Measuring Human Resource Management Practices And Responsible Tourism Enterprise Performance In Kerala: Scale Development
Keywords:
Human Resource Management, HRM practices, responsible tourism Enterprise performance, structural equation modeling (SEM), scale development and refinement, Kerala Tourism.
Abstract
Purpose: This research has two objectives: firstly, it develops a reliable and valid scale for measuring human resource management practices (HRM) influence responsible tourism enterprise performance (RTEP) in the state of Kerala. Secondly, efforts were made to refine this research instrument.
Design/ Methodology/ Approach: A total of 30 responsible tourism enterprises filled the questionnaire through which 18 HRM practices and five organizational performance measures and some demographic variables were measured. In this research confirmatory factor analysis (CFA) was conducted for all the research variables and correlation was employed to test the association of demographic variables (as Control variables) with independent and dependent variables of the research. In this research the scale for measuring HRM practices and responsible tourism performance was developed and refined.
Findings: The scales adapted from previous well-known researches to measure Human resource management practices and responsible tourism enterprise performance. The scales included HRM practices such as recruitment and selection, performance appraisal, training and development and Career and benefits.
Research Limitations for Implications: This research may suffer from single respondent bias as one respondent from a responsible tourism Enterprise was allowed to give their responses and they provide information on HRM practices and perceived measures of responsible tourism enterprise performance. The study has small sample size as it is intended to develop a scale on the basis of
pilot testing, the results of this study cannot be generalized to all responsible tourism Enterprises.
Practical Implications: The study advocate that responsible tourism Enterprise should achieve higher performance levels by adopting human resource management practices indicated in the study.
Originality/ Value: This research make an honest attempt to comprehensively review the literature in the area of Human Resource Management practices and organisational performance and open the way for conducting empirical researches by developing and refining a research instrument for human resource management practices and responsible tourism enterprise performance.
References
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14. Buick, J. and Muthu, G. (1997), “An investigation of the current practices of in-house employee training and development within hotels in Scotland”, Services Industry Journal, Vol. 17 No. 4, pp. 652-68.
15. Cappelli, P. and Newmark, D. (2001), “Do ‘high-performance’ work practices improve establishment-level outcomes?”, Industrial and Labor Relations Review, Vol. 54 No. 4, pp. 737-75.
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17. Cho, S., Woods, R.H., Jang, S.C. and Erdem, M. (2006), “Measuring the impact of human resource management practices on hospitality firms’ performances”, Hospitality Management, Vol. 25, pp. 262-77.
18. Chung, W. and Kalnins, A. (2001), “Agglomeration effects and performance: a test of the Texas lodging industry”, Strategic Management Journal, Vol. 22, pp. 969-88.
19. Claver-Cortes, E., Molina-Azorin, J.F. and Pereira-Moliner, J. (2007), “The impact of strategic behaviours on hotel performance”, International Journal of Contemporary Hospitality Management, Vol. 19 No. 1, pp. 6-20.
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21. Conrade, G., Woods, R. and Ninemeier, J. (1994), “Training in the US lodging industry: perception and reality”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 35 No. 2, pp. 16-21.
22. Croney, P. (1988), “An analysis of human resource management in the UK hotel industry”, International Association of Hotel Management Schools, Autumn 1988 Symposium and Annual General Meeting, 24-26 November.
23. Davidson, M., Guilding, C. and Timo, N. (2006), “Employment, flexibility and labour market practices of domestic and MNC chain luxury hotels in Australia: where has accountability gone?”, Hospitality Management, Vol. 25, pp. 193-210.
24. Debrah, Y. (1994), “Management of operative staff in a labour-scarce economy: the views of human resource managers in the hotel industry in Singapore”, Asia Pacific Journal of Human Resource Management, Vol. 32 No. 1, pp. 41-60.
25. Delaney, J.T. and Huselid, M.A. (1996), “The impact of human resource management practices on perceptions of organisational performance”, Academy of Management Journal, Vol. 39, pp. 949-69.
26. Delery, J.E. (1998), “Issues of fit in strategic human resource management: implications for research”, Human Resource Management Review, Vol. 8, pp. 289- 309.
27. Delery, J. and Doty, D.H. (1996), “Modes of theorizing in strategic human resource management: test of universalistic, contingency and configurational performance predictions”, Academy of Management Journal, Vol. 39, pp. 802-35.
28. Deng, J., Menguc, B. and Benson, J. (2003), “The impact of human resource management on export performance of Chinese manufacturing enterprises”, Thunderbird International Business Review, Vol. 45, pp. 409-34.
29. Denvir, A. and McMahon, F. (1992), “Labour turnover in London hotels and the cost effectiveness of preventative measures”, International Journal of Hospitality Management, Vol. 11 No. 2, pp. 143-54.
30. Edwards, P. and Wright, M. (2001), “High-involvement work systems and performance outcomes: the strength of variable, contingent and context-bound relationships”, International Journal of Human Resource Management, Vol. 12, pp. 568-85.
31. Ericksen, J. and Dyer, L. (2005), “Toward a strategic human resource management model of high reliability organization performance”, International Journal of Human Resource Management, Vol. 16, pp. 907-28.
32. Ferris, G.R., Arthur, M.M., Berkson, H.M., Kaplan, D.M., Harell-Cook, G. and Frink,
33. D.D. (1998), “Toward a social context theory of the human resource management- organization effectiveness relationship”, Human Resource Management Review, Vol. 8, pp. 235-64.
34. Fey, C.F., Bjorkman, I. and Pavlovskaya, A. (2000), “The effect of human resource management practices on firm performance in Russia”, International Journal of Human ResourceManagement., Vol. 11, pp. 1-18.
35. Gabriel, Y. (1988), Working Lives in Hotel and Catering, Routledge, London.
36. Garavan, T.N., Morley, M., Gunnigle, P. and McGuire, D. (2002), “Human resource development and workplace learning: emerging theoretical perspectives and organisational practices”, Journal of European Industrial Training, Vol. 26 No. 2, pp. 60-71.
37. Gerhart, B. (2005), “Human resources and business performance: findings, unanswered questions, and an alternative approach”, Management Review, Vol. 16, pp. 174-85.
38. Gilbert, D. and Guerrier, Y. (1997), “UK hospitality managers past and present”, Service Industries Journal, Vol. 17, pp. 115-32.
39. Gomez-Mejia, L. and Baklin, D.B. (1992), “Determinants of faculty pay: an agency theory perspective”, Academy of Management Journal, Vol. 35, pp. 921-55.
40. Guest, D.E. and Hoque, K. (1994), “The good, the bad and the ugly: human resource management in new non-union establishments”, Human Resource Management Journal, Vol. 5, pp. 1-14.
41. Hair, J., Anderson, R., Tatham, R. and Black, W. (1998), Multivariate Data Analysis, 5th ed., Prentice-Hall, Upper Saddle River, NJ.
42. Hall, L. and Torrington, D. (1998), The Human Resource Function: The Dynamics of Change and Development, Financial Times Pitman Publishing, London.
43. Harrington, D. and Akehurst, G. (1996), “Service quality and business performance in the UK hotel industry”, International Journal of Hospitality Management, Vol. 15 No. 3, pp. 283-98.
44. Hayes, R.H., Wheelwright, S.C. and Clark, K.B. (1988), Dynamic Manufacturing: Creating the Learning Organisation, Free Press, New York, NY.
45. Haynes, P. and Fryer, G. (2000), “Human resources, service quality and performance: a case study”, International Journal of Contemporary Hospitality Management, Vol. 12 No. 4, pp. 240-8.
46. Hogan, J.J. (1992), “Turnover and what to do about it”, Cornell Restaurant and Hotel Administration, Vol. 33 No. 1, pp. 40-5.
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Published
2024-01-24
How to Cite
Rajeev Kariyil, & Dr. Rincy V Mathew. (2024). Measuring Human Resource Management Practices And Responsible Tourism Enterprise Performance In Kerala: Scale Development. Revista Electronica De Veterinaria, 25(1S), 485-497. https://doi.org/10.69980/redvet.v25i1S.718
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Articles
