Abstract:
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Drawing on the resource-based view (RBV) theory and social exchange theory
(SET), this paper explores the relationship between collectivism-high performance
work system, leader-member-exchange, human capital, and organizational citizenship
behavior, together with their effects on the hotel performance in the Thai hospitality
context.
The objectives of the study include: 1) to study the current situation of HRM
practices in the Thai hospitality industry; 2) to uncover the HRM practices that have a
direct impact on organizational performance, examining particularly the human capital
and employee behavior dimensions; and 3) to examine the leader-member-exchange
relationship that has a direct impact on organizational performance, finding a linkage
within human capital and employee behavior. The proposed path analytic model was
tested using structural equation modeling to evaluate the theoretically-specified
constructs and to collect data in order to validate the measures and examine the
proposed causal relationship models. Using survey data gathered from 420 hotel staff
members in Bangkok, the statistical results revealed that the proposed model had a
significant mediating effect that contributed to hotel performance. Based on the causal
path model, organizational citizenship behavior was the key enabler for hotel
performance. These findings revealed that the collectivist-high performance work
system and leader-member-exchange were key antecedent factors and had a direct
effect on hotel performance. However, human capital had only an indirect effect on hotel performance. This appears plausible since higher human capital may not lead to
organizational performance, which requires the interaction of leader-memberexchange relationship and the collectivism-high performance work system to interact
with the organizational citizenship behavior that directly affects hotel performance.
Regarding the theoretical contribution, the author suggests the finding on the
epistemological dimension of relationship with employees both leader and
organization. An organization cannot improve performance by itself. The leadermember-exchange relationship is the basis of organizational performance creation.
The organization has to mobilize human capital-competence, attitudes and motivation
to work, and creativity and innovativeness created and accumulated at the individual
level. The mobilized human capital is “organizationally” amplified through the
leader-member-exchange and the collectivism-high performance work system
accumulated and performance is leveraged at higher ontological levels. The author
also suggests the “performance spiral” in which the interaction between LMX and
collectivism-HPWS will synergize creating a higher OCB level as it moves up to the
ontological levels. Thus, organizational performance creation is a spiral process,
beginning at the individual level and moving up through the team level and, finally,
the organization level.
Regarding its practical contributions, the present study provides HR
management and line managers with useful insights. This dissertation provides a
better understanding of the sequence of mechanism-HR practices and the social
exchange relationship with the leader in enhancing hotel performance. As hotel
performance is a function of both the employee and the system, top executives, line
managers, and human resource managers need to focus on collectivism-HPWS as the
organizational logic for making human resources a strategic asset. As a strategic tool,
various elements of collectivism-HPWS can create synergy with the leader-memberexchange relationship which will enhance hotel performance and create a competitive
advantage
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