Organizational citizenship behaviors of hotel employees: The role of discretionary human resource practices and psychological contract - Theory and Practice in Hospitality and Tourism Research - page 73

H4: Psychological contract fulfillment will mediate
the relationship between employee's perception of
quality of discretionary HR practices and OCBO
and OCBI.

possibility of spurious statistical influence, this study
also measured five demographic control variables:
age, gender, marital, education, and organizational
tenure. All the reliability coefficients for the meas-
ures were acceptable since they exceeded the mini-
mum recommended level of 0.60 (Sekaran, 2000).

3 METHODOLOGY

3.1 Sample
The purpose of this study is to investigate whether
employees' perception of discretionary HR prac-
tices and psychological contact fulfillment affects
their behavioral, in the form of OCBs in the hotel
industry. This study was correlational in nature. In
this study, the unit of analysis was individual oper-
ational employee working in large hotels located in
the state of Selangor, Kuala Lumpur, and Pulau
Pinang, Malaysia. A total of 630 questionnaires
were distributed to operational employees attached
to 22 large hotels. A total of 411 questionnaires
were returned. Of these, 31 responses were found
to be non usable. Therefore, only 380 question-
naires (60.3%) were coded and analyzed.

4 RESULTS

4.1 Hypotheses testing
Table 1 shows the summary of the regression anal-
yses, direct and indirect relationships on OCBO.
From Table 1, none of the controlled vari-
ables significantly affect psychological contract or
OCBO (M1). When discretionary HR practices
were entered into the equation to be regressed
onto OCBO (M2), discretionary HR practices var-
iables were able to explain 39.0% ( R 2 change = .39,

F -change .01) of the observed varia-

tions on OCBO. Of the five HR practice dimen-
sions, training and development (

= 10.45, p <

β = .42, p < .01)

and participation and involvement ( .01)

were positively and significantly contributes to the
prediction of OCBO. Thus, hypothesis H1 was
partially supported.
On the effect towards psychological contract ful-
fillment (M3), training and development (

β = .31, p <

3.2 Data analysis
Hypotheses were tested by using hierarchical mul-
tiple regression analysis with OCBs as the depend-
ent variables. Baron and Kenny's (1986) mediation
rules were followed for testing mediation effects of
psychological contract fulfillment. To reduce the

β = .37,

p < .01), participation and involvement ( β = .33,

p < .01) and performance management ( β = .19,

p < .01) had positive and significant effects. Hence, H2

Table 1. Summary of the Regression Results on the Influence of Discretionary HR Practices and Psychological
Contract on OCBO.

Predictors M1 M 2 (OCBO) M3 (PC) M4 (OCBO)

Control Variables:
Gender a

−.01 −.06 −.03 −.02

Age −.15 .06 −.14 −.15

Marital Status b .02 −.05 −.02 .02

Education .05 .02 .06 − .00

Organizational Tenure .02

− .01 − .01 − .00

Discretionary HR Practices:
Staffing & Selection .07 .09 .05

Training & Development .42** .37** .08

Performance Management .10 .19** .06

Pay for Performance .08 .10 .06

Participation & Involvement .31** .33** .11

Psychological Contract .34**

R 2

.02 .41 .46 .31

Adj. R 2 .39 .44 .29

−.01

R 2 Change .02 .39 .44 .19

F -Change .80 10.45** 19.06** 95.39**

Note: N = 380; *p < .05, **p < .01.