Our purpose in this study was to identify the determinants of employee performance at international hotels in Taiwan. We developed a comprehensible structural model consisting of 4 latent variables and 16 indicators, in order to build a complete and integrated picture of the relationships among job satisfaction, psychological contract, organizational commitment, and job performance. Participants were 361 employees at chain international hotels in Taiwan. The results indicate that there is a significant indirect effect of job satisfaction on job performance which is mediated by psychological contract and organizational commitment. Suggestions for researchers and practitioners in the field are provided.Employee performance is probably the most emphasized topic in the hospitality context, as work in the hospitality industry usually requires close contact between employees and customers. The scope of performance of employees may easily SOCIAL

With changes in world and national economies and the continuing trend over the last 20 years towards industrial automation, the nature of the workforce required has changed. Take the current industrial pattern of automation as an example. The demand for production operators drops while the demand for maintenance and repair workers increases. Unfortunately, however, most of the industrial workforce lacks the skills required to become effective members of this new workforce. This means that the changes in manufacturing processes and technologies must take place more slowly than would be the case if a ready supply of the right kind of labour existed. Not surprisingly, this means that we need to place emphasis on the training and development of workers to give them the appropriate knowledge and skills.