Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia

Al-miman, Mansour Abdullah

doi:10.5539/ijps.v9n4p94

Cited by 4 publications

(1 citation statement)

References 33 publications

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“…The limited available literature that considered psychological contacts in Saudi Arabia specifically focuses on the impact of human resource management practices on employees' perceptions of psychological contract fulfilment (Al‐miman, 2017) and breach (Aldossari & Robertson, 2018). With the exception of Aldossari & Robertson's (2016) research, which examined the role of a highly collectivist culture in shaping the psychological contract, no work has examined the influence of culture on the nature of psychological contracts in Saudi Arabia.…”

Section: The Psychological Contract and The External Contextmentioning

confidence: 99%

I didn't promise, I said inshallah¹: Saudi Arabian employees' perceptions of the importance of implicit promises within the psychological contract

Aldossari

Robertson

Chaudhry

2022

European Management Review

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The psychological contract was both conceptualised and has been investigated primarily in Western contexts. While research has demonstrated its utility for exploring the nature of the individual employment relationship in other cultures, the fundamental tenets of the psychological contract have never been challenged. In particular, there is an absence of empirical research on how the notion of implicit promises might be viewed in Eastern contexts, in spite of promises constituting a significant plank of employee interpretation of the psychological contract. Using two case studies in Saudi Arabia, this research investigates how different sources of information influence the construction of implicit promises in a culturally unique employment context. We propose a theoretical model that outlines key factors that shape employee beliefs of implicit promises in order to guide future research in the field of psychological contracts. K E Y W O R D Snational culture, organisational culture, promises, psychological contract, Saudi Arabia 1 Inshallah is an Arabic phrase that means "if God wills" and is said when one is talking about something that will happen in the future. Practically, it means that I may or may not deliver what I have promised only if God wills it.

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Section: The Psychological Contract and The External Contextmentioning

confidence: 99%

I didn't promise, I said inshallah¹: Saudi Arabian employees' perceptions of the importance of implicit promises within the psychological contract

Aldossari

Robertson

Chaudhry

2022

European Management Review

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Talent turnover and retention research

Alferaih¹,

Sarwar

Eid

2018

EBHRM

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Purpose The purpose of this paper is to understand the direct impact of some of the salient factors from the talent management (TM) literature (role conflict, extrinsic rewards, and job satisfaction) and the indirect impact of other factors (organisational commitment, talent retention, and talent engagement) on talent turnover intention. Design/methodology/approach A survey questionnaire collected 521 valid responses from employees holding managerial and non-managerial positions at various levels in 54 five-star hotels in 6 cities in Saudi Arabia. Findings Significant support was found for all nine hypotheses formulated to test the relationships among the seven constructs above. The model was found to explain 68 per cent of variance in talent turnover intention. Research limitations/implications The study contributes to human resource management literature in general and TM in particular by examining the different constructs used in the TM models and by conceptualising a research model, which was empirically validated within the service sector in the context of Saudi Arabia. Practical implications The research has several implications for practitioners in the tourism/service sector in the Middle East, pertaining to the management of talented employees. Specifically, it recommends that managers should promote training and development scenarios and provide a better work environment to strengthen individuals’ commitment to their jobs. Originality/value This is one of the first studies to examine a comprehensive model of TM in the Arab world in general and in Saudi Arabia in particular, using data gathered from employees in the tourism sector.

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Employee perceptions of hotel CSR initiatives and job satisfaction: exploring organizational identification, psychological contract fulfillment and attachment styles

Dang,

2024

IHR

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PurposeThis study offers an empirical framework for how hotel employees CSR perceptions affect their job satisfaction by incorporating the parallel mediating roles of organizational identification and psychological contract fulfillment. In addition, it examines the moderator effects of employees' CSR-induced attributions on the constructed mediated model, providing a powerful lens through which to evaluate when and how employees' CSR perceptions influence organizational identification and psychological contract fulfillment.Design/methodology/approachThe study use PLS-SEM techniques to analyze a sample of 520 employees from 49 luxury hotels with 4–5 stars in Khanh Hoa province, Vietnam.FindingsThe results show that CSR positively influences job satisfaction through the mediating role of psychological contract fulfillment and organizational identification. Besides, attachment styles also play moderator role in the relationship between CSR and psychological contract fulfillment/organizational identification.Practical implicationsThe discoveries elucidated within this research endeavor proffer actionable discernments to be earnestly contemplated by professionals entrenched in the hotel industry, earnestly aspiring to ameliorate the contentment of their workforce and, concomitantly, augment the overarching efficacy of their organizational operations.Originality/valueThis study provides human resource departments with insights and suggestions for maximizing the efficacy of CSR implementation in the hotel industry.

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Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia

Cited by 4 publications

References 33 publications

I didn't promise, I said inshallah¹: Saudi Arabian employees' perceptions of the importance of implicit promises within the psychological contract

I didn't promise, I said inshallah¹: Saudi Arabian employees' perceptions of the importance of implicit promises within the psychological contract

Talent turnover and retention research

Employee perceptions of hotel CSR initiatives and job satisfaction: exploring organizational identification, psychological contract fulfillment and attachment styles

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Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia

Cited by 4 publications

References 33 publications

I didn't promise, I said inshallah1: Saudi Arabian employees' perceptions of the importance of implicit promises within the psychological contract

I didn't promise, I said inshallah1: Saudi Arabian employees' perceptions of the importance of implicit promises within the psychological contract

Talent turnover and retention research

Employee perceptions of hotel CSR initiatives and job satisfaction: exploring organizational identification, psychological contract fulfillment and attachment styles

Contact Info

Product

Resources

About

I didn't promise, I said inshallah¹: Saudi Arabian employees' perceptions of the importance of implicit promises within the psychological contract

I didn't promise, I said inshallah¹: Saudi Arabian employees' perceptions of the importance of implicit promises within the psychological contract