.88 (Chin et al., 2020; Sharma et al., 2021). The range of estimates for average variance extracted (AVE) was 0.55–0.84, whereas the range of estimates for composite reliability (CR) was 0.85–0.93 (Jing et al., 2022; Sarstedt et al., 2019). Discriminant validity was achieved (Henseler et al., 2015; Franke and Sarstedt, 2019).
Table 2 presents descriptive statistics and correlation analysis, while Table 3 presents the results of the model test. Table 4 displays CFA results, while Table 5 presents discriminant validity test results. Table 6 displays the results of the hypothesis test, whereas Table 7 displays results of HRD practices effect test. HRD practices and affective commitment were significantly associated (0.736, p < 0.05), thereby supporting Hypothesis 1. HRD practices and continuance commitment were shown to be non-significantly associated (0.391p > 0.05). Hypothesis 2 is unsupported. HRD practices and normative commitment were shown to be non-significantly associated (−0.456, p > 0.05). Consequently, hypothesis 3 is unsupported. Employee engagement and organizational commitment are significantly associated (0.396, p < 0.05), hence supporting Hypothesis 4. Organizational commitment mediates the association between HRD practices and employee engagement (0.519, p < 0.05), thereby supporting Hypothesis 5. HRD practices had a significant indirect (mediated) effect on employee engagement (0.058, p 0.05) (Memon et al., 2018; Rasoolimanesh et al., 2021).
Discussion
This study provides essential empirical insights in comprehending whether organizational commitment mediates the relationship between HRD practices and employee engagement. The results show HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated.
HRD practices and normative commitment were shown to be non-significantly associated. HRD practices are positively associated with higher organizational commitment (Bisharat et al., 2017; Guest, 2017; Sung and Choi, 2011). Employee commitment and loyalty are boosted by their satisfaction with organizations HRD strategies and practices (Mackay, 2018; Naz et al., 2016; Yap et al., 2010).
The results also indicate employee engagement and organizational commitment are significantly associated. Engaged employees have a sense of attachment to their jobs and act independently to fulfill job requirements (Gupta and Shaheen, 2017; Saks, 2019; Shuck and Reio, 2011). Employee engagement enhances organizational effectiveness, competitive advantage and innovation (Radic et al., 2020; Levitats and Vigoda-Gadot's, 2020; Welch, 2011). Prior studies have revealed a positive relationship between employee engagement and organizational commitment (e.g. Albrecht and Marty, 2020; Presbitero et al., 2019; Rameshkumar, 2020).
The results further reveal that organizational commitment mediates the association between HRD practices and employee engagement. Committed employees display-positive behavior at work and are more satisfied with their jobs (Agarwal and Sajid, 2017; Bakker and Demerouti, 2007; Yeh, 2019). Organizational commitment influences employee performance, organizational effectiveness and employee retention (Hung et al., 2018; Mangundjaya, 2012; Noesgaard and Jørgensen, 2023).
Theoretical implications
The supposition for the enhancement of organizational commitment and a further investigation into the nexus between HRD practices, organizational commitment and employee engagement is supported by the study. The study's findings shed light on the ambiguity in literature on HRD practices, organizational commitment and employee engagement (Jawaad et al., 2019; Rafik et al., 2019; Wollard, 2011). HRD practices and affective commitment are significantly associated. Affective commitment is recognized as the most consistent and strongest commitment among the organizational commitment components (Allen, 2003; Meyer and Smith, 2000).
The results corroborate past studies that show that employees' affective commitment is favorably connected with HRD interventions, including career growth and development, training and development opportunities, challenging assignments, compensation and recognition (Chew and Chan, 2008; Maheshwari and Vohra, 2015; Yao and Wang, 2006). They also concur with an earlier study that found that investments and support for HRD activities have a positive effect on employee commitment, thereby increasing affective commitment (Sung and Choi, 2014). The findings support the postulation of researchers (Rawashdeh and Tamimi, 2019; Wong and Wong, 2017).
The results also indicate that employee engagement and organizational commitment are significantly associated. Employees who are highly engaged ensure the organizational competitiveness and success (Dixit and Bhati, 2012; Saks, 2019; Salas-Vallina et al., 2021). The results corroborate past studies that show that increased engagement levels enhance performance, satisfaction, innovation and motivation (Memon et al., 2021; Sandhya and Sulphey, 2020; Schaufeli and Salanova, 2007). They also support earlier studies which show that enhanced engagement levels influence learning and motivation (Bailey et al., 2017; Piyasena and Kottawatta, 2018). The findings validate the supposition of researchers (Boccoli et al., 2023; Chen and Peng, 2021).
Furthermore, the results show that organizational commitment mediates the association between HRD practices and employee engagement. Organizational commitment contributes to employee readiness to change, well-being and growth (Jesus and Rowe, 2015; Kataria et al., 2013; Labrague et al., 2018). The results parallel earlier studies, which indicate that organizational commitment enhances employee loyalty, levels of job involvement and reduces turnover intentions (Gagné and Deci, 2005; Habib et al., 2014; Nawaz and Pangil, 2016). They also concur with earlier studies that show that organizational commitment enhances organizational effectiveness, job satisfaction and fulfillment (Ekhsan, 2019; Nasurdin et al., 2018; Tarigan and Ariani, 2015). The findings support the postulation of researchers (Jawaad et al., 2019; Noesgaard and Jørgensen, 2023).
Practical implication
HRD practices are a factor that significantly affects how employees behave (Kura et al., 2019; Soliman and Wahba, 2019; Otoo, 2022a, b). HRD practices enhance organizational commitment, skills, knowledge and motivation of employees (Kareem and Hussein, 2019). The results show HRD practices and affective commitment are significantly associated. Affective commitment has a favorable impact on preferred work behaviors like attendance, performance and citizenship behavior (Meyer et al., 2002; Kim and Beehr, 2018; Wong and Wong, 2017). Rawashdeh and Tamimi (2019) contend that affective commitment is strengthened by anything that increases one's sense of autonomy, the level of personal competence and quality of work experiences.
Hotels would have to (re)evaluating affective commitment strategies where employees have a positive mind set and attitude towards work (Chen, 2007; Tarigan and Ariani, 2015). Agarwal and Sajid (2017) stressed of a positively significant relationship between affective commitment and desired outcome. Hotels would have to (re) examine affective commitment strategies where employees are content with their jobs and actually feel they were in charge of the company's problems (Meyer and Parfyonova, 2010; Paik et al., 2007). The results also reveal employee engagement and organizational commitment are significantly associated. Engaged employees feel more connected to their organizations, have a positive mindset and attitude towards work (Ferguson, 2007; Truss et al., 2006).
Hotels must (re)evaluate their employee engagement strategies where employees feel passionately committed to the organization (Buil et al., 2019; Gašic and Berber, 2023). Employee engagement enables organizations human capital to transit from being strategic tools to being strategic partners (Doan et al., 2021; Ruck et al., 2017). Hotels would have to (re) examine employee engagement practices where employees are engrossed in their tasks while at work and pay close attention to their assignments (Sun and Yoon, 2022; Vakira et al., 2022).
The results further show that organizational commitment mediates the association between HRD practices and employee engagement. Organizational commitment improves organizational sustainability and productivity (Ghosh et al., 2012; Harrison et al., 2006; Kadiresan et al., 2015). Fuller et al. (2003) emphasize that when workers feel appreciated and respected, they will stay devoted and loyal. Consequently, the hotel industry should promote the strengthening of organizational commitment in light of the fact that organizational commitment provides favorable workplace behaviors and enhanced job involvement and satisfaction (Meyer and Herscovitch, 2001; Tan et al., 2019; Yeh, 2019).
The hotel industry would have to adopt, design and implement proactive HRD intervention to maintain highly engaged and committed employees for organizational competitiveness and sustainability.
Limitations and suggestions for future study
It's important to consider any potential flaws when evaluating the results in spite of the theoretical and practical advancements of the study. Firstly, because the study is cross-sectional, the possibility that the results could be of reverse causality or a causal relationship cannot be completely ruled out (Churchill and Iacobucci, 2018; Hancock et al., 2019). To reach these goals, future longitudinal research is required (Denzin and Lincoln, 2018; Saunders et al., 2019). The study solely took into account the arbitrary perspectives of employees (Schein and Schein, 2018; Otoo, 2022a, b). The use of objective measures should be encouraged in future studies (Chiew et al., 2019; Fuller et al., 2016). Common method bias is less likely when objective measurements are used (Simmering et al., 2015; Williams and McGonagle, 2016).
By examining a mediation mechanism, the present study sought to clarify the association between HRD practices and employee engagement. However, in order to conduct an exhaustive and focused inquiry, further theoretical and practical work is required to have a comprehensive grasp of the nexus between HRD practices and employee engagement. Future studies should explore the potential mediating mechanism of employee engagement in the relationship between job resources and employee turnover. Finally, the generalizability of the findings will be constrained due to the research's hotel industry focus. Applying the model to different fields or sectors might be beneficial.
Figures
Profile of respondents
| Variables | Frequency (s) | Percentage of totals (%) | Variables | Frequency (s) | Percentage of totals (%) |
|---|---|---|---|---|---|
| Gender | Education | ||||
| Male | 445 | 58.6 | Senior High | 214 | 28.2 |
| Female | 315 | 41.4 | Diploma | 142 | 18.7 |
| HND | 206 | 27.1 | |||
| Age | Bachelor’s degree | 163 | 23.0 | ||
| 18–25 | 148 | 19.5 | Master’s degree | 35 | 5.0 |
| 26–35 | 341 | 44.9 | |||
| 36–45 | 150 | 19.7 | Experience (years) | ||
| 46–55 | 81 | 10.7 | Less than 1 | 74 | 9.7 |
| 56–65 | 40 | 5.2 | 1–5 | 157 | 20.7 |
| 6–10 | 246 | 32.4 | |||
| Star ratings | 11–15 | 141 | 18.5 | ||
| 4 Star | 8 | 61.5 | 16–20 | 96 | 12.5 |
| 5 Star | 5 | 38.5 | 20 and above | 47 | 6.2 |
Source(s): Table by authors
Descriptive statistics, correlations, and scale reliability
| Items | Mean | SD | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|---|---|
| 1. HRD practices | 12.18 | 4.19 | 1 | ||||
| 2. Affective commitment | 9.36 | 3.68 | 0.435** | 1 | |||
| 3. Continuance commitment | 9.48 | 3.71 | 0.338* | 0.368** | 1 | ||
| 4. Normative commitment | 9.63 | 3.73 | 0.394** | 0.338* | 0.278** | 1 | |
| 5. Employee engagement | 15.29 | 5.82 | 0.579** | 0.471** | 0.409** | 0.486** | 1 |
Note(s): **Correlation is significant at the 0.01 level (2-tailed). *Correlation is significant at the 0.05 level (2-tailed)
Source(s): Table by authors
Results of the measurement and structural model test
| Model | x2 | Df | x2/df | P | RMSEA | SRMR | TLI | CFI |
|---|---|---|---|---|---|---|---|---|
| First order CFA | ||||||||
| HRD practices | 197.405 | 64 | 3.08 | 0.000 | 0.055 | 0.053 | 0.925 | 0.938 |
| Employee engagement | 188.584 | 66 | 2.85 | 0.000 | 0.056 | 0.051 | 0.924 | 0.927 |
| Organizational commitment | 193.412 | 68 | 2.84 | 0.000 | 0.057 | 0.050 | 0.919 | 0.936 |
| Second order CFA | ||||||||
| HRD practices | 196.306 | 64 | 3.06 | 0.000 | 0.056 | 0.054 | 0.942 | 0.951 |
| Employee engagement | 191.472 | 66 | 2.98 | 0.000 | 0.057 | 0.052 | 0.962 | 0.958 |
| Organizational commitment | 190.412 | 68 | 2.80 | 0.000 | 0.058 | 0.051 | 0.948 | 0.963 |
| Measurement model-overall model | 192.814 | 62 | 2.97 | 0.000 | 0.054 | 0.045 | 0.957 | 0.969 |
| Structural model -overall model | 103.442 | 48 | 2.15 | 0.000 | 0.051 | 0.042 | 0.986 | 0.979 |
Note(s): RMSEA = Root mean square of approximation; SRMR=Standardized Root Mean Residual; TLI = Tucker–Lewis index; CFI=Comparative fit index; *p < 0.05
Source(s): Table by authors
Confirmatory factor analysis factor names, factor loadings and Cronbach’s alpha
| Factor | Items | (λ) | AVE | CR |
|---|---|---|---|---|
| HRD practices (α = 0.92) | Provision of personal development plan | 0.875 | ||
| Provision of career advancement training | 0.854 | |||
| Employee training is supported | 0.726 | |||
| Employee career-management programs are supported | 0.744 | |||
| Systematic program to assess the abilities and interests of employees | 0.745 | 0.55 | 0.92 | |
| Employees are given the training they need to advance in their careers | 0.834 | |||
| Career counseling and planning aid is provided to employees | 0.761 | |||
| Affective commitment (α = 0.84) | I would be more than pleased to continue working with this organization in the future | 0.846 | ||
| I feel very personally connected to the organization | 0.844 | 0.84 | 0.91 | |
| I could easily develop a close relationship with another organization the same way I have with this one | 0.853 | |||
| I honestly think that I am to blame for the problems the company is having | 0.834 | |||
| Continuance commitment (α = 0.82) | Even if I wanted to, it would be very difficult for me to leave my company at this time | 0.748 | ||
| leaving the organization would require me to incur significant personal expense | 0.755 | 0.77 | 0.85 | |
| I could quit my job right now without spending too much money | 0.774 | |||
| I would experience too much upheaval in my life if I choose to leave my organization right now | 0.806 | |||
| Normative commitment (α = 0.81) | Most workers change jobs far too frequently | 0.814 | ||
| Staying with one organization is crucial, in my opinion | 0.796 | |||
| Things are better when employees work at a single employer for the duration of their careers | 0.836 | 0.67 | 0.91 | |
| Even if another job came along, I wouldn't want to quit this one | 0.788 | |||
| Employee engagement (α = 0.87) | I put everything I have into my work | 0.885 | ||
| I work really hard at what I do | 0.864 | |||
| I take pride in the work I perform | 0.756 | |||
| I feel motivated at work | 0.749 | 0.64 | 0.93 | |
| I'm interested in my job | 0.755 | |||
| I'm content with the work I do | 0.844 | |||
| I concentrate on my assignment at work | 0.791 | |||
| My job is given a lot of attention | 0.754 |
Note(s): AVE represents average variance extracted; CR represents composite reliability. All factor loadings are significant at p < 0.05
Source(s): Table by authors
Discriminant validity
| 1 | 2 | 3 | 4 | 5 | |
|---|---|---|---|---|---|
| 1. HRD practices | (0.814) | ||||
| 2. Affective commitment | 0.118 | (0.826) | |||
| 3. Continuance commitment | 0.148 | 0.528 | (0.747) | ||
| 4. Normative commitment | 0.513 | 0.247 | 0.376 | (0.782) | |
| 5. Employee engagement | 0.188 | 0.428 | 0.628 | 0.296 | (0.821) |
Note(s): Values in diagonal represent the squared root estimate of average variance extracted (AVE)
Source(s): Table by authors
Inferences drawn on hypotheses
| Hypothesis | Beta coefficient | p value | Result |
|---|---|---|---|
| H1: HRD practices is significantly associated with affective commitment | 0.736 | 0.001 | Accepted |
| H2: HRD practices is significantly associated with continuance commitment | 0.391 | 0.238 | Rejected |
| H3: HRD practices are significantly associated with normative commitment | −0.456 | 0.158 | Rejected |
| H4: Employee engagement is significantly associated with organizational commitment | 0.396 | 0.003 | Accepted |
| H5: Organizational commitment mediates the association between HRD practices and employee engagement | 0.519 | 0.002 | Accepted |
Source(s): Table by authors
Standardized direct, indirect and total effects of HRD practices
| HRD practices | ||||
|---|---|---|---|---|
| Direct | Indirect | Total effect | p value | |
| Organizational commitment | 0.317 | 0.317 | 0.000 | |
| Employee engagement | 0.183 | 0.058 | 0.241 | 0.000 |
Source(s): Table by authors
References
Abdirahman, S. (2015), “Human resource management practices and organizational commitment”, International Journal of Economics, Commerce and Management, Vol. 8 No. 3, pp. 156-193.
Aduhene, D.T. and Osei-Assibey, E. (2021), “Socio-economic impact of COVID-19 on Ghana's economy: challenges and prospects”, International Journal of Social Economics, Vol. 48 No. 4, pp. 543-556, doi: 10.1108/ijse-08-2020-0582.
Agarwal, P. and Sajid, S.M. (2017), “A study of job satisfaction, organizational commitment and turnover intention among public and private sector employees”, Journal of Management Research, Vol. 17 No. 3, pp. 123-136.
Ahmad, N., Menegaki, A.N. and Al-Muharrami, S. (2020), “Systematic literature review of tourism growth nexus: an overview of the literature and a content analysis of 100 most influential papers”, Journal of Economic Surveys, Vol. 34 No. 5, pp. 1068-1110, doi: 10.1111/joes.12386.
Alamri, M. and Al-Duhaim, T. (2017), “Employees perception of training and its relationship with organizational commitment among the employees working at Saudi industrial development fund”, International Journal of Business Administration, Vol. 8 No. 2, pp. 25-39, doi: 10.5430/ijba.v8n2p25.
Albrecht, S.L. and Andreetta, M. (2011), “The influence of empowering leadership, empowerment and engagement on affective commitment and turnover intentions in community health service workers: test of a model”, Leadership in Health Services, Vol. 24 No. 3, pp. 228-237, doi: 10.1108/17511871111151126.
Albrecht and Marty (2020), “Personality, self-efficacy and job resources and their associations with employee engagement, affective commitment and turnover intentions”, The International Journal of Human Resource Management, Vol. 31 No. 5, pp. 657-68.
Alfes, K., Veld, M. and Furstenberg, N. (2020), “The relationship between perceived high-performance work systems, combinations of human resource well-being and human resource performance attributions and engagement”, Human Resource Management Journal, Vol. 31 No. 3, pp. 729-752, doi: 10.1111/1748-8583.12310.
Allen, N.J. (2003), “Organizational commitment in the military: a discussion of theory and practice”, Military Psychology, Vol. 15 No. 3, pp. 237-253, doi: 10.1207/s15327876mp1503_06.
Allen, N.J. and Meyer, J.P. (1990), “The measurement and antecedents of affective, continuance and normative commitment to the organization”, Journal of Occupational Psychology, Vol. 36 No.1, pp. 1-18, 10.1111/j.2044-8325.1990.tb00506.x.
Allen, N.J. and Meyer, J.P. (1996), “Affective, continuance, and normative commitment to the organization: an examination of construct validity”, Journal of Vocational Behavior, Vol. 49 No. 3, pp. 252-276, doi: 10.1006/jvbe.1996.0043.
Almaaitah, M.F., Harada, Y., Sakdan, M.F. and Almaaitah, A.M. (2017), “Integrating herzberg and social exchange theories to underpinned human resource practices, leadership style and employee retention in health sector”, World Journal of Business and Management, Vol. 3 No. 3, p. 16, doi: 10.5296/wjbm.v3i1.10880.
Ann, S. and Blum, S.C. (2020), “Motivating senior employees in the hospitality industry”, International Journal of Contemporary Hospitality Management, Vol. 32 No. 1, pp. 324-346, doi: 10.1108/ijchm-08-2018-0685.
Antonakis, J. (2017), “On doing better science: from thrill of discovery to policy implications”, The Leadership Quarterly, Vol. 28 No. 1, pp. 5-21, doi: 10.1016/j.leaqua.2017.01.006.
Ariza-Montes, A., Hernández-Perlines, F., Han, H. and Law, R. (2019), “Human dimension of the hospitality industry: working conditions and psychological well-being among European servers”, Journal of Hospitality and Tourism Management, Vol. 41 No. 3, pp. 138-147, doi: 10.1016/j.jhtm.2019.10.013.
Babakus, E., Yavas, U. and Karatepe, O.M. (2017), “Work engagement and turnover intentions: correlates and customer orientation as a moderator”, International Journal of Contemporary Hospitality Management, Vol. 29 No. 6, pp. 1580-1598, doi: 10.1108/ijchm-11-2015-0649.
Bailey, C., Madden, A., Alfes, K. and Fletcher, L. (2017), “The meaning, antecedents and outcomes of employee engagement: a narrative synthesis”, International Journal of Management Reviews, Vol. 19 No. 1, pp. 31-53, doi: 10.1111/ijmr.12077.
Baker, M., Ali, M. and French, E. (2018), “Effectiveness of gender equality initiatives in project-based organizations in Australia”, Australian Journal of Management, Vol. 44 No. 3, pp. 425-442, doi: 10.1177/0312896218805809.
Bakker, A.B. and Demerouti, E. (2007), “The job demands-resources model: state of the art”, Journal of Managerial Psychology, Vol. 22 No. 3, pp. 309-328, doi: 10.1108/02683940710733115.
Bakker, A.B. and Oerlemans, W.G.M. (2019), “Daily job crafting and momentary work engagement: a self-determination and self-regulation perspective”, Journal of Vocational Behavior, Vol. 112, pp. 417-430, doi: 10.1016/j.jvb.2018.12.005.
Bakker, A.B. and Schaufeli, W.B. (2008), “Positive organizational behavior: engaged employees in flourishing organizations”, Journal of Organizational Behaviour, Vol. 29 No. 2, pp. 147-154.
Baron, R.M. and Kenny, D.A. (1986), “The moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations”, Journal of Personality and Social Psychology, Vol. 51 No. 6, pp. 1173-1182, doi: 10.1037//0022-3514.51.6.1173.
Batt, R. (2002), “Managing customer services: human resource practices, quit rates, and sales growth”, Academy of Management Journal, Vol. 45 No. 3, pp. 587-597, doi: 10.2307/3069383.
Batt, R. and Colvin, A.J.S. (2011), “An employment systems approach to turnover: HR practices, quits, dismissals, and performance”, Academy of Management Journal, Vol. 54 No. 4, pp. 695-717, doi: 10.5465/amj.2011.64869448.
Baumruk, R. (2004), “The missing link: the role of employee engagement in business success”, Workspan, Vol. 47 No. 11, pp. 48-52.
Beck, K. and Wilson, C. (2000), “Development of affective organizational commitment: a cross-sequential examination of change with tenure”, Journal of Vocational Behavior, Vol. 56 No. 1, pp. 114-136, doi: 10.1006/jvbe.1999.1712.
Becker, B.E. and Huselid, M.A. (1998), “High performance work systems and firm performance: a synthesis of research and managerial implications”, in Ferris, G.R. (Ed.), Research in Personnel and Human Resources Management: 53-101, JAI Press, Greenwich, CT.
Benjamin, A. and David, I. (2012), “Human resource development climate and employee commitment in recapitalized Nigerian banks”, International Journal of Business and Management, Vol. 17 No. 5, pp. 91-99, doi: 10.5539/ijbm.v7n5p91.
Bentley, T.A., Teo, S.T., Catley, B., Blackwood, K., Roche, M. and O'Driscoll, M.P. (2019), “Factors influencing leave intentions among older workers: a moderated-mediation model”, Personnel Review, Vol. 48 No. 4, pp. 898-914, doi: 10.1108/pr-03-2018-0095.
Bhatnagar, J. (2012), “Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context”, The International Journal of Human Resource Management, Vol. 23 No. 5, pp. 928-951, doi: 10.1080/09585192.2012.651313.
Bhuian, S.N. and Shahidulislam, M. (1996), “Continuance commitment and extrinsic job satisfaction among a novel multicultural expatriate workforce”, The Mid-Atlantic Journal of Business, Vol. 32 No. 1, pp. 1-9.
Bisharat, H., Obeidat, B.Y., Alrowwad, A., Tarhini, A. and Mukattash, I. (2017), “The effect of human resource management practices on organizational commitment in chain pharmacies in Jordan”, International Journal of Business and Management, Vol. 12 No. 1, pp. 50-67, doi: 10.5539/ijbm.v12n1p50.
Blau, P. (1964), Exchange and Power in Social Life, Wiley, New York.
Boccoli, G., Gastaldi, L. and Corso, M. (2023), “The evolution of employee engagement: towards a social and contextual construct for balancing individual performance and wellbeing dynamically”, International Journal of Management Reviews, Vol. 25 No. 1, pp. 75-98, doi: 10.1111/ijmr.12304.
Boxall, P. and Purcell, J. (2008), Strategy and Human Resource Management, Palgrave Macmillan, Basingstoke.
Bradley, D.M., Elenis, T., Hoyer, G., Martin, D. and Waller, J. (2017), “Human capital challenges in the food and beverage service industry of Canada: finding innovative solutions”, Worldwide Hospitality and Tourism Themes, Vol. 9 No. 4, pp. 411-423, doi: 10.1108/whatt-04-2017-0017.
Bucic, T., Ngo, L.V. and Sinha, A. (2017), “Improving the effectiveness of market-oriented organisation: empirical evidence from an emerging economy”, Australian Journal of Management, Vol. 42 No. 2, pp. 308-327, doi: 10.1177/0312896215611189.
Buil, I., Martínez, E. and Matute, J. (2019), “Transformational leadership and employee performance: the role of identification, engagement and proactive personality”, International Journal of Hospitality Management, Vol. 77, pp. 64-75, doi: 10.1016/j.ijhm.2018.06.014.
Cai, L., Shumaila, N., Muhammad, A., Basil, K. and Majid, M. (2019a), “An empirical investigation on the relationship between a high-performance work system and employee performance: measuring a mediation model through partial least squares–structural equation modeling”, Psychology Research and Behavior Management, Vol. l No. 12, pp. 397-416.
Cai, Z., Huo, Y., Lan, J., Chen, Z. and Lam, W. (2019b), “When do frontline hospitality employees take charge? Prosocial motivation, taking charge, and job performance: the moderating role of job autonomy”, Cornell Hospitality Quarterly, Vol. 60 No. 3, pp. 237-248, doi: 10.1177/1938965518797081.
Calero, C. and Turner, L.W. (2020), “Regional economic development and tourism: a literature review to highlight future directions for regional tourism research”, Tourism Economics, Vol. 26 No. 1, pp. 3-26, doi: 10.1177/1354816619881244.
Chand, M. and Ambardar, A. (2020), “The impact of HRM practices on organisational innovation performance: the mediating effects of employees' creativity and perceived organisational support”, International Journal of Hospitality and Tourism Systems, Vol. 13 No. 1, pp. 68-80.
Chathoth, R.K., Harrington, R.J., Chan, E.S.W., Okumus, F. and Song, Z. (2020), “Situational and personal factors influencing hospitality employee engagement in value co-creation”, International Journal of Hospitality Management, Vol. 91, pp. 102687-102610, doi: 10.1016/j.ijhm.2020.102687.
Cheah, J.-H., Sarstedt, M., Ringle, C.M., Ramayah, T. and Ting, H. (2018), “Convergent validity assessment of formatively measured constructs in PLS-S”, International Journal of Contemporary Hospitality Management, Vol. 30 No. 11, pp. 3192-3210, doi: 10.1108/ijchm-10-2017-0649.
Chen, Y.J. (2007), “Relationships among service orientation, job satisfaction and organizational commitment in the international tourist hotel industry”, Journal of American Academy of Business, Vol. 11 No. 2, pp. 71-82.
Chen, S.-W. and Peng, J.-C. (2021), “Determinants of frontline employee engagement and their Influence on service performance”, International Journal of Human Resource Management, Vol. 32, No. 5, pp. 1062–1085.
Cherif, F. (2020), “The role of human resource management practices and employee job satisfaction in predicting organizational commitment in Saudi Arabian banking sector”, International Journal of Sociology and Social Policy, Vol. 40 Nos 7/8, pp. 529-541, doi: 10.1108/ijssp-10-2019-0216.
Chernyak-Hai, L. and Rabenu, E. (2018), “The new era workplace relationships: is social exchange theory still relevant”, Industrial and Organizational Psychology, Vol. 11 No. 3, pp. 456-481, doi: 10.1017/iop.2018.5.
Cheung, M.F. and Wu, W. (2012), “Leader-member exchange and employee work outcomes in Chinese firms: the mediating role of job satisfaction”, Asia Pacific Business Review, Vol. 18 No. 1, pp. 65-81, doi: 10.1080/13602381.2010.535346.
Chew, J. and Chan, C.C. (2008), “Human resource practices, organizational commitment and intention to stay”, International Journal of Manpower, Vol. 29 No. 6, pp. 503-522, doi: 10.1108/01437720810904194.
Chiew, T.M., Mathies, C. and Patterson, P. (2019), “The effect of humour usage on customer's service experiences”, Australian Journal of Management, Vol. 44 No. 1, pp. 109-127, doi: 10.1177/0312896218775799.
Chin, W., Cheah, J.-H., Liu, Y., Ting, H., Lim, X.-J. and Cham, T.H. (2020), “Demystifying the role of causal-predictive modeling using partial least squares structural equation modeling”, Industrial Management and Data Systems, Vol. 120 No. 12, pp. 2161-2209, doi: 10.1108/imds-10-2019-0529.
Cho, E. (2016), “Making reliability reliable: a systematic approach to reliability coefficients”, Organizational Research Methods, Vol. 19 No. 4, pp. 651-682, doi: 10.1177/1094428116656239.
Cho, Y. and McLean, G.N. (2009), “Leading Asian countries' HRD practices in the IT industry: a comparative study of South Korea and India”, Human Resource Development International, Vol. 12 No. 3, pp. 313-331, doi: 10.1080/13678860902982108.
Chung, M. and Jeon, A. (2020), “Social exchange approach, job satisfaction, and turnover intention in the airline industry”, Service Business, Vol. 14 No. 2, pp. 241-261, doi: 10.1007/s11628-020-00416-7.
Churchill, G. and Iacobucci, D. (2018), Marketing Research, Methodological Foundations, 12th ed., Harcourt Publishing, London.
Coff, R.W. (2002), “Human capital, shared expertise, and the likelihood of impasse in corporate acquisitions”, Journal of Management, Vol. 28 No. 1, pp. 107-128, doi: 10.1177/014920630202800107.
Collins, C.J. and Smith, K.G. (2006), “Knowledge exchange and combination: the role of human resource practices in the performance of high-technology firms”, Academy of Management Journal, Vol. 49 No. 3, pp. 544-560, doi: 10.5465/amj.2006.21794671.
Cooper-Thomas, H.D. and Morrison, R.L. (2019), “Give and take: needed updates to social exchange theory”, Industrial and Organizational Psychology, Vol. 11 No. 3, pp. 493-498, doi: 10.1017/iop.2018.101.
Creswell, J.W. and Creswell, J.D. (2018), Research Design: Qualitative, Quantitative, and Mixed Methods Approach, Sage, Los Angeles.
Creswell, J.W. and Guetterman, T.C. (2019), Educational Research, 6h ed., Pearson Education, Boston.
Cropanzano, R., Anthony, E.L., Daniels, S.R. and Hall, A.V. (2017), “Social exchange theory: a critical review with theoretical remedies”, Academy of Management Annals, Vol. 11, pp. 479-516.
Czarnowsky, M. (2008), Learning's Role in Employee Engagement: An ASTD Research Study, American Society for Training and Development, Alexandria, VA.
Dalal, R.S., Baysinger, M., Brummel, B.J. and LeBreton, J.M. (2012), “The relative importance of employee engagement, other job attitudes, and trait affect as predictors of job performance”, Journal of Applied Social Psychology, Vol. 42 No. S1, pp. 295-325, doi: 10.1111/j.1559-1816.2012.01017.x.
de Souza Meira, J.V., Hancer, M., Anjos, S. J.dos and Eves, A. (2022), “Studying the relationship between human resources practices, employee motivation, and online hotel reviews: an empirical approach to the hospitality industry”, Tourism and Hospitality Research, Vol. 22 No. 2, pp. 196-208, doi: 10.1177/14673584211024710.
Denzin, N.K. and Lincoln, Y.S. (2018), “Introduction: the discipline and practice of qualitative research”, in Denzin, N.K. and Lincoln, Y.S. (Eds), The Sage Handbook of Qualitative Research, 5th ed., Sage, Thousand Oaks, CA, pp. 1-19.
Dixit, V. and Bhati, M. (2012), “A study about employee commitment and its impact on sustained productivity in Indian auto component industry”, European Journal of Business and Social Sciences, Vol. 1 No. 6, pp. 34-51.
Doan, T., Kanjanakan, P., Zhu, D. and Kim, P.B. (2021), “Consequences of employee personality in the hospitality context: a systematic review and meta-analysis”, International Journal of Contemporary Hospitality Management, Vol. 33 No. 10, pp. 3814-3832, doi: 10.1108/ijchm-03-2021-0349.
Domínguez-Falcón, C., Martín-Santana, J.D. and De Saá-Pérez, P. (2016), “Human resources management and performance in the hotel industry: the role of the commitment and satisfaction of managers versus supervisors”, International Journal of Contemporary Hospitality Management, Vol. 28 No. 3, pp. 490-515, doi: 10.1108/ijchm-08-2014-0386.
Ekhsan, M. (2019), “The influence job satisfaction and organizational commitment on employee turnover intention”, Journal of Business, Management, and Accounting, Vol. 1 No. 1, pp. 48-55.
Ericson, M. (2006), “Strategic HRD and the relational self”, Human Resource Development Quarterly, Vol. 17 No. 2, pp. 223-229, doi: 10.1002/hrdq.1170.
Eunice, F.A., Abigail, O.M., Ishmael, M. and Emmanuel, G. (2019), “Students' perceptions of careers in Ghana's hospitality and tourism industry”, Journal of Hospitality and Tourism Education, Vol. 32 No. 1, pp. 374-421.
Ferguson, A. (2007), “Employee engagement: does it exist, and if so, how does it relate to performance, other constructs and individual differences”, Australian Journal of Psychology, Vol. 59, p. 125.
Ferreira, A.I., Martinez, L.F., Lamelas, J.P. and Rodrigues, R.I. (2017), “Mediation of job embeddedness and satisfaction in the relationship between task characteristics and turnover”, International Journal of Contemporary Hospitality Management, Vol. 29 No. 1, pp. 248-267, doi: 10.1108/ijchm-03-2015-0126.
Fihla, S. and Chinyamurindi, W.T. (2018), “Human resources management practices on employee commitment: the case of a local municipality in South Africa”, Journal of Public Administration, Vol. 53 No. 2, pp. 215-233.
Fleming, J.H. and Asplund, J. (2007), Human Sigma: Managing the Employee-Customer Encounter, Gallup Press, Washington.
Francis, H. and Baum, T. (2018), “HR transformation within the hotel industry: building capacity for change”, Worldwide Hospitality and Tourism Themes, Vol. 10 No. 1, pp. 86-100, doi: 10.1108/whatt-10-2017-0064.
Franke, G. and Sarstedt, M. (2019), “Heuristics versus statistics in discriminant validity testing: a comparison of four procedures”, Internet Research, Vol. 29 No. 3, pp. 430-447, doi: 10.1108/intr-12-2017-0515.
Fuller, J.B., Barnett, T., Hester, K. and Relyea, C. (2003), “A social identity perspective on the relationship between perceived organizational support and organizational commitment”, Journal of Social Psychology, Vol. 143 No. 6, pp. 789-791, doi: 10.1080/00224540309600432.
Fuller, C.M., Simmering, M.J., Atinc, G., Atinc, Y. and Babin, B.J. (2016), “Common methods variance detection in business research”, Journal of Business Research, Vol. 69 No. 8, pp. 3192-3198, doi: 10.1016/j.jbusres.2015.12.008.
Gagné, M. and Deci, E.L. (2005), “Self-determination theory and work motivation”, Journal of Organizational Behavior, Vol. 26 No. 4, pp. 331-362, doi: 10.1002/job.322.
Garavan, T.N., Costine, P. and Heraty, N. (1995), “The emergence of strategic human resource development”, Journal of European Industrial Training, Vol. 19 No. 10, pp. 4-10, doi: 10.1108/03090599510095816.
Garcia, J.D. and Fernandez, A. (2015), “Dimensions of Employee satisfaction as determinants of organisational commitment in the Hotel Industry”, Ergonomics, Vol. 25 No. 2, pp. 153-165.
Garcıa-Lillo, F., Claver-Cortes, E., Ubeda-Garcıa, M., Marco-Lajara, B. and Zaragoza-Sáez, P.C. (2018), “Mapping the “intellectual structure” of research on human resources in the “tourism and hospitality management scientific domain”: reviewing the field and shedding light on future directions”, International Journal of Contemporary Hospitality Management, Vol. 30 No. 3, pp. 1741-1768, doi: 10.1108/ijchm-04-2017-0187.
Garg, N. (2019), “Misery wants control: the roles of helplessness and choice in the sadness-consumption relationship”, Australian Journal of Management, Vol. 44 No. 3, pp. 407-424, doi: 10.1177/0312896219830152.
Gašic, D. and Berber, N. (2023), “The mediating role of employee engagement in the relationship between flexible work arrangements and turnover intentions among highly educated employees in the Republic of Serbia”, Behavioural Science, Vol. 13 No. 2, pp. 1-17.
Gerhart, B. (2007), “Horizontal and vertical fit in human 1282 Academy of Management Journal December resource systems”, in Ostroff, C. and Judge, T.A. (Eds), Perspectives on Organizational Fit: 317-348, Psychology Press, New York.
Ghana Tourism Authority (2022), “The 2022 directory of licensed accommodation establishment”, available at: www.gta.gov.gh (accessed 9 July 2022).
Gharib, R.K., Philpott, E. and Duan, Y. (2017), “Factors affecting active participation in B2B online communities: an empirical investigation”, Information and Management, Vol. 54 No. 4, pp. 516-530, doi: 10.1016/j.im.2016.11.004.
Ghosh, R., Reio, T.G. and Haynes, R.K. (2012), “Mentoring and organizational citizenship behavior: estimating the mediating effects of organization-based self-esteem and affective commitment”, Human Resource Development Quarterly, Vol. 23 No. 1, pp. 41-63, doi: 10.1002/hrdq.21121.
Gilley, J. and Maycunich, A. (2000), Organizational Learning, Performance, and Change: An Introduction to Strategic Human Resource Development, Perseus, Cambridge.
Gilley, J.W., Shelton, P.M. and Gilley, A. (2011), “Developmental leadership: a new perspective for human resource development”, Advances in Developing Human Resources, Vol. 13 No. 3, pp. 386-405, doi: 10.1177/1523422311424264.
Grego-planer, D. (2019), “The relationship between organizational commitment and organizational citizenship behaviors in the public and private sectors”, Sustainability, Vol. 11 No. 22, pp. 1-20, doi: 10.3390/su11226395.
Griffiths, O., Roberts, L. and Price, J. (2019), “Desirable leadership attributes are preferentially associated with women: a quantitative study of gender and leadership roles in the Australian workforce”, Australian Journal of Management, Vol. 44 No. 1, pp. 32-49, doi: 10.1177/0312896218781933.
Grobelna, A. (2019), “Effects of individual and job characteristics on hotel contact employees' work engagement and their performance outcomes: a case study from Poland”, International Journal of Contemporary Hospitality Management, Vol. 31 No. 1, pp. 349-369, doi: 10.1108/ijchm-08-2017-0501.
Gruman, J.A. and Saks, A.M. (2011), “Performance management and employee engagement”, Human Resource Management Review, Vol. 21 No. 2, pp. 123-136, doi: 10.1016/j.hrmr.2010.09.004.
Guchait, P. and Cho, S. (2010), “The impact of human resource management practices on intention to leave of employees in the service industry in India: the mediating role of organizational commitment”, The International Journal of Human Resource Management, Vol. 21 No. 8, pp. 1228-1247, doi: 10.1080/09585192.2010.483845.
Guest, D.E. (2017), “Human resource management and employee well-being: towards a new analytic framework”, Human Resource Management Journal, Vol. 27 No. 1, pp. 22-23, doi: 10.1111/1748-8583.12139.
Gupta, M. (2017), “Corporate social responsibility, employee–company identification, and organizational commitment: mediation by employee engagement”, Current Psychology, Vol. 36 No. 1, pp. 101-109, doi: 10.1007/s12144-015-9389-8.
Gupta, M. and Sayeed, O. (2016), “Social responsibility and commitment in management institutes: mediation by engagement”, Business: Theory and Practice, Vol. 3, pp. 280-287, doi: 10.3846/btp.2016.633.
Gupta, M. and Shaheen, M. (2017), “Impact of work engagement on turnover intention: moderation by psychological capital in India”, Business: Theory and Practice, Vol. 18, pp. 136-143, doi: 10.3846/btp.2017.014.
Gupta, M., Shaheen, M. and Reddy, P.K. (2017), “Impact of psychological capital on organizational citizenship behavior: mediation by work engagement”, Journal of Management Development, Vol. 36 No. 7, pp. 973-983, doi: 10.1108/jmd-06-2016-0084.
Habib, S., Aslam, S., Hussain, A., Yasmeen, S. and Ibrahim, M. (2014), “The impact of organizational culture on job satisfaction, employees' commitment, and turnover intention”, Advances in Economics and Business, Vol. 2 No. 6, pp. 215-222, doi: 10.13189/aeb.2014.020601.
Hair, J.F. (2020), “Next generation prediction metrics for composite-based PLS-SEM”, Industrial Management and Data Systems, Vol. 121 No. 1, pp. 5-11, doi: 10.1108/imds-08-2020-0505.
Hair, J.F., Howard, M.C. and Nitzl, C. (2020), “Assessing measurement model quality in PLS-SEM using confirmatory composite analysis”, Journal of Business Research, Vol. 109, pp. 101-110, doi: 10.1016/j.jbusres.2019.11.069.
Halbesleben, J.R. and Wheeler, A.R. (2008), “The relative roles of engagement and embeddedness in predicting job performance and intention to leave”, Work and Stress, Vol. 22 No. 3, pp. 242-2, doi: 10.1080/02678370802383962.
Hameduddin, T. and Lee, S. (2021), “Employee engagement among public employees: examining the role of organizational images”, Public Management Review, Vol. 23 No. 3, pp. 422-446, doi: 10.1080/14719037.2019.1695879.
Hancock, G.R., Stapleton, L.M. and Mueller, R.O. (2019), The Reviewer’s Guide to Quantitative Methods in the Social Sciences, 2 ed., Routledge, New York.
Harrison, D.A., Newman, D.A. and Roth, P.L. (2006), “How important are job attitudes? Metanalytic comparisons of integrative behavioral outcomes and time sequence”, Academy of Management Journal, Vol. 49 No. 2, pp. 305-325, doi: 10.5465/amj.2006.20786077.
Hayes, A.F. (2018), Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach, 2nd ed., Guilford Press, New York, NY.
Henseler, J. (2017), “Bridging design and behavioral research with variance-based structural equation modeling”, Journal of Advertising, Vol. 46 No. 1, pp. 178-192, doi: 10.1080/00913367.2017.1281780.
Henseler, J. and Schuberth, F. (2020), “Using confirmatory composite analysis to assess emergent variables in business research”, Journal of Business Research, Vol. 120, pp. 147-156, doi: 10.1016/j.jbusres.2020.07.026.
Henseler, J., Ringle, C.M. and Sarstedt, M. (2015), “A new criterion for assessing discriminant validity in variance-based structural equation modeling”, Journal of the Academy of Marketing Science, Vol. 43 No. 1, pp. 115-135, doi: 10.1007/s11747-014-0403-8.
Hewagama, G., Boxall, P., Cheung, G. and Hutchison, A. (2019), “Service recovery through empowerment? HRM, employee performance and job satisfaction in hotels”, International Journal of Hospitality Management, Vol. 81, pp. 73-82, doi: 10.1016/j.ijhm.2019.03.006.
Holston-Okae, B.L. and Mushi, R.J. (2018), “Employee turnover in the hospitality industry using Herzberg's two-factor motivation-hygiene theory”, International Journal of Academic Research in Business and Social Sciences, Vol. 8 No. 1, pp. 218-248, doi: 10.6007/ijarbss/v8-i1/3805.
Hung, L.M., Lee, Y.S. and Lee, D.C. (2018), “The moderating effects of salary satisfaction and working pressure on the organizational climate, organizational commitment to turnover intention”, International Journal of Business and Society, Vol. 19 No. 1, pp. 103-116.
Huselid, M.A. and Becker, B.E. (2011), “Bridging micro and macro domains: workforce differentiation and strategic human resource management”, Journal of Management, Vol. 37 No. 2, pp. 421-428, doi: 10.1177/0149206310373400.
Hwang, H., Sarstedt, M., Cheah, J.-H. and Ringle, C.M. (2020), “A concept analysis of methodological research on composite-based structural equation modeling: bridging PLSPM and GSCA”, Behaviormetrika, Vol. 47 No. 1, pp. 219-241, doi: 10.1007/s41237-019-00085-5.
Ishaq, M. (2019), “Management development of human resources (educators and education staff) at Madrasah Tsanawiyah Negeri Makassar”, International Journal of Social Sciences, Vol. 74 No. 1, pp. 15-36.
Jain, R. and Premkumar, R. (2011), “HRD practices in Indian organizations and their impact on productivity of human resources: an empirical study”, Management and Labor Studies, Vol. 36 No. 1, pp. 5-30, doi: 10.1177/0258042x1103600101.
Jakobsen, M. and Jensen, R. (2015), “Common method bias in public management studies”, International Public Management Journal, Vol. 18 No. 1, pp. 3-30, doi: 10.1080/10967494.2014.997906.
Jawaad, M., Amir, A., Bashir, A. and Hasan, T. (2019), “Human resource practices and organizational commitment: the mediating role of job satisfaction in emerging economy”, Cogent Business and Management, Vol. 6 No. 1, 1608668, doi: 10.1080/23311975.2019.1608668.
Jesus, R.G. and Rowe, D.E.O. (2015), “Percepção de políticas de gestão de pessoas e comprometimento organizacional: o papel mediador da percepção de justiça organizational”, Tourism and Management Studies, Vol. 11 No. 2, pp. 211-218, doi: 10.18089/tms.2015.11226.
Jia, X., Liao, S., Van der Heijden, B.I.J.M. and Guo, Z. (2019), “The effect of socially responsible human resource management (SRHRM) on frontline employees' knowledge sharing”, International Journal of Contemporary Hospitality Management, Vol. 31 No. 9, pp. 3646-3663, doi: 10.1108/ijchm-09-2018-0769.
Jing, Z., Kuang, H., Leite, W.L., Marcoulides, K.M. and Fisk, C.L. (2022), “Model specification searches in structural equation modeling with a hybrid ant colony optimization algorithm”, Structural Equation Modeling: A Multidisciplinary Journal, Vol. 29 No. 5, pp. 655-666, doi: 10.1080/10705511.2021.2020119.
Jones, P. and Comfort, D. (2019), “Sustainable development goals and the world's leading hotel groups”, Athens Journal of Tourism, Vol. 6 No. 1, pp. 1-14, doi: 10.30958/ajt.6-1-1.
Joolideh, F. and Yeshodhara, K. (2009), “Organizational commitment among high school teachers of India and Iran”, Journal of Educational Administration, Vol. 47 No. 1, pp. 127-136, doi: 10.1108/09578230910928115.
Jørgensen, F. and Becker, K. (2015), “Balancing organizational and professional commitments in professional service firms: the HR practices that matter”, International Journal of Human Resource Management, Vol. 26 No. 1, pp. 23-41, doi: 10.1080/09585192.2014.925947.
Jung, H.S. and Yoon, H.H. (2016), “What does work meaning to hospitality employees? The effects of meaningful work on employees' organizational commitment: the mediating role of job engagement”, International Journal of Hospitality Management, Vol. 53, pp. 59-68, doi: 10.1016/j.ijhm.2015.12.004.
Kadiresan, V., Selamat, M.H., Selladurai, S., Ramendran, C.S. and Mohamed, R.K.M.H. (2015), “Performance appraisal and training and development of human resource management practices (HRM) on organizational commitment and turnover intention”, Asian Social Science, Vol. 11 No. 24, p. 162, doi: 10.5539/ass.v11n24p162.
Kahn, W.A. (1990), “Psychological conditions of personal engagement and disengagement at work”, The Academy of Management Journal, Vol. 33 No. 4, pp. 694-724, doi: 10.5465/256287.
Kahn, W.A. (1992), “To be full there: psychological presence at work”, Human Relations, Vol. 45, No. 4, pp. 321-349.
Kandampully, J., Zhang, T. and Jaakkola, E. (2018), “Customer experience management in hospitality: a literature synthesis, new understanding and research agenda”, International Journal of Contemporary Hospitality Management, Vol. 30 No. 1, pp. 21-56, doi: 10.1108/ijchm-10-2015-0549.
Karatepe, O.M., Saydam, M.B. and Okumus, F. (2021), “COVID-19, mental health problems, and their detrimental effects on hotel employees' propensity to Be late for work, absenteeism, and life satisfaction”, Current Issues in Tourism, Vol. 24 No. 7, pp. 934-951, doi: 10.1080/13683500.2021.1884665.
Kareem, M.A. and Hussein, I.J. (2019), “The impact of human resource development on employee performance and organizational effectiveness”, Management Dynamics in the Knowledge Economy, Vol. 7 No. 3, pp. 307-322, doi: 10.25019/mdke/7.3.02.
Kataria, A., Garg, P. and Rastogi, R. (2013), “Psychological climate and organizational effectiveness: role of work engagement”, IUP Journal of Organizational Behavior, Vol. 12 No. 3, pp. 33-46.
Kim, M. and Beehr, T.A. (2018), “Empowering leadership: leading people to be present through affective organizational commitment?”, The International Journal of Human Resource Management, Vol. 31 No. 16, pp. 2017-2044.
Kim, S.-H., Kim, M. and Holland, S. (2020), “Effects of intrinsic motivation on organizational citizenship behaviors of hospitality employees: the mediating roles of reciprocity and organizational commitment”, Journal of Human Resources in Hospitality and Tourism, Vol. 19 No. 2, pp. 168-195, doi: 10.1080/15332845.2020.1702866.
Koç, M., Cavus, M.F. and Saraçoglu, T. (2014), “Human resource management practices, job satisfaction and organizational commitment”, International Journal of Academic Research in Business and Social Sciences, Vol. 4 No. 9, p. 178, doi: 10.6007/ijarbss/v4-i9/1147.
Kong, H., Chiu, W.C. and Leung, H.K. (2018), “Building creative self-efficacy via learning goal orientation, creativity job requirement, and team learning behavior: the key to employee creativity”, Australian Journal of Management, Vol. 44 No. 3, pp. 443-461, doi: 10.1177/0312896218792957.
Kura, K.M., Shamsudin, F.M., Umrani, W.A. and Salleh, N.M. (2019), “Linking human resource development practices to counterproductive work behaviour: does employee engagement matter”, Journal of African Business, Vol. 20 No. 4, pp. 472-488, doi: 10.1080/15228916.2019.1583974.
Kuruppu, C.L., Kavirathne, C.S. and Karunarathna, N. (2021), “The impact of training on employee performance in a selected apparel sector organization in Sri Lanka”, Global Journal of Management and Business Research, Vol. 21 No. 2, pp. 5-12.
Labrague, L.J., McEnroe–Petitte, D.M., Tsaras, K., Cruz, J.P., Colet, P.C. and Gloe, D.S. (2018), “Organizational commitment and turnover intention among rural nurses in the Philippines: implications for nursing management”, International Journal of Nursing Sciences, Vol. 5 No. 4, pp. 403-408, doi: 10.1016/j.ijnss.2018.09.001.
Law, R., Ye, H. and Chan, I.C.C. (2021), “A critical review of smart hospitality and tourism research”, International Journal of Contemporary Hospitality Management, Vol. 34 No. 2, pp. 623-641, doi: 10.1108/ijchm-08-2021-0986.
Lee, C.H. and Bruvold, N.T. (2003), “Creating value for employees: investment in employee development”, The International Journal of Human Resource Management, Vol. 14 No. 6, pp. 981-1000, doi: 10.1080/0958519032000106173.
Lee, M., Cai, Y., DeFranco, A. and Lee, J. (2020), “Exploring influential factors affecting guest satisfaction: big data and business analytics in consumer-generated reviews”, Journal of Hospitality and Tourism Technology, Vol. 11 No. 1, pp. 137-153, doi: 10.1108/jhtt-07-2018-0054.
Leon, R.D. (2019), “Hotel's online reviews and ratings: a cross-cultural approach”, International Journal of Contemporary Hospitality Management, Vol. 31 No. 5, pp. 2054-2073, doi: 10.1108/ijchm-05-2018-0413.
Levitats, Z. and Vigoda-Gadot, E. (2020), “Emotionally engaged civil servants: toward a multilevel theory and multisource analysis in public administration”, Review of Public Personnel Administration, Vol. 40 No. 3, pp. 426-446, doi: 10.1177/0734371x18820938.
Lin, C.P. and Tsai, M.K. (2019), “Strengthening long-term job performance: the moderating roles of sense of responsibility and leader's support”, Australian Journal of Management, Vol. 45 No. 1, pp. 134-152, doi: 10.1177/0312896219842629.
Lincoln, Y.S., Lynham, S.A. and Guba, E.G. (2018), “Paradigmatic controversies, contradictions, and emerging confluences revisited”, in Denzin, N.K. and Lincoln, Y.S. (Eds), The Sage Handbook of Qualitative Research, 5th ed., Sage, Thousand Oaks, CA, pp. 108-150.
MacDuffie, J.P. (1995), “Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry”, Industrial and Labor Relations Review, Vol. 48 No. 2, pp. 197-221, doi: 10.2307/2524483.
Macey, W.H. and Schneider, B. (2008), “The meaning of employee engagement”, Industrial and Organizational Psychology, Vol. 1 No. 1, pp. 3-30, doi: 10.1111/j.1754-9434.2007.0002.x.
Mackay, M.M. (2018), “Does employee age moderate the association between HR practices and organizational commitment? An application of SOC theory to organizational behavior”, Organizational Management Journal, Vol. 15 No. 4, pp. 186-200, doi: 10.1080/15416518.2018.1528856.
Mackey, J.D., Ellen, B.P. III, McAllister, C.P. and Alexander, K.C. (2021), “The dark side of leadership: a systematic literature review and meta-analysis of destructive leadership research”, Journal of Business Research, Vol. 132, pp. 705-718, doi: 10.1016/j.jbusres.2020.10.037.
Madera, J.M., Dawson, M., Guchait, P. and Belarmino, A.M. (2017), “Strategic human resources management research in hospitality and tourism: a review of current literature and suggestions for the future”, International Journal of Contemporary Hospitality Management, Vol. 29 No. 1, pp. 48-67, doi: 10.1108/ijchm-02-2016-0051.
Maheshwari, S. and Vohra, V. (2015), “Identifying critical HR practices impacting employee perception and commitment during organizational change”, Journal of Organizational Change Management, Vol. 28 No. 5, pp. 872-894, doi: 10.1108/jocm-03-2014-0066.
Malhotra, N., Nunan, D. and Birks, D. (2019), Marketing Research: An Applied Approach, 7h ed., Pearson, New York.
Mangundjaya, W.L.H. (2012), “Are organizational commitment and employee engagement important in achieving individual readiness for change”? Humanitas, Vol. 9 No. 2, pp. 185-192.
Marco-Lajara, B. and Úbeda-García, M. (2013), “Human resource management approaches in Spanish hotels: an introductory analysis”, International Journal of Hospitality Management, Vol. 35, pp. 339-347, doi: 10.1016/j.ijhm.2013.07.006.
McNeish, D. and Wolf, M.G. (2021), “Dynamic fit index cutoffs for confirmatory factor analysis models”, Psychological Methods, Vol. 28 No. 1, pp. 61-88, doi: 10.1037/met0000425.
Mehmetoglu, M. and Venturini, S. (2021), Structural Equation Modelling with Partial Least Squares Using Stata and R, Routledge, London.
Memon, M.A., Cheah, J.-H., Ramayah, T., Ting, H. and Chuah, F. (2018), “Mediation analysis: issues and recommendations”, Journal of Applied Structural Equation Modeling, Vol. 2 No. 1, pp. 1-9, doi: 10.47263/jasem.2(1)01.
Memon, M.A., Salleh, R., Mirza, M.Z., Cheah, J.-H., Ting, H., Ahmad, M.S. and Tariq, A. (2021), “Satisfaction matters: the relationships between HRM practices, work engagement and turnover intention”, International Journal of Manpower, Vol. 42 No. 1, pp. 21-50, doi: 10.1108/ijm-04-2018-0127.
Meyer, J.P. and Allen, N.J. (1997), Commitment in the Workplace: Theory, Research and Application, SAGE Publications, London, Thousand Oaks, CA.
Meyer, J.P. and Herscovitch, L. (2001), “Commitment in the workplace: toward a general model”, Human Resource Management Review, Vol. 11 No. 3, pp. 299-326, doi: 10.1016/s1053-4822(00)00053-x.
Meyer, J.P. and Parfyonova, N.M. (2010), “Normative commitment in the workplace: a theoretical analysis and reconceptualization”, Human Resource Management Review, Vol. 20 No. 4, pp. 283-294, doi: 10.1016/j.hrmr.2009.09.001.
Meyer, P.J. and Smith, A.C. (2000), “HRM practices and organizational commitment: test of a mediation model”, Canadian Journal of Administrative Sciences, Vol. 17 No. 4, pp. 319-331, doi: 10.1111/j.1936-4490.2000.tb00231.x.
Meyer, J.P., Allen, N.J. and Smith, C.A. (1993), “Commitment to organizations and occupations: extension and test of a three-component conceptualization”, Journal of Applied Psychology, Vol. 78 No. 4, pp. 538-551, doi: 10.1037//0021-9010.78.4.538.
Meyer, J.P., Stanley, D.J., 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, Vol. 61 No. 1, pp. 20-52, doi: 10.1006/jvbe.2001.1842.
Meyer, J.P., Stanley, D.J., Jackson, T.A., McInnis, K.J., Maltin, E.R. and Sheppard, L. (2012), “Affective, normative, and continuance commitment levels across cultures: a meta-analysis”, Journal of Vocational Behavior, Vol. 80 No. 2, pp. 225-245, doi: 10.1016/j.jvb.2011.09.005.
Minbashian, A., Birney, D.P. and Bowman, D.B. (2019), “The thinking styles of managers: dimensionality, profiles and motivational antecedents”, Australian Journal of Management, Vol. 44 No. 1, pp. 70-90, doi: 10.1177/0312896218775150.
Mira, M., Choong, Y. and Thim, C. (2019), “The effect of HRM practices and employees' job satisfaction on employee performance”, Management Science Letters, Vol. 9 No. 6, pp. 771-786, doi: 10.5267/j.msl.2019.3.011.
Mowbray, P.K., Wilkinson, A. and Tse, H.H. (2020), “High-performance work systems and employee voice behaviour: an integrated model and research agenda”, Personnel Review, Vol. 50 No. 6, pp. 1530-1543, doi: 10.1108/pr-12-2019-0692.
Murphy, K., Torres, E., Ingram, W. and Hutchinson, J. (2018), “A review of high-performance work practices (HPWPs) literature and recommendations for future research in the hospitality industry”, International Journal of Contemporary Hospitality Management, Vol. 30 No. 1, pp. 365-388, doi: 10.1108/ijchm-05-2016-0243.
Naiemaha, S., Sultan, A.A., Azizirb, A., Ruslan, I. and Ruswahida (2019), “The relationship between organizational commitment, employee engagement, job satisfaction and turnover intention: evidences in the malaysian hospitality sector”, International Journal of Advanced Science and Technology, Vol. 28 No. 13, pp. 473-482.
Nasurdin, A.M., Ling, T.C. and Khan, S.N. (2018), “The relation between turnover intention, high performance work practices (HPWPs), and organizational commitment: a study among private hospital nurses in Malaysia”, Asian Academy of Management Journal, Vol. 23 No. 1, pp. 23-51, doi: 10.21315/aamj2018.23.1.2.
Nawaz, M. and Pangil, F. (2016), “The relationship between human resource development factors, career growth and turnover intention: the mediating role of organizational commitment”, Management Science Letters, Vol. 6 No. 2, pp. 157-176, doi: 10.5267/j.msl.2015.12.006.
Naz, F., Aftab, J. and Awais, M. (2016), “Impact of human resource management practices (HRM) on performance of SMEs in Multan, Pakistan”, International Journal of Management, Accounting and Economics, Vol. 3 No. 11, pp. 699-708.
Nazir, O. and Islam, J.U. (2017), “Enhancing organizational commitment and employee performance through employee engagement: an empirical check”, South Asian Journal of Business Studies, Vol. 6 No. 1, pp. 98-114, doi: 10.1108/sajbs-04-2016-0036.
Niati, D.R., Siregar, Z.M.E. and Prayoga, Y. (2021), “The effect of training on work performance and career development: the role of motivation as intervening variable”, Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences, Vol. 4 No. 2, pp. 2385-2393, doi: 10.33258/birci.v4i2.1940.
Nieves, J. and Quintana, A. (2018), “Human resource practices and innovation in the hotel industry: the mediating role of human Capital”, Tourism and Hospitality Research, Vol. 18 No. 1, pp. 72-83, doi: 10.1177/1467358415624137.
Nilsson, S. and Ellstrom, P.E. (2012), “Employability and talent management: challenges for HRD practices”, European Journal of Training and Development, Vol. 36 No. 1, pp. 26-45, doi: 10.1108/03090591211192610.
Noesgaard, M.S. and Jørgensen, F. (2023), “Building organizational commitment through cognitive and relational job crafting”, European Management Journal, Vol. 41 No. 1, pp. 1-10, doi: 10.1016/j.emj.2023.01.002.
Norm, B., Rodrıguez-Loredo, C.S. and Paz-Rodrıguez, F. (2017), “Development and validation of a questionnaire on normative organizational commitment: a pilot study in Mexican workers”, Anales de Psicologıa, Vol. 33 No. 2, pp. 393-402, doi: 10.6018/analesps.33.2.235211.
Otoo, F.N.K. (2019a), “Human resource management (HRM) practices and organizational performance: the mediating role of employee competencies”, Employee Relations, Vol. 41 No. 5, pp. 949-970, doi: 10.1108/er-02-2018-0053.
Otoo, F.N.K. (2019b), “Human resource development (HRD) practices and banking industry effectiveness: the mediating role of employee competencies”, European Journal of Training and Development, Vol. 43 Nos 3/4, pp. 250-271, doi: 10.1108/ejtd-07-2018-0068.
Otoo, F.N.K. (2022a), “Examining the influence of human resource development practices on organizational commitment of small and medium scale enterprises”, European Journal of Management Issues, Vol. 30 No. 4, pp. 195-204, doi: 10.15421/192217.
Otoo, F.N.K. (2022b), “Human resource development and employee turnover intentions: the mediating role of employee engagement”, International Journal of Business Ecosystem and Strategy, Vol. 4 No. 4, pp. 1-12, doi: 10.36096/ijbes.v4i4.360.
Otoo, F.N.K. and 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, Vol. 42 Nos 7-8, pp. 435-454, doi: 10.1108/ejtd-12-2017-0113.
Otoo, F.N.K., Otoo, E.A., Abledu, G.K. and Bhardwaj, A. (2019), “Impact of human resource development (HRD) practices on pharmaceutical industry's performance: the mediating role of employee performance”, European Journal of Training and Development, Vol. 43 Nos 1/2, pp. 188-210, doi: 10.1108/ejtd-09-2018-0096.
Paik, Y., Parboteeah, K.P. and Shim, W. (2007), “The relationship between perceived compensation, organizational commitment and job satisfaction: the case of Mexican workers in the Korean Maquiladoras”, The International Journal of Human Resource Management, Vol. 18 No. 10, pp. 1768-1781, doi: 10.1080/09585190701570940.
Park, J. and Min, H. (2020), “Turnover intention in the hospitality industry: a meta-analysis”, International Journal of Hospitality Management, Vol. 90, 102599, doi: 10.1016/j.ijhm.2020.102599.
Paul, A.K. and Anantharaman, R.N. (2004), “Influence of HRM practices on organizational commitment: a study among software professionals in India”, Human Resource Development Quarterly, Vol. 15 No. 1, pp. 77-88, doi: 10.1002/hrdq.1088.
Piyasena, K.G.C.C. and Kottawatta, H. (2018), “Does engagement of employees affect to organizational commitment? Evidence from non-academics in Sri Lankan state universities”, Human Resource Management Journal, Vol. 6 No. 2, pp. 35-47.
Poulston, J. (2009), “Hospitality workplace problems and poor training: a close relationship”, International Journal of Contemporary Hospitality Management, Vol. 20 No. 4, pp. 412-427, doi: 10.1108/09596110810873525.
Powell, D.M. and Meyer, J.P. (2004), “Side-bet theory and the three-component model of organizational commitment”, Journal of Vocational Behavior, Vol. 65 No. 1, pp. 157-177, doi: 10.1016/s0001-8791(03)00050-2.
Prayag, G. and Hosany, S. (2015), “Human resource development in the hotel industry of Mauritius: myth or reality?”, Current Issues in Tourism, Vol. 18 No. 3, pp. 249-266, doi: 10.1080/13683500.2013.787051.
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 and Tourism, Vol. 16 No. 1, pp. 56-70, doi: 10.1080/15332845.2016.1202061.
Presbitero, A., Newman, A., Le, H., Jiang, Z. and Zheng, C. (2019), “Organizational commitment in the context of multinational corporations: a critical review and directions for future research”, The International Journal of Human Resource Management, Vol. 30 No. 1, pp. 188-218.
Purang, P. (2008), “Dimensions of HRD climate enhancing organizational commitment in Indian organizations”, Indian Journal of Industrial Relations, Vol. 43 No. 4, pp. 528-546.
Rabiul, M.K. and Yean, T.F. (2021), “Leadership styles, motivating language, and work engagement: an empirical investigation of the hotel industry”, International Journal of Hospitality Management, Vol. 92 No. 1, pp. 1-10, doi: 10.1016/j.ijhm.2020.102712.
Rabiul, M.K., Patwary, A.K., Mohamed, A.E. and Rashid, H.O. (2021), “Leadership styles, psychological factors, and employee commitment to service quality in the hotel industry”, Journal of Quality Assurance in Hospitality and Tourism, Vol. 23 No. 4, pp. 1-29, doi: 10.1080/1528008x.2021.1913695.
Radic, A., Arjona-Fuentes, J.M., Ariza-Montes, A., Han, H. and Law, R. (2020), “Job demands–job resources (JD-R) model, work engagement, and well-being of cruise ship employees”, International Journal of Hospitality Management, Vol. 88, p. 88, 102518, doi: 10.1016/j.ijhm.2020.102518.
Radomir, L. and Moisescu, O.I. (2019), “Discriminant validity of the customer-based corporate reputation scale: some causes for concern”, Journal of Product and Brand Management, Vol. 29 No. 4, pp. 457-469, doi: 10.1108/jpbm-11-2018-2115.
Rafik, A., Arsyad, A. and Hamzah, M.N. (2019), “Management development of human resources (educators and education staff) at Madrasah tsanawiyah Negeri Makassar”, International Journal of Social Science, Vol. 74 No. 1, pp. 15-36.
Rameshkumar, M. (2020), “Employee engagement as an antecedent of organizational commitment–A study on Indian seafaring officers”, The Asian Journal of Shipping and Logistics, Vol. 36 No. 3, pp. 105-112.
Rana, S., Ardichvili, A. and Tkachenko, O.A. (2014), “Theoretical model of the antecedents and outcomes of employee engagement”, Journal of Workplace Learning, Vol. 26 Nos 3/4, pp. 249-266, doi: 10.1108/jwl-09-2013-0063.
Rasoolimanesh, S.M., Wang, M., Roldán, J.L. and Kunasekaran, P. (2021), “Are we in right path for mediation analysis? Reviewing the literature and proposing robust guidelines”, Journal of Hospitality and Tourism Management, Vol. 48, No. 2, pp. 395-405.
Rawashdeh, A.M. and Tamimi, S.A. (2019), “The impact of employee perceptions of training on organizational commitment and turnover intention: an empirical study of nurses in Jordanian hospitals”, European Journal of Training and Development, Vol. 44 Nos 2/3, pp. 191-207, doi: 10.1108/ejtd-07-2019-0112.
Rhemtulla, M., van Bork, R. and Borsboom, D. (2020), “Worse than measurement error: consequences of inappropriate latent variable measurement models”, Psychological Methods, Vol. 25 No. 1, pp. 30-45, doi: 10.1037/met0000220.
Richman, A. (2006), “Everyone wants an engaged workforce how can you create it?”, Workspan, Vol. 49, pp. 36-39.
Richman, N., Hamad, F., Mahidy, A., Richman, N., Patrick, P. and Practices, S.M. (2015), “Term human resource development is combining to some HRM concept of human recourse development”, Human Resource Development, Vol. 1 No. 2, pp. 1-12.
Rigg, J., Sydnor, S., Nicely, A. and Day, J. (2014), “Employee engagement in Jamaican hotels: do demographic and organizational characteristics matter?”, Journal of Human Resources in Hospitality and Tourism, Vol. 13 No. 1, pp. 1-16, doi: 10.1080/15332845.2013.807391.
Ringle, C.M., Sarstedt, M., Mitchell, R. and Gudergan, S.P. (2020), “Partial least squares structural equation modeling in HRM research”, International Journal of Human Resource Management, Vol. 31No No. 12, pp. 1617-1643.
Robinson, I. (2006), Human Resource Management in Organisations, CIPD, London.
Robinson, D., Perryman, S. and Hayday, S. (2004), The Drivers of Employee Engagement, Report-Institute for Employment Studies, Brighton.
Rodriguez, J. and Walters, K. (2017), “The importance of training and development in employee performance and evaluation”, World Wide Journal of Multidisciplinary Research and Development, Vol. 3 No. 10, pp. 206-212.
Ruck, K., Welch, M. and Menara, B. (2017), “Employee voice: an antecedent to organisational engagement?”, Public Relations Review, Vol. 43 No. 5, pp. 904-914, doi: 10.1016/j.pubrev.2017.04.008.
Saengchai, S., Joemsittiprasert, W. and Jermsittiparsert, K. (2020), “Human resource development and success of engineering procurement construction project: what role engineering education and human resource competency can play”, Test Engineering and Management, Vol. 82, pp. 3476-3487.
Saks, A.M. (2006), “Antecedents and consequences of employee engagement”, Journal of Managerial Psychology, Vol. 21 No. 7, pp. 600-619, doi: 10.1108/02683940610690169.
Saks, A.M. (2019), “Antecedents and consequences of employee engagement revisited”, Journal of Organizational Effectiveness, Vol. 6 No. 1, pp. 19-38, People and Performance, doi: 10.1108/joepp-06-2018-0034.
Salas-Vallina, A. and Alegre, J. (2018), “Happiness at work: developing a shorter measure”, Journal of Management and Organization, Vol. 27 No. 3, pp. 460-480, doi: 10.1017/jmo.2018.24.
Salas-Vallina, A., Alegre, J. and López-Cabrales, Á. (2021), “The challenge of increasing employees' well-being and performance: how human resource management practices and engaging leadership work together toward reaching this goal”, Human Resource Management, Vol. 60 No. 3, pp. 333-347, doi: 10.1002/hrm.22021.
Sandhya, S., Sulphey, M.M. (2020), “Influence of empowerment, psychological contract and employee engagement on voluntary turnover intentions”, International Journal of Productivity and Performance Management, Vol. 70 No. 2, pp. 325-349, doi: 10.1108/ijppm-04-2019-0189.
Sarstedt, M. and Mooi, E.A. (2019), A Concise Guide to Market Research: the Process, Data, and Methods Using IBM SPSS Statistics, 3rd ed., Springer, Berlin.
Sarstedt, M., Hair, J.F., Cheah, J.H., Becker, J.M. and Ringle, C.M. (2019), “How to specify, estimate, and validate higher-order constructs in PLS-SEM”, Australasian Marketing Journal, Vol. 27 No. 3, pp. 197-211, doi: 10.1016/j.ausmj.2019.05.003.
Sarstedt, M., Ringle, C.M., Cheah, J.-H., Ting, H., Moisescu, O.I. and Radomir, L. (2020), “Structural model robustness checks in PLS-SEM”, Tourism Economics, Vol. 26 No. 4, pp. 531-554, doi: 10.1177/1354816618823921.
Saunders, M., Lewis, P. and Thornhill, A. (2019), Research Methods for Business Students, 8th ed., Pearson Education, Harlow.
Savalei, V. (2021), “Improving fit indices in structural equation modeling with categorical data”, Multivariate Behavioral Research, Vol. 56 No. 3, pp. 390-407, doi: 10.1080/00273171.2020.1717922.
Schaufeli, W.B. and Salanova, M. (2007), “Work engagement: an emerging psychological concept and its implications for organizations”, in Gilliland, S.W., Steiner, D.D. and Skarlicki, D.P. (Eds), Research in Social Issues in Management: Vol. 5. Managing Social and Ethical Issues in Organizations, Information Age, Greenwich, CT, pp. 135-177.
Scheel, T., Rigotti, T. and Mohr, G. (2014), “Training and performance of a diverse workforce”, Human Resource Management, Vol. 53 No. 5, pp. 749-772, doi: 10.1002/hrm.21583.
Schein, E.H. and Schein, P.A. (2018), Humble Leadership: the Power of Relationships, Openness and Trust, Berrett-Koehler, Oakland, CA.
Schuberth, F., Henseler, J. and Dijkstra, T.K. (2018), “Confirmatory composite analysis”, Frontiers in Psychology, Vol. 9, pp. 25-41, doi: 10.3389/fpsyg.2018.02541.
Sellbom, M. and Tellegen, A. (2019), “Factor analysis in psychological assessment research: common pitfalls and recommendations”, Psychological Assessment, Vol. 31 No. 12, pp. 1428-1441, doi: 10.1037/pas0000623.
Sharma, P.N., Shmueli, G., Sarstedt, M., Danks, N. and Ray, S. (2021), “Prediction-oriented model selection in partial least squares path modeling”, Decision Sciences, Vol. 52 No. 3, pp. 567-607, doi: 10.1111/deci.12329.
Shaw, K. (2005), “An engagement strategy process for communicators”, Strategic Communication Management, Vol. 9 No. 3, pp. 26-29.
Shi, D., Lee, T. and Maydeu-Olivares, A. (2019), “Understanding the model size effect on SEM fit indices”, Educational and Psychological Measurement, Vol. 79 No. 2, pp. 310-334, doi: 10.1177/0013164418783530.
Shuck, B. and Reio, T.G., Jr (2011), “The employee engagement landscape and HRD: how do we link theory and scholarship to current practice”, Advances in Developing Human Resources, Vol. 12 No. 4, pp. 419-428, doi: 10.1177/1523422311431153.
Shuck, B., Reio, T.G., Jr. and Rocco, T.S. (2011), “Employee engagement: an examination of antecedent and outcome variables”, Human Resource Development International, Vol. 14 No. 4, pp. 427-445.
Shuck, B. and Wollard, K. (2010), “Employee engagement and HRD: a seminal review of the foundations”, Human Resource Development Review, Vol. 9 No. 1, pp. 89-110, doi: 10.1177/1534484309353560.
Shuck, B., Adelson, J.L. and Reio, T.G. (2017a), “The employee engagement scale: initial evidence for construct validity and implications for theory and practice”, Human Resources Management, Vol. 56No.6, pp. 953-997, 10.1002/hrm.21811.
Shuck, B., Osam, K., Zigarmi, D. and Nimon, K. (2017b), “Definitional and conceptual muddling: identifying the positionality of employee engagement and defining the construct”, Human Resource Development Review, Vol. 16 No. 3, pp. 263-293, doi: 10.1177/1534484317720622.
Simmering, M.J., Fuller, C.M., Richardson, H.A., Ocal, Y. and Atinc, G.M. (2015), “Marker variable choice, reporting, and interpretation in the detection of common method variance: a review and demonstration”, Organizational Research Methods, Vol. 18 No. 3, pp. 473-511, doi: 10.1177/1094428114560023.
Smeenk, S.G., Eisinga, R.N., Teelken, J.C. and Doorewaard, J.A.C.M. (2006), “The effects of HRM practices and antecedents on organizational commitment among university employees”, The International Journal of Human Resource Management, Vol. 17 No. 12, pp. 2035-2054, doi: 10.1080/09585190600965449.
Soliman, M. and Wahba, M.S. (2019), “Investigating influencers of employee engagement in travel agents in Egypt”, Anatolia, Vol. 30 No. 1, pp. 75-89, doi: 10.1080/13032917.2018.1503965.
Solnet, D., Subramony, M., Ford, R., Golubovskaya, M., Kang, H.J.A. and Hancer, M. (2019), “Leveraging human touch in service interactions: lessons from hospitality”, Journal of Service Management, Vol. 30 No. 3, pp. 392-409, doi: 10.1108/josm-12-2018-0380.
Spector, P.E., Rosen, C.C., Richardson, H.A., Williams, L.J. and Johnson, R.E. (2019), “A new perspective on method variance: a measure-centric approach”, Journal of Management, Vol. 4 No. 3, pp. 855-880, doi: 10.1177/0149206316687295.
Sturges, J., Conway, N., Guest, D. and Liefooghe, A. (2005), “Managing the career deal: the psychological contract as a framework for understanding career management, organizational commitment and work behavior”, Journal of Organizational Behavior, Vol. 26 No. 7, pp. 821-838, doi: 10.1002/job.341.
Subardjo, A.S. and Harjanti, W. (2019), “The impact of social exchange theory implementation over organizational attitude and behavior”, International Journal of Scientific and Research Publications, Vol. 9 No. 7, pp. 435-445.
Suifan, T.S. (2015), “The effect of human resources practices on organizational commitment: a Jordanian study”, Journal of Management Research, Vol. 7 No. 4, pp. 222-232, doi: 10.5296/jmr.v7i4.7972.
Sun, H.J. and Yoon, H.H. (2022), “Linking organizational virtuousness, engagement, and organizational citizenship behavior: the moderating role of individual and organizational factors”, Journal of Hospitality and Tourism Research, Vol. 46 No. 5, pp. 879-904, doi: 10.1177/1096348020963701.
Sung, Y.S. and Choi, J.N. (2011), The Effects of Human Resource Development on Operational and Financial Performance of Manufacturing Companies: A Large-Scale, Longitudinal Analysis, Institute for Research on Labor and Employment, Los Angeles, CA.
Sung, S.Y. and Choi, J.N. (2014), “Multiple dimensions of human resource development and organizational performance”, Journal of Organizational Behavior, Vol. 35 No. 6, pp. 851-870, doi: 10.1002/job.1933.
Swanson, R.A. (2001), “Human resource development and its underlying theory”, Human Resource Development International, Vol. 4 No. 3, pp. 299-312, doi: 10.1080/13678860110059311.
Swanson, E., Kim, S., Lee, S.-M., Yang, J.-J. and Lee, Y.-K. (2020), “The effect of leader competencies on knowledge sharing and job performance: social capital theory”, Journal of Hospitality and Tourism Management, Vol. 42, pp. 88-89, doi: 10.1016/j.jhtm.2019.11.004.
Tan, J.X., Cham, T.H., Zawawi, D. and Aziz, Y.A. (2019), “Antecedents of organizational citizenship behavior and the mediating effect of organization commitment in the hotel industry”, Asian Journal of Business Research, Vol. 9 No. 2, pp. 121-139, doi: 10.14707/ajbr.190064.
Tarigan, V. and Ariani, D.W. (2015), “Empirical study relations job satisfaction, organizational commitment, and turnover intention”, Advances in Management and Applied Economics, Vol. 5 No. 2, p. 21.
Thuy, N. and Trinh, E. (2020), “Human resource development: overview of the performance evaluation and performance appraisal viewpoints”, Journal La Bisecoman, Vol. 1 No. 5, pp. 15-19, doi: 10.37899/journallabisecoman.v1i5.268.
Tracey, J.B. (2014), “A review of human resources management research: the past 10 years and implications for moving forward”, International Journal of Contemporary Hospitality Management, Vol. 26 No. 5, pp. 679-705, doi: 10.1108/ijchm-02-2014-0056.
Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006), Working Life: Employee Attitudes and Engagement, CIPD, Wimbledon.
Truss, C., Shantz, A., Soane, E., Alfes, K. and Delbridge, R. (2013), “Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory”, The International Journal of Human Resource Management, Vol. 24 No. 14, pp. 2657-2669, doi: 10.1080/09585192.2013.798921.
Tsai, M., Cheng, C. and Chang, Y. (2010), “Drivers of hospitality industry employees job satisfaction, organizational commitment and job performance”, African Journal of Business Management, Vol. 4, pp. 4118-4134.
Tsaur, S.H., Hsu, F.S. and Lin, H. (2019), “Workplace fun and work engagement in tourism and hospitality: the role of psychological capital”, International Journal of Hospitality Management, Vol. 81, pp. 131-140, doi: 10.1016/j.ijhm.2019.03.016.
Uma, S., Aurolipy and Madhusmita, D. (2017), “Impact of HRM practices on job satisfaction and performance: an empirical study in health care sector”, International Journal of Economic Research, Vol. 14 No. 2, pp. 95-105.
Uraon, R.S. (2018), “Examining the impact of HRD practices on organizational commitment and intention to stay within selected software companies in India: a review and conceptual analysis of the employee turnover process”, Advances in Developing Human Resources, Vol. 20 No. 1, pp. 11-43, doi: 10.1177/1523422317741691.
Vakira, E., Shereni, N.C., Ncube, C.M. and Ndlovu, N. (2022), “The effect of inclusive leadership on employee engagement, mediated by psychological safety in the hospitality industry”, Journal of Hospitality and Tourism Insights, Vol. 6 No. 5, pp. 1818-1839, doi: 10.1108/jhti-09-2021-0261.
Vecina, M.L., Chacón, F., Marzana, D. and Marta, E. (2013), “Volunteer engagement and organizational commitment in nonprofit organizations: what makes volunteers remain within organizations and feel happy”, Journal of Community Psychology, Vol. 41 No. 3, pp. 291-302, doi: 10.1002/jcop.21530.
Wang, Q. and Wang, C. (2020), “Reducing turnover intention: perceived organizational support for frontline employees”, Frontiers of Business Research in China, Vol. 14 No. 6, pp. 1-16, doi: 10.1186/s11782-020-00074-6.
Welch, M. (2011), “The evolution of the employee engagement concept: communication implications”, Corporate Communications, An International Journal, Vol. 16 No. 2, pp. 328-346, doi: 10.1108/13563281111186968.
Williams, L.J. and McGonagle, A.K. (2016), “Four research designs and a comprehensive analysis strategy for investigating common method variance with self-report measures using latent variables”, Journal of Business and Psychology, Vol. 32 No. 3, pp. 339-359, doi: 10.1007/s10869-015-9422-9.
Wollard, K.K. (2011), “Quiet desperation another perspective on employee engagement”, Advances in Developing Human Resources, Vol. 12 No. 4, pp. 526-537, doi: 10.1177/1523422311430942.
Wollard, K.K. and Shuck, B. (2011), “Antecedents to employee engagement: a structured review of the literature”, Advances in Developing Human Resources, Vol. 13 No. 24, pp. 429-446, doi: 10.1177/1523422311431220.
Wong, Y.W. and Wong, Y.T. (2017), “The effects of perceived organizational support and affective commitment on turnover intention: a test of two competing models”, Journal of Chinese Human Resource Management, Vol. 8 No. 1, pp. 2-21, doi: 10.1108/jchrm-01-2017-0001.
Wood, S.J. and Wall, T.D. (2007), “Work enrichment and employee voice in human resource management-performance studies”, The International Journal of Human Resource Management, Vol. 18 No. 7, pp. 1335-1372.
World Travel and Travel Council (2017), Travel and Tourism Economic Impact, World Travel and Tourism Council, London.
Xu, Y., Zhang, Z., Nicolau, J.L. and Liu, X. (2020), “How do hotel managers react to rating fluctuation?”, International Journal of Hospitality Management, Vol. 89, pp. 102563-102569, doi: 10.1016/j.ijhm.2020.102563.
Yahaya, R. and Ebrahim, F. (2016), “Leadership styles and organizational commitment: literature review”, Journal of Management Development, Vol. 35 No. 2, pp. 190-216, doi: 10.1108/jmd-01-2015-0004.
Yang, C. and Lin, C.Y. (2009), “Does intellectual capital mediate the relationship between HRM and organizational performance? Perspective of a healthcare industry in Taiwan”, International Journal of Human Resource Management, Vol. 20 No. 9, pp. 1965-1984, doi: 10.1080/09585190903142415.
Yang, Y., Park, S. and Hu, X. (2018), “Electronic word of mouth and hotel performance: a meta-analysis”, Tourism Management, Vol. 67, pp. 248-260, doi: 10.1016/j.tourman.2018.01.015.
Yao, X. and Wang, L. (2006), “The predictability of normative organizational commitment for turnover in Chinese Companies: a cultural perspective”, International Journal of Human Resource Management, Vol. 17 No. 6, pp. 1058-1075, doi: 10.1080/09585190600696671.
Yao, T., Qiu, Q. and Wei, Y. (2019), “Retaining hotel employees as internal customers: effect of organizational commitment on attitudinal and behavioral loyalty of employees”, International Journal of Hospitality Management, Vol. 76, pp. 1-8, doi: 10.1016/j.ijhm.2018.03.018.
Yap, M., Holmes, M.R., Hannan, C.A. and Cukier, W. (2010), “The relationship between diversity training, organizational commitment, and career satisfaction”, Journal of European Industrial Training, Vol. 34 No. 6, pp. 519-538, doi: 10.1108/03090591011061202.
Yeh, C.M. (2013), “Tourism involvement, work engagement and job satisfaction among frontline hotel employees”, Annals of Tourism Research, Vol. 42, pp. 214-239, doi: 10.1016/j.annals.2013.02.002.
Yeh, C.M. (2019), “The relationship between tourism involvement, organizational commitment and organizational citizenship behaviors in the hotel industry”, Tourism and Hospitality Management, Vol. 25 No. 1, pp. 75-93, doi: 10.20867/thm.25.1.10.
Zhong, L., Wayne, S.J. and Liden, R.C. (2016), “Job engagement, perceived organizational support, high-performance human resource practices, and cultural value orientations: a cross-level investigation”, Journal of Organizational Behavior, Vol. 37 No. 6, pp. 823-844, doi: 10.1002/job.2076.