Travel Reference
In-Depth Information
3
ORGANIZATIONAL DNA, HUMAN
RESOURCE PRACTICES AND HOTEL
PERFORMANCE
training and development) with the type of Organ-
izational DNA for the hotel industry to date is not
available. In fact, how far the effect of Organiza-
tional DNA towards hotel's behavior and perform-
ance is also not known? With this gap, there is
really a need to explore on these issues in the hotel
industry perspective particularly in five star hotels
owing to the complication of it HRP practices.
In the hotel perspective, studies have focused on
general aspects of leadership, cultural, management
and human resource, On the leadership, Weerakit
(2007) identifying the future leader's competen-
cies and the impact of applying different styles of
leadership on employees while Weber (2006) and
Brown (2007) looked on the impact of culture to
the leadership, organization management and
employee performance rather than organization
performance. In management practice, Cerviño
and Bonache (2005) examined the best manage-
ment practices that can be implemented in hotel
and multiple corporate strategies have a strong
impact on a hotel's financial performance. Simi-
larly, human resource managements have also
given the impact on the organizational perform-
ance (Chand, 2010; Cho, 2004; Tavitiyaman, 2009).
Those preceding studies in actual fact just focused
on a small part of organizational DNA elements in
different size, location and type of the hotels. How-
ever, the dominant Organizational DNA used by
hotel as proposed by Honold and Silverman (2002)
has not been yet explored.
In relation to the above notion, among the four
organizational DNA elements, human resource prac-
tices (HRP) is considered the most critical area in the
hotel industry (Cho, 2004; Haynes & Fryer, 2000).
This is because hotel organizations are normally
well depending on their employees that fit to the
organization to consistently deliver excellent service
experiences to customers through human resource
practices which directly determine the organizational
performance (Davidson, 2003; Hoque, 2000). Chand
(2010) strongly emphasized the impact of HRP on
hotel performance through hiring practices, com-
pensation basis and employees training and devel-
opment as these core human resources practices
attributes helping organizations to achieve its goal
faster, to compete with competitors successfully and
to survive in the long run in an unpredictable busi-
ness environment. In other words, fail to maintain
good hiring practices, compensation and employees
training and development as part of HR practices
will lead to ineffective organization's performance
and employees' satisfaction with its market value
(Bamberger & Meshoulam, 2000; Becker, et al.,
1998). Thus HRP has been seen as one of the vital
element in identifying the organizational DNA.
There have been many studies on HRP con-
ducted across a range of industries industry how-
ever none looking at the type of organizational
DNA particularly in hotel industry. In other word,
to what extent the alignment of HR practices
(hiring practices, compensation and employees
4 CONCLUSION
The understanding on the organizational DNA
types is critical to undertake resolution of the
organizational problems, as well as in selecting the
appropriate consultants and other resources for
organizational improvement.
REFERENCES
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Human
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Becker, B.E., Huselid, M.A., Becker, B. & Huselid, M.A.
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High performance work systems and firm per-
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Paper presented at the Research in per-
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Competitive strategies
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International
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Chand, M. (2010). The impact of HRM practices on
service quality, customer satisfaction and performance
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The International Journal
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Cho, Y.S. (2004).
Examining the impact of human
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University of Nevada, Las Vegas. Retrieved
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