Abstract
Utilizing a contingency perspective, we model the influence of a set of strategic human resource practices referred to as high performance work systems (HPWS) on organizational effectiveness in the hospitality industry. Adopting a multi-stakeholder lens, organizational effectiveness is conceptualized as resulting from a causal sequence of events leading from HPWS to work engagement, employee turnover, customer service experiences, and financial performance. Our model emphasizes job resources as a linking mechanism between HPWS, supervisory support, and organizational effectiveness. We also question the assumed functional nature of involuntary turnover while providing new insights for practitioners hoping to combat the industry’s turnover culture.
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