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Table 2. Summary of the Regression Results on the Influence of Discretionary HR Practices and Psychological
Contract on OCBI.
Predictors
M1
M2 (OCBI)
M3 (PC)
M4 (OCBI)
Control Variables:
Gender
a
−
.03
−
.03
−
.03
−
.05
Age
.06
−
.11
−
.14
−
.14
Marital Status
b
.05
.02
−.06
−.02
Education
.05
.02
.06
−.01
Organizational Tenure
.04
−.04
−.01
−.02
Discretionary HR Practices:
Staffing & Selection
.12
.09
.13
Training & Development
.32**
.37**
.11
Performance Management
.31**
.19**
.09
Pay for Performance
.09
.10
.08
Participation & Involvement
.09
.33**
.11
Psychological Contract
.38**
R
2
.02
.39
.46
.36
Adj.
R
2
.01
.37
.44
.28
R
2
Change
.02
.37
.44
.18
F
-Change
.96
46.87**
19.06**
87.13**
Note:
N
=
380; *p
<
.05, **p
<
.01.
is partially supported. Further, psychological contract
fulfillment was significantly affect OCBO (
β
= .34,
p
< .01), thus H3 was supported. On mediation effect
(M4), the effect of both training and development
and participation were found to be insignificant
(
β
= .08,
p
< .05;
β
= .11,
p
< .05). This implies that
psychological contract fulfillment fully mediated the
relationship between training and development and
participation and involvement and OCBO, in which
partially supported hypotheses
H4
.
Table 2 shows the summary of the regression
analyses on OCBI.
Again, none of the controlled variables affect
psychological contract or OCBI in all the regres-
sion models (M1). Discretionary HR practices var-
iables were able to explain 37.0% (
R
2
change
= .39,
F
-change = 46.87,
p
< .01) of the observed vari-
ations on OCBI (M2). Training and development
(
β
= .32,
p
< .01) and performance management
(
β
= .31,
p
< .01) were positively and significantly
contributes to the prediction of OCBI. Thus,
hypothesis H1 was partially supported. Psycho-
logical contract fulfillment was also significantly
affect OCBI (
β
= .38,
p
< .01), thus H3 was sup-
ported. On the mediation effects of psychological
contract, the effect of both training and develop-
ment and performance management were found to
be insignificant (
β
= .11,
p
> .05;
β
= .09,
p
> .05)
implying that psychological contract fulfillment
fully mediated the relationship between training
and development and performance management
towards OCBI. Thus, H4 was partially supported.
5
DISCUSSION AND FUTURE RESEARCH
The purpose of this paper was to examine hotel
employees' assessment of the quality of discretion-
ary HR practices on their perceptions of psycho-
logical contract and its impact on OCBs. Results
from this study showed that discretionary HR
practices in the form of training and development,
performance management, and employee participa-
tion and involvement significantly influenced hotel
employees' feeling of psychological contract fulfill-
ment, and subsequently their extra-role behaviors.
Hence, when hotel employees highly perceived that
their organizations had provided them with exten-
sive training program to enable them to do their
jobs better and when they satisfied with training
opportunities given to them, they will reciprocate
with positive work performance behaviors in the
form of both OCBO and OCBI. In addition, feel-
ing of psychological fulfillment is achieved when
employees were given enough opportunities in
their career development through challenging job
assignments, which subsequently translated in
positive extra-role behaviors that can benefits the
organization. The results also impliedly showed
that proper management of employee perform-
ance was important in ensuring positive feeling of
employees' psychological contract fulfillment and
extra-role behaviors. Thus, performance appraisal
processes and targets must be transparent to
employees. They must be allowed to participate in
goal settings and been given timely feedbacks.
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