High Performance Human Resource Practices, Identification with Organizational Values and Goals, and Service-Oriented Organizational Citizenship Behavior: A Review of Literature and Proposed Model

Abstract

Increasing competition within the hospitality industry has recognized the importance of service quality as a key business differentiation strategy. Proactive involvement of employees is a vital component of the service delivery, which in turn, enhances customer satisfaction and loyalty. Hence, hospitality organizations, particularly hotels, need to encourage their employees to perform voluntary behaviors that go "beyond their call of duty". These behaviors are referred to as service-oriented organizational citizenship behaviors (hereafter labeled as SO-OCBs). A review of the literature indicates that an organization's human resource management (henceforth labeled as HRM) practices are instrumental in establishing the tone of the employee-employer relationship, which subsequently affects employees' display of discretionary functional service-related behaviors. Specifically, high-performance HRM practices can nurture a relational employment relationship, leading to internalization of organizational values and goals. This, in turn, would induce employees to engage in greater SO-OCBs. However, conceptual and empirical work explaining the mechanism by which high-performance HRM practices relate to SO-OCBs remains scarce. Therefore, this paper aims to construct a model linking a set of high-performance HRM practices (selective hiring, communication, appraisal, and reward) and SO-OCBs. Identification with organizational values and goals is posited as a mediator in the proposed relationship. A discussion of the literature to support the proposed framework is furnished.

Mediación del compromiso afectivo entre las prácticas de gestión humana y las conductas de ciudadanía organizacional en jefes colombianos

“…Cuando los empleados perciben existencia, calidad y cobertura de algunas de las PGH, se genera un vínculo afectivo con la organización y desarrollan mayores conductas en beneficio de esta y de sus compañeros de trabajo, sin que dichos comportamientos se encuentren previamente definidos en su cargo. Ello se relaciona con lo encontrado en otras investigaciones previas, en donde ya se habían relacionado las PGH y el CA (Gong et al, 2009;Pons & Ramos, 2010;Takeuchi et al, 2009), y las PGH con las CCO (Sun et al, 2007, Yan-Kai, 2013Nasurdin et al, 2015). Se cuenta, entonces, con evidencia de que las PGH son una estrategia que la organización puede utilizar en pro de favorecer la identificación e involucramiento de los empleados.…”

“…Algunas investigaciones relacionan las PGH con el CA (Gong et al, 2009, Pons & Ramos, 2010, Takeuchi, Chen, & Lepak 2009 y muestran asociación entre las PGH y las CCO (Sun, Aryee, & Law, 2007;Yan-Kai, 2013;Nasurdin, Ahmad, & Ling, 2015); otras se centran en el efecto de las CA sobre las CCO (Yan-Kai, 2013;Rosario-Hernández & Rovira, 2006). Sin embargo, no se encontraron antecedentes que explicaran el vínculo entre las tres variables.…”

The Influence of Human Resource Management Practices and Job Involvement on the Employee Performance in the Public Service Sectors Mediated by Affective Commitment

“…When employees feel they are treated well in their organization through HRM practices, they will devote optimal efforts and energy to improve service quality. Effective use of human resources can provide a competitive advantage to the organization (Nasurdin et al, 2015).…”

“…In line with Nasurdin et al, (2015), HRM practices consist of four different practices. The first is selective recruitment, which is a number of activities that are carefully matched between job applicants with job requirements to find workers with the best talents and offer appropriate compensation to maintain them in the organization.…”

The Impact of Human Resource Management Practices on Perceived Organisational Justice

“…According to Kadiresan et al (2015:162), their study concludes the impact of HRM practices can create a comparative advantage for organisational performance when organisational commitment matters. Nasurdin, Ahmad & Ling (2015:3) point out that the main objective of HRM practices is to boost employees" performance.…”