Linking Sustainable Human Resource Management in Hospitality: An Empirical Investigation of the Integrated Mediated Moderation Model

Wang, Chung-Jen

doi:10.3390/su11041066

Cited by 21 publications

(18 citation statements)

References 73 publications

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“…Companies must apply the principles of corporate responsibility to their products, processes and production practices, and this fact requires them to be open to change and innovation. In this situation, SRHRMP can have a positive effect on innovative behaviour [50,75] and, particularly, on employee socially responsible innovative behaviour.…”

Section: The Interdependencies Between Innovative Behavior Innovatiomentioning

confidence: 99%

High-Commitment Work Practices and the Social Responsibility Issue: Interaction and Benefits

2021

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Human Resource Management (HRM) has a potentially vital role to play in addressing the new challenges that companies have to face and in delivering initiatives in the framework of corporate sustainability. Our work attempts to shed light on the strategic role of High-Commitment Work Practices (HCWP) as a Corporate Sustainability (CS) partner and, more specifically, to analyze the implications of their integration on the competitiveness of the firm. With this purpose, we apply a qualitative methodology, using a single case study, to explore and explain why and how the interaction between HCWP and CS takes place. The results show how this interaction encourages the formulation and implementation of new socially responsible organizational initiatives that help the firm to improve its competitive position in the market through the development of employees’ innovative behavior. HCWP integrate with CS initiatives when CS values form part of the mission and strategy of the firm. Also, HCWP support CS deployment, primarily in its internal dimension. In addition, our work reveals that cultural factors such as organizational values and management style, and structural factors like empowerment and teamwork must be jointly considered when adopting a CS strategy aimed at developing innovative behavior and competitive advantage.

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Section: The Interdependencies Between Innovative Behavior Innovatiomentioning

confidence: 99%

High-Commitment Work Practices and the Social Responsibility Issue: Interaction and Benefits

2021

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“…They concluded that, when sustainability is important for the management, employees internalise the sustainability and show greater commitment to adopt a sustainable behaviour. Wang [76] studied a model that matches employees' job satisfaction, knowledge sharing, innovation capability, and job performance for sustainable HRM in hospitality context. With respect to CSR, which is a related subtheme in the sustainable HRM research theme, Lu et al [22] empirically tested the connection between CSR specifically directed toward employees (CSRe) and career development sustainability.…”

Section: Sub-period 2017-2019mentioning

confidence: 99%

Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?

2020

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Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments.

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“…In the past decades, strategic HRM led organizations to short-term business success [24]. It focused more on financial performance than on other organizational outcomes, ignoring employee's well-being [25].…”

Section: Sustainable Hrmmentioning

confidence: 99%

“…The hospitality industry particularly relies on a high level of interactions between customers and employees. Obtaining and retaining high-quality employees is, thus, a survival strategy for hospitality practitioners to reach a long-term successful business from the perspective of sustainability [24]. Several studies have integrated sustainable HRM into the workplace [28,29], yet few have examined sustainable HRM under a research framework, especially in the hospitality industry, to better comprehend its effects on human work performance.…”

Section: Sustainable Hrmmentioning

confidence: 99%

Effects of Selected Positive Resources on Hospitality Service Quality: The Mediating Role of Work Engagement

Wang

Tseng

2019

Sustainability

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This paper aims to investigate the mediating role of work engagement for the effects of deep acting, S, and self-efficacy on service quality under the conservation of resources (COR) theory and the job demands–resources (JD-R) model. Questionnaires were rigorously distributed by stratified random sampling. Data were collected from hospitality frontline employees (HFLEs) of hotels and restaurants in Taiwan during a period of two months. Structural equation modeling analyses were conducted to assess the data. Empirical results demonstrated work engagement is a significant mediator, enriching the antecedents and consequences of work engagement in hospitality literature. The findings suggest hospitality practitioners should consider a high-performance work system (HPWS) as an employee management tactic to implement sustainable human resource management (HRM). This practice can augment hospitality frontline employees’ willingness to stay in organizations in the long term and to maintain a satisfying service quality.

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Linking Sustainable Human Resource Management in Hospitality: An Empirical Investigation of the Integrated Mediated Moderation Model

Cited by 21 publications

References 73 publications

High-Commitment Work Practices and the Social Responsibility Issue: Interaction and Benefits

High-Commitment Work Practices and the Social Responsibility Issue: Interaction and Benefits

Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?

Effects of Selected Positive Resources on Hospitality Service Quality: The Mediating Role of Work Engagement

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