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dc.contributor.advisorSangkae Punyasirith
dc.contributor.authorPornpimol Chaisanitth
dc.date.accessioned2022-09-22T09:06:20Z
dc.date.available2022-09-22T09:06:20Z
dc.date.issued2018
dc.identifierb203141th
dc.identifier.urihttps://repository.nida.ac.th/handle/662723737/6036
dc.descriptionThesis (Ph.D. (Integrated Tourism Management))--National Institute of Development Administration, 2018
dc.description.abstractThis 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.th
dc.description.abstractIn 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 ofth
dc.description.abstractHRM 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.th
dc.description.abstractAccording 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.th
dc.description.provenanceSubmitted by Chitjai Singhapong (chitjai.s@nida.ac.th) on 2022-09-22T09:06:20Z No. of bitstreams: 1 b203141.pdf: 3869042 bytes, checksum: e681e5e471989a87bd37480edf3a365c (MD5)th
dc.description.provenanceMade available in DSpace on 2022-09-22T09:06:20Z (GMT). No. of bitstreams: 1 b203141.pdf: 3869042 bytes, checksum: e681e5e471989a87bd37480edf3a365c (MD5) Previous issue date: 2018th
dc.format.extent267 leavesth
dc.format.mimetypeapplication/pdfth
dc.language.isoength
dc.publisherNational Institute of Development Administrationth
dc.rightsThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.th
dc.subjectOrganizational Citizenship Behaviorth
dc.subject.otherOrganizational behaviorth
dc.titleHuman resource management practices for employee engagement to enhance organizational citizenship behavior in five-star hotels in Thailandth
dc.typeTextth
mods.genreDissertationth
mods.physicalLocationNational Institute of Development Administration. Library and Information Centerth
thesis.degree.nameDoctor of Philosophyth
thesis.degree.levelDoctoralth
thesis.degree.disciplineIntegrated Tourism Managementth
thesis.degree.grantorNational Institute of Development Administrationth
thesis.degree.departmentGraduate School of Tourism Managementth
dc.identifier.doi10.14457/NIDA.the.2018.3


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