Abstract:
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This study investigates the relationship between employee perceptions of
human resource management practices (HRM practices) and organizational
citizenship behavior (OCB), and also examines the mediating role of employee
engagement between the relationship of employee perceptions of HRM practices and
OCB in the context of five-star hotels in Thailand. The thesis especially focuses on
eight HRM practices; namely, recruitment and selection, training support,
performance appraisal, compensation and benefits, career opportunities, internal
communication, rewards and recognition, and empowerment. Social exchange theory
(SET) have been applied to the study and helped to describe the exchange relationship
between employers and employees.
In order to achieve these objectives, this study adopted a mixed-method
approach. The first method was a quantitative study of 325 employees in five-star
hotels using two approaches comprised of confirmatory factor analysis (CFA) and
structural equation modeling (SEM). The model fit indices were as follows: x2 = 253.640, df = 99,
x2/df = 2.562, P = 0.000, GFI = 0.910, CFI = 0.957, TFI = 0.948, and RMSEA = 0.069. The results revealed that the positive relationship between employee perceptions of HRM practices and OCB, and also the positive relationship between employee engagement and OCB. In addition, employee engagement played a partial mediating role in the relationship between employee perceptions of HRM practices and OCB. The second method, a qualitative method, was designed to explore the form of
HRM practices for employee engagement to enhance OCB in five-star hotels by
interviewing 10 human resource managers. The findings suggest that training support
and career opportunities have the largest effect on employee engagement and OCB
among the eight HRM practices. However, empowering employees seems to be
difficult to practice in the context of five-star hotels.
According to the social exchange perspective, the findings show that employees
are more likely to engage in extra-role behavior if they are treated fairly in the
organization. This implies that perceived HRM practices can affect both employees’
attitudes and behaviors that there are a benefit to the organization and coworkers. Thus,
appropriate HRM practices can help to create a holistic and consistent peoplemanagement approach in the hotel industry of Thailand.
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