International Journal of Scientific & Technology Research

Home About Us Scope Editorial Board Blog/Latest News Contact Us
10th percentile
Powered by  Scopus
Scopus coverage:
Nov 2018 to May 2020


IJSTR >> Volume 8 - Issue 10, October 2019 Edition

International Journal of Scientific & Technology Research  
International Journal of Scientific & Technology Research

Website: http://www.ijstr.org

ISSN 2277-8616

A Study of Employee’s Perception Of Human Resource Practices And Work Engagement In Hospitality Industry (Mumbai)

[Full Text]



Bhavna Raina, Dr. Anjali Kalse



Employee Engagement, Human Resource Practices, Hospitality Industry, Mumbai



This study has been done to assess the association between employees’ perception of HR practices and Work engagement in hospitality industry. A survey of 418 employees in hotel industry in Mumbai region was conducted to understand the relationship of Human Resource Practices (Selection & Staffing, Employee Training Opportunities, Employee Development Opportunities, Performance Management & Pay for Performance, Promotional Opportunities, Employee Decision making & participation and Communication & Coordination by HR) and Work Engagement. It has been hypothesized that Work Engagement depends upon Human Resource Practices.The model was tested by using Structural Equation Modelling and relationship analysed through Regression. The result were as expected, that all HR practices were associated with Work Engagement. Selection and Staffing, Employee Training Opportunities, Promotional Opportunities, Employee Benefits and Communication & Coordination by HR had significant impact on Work Engagement. This study will help managers identify practices which increase engagement of its workers and implement them to in accordance to fulfill the needs to employees and organization. This study has original value as it shows the perception of employees towards HR practices through empirical research rather than conceptual that has been done till date.



[1] Alan M. Saks (2006). Antecedents and consequences of Employee Engagement .Journal of Managerial Psychology, 21(7): 600 – 619.
[2] Andrew J. Wefald & Ronald G. Downey (2009) Construct Dimensionality of Engagement and its Relation With Satisfaction. The Journal of Psychology, 143(1) :91-112
[3] Armstrong M. (2007). Armstrong’s Book Of Strategic Human Resource Management, (5th Edition), Kogan Page.
[4] Bakker, A. B., Demerouti, E. and Verbeke, W. (2004), Using the job demands‐resources model to predict burnout and performance. Hum. Resour. Manage., 43: 83-104.
[5] Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99(2):274-284.
[6] Bakker, A., Demerouti E. (2007). The Job Demands‐Resources model: state of the art. Journal of Managerial Psychology, 22(3) :309-328.
[7] Bakker, A., Demerouti E. (2008). Towards a model of work engagement. Career Development International,13(3) : 209-223.
[8] Baron, A., & Armstrong, M. (2007). Human capital management: Achieving added value through people. London: Kogan Page.
[9] Britt, T. W., Castro, C. A., & Adler, A. B. (2005). Self-Engagement, Stressors, and Health: A Longitudinal Study. Personality and Social Psychology Bulletin, 31(11):1475–1486.
[10] Budhwar, P. S., Chand, M., & Katou, A. A. (2007). The impact of HRM practices on organisational performance in the Indian hotel industry. Employee relations.
[11] Burud, S, & Tumolo,M. (2004). Leveraging the new human Capital: Adaptive strategis, result achieved , and stories of transformation. Palo Alto, CA:Davies-Black
[12] Chand, M. (2010). The impact of HRM practices on service quality, customer satisfaction and performance in the Indian hotel industry. The International Journal of Human Resource Management, 21(4) ,551–566.
[13] Chand, M. and Ranga, A., (2018). Performance Appraisal Practices in Indian Hotel Industry: An Investigation of Employee's Perceptions. International Journal of Hospitality & Tourism Systems, 11(2).
[14] Enz, C. A. (2001). What Keeps You Up at Night?: Key Issues of Concern for Lodging Managers. Cornell Hotel and Restaurant Administration Quarterly, 42(2):38–45.
[15] Enz, C. A. (2004). Issues of concern for restaurant owners and managers [Electronic version]. Cornell Hotel and Restaurant Administration Quarterly, 45(4):315-332. Retrieved from Cornell University, School of Hospitality Administration site: http://scholarship.sha.cornell.edu/articles/359
[16] Fisher, C.D., Schoenfeldt, L.F., & Shaw, J.B. (2006). Advanced human resource management. Boston, MA: Houghton Mifflin Customer Publishing.
[17] Gallup (2006). Gallup study: engaged employees inspire company innovation: national survey finds that passionate workers are most likely to drive organisations forward, The Gallup Management Journal, accessed at http://gmj.gallup.com/content/24880/Gallup-Study-Engaged-Employees-Inspire-Company.aspx
[18] Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2006). Multivariate data analysis . Uppersaddle River
[19] Harris, L. L. (2006). The relationship of leaderships’ communication to employee engagement and intent to stay. Unpublished doctoral dissertation, University of Minnesota.
[20] Harter, James K.,Schmidt, Frank L.,Hayes, Theodore L.(2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2): 268-279.
[21] Hay Group. (2012). Why does employee engagement matter to CEOs. RetrievedJuly1,2013,HayGroup:http://www.haygroup.com/downloads/ww/Thought_paper_Why_does_employee_enagement_matter_to_CEOs.pdf
[22] Hitt, M., Bierman, L., Shimizu, K., &Kochar, R. (2001). Direct and Moderating effects of human capital on strategy and performance in professional service firms: A resource-based perspective. Academy of Management Journal, 44(1) : 13–28.
[23] Huselid Mark A. (1995). The impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial performance, Academy of Management Journal. 38(3) : 635-672
[24] Huselid, M. A. and Becker, B. E. (1996). Methodological Issues in Cross‐Sectional and Panel Estimates of the Human Resource‐Firm Performance Link. Industrial Relations: A Journal of Economy and Society, 35: 400-422.
[25] Huselid, M.A, Jackson, S.E., & Schuler, R.S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40 : 171-188.
[26] Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33 :692-724.
[27] Kahn, W.A. (1992). To be full there: psychological presence at work. Human Relations, 45:321-49.
[28] Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell Hospitality Quarterly, 51(2) :171-214.
[29] Lee-Ross,D.(2013).Human resource management, service delivery and the job satisfaction/alienation: A hospitality industry perspective. Asia Pacific Journal of Innovation in Hospitality and Tourism , 2(2) :211-226.
[30] Ling Suan Choo, Norslah Mat, Mohammed Al‐Omari (2013). Organizational practices and employee engagement: a case of Malaysia electronics manufacturing firms. Business Strategy Series, 14(1): 3-10.
[31] Macey W. & Schneider B. (2008). The meaning of Employee Engagement. Journal of Industrial and Organisational Psychology, 1(1) :3-30.
[32] MacLeod, D. and Clarke, N. (2009). The MacLeod Review – Engaging for Success: Enhancing Performance though Employee Engagement. Department for Business Innovation and Skills, Crown Copyright.(London)
[33] Maslach, C., Schaufeli, W. B., &Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52: 397-422.
[34] Maxwell, G.& Quail, S. (2002). Human resource strategy and development for quality service in the international hotel sector. In D’Annunzio-Green, N., Maxwell, G. and Watson, S. (Eds.), Human Resource Management: International perspectives in hospitality and tourism (90–103). (London: Continuum).
[35] May, D. R., Gilson, R. L. and Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77 :11-37.
[36] Mone, E. M., & London, M. (2009). Employee engagement through effective performance management: a manager’s guide, Routledge (New York)
[37] Mone E., Eisinger E. et al. (2011). Performance Management at the Wheel: Driving Employee Engagement in Organizations. Journal Of Business Psychology ,26 : 205–212.
[38] Parkes, L., & Langford, P. (2008). Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations. Journal of Management & Organization, 14(3) : 267-284.
[39] Perrin T. (2003). Working Today: Understanding What Drives Employee Engagement. The 2003 Towers Perrin Talent Report U.S Report.[Online]Available:http://www.towersperrin.com/tp/getwebcachedoc
[40] Rana, S. Ardichvili A. & Tkachenko, O.(2014).A theoretical model of the antecedents and outcomes of employee engagement : Dubin’s method. Journal of Workplace Learning ,26 (3/4) : 249-266.
[41] Sachdev, S. & Verma, H. (2004). Relative Importance Of Service Quality Dimensions: A Multisectoral Study. Journal of Services Research,4 (1).
[42] Salanova, M. & Schaufeli, W.B. (2008) A cross-national study of work engagement as a mediator between job resources and proactive behavior. The International Journal of Human Resource Management, 19(1):116-131.
[43] Sardar, S., Rehman, A., Yousaf, U. & Aijaz, A (2011). Impact of HR practices on employee engagement in banking sector of Pakistan. Interdisciplinary Journal of Contemporary Research in Business, 2(9):378-89.
[44] Saks A. (2006). Antecedents and consequences of Employee Engagement. Journal of Managerial Psychology, 21(7) : 600-619.
[45] Schaufeli, W.B., Salanova, M., González-Romá V, Bakker, A.B.(2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1):71-92.
[46] Schaufeli, W.B., Bakker A.B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3):293-315.
[47] Schaufeli, W.B., Bakker, A.B. & Salanova M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and psychological measurement, 66(4):701-16.
[48] Schaufeli, W.B. & Salanova, M. (2007). Efficacy or inefficacy, that's the question: Burnout and work engagement, and their relationships with efficacy beliefs. Anxiety, stress, and coping, 20(2):177-96.
[49] Shirom, A. (2003). Feeling vigorous at work? The construct of vigor and the study of positive affect in organizations, in Pamela L. Perrewe, Daniel C. Ganster (ed.) Emotional and Physiological Processes and Positive Intervention Strategies (Research in Occupational Stress and Well-being, 3: 135 – 164. ) Emerald Group Publishing Limited.
[50] Shuck, B. and Wollard, K. (2010). Employee engagement and HRD: a seminal review of the foundations. Human Resource Development Review, 9(1) : 89-110.
[51] Srivastava, D.K. and Bansal, N. (2016). Creating Employee Engagement in Organizations in India: Role of Human Resource Processes.International Journal of Innovative Research and Development, 5(6) : 41-7.
[52] Sutcliffe, K. M., & Vogus, T. J. (2003). Organizing for resilience. In K. S. Cameron, J. E.
[53] Wollard, K. K., & Shuck, B. (2011). Antecedents to Employee Engagement: A Structured Review of the Literature. Advances in Developing Human Resources, 13(4) : 429–446.
[54] Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational behavior, 74(3) : 235-244.
[55] Zhang, J. & Enemark, A.E. (2015). Factors influencing business performance in hotels and restaurants. Asia-Pacific Journal of Innovation in Hospitality and Tourism, 5(1) : 1-20.
[56] Zohar, D. (1994). Analysis of job stress profile in the hotel industry. International Journal of Hospitality Management, 13(3) : 219