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A Study on the Relationship of Human Resource Practices and Organizational Citizenship Behavior in the International Tourist Hotels
Human Resource Practices
Organizational Citizenship Behavior
ABSTRACT Human resource is an important factor to maintain effective organizational operation in the epoch of knowledge economic, especially for the international tourism hotel industry that takes service as priority issue. Employees are the important assets of hotel, and service quality is the key to obtain good operation performance. The service quality primarily depends on the solicitous and attentive of attendants. In other words, attendants’ identification of the organization and contribution are quite important factors. Two factors, Organization and Employee and Leader and member were included in this research to discuss their influence on organizational citizenship behavior. Meanwhile, based on the idea of organizational citizenship behavior, the performance of hotel employees’ organizational citizenship behavior is established on their awareness of the degree of hotel human resource practices, exchange between Leader and member, which in turn facilitates the performance of employees’ organizational citizenship behavior. In addition to verify the relation of human resource practices and organizational citizenship behavior in the research, a LISREL statistical process was also adopted to establish the cause and effect model using the exchange between Leader and member as intervening variable. The main research results are: (1) the proposed theoretical model of this research was supported. Therefore, these three concepts do affect each other. (2) Training system of human resource practices has a positive and direct influence on employees’ citizen morality; developmental performance evaluation has a positive and direct influence on devotion and obeying law; welfare system has positive and direct influence on both citizen morality and devotion and obeying law. (3) Participating in the formation of human resource decision has a negative and direct influence on diligent, careful, devotion and obeying law. (4) Career development in hotel has a positive and direct influence on the exchange between Leader and member. (5) Exchange between Leader and member has a positive and direct influence on assisting colleague, devotion and obeying law. (6) Exchange between Leader and member has a positive and indirect influence on career development, assisting colleague, devotion and obeying law; exchange between Leader and member has a positive and indirect influence on welfare system and citizen morality. (7) Exchange between Leader and member has a negative and indirect influence on the participation of the formation of human resource decision, citizen morality, diligent and careful.
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