Perception of Operational Employees towards HPWS Implementation at High-End Hotels in Kuala Lumpur

Mohd Faeez Saiful Bakhtiar,Azdel Abdul Aziz,Salleh Mohd Radzi,Nor Adila Kedin,Norzuwana Sumarjan

doi:10.6007/ijarbss/v11-i13/8555

Mohd Faeez Saiful Bakhtiar, Azdel Abdul Aziz + Show 3 more

Open Access

https://doi.org/10.6007/ijarbss/v11-i13/8555

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Abstract

The significance of operational employees especially in the high-end hotels has encouraged the adoption of strategic human resource management (SHRM) within the industry. While past literature predominantly linked High-Performance Work System (HPWS), a form of strategic human resource work system with improvement in organizational and employee outcomes, another research perspective associated HPWS with contrary consequences towards operational employees. Contradicting perspectives regarding HPWS implementation justify the need for this empirical work. Through quantitative research approach, this study examined the perception of operational employees towards eight sub-components of HPWS applied in high-end hotels. Data collected from a total of 392 operational employees from several five-star hotels in Kuala Lumpur were analysed. This study revealed that communications as well as performance management and appraisal were regarded as the most perceived agreed practices, whereas compensation and benefits being the least agreeable among all High-Performance Work Practices (HPWPs). Limitations and propositions from this study are presented to guide future research. Overall, understanding the perception of HPWS implementation is crucial as it influence employees’ behavioural decision that ultimately impacting the organizational outcomes.

Highlights

Hotel Industry in Malaysia and Strategic human resource management (HRM) Tourism is a major contributor to the Malaysian economy (Department of Statistics Malaysia, 2018) and hotel industry is a significant fragment within the tourism sector
Sample and Procedures This study focused on five-star hotels predominantly in Kuala Lumpur, which has the highest density of five-star hotels in Malaysia (Ministry of Tourism and Culture Malaysia, 2018)
Given the importance of operational employees within the hotel industry especially in the high-end hotels, this paper explored their actual perception of the High-Performance Work System (HPWS) implementation

Summary

Introduction

Hotel Industry in Malaysia and Strategic HRM Tourism is a major contributor to the Malaysian economy (Department of Statistics Malaysia, 2018) and hotel industry is a significant fragment within the tourism sector. While labour contributes the highest proportion of the total costs in this industry (Akbar and Tracogna, 2018; Sun et al, 2007; Wilton, 2006), high-end hotels are constantly challenged to keep labour cost to the minimum to remain competitive For such reason, many researchers recommended the adoption of strategic approach to handling HRM; and it is known as strategic HRM (Chen et al, 2016; Cafferkey and Dundon, 2015; Ahmad, 2010; Hoque, 2000). The aim is to establish a cohesive fusion between HRM and organizational strategy, establish coherent HR policies and functional HR work system; that are acceptable by both operational managers and all employees (Nieves and Osorio, 2017; Li and Frenkel, 2017; Schuler, 1992)

Literature Review SHRM in the Hotel Industry

Findings

Conclusion