Impact of airlines’ human resources strategic management implementation on organizational performance : Focusing on the moderating role of organizational commitment

Abstract

The global aviation industry suffered great disruption during the COVID-19 pandemic. Numbers of airplanes, routes, and employees were all reduced. However, in 2022 the situation has begun to improve, and increased travel demand means more pressure on aviation company human resources. This study examined the relationship between strategic human resource management (SHRM) and the organizational performance of airline cabin crew members. An online survey was performed to employees at a Korean full-service carrier, resulting in 279 usable samples for analysis. Exploratory factor analysis (EFA) discovered three variables (training development, career development, and compensation and reward) of SHRM. Regression analysis showed that all three variables had a significant effect on organizational performance. Hierarchical regression analysis found that organizational commitment performed a moderating effect between SHRM and organizational performance. This means the effect of SHRM on organizational performance varies depending on organizational commitment. Thus, organizational commitment is an important variable that regulates the relationship between SHRM and organizational performance. The study provides broad suggestions regarding airline operations and human resource management by discussing the effect of SHRM factors on cabin crew members’ organizational performance. Moreover, the findings can suggest future methods for airline company human resource management after COVID-19.