Abstract
PurposeThis study aims to provide a new vision for investigating the different human resources management (HRM) practices in hotels after the COVID-19 pandemic.Design/methodology/approachA quantitative research approach was adopted using confirmatory factor analysis and structural equation modeling to reveal updated priorities and relations as stated by 504 hospitality employees.FindingsThe research approach contributed to highlighting exciting findings, as training and development (T&D) had an insignificant effect on turnover intention (IT) or affective organizational commitment (AOC) following the COVID-19 pandemic; job security (JS) had the highest impact on AOC and compensation had the highest effect on TI.Practical implicationsIndividual HRM practices have different strong impacts on employee outcomes. This paper provides human resource directors with realistic and practical implications to boost individuals' AOC and reduces their intention to quit their job in conditions of uncertainty and ambiguity.Originality/valueThis pioneering study reveals the influence of HRM practices in the hospitality HRM systems regarding employee attitudes and behaviors, especially after the COVID-19 pandemic. It provides novel theoretical and practical contributions.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
