Influence of human resource development (HRD) practices on hotel industry’s performance

Abstract

Purpose The purpose of this paper is to examine the mediating role of employee competencies in the association between human resource development (HRD) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRD practices impact organizational performance through their influence on employee competencies. The study further revealed that employee competencies mediate the association between HRD practices and organizational performance. Research limitations/implications The research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors. Practical implications The findings of the study have the potential to help stakeholders and management of hotels in adopting properly and well-articulated HRD practices to stimulate positive behavior in individuals and impact their knowledge, skills and attitudes. Originality/value This study extends the literature by adducing evidence that employee competencies mediated the association between HRD practices and organizational performance of the hotel industry in Ghana.

Human capital in the banking sector cross cultural definition

“…Actually when it is come to competency it is knowledge, skills and attitude (respondent B1) These competencies include all the skills, knowledge, experience and everything that we consider important (respondent C1) Thus, for the sample banks in Sri Lanka, competences mean the "combination of knowledge, skills, experiences, and attitudes of employees". This definition supports early studies, in which competences defined as combinations of knowledge, skills and attitudes (Glajchen & Bookbinder, 2001;Otoo & Mishra, 2018;Van Loo & Semeijn, 2004). Sveiby (1997) included the "experience" as a component of competences in his definition.…”

Employee Competencies as Predictors of Organizational Performance: A Study of Public and Private Sector Banks

“…During the past few decades, employee competencies have received a great deal of attention from researchers, practitioners and academicians across the globe for being the major determinant of employee performance (Elbaz et al, 2018; McClelland, 1973; Sanghi, 2016) as well as the performance of the organization (Otoo, 2019; Otoo & Mishra, 2018; Potnuru & Sahoo, 2016). The term competence was coined by White (1959), an eminent American psychologist, in his paper ‘Motivation reconsidered: The concept of competence’.…”

“…Numerous studies have been conducted to investigate the influence of employee competencies on organizational performance (Elbaz et al, 2018; Kamukama et al, 2017; Mandourah et al, 2017; Otoo, 2019; Otoo & Mishra, 2018; Potnuru & Sahoo, 2016; Scapolan et al, 2017; Zacca & Dayan, 2018; Zaim et al, 2013). Additionally, Osei and Ackah (2015), in their study conducted in the pharmaceutical industry, opined that employee competencies have a significant and positive effect on organizational performance and these immensely contribute towards achieving organizational objectives as well as its vision and mission.…”

Human Resource Management Practice in Lithuania: Evidences and Challenges

“…Training and development. When analysing training and development many researchers take them as one integral human resource development practice (Otoo et al, 2019, Otoo andMishra, 2018). Others (Ensour and Kharabsheh, 2015;Bilan et al, 2017;Susomrith et al, 2019) have pointed out to the differences.…”

“…Nature of business in call centres and customers' segment orientations were the most important factors defining differences in T&D. Several analyses using Structural Equation Modelling made by Otoo and his associates showed the importance of HRM practices, including training and development on organizational performance and its effectiveness. Their research findings suggest that HRM practices, notably training and development interven-tions affect organizational performance through the mediating effect of employees' performance and their competencies (Otoo et al, 2019;Otoo and Mishra, 2018).…”