Summarise the hypothesis relationship
The study showed evidence based on the hypotheses that were earlier outlined in the study. From the hypotheses, therefore, there was a significant positive relationship between career management and employees. Such evidence is often achieved when the company adopts the right human resource strategies (Alfes et al., 2013).
The findings suggest that there is a significant positive relationship between hotel career management and job performance. Furthermore, the job satisfaction and affective organizational commitment have shown a substantial relationship with the hotel career management (Shaw et al., 2013). The hotel career management was shown to have a positive impact on the employee satisfaction (Den Hartog et al., 2013). The Affective organizational commitment was mediated between hotel career management and job performance (Paillé et al., 2014). On the other hand, the job satisfaction and affective organizational commitment mediated between hotel career management and employee retention. The evidence suggests that the hotel career management plays a key role in impacting on the employee performance, job satisfaction and employee retention (Kehoe & Wright, 2013). Therefore, the career management at the hotel should consider adopting the required managerial practices regarding career development of its employees (Messersmith & Wales, 2013).
On the other hand, the hotel career management had no significant positive relationship with the employee retention. The national culture is moderate thus enhancing the relationships that existed with the models (Zopiatis et al., 2014). Therefore, the impacts of the effects of moderation were not substantial enough to influence the indirect relationship between the hotel management and employee retention.
Summary of Hypothesis Relationship
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human Resource Management, 24(2), 330-351.
Den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2013). HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of Management, 39(6), 1637-1665.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366-391.
Messersmith, J. G., & Wales, W. J. (2013). Entrepreneurial orientation and performance in young firms: The role of human resource management. International Small Business Journal, 31(2), 115-136.
Paillé, P., Chen, Y., Boiral, O., & Jin, J. (2014). The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), 451-466.
Shaw, J. D., Park, T. Y., & Kim, E. (2013). A resource‐based perspective on human capital losses, HRM investments, and organizational performance. Strategic Management Journal, 34(5), 572-589.
Zopiatis, A., Constanti, P., & Theocharous, A. L. (2014). Job involvement, commitment, satisfaction, and turnover: Evidence from hotel employees in Cyprus. Tourism Management, 41, 129-140.
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