|Title:||Human resources management and performance in the hotel industry: The role of the commitment and satisfaction of managers versus supervisors||Authors:||Domínguez-Falcón, Carmen
Martín-Santana, Josefa D.
De Saá-Pérez, Petra
|UNESCO Clasification:||531104 Organización de recursos humanos||Keywords:||Recursos humanos||Issue Date:||2016||Publisher:||0959-6119||Journal:||International Journal of Contemporary Hospitality Management||Abstract:||Purpose – The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors. Design/methodology/approach – An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain). Findings – The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results. Practical implications – This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results. Originality/value – This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.||URI:||http://hdl.handle.net/10553/42632||ISSN:||0959-6119||DOI:||10.1108/IJCHM-08-2014-0386||Source:||International Journal of Contemporary Hospitality Management[ISSN 0959-6119],v. 28, p. 490-515|
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