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Department of Leisure and Recreation Management, Asia University, No. 500 Lioufeng Rd., Wufeng, Taichung County 41354, Taiwan
Graduate Institute of Recreation, Tourism, and Hospitality Management, National Chiayi University, No. 580 Sinmin Rd., Chiayi City 60054, Taiwan
a r t i c l e
i n f o
Keywords:
High-performance human resource
practices
Justice climate
Service climate
Service-oriented organizational citizenship
behavior
Hotels
a b s t r a c t
Integrating social exchange and information processing theories, this study examines the inuence of
high-performance human resource (HR) practices on service-oriented organizational citizenship behavior (OCB) through two climatesjustice climate and service climate. This eld study of 1133 customer
contact employees and 119 human resource managers from 119 hotels in Taiwan has shown that social
climates of justice and service mediate the inuence of high-performance HR practices on serviceoriented OCB. The study demonstrates that high-performance HR practices affect employees cognition
on how they are treated by hotels and what service behaviors are expected, which in turn can positively
inuence collective service-oriented OCB.
2011 Elsevier Ltd. All rights reserved.
1. Introduction
In the hotel industry, customer heterogeneity as well as their
illusive preferences, expectation, personality characteristics, attitudes, and likings altogether have created pluralistic and fast
evolving customer demand (Raub, 2008). In this unpredictable
service environment, service-oriented organizational citizenship
behavior (service-oriented OCB) has been considered as an important factor enhancing not only service quality but also customer
satisfaction.
In the hotel environment, service-oriented OCB promotes a
more effective service delivery procedure, provides better service
quality, establishes a more friendly customer interaction, and offers
more innovative thoughts about services for better serving the customers and scoring a greater customer satisfaction (Podsakoff et al.,
2009; Raub, 2008; Stamper and Van Dyne, 2001; Yen and Niehoff,
2004). Therefore, hotels have been seeking useful means to enhance
service-oriented behaviors of their customer contact employees
because this type of behaviors is benecial for service delivery
quality, competitive advantages, and nancial performance of the
hotels (Hartline and Ferrell, 1996; Karatepe et al., 2006; Walz and
Niehoff, 2000). However, up till now only few studies have investigated antecedent factors promoting service-oriented OCB in the
hotel industry (e.g. Kim et al., 2010; Ma and Qu, 2011; Tsaur and
Lin, 2004).
To ensure the highest service quality from customer contact
employees, hotels have to design human resource (HR) practices
to motivate employees service-oriented OCB (Liao et al., 2009).
High-performance HR practices as a system of HR practices, these
practices complement and are aligned with each other, designed to
increase employees competencies, motivation, and opportunities
for providing satisfying services to customers (Chuang and Liao,
2010; Combs et al., 2006; Delaney and Huselid, 1996). Although
previous studies suggested that high-performance HR practices
can induce OCB of employees (Sun et al., 2007; Tsaur and Lin,
2004), however, no studies from the past have further examined the
mechanism of high-performance HR practices effect on serviceoriented OCB. Moreover, various researchers have indicated that
when investigating impacts from high-performance HR practices
on employee behavior, the focus should be placed on providing a
theoretical explanation for this causality mechanism (Bowen and
Ostroff, 2004; Evans and Davis, 2005).
The social exchange theory and the information processing perspective may provide a foundation for explaining this mechanism.
The social exchange theory (Blau, 1964) suggests that employees
would adopt specic behaviors based on the norm of reciprocity
to express gratitude to their organizations. The social information
processing theory (Salancik and Pfeffer, 1978), on the other hand,
claims that employees would collect various messages released by
their organizations and use the information for decision making
and action taking. Both theories imply that organizational practices
are perceived and interpreted by employees, who subsequently
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T.-W. Tang, Y.-Y. Tang / International Journal of Hospitality Management 31 (2012) 885895
887
1995). As a result, it is pivotal for hotels to ensure that their employees hold a courteous attitude and positive feeling when serving
customers (King and Garey, 1997). To achieve high quality services,
Schneider and Bowen (1995) recommended that service climate
can guide service behavior of customer contact employees during
service interaction.
Through improving employees service capabilities, motivation
and opportunities, a service climate enhancing service delivery
process more effective and efcient will be created (Liao and
Chuang, 2004). First, through selection policies and various training practices, high-performance HR practices communicate with
employees about hotels are willing to invest in enhancing employees service capabilities to improve the service quality. Particularly,
selective stafng practices can ensure that service employees
hired by the hotel have a positive service orientation and empathy (Schneider, 1990). Training practices are not only means for
communicating with employees on how to deliver best services
to customers but also providing various resources aiding service employees to attain the hotel standard in the performance
appraisals, which would lead to the formation of a service climate.
Second, high-performance HR practices that carry out performance evaluation and rewarding on the basis of service quality
connect service quality to personal service performance and
reward. A performance appraisal base on services would prompt
the employees to be more attentive to service quality instead of
service quantity, cost, or service difculty. In addition, Rewards
and public commendation not only deliver a message to employees
that the hotels highly value service quality but also connect interests of employees, customers and hotels together so the employees
will act upon this shared interest of themselves, their hotels,
and customers, rather than upon their own alone. Consequently,
employees are more motivated to provide better service, and their
service value merges with the service value of the hotel (Chiang
and Birtch, 2010).
Finally, empowerment and participation practices signal that
comments and ideas from employees are valued. Also, they offer
employees opportunities to satisfy distinctive customer demands
and encourage them to provide suggestions and take necessary
actions in response to customer changing demands (Batt, 2002;
Liao and Chuang, 2004; Ro and Chen, 2011). That is to say that
high-performance HR practices offer opportunities for employees
to participate in service-related decision making and to empower
them to take non-standardized, customized, adaptable services to
satisfy customers pluralistic demand immediately. In summary,
high-performance HR practices can be expected to build and maintain service climate:
H2. The implementation of high-performance HR practices is positively related to the service climate.
2.4. The impact of the justice climate on service-oriented OCB
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890
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Table 1
Means, standard deviations, and correlations among study variables.
Variables
Mean
SD
1. Hotel size
2. High-performance HR practices
3. Justice climate
4. Service climate
5. Service-oriented OCB
128.87
3.74
3.42
3.67
3.80
68.92
.49
.55
.39
.41
.02
.02
.03
.03
.27***
.29***
.28***
.57***
.63***
.80***
***
p < . 001.
Table 2
Comparison of measurement models.
Model
Factors
2
df
2 /df
Model 1
Model 2
Four-factor model
Three-factor model: justice climate and service climate
were combined into a single factor.
Two-factor model: justice climate, service climate, and
service-oriented OCBs were combined into a single factor
Single-factor model: all variables were combined into one
factor
639.20
1356.28
298
298
2.14
4.55
1462.73
298
Model 3
Model 4
1818.15
298
2
IFI
TLI
CFI
717.08***
.91
.72
.90
.69
.91
.72
4.91
823.53***
.69
.69
.70
6.10
***
.60
.56
.60
1178.95
Baseline model.
***
p < .001.
Table 3
Measurement properties.
Constructs and indicators
Completely
standardized
loading
High-performance HR practices
Selection policies
Participation
Training
Performance appraisals
Empowerment
Compensation
Justice climate
JC1
JC2
JC3
JC4
JC5
JC6
JC7
JC8
JC9
JC10
Service climate
SC1
SC2
SC3
SC4
SC5
SC6
SC7
Service-oriented OCB
Loyalty
Service delivery
Participation
**
***
p < .01.
p < .001.
Composite
reliability CR
Average variance
extracted AVE
.88
.93
.68
.93
.98
.81
.83
.96
.79
.92
.91
.77
.89
.78
.80
.80
.78
.88
.84
.88
.87
.91
.92
.94
.95
.90
.93
.90
.83
.88
.91
.94
.92
.82
.91
.94
.85
84
Table 4
Results of regression analyses predicting social climates.
Size
High-performance HR practices
F
R2
Adj R2
Cronbachs alpha
Justice climate
Model 1
Service climate
Model 2
.02
.26**
4.03**
.07
.06
.10
.27**
4.60***
.07
.06
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Table 5
Results of regression analyses predicting service-oriented OCB.
Service-oriented OCB
Size
High-performance HR practices
Justice climate
Service climate
F
R2
Adj R2
**
***
Model 1
Model 2
.03
.03
.29**
.08
.02
.01
5.19**
.08
.07
Model 3
.01
.26***
.65***
82.85***
.69
.68
Model 4
.01
.05
.25**
.64***
62.14***
.69
.68
p < .01.
p < .001.
5. Discussion
The key purpose of this research is to propose a framework for
exploring the impacts from human resource practices on serviceoriented OCB in the hotel industry. Although prior studies have
indicated that human resource practices have a positive effect on
service-oriented OCB, but researchers have not yet clear understood how this mechanism is operated. This study has extended
ndings of prior studies by integrating the social exchange theory and the information processing perspective for explaining
the effect of high-performance HR practices on service-oriented
OCB. This study adopted data collected from hotels in Taiwan
and demonstrated that high-performance HR practices can create
dual climates beneting service delivery and ultimately encourage employees to carry out service-oriented behaviors. Specically,
through delivering coherent and clear messages to employees disseminating that their hotels treat employees justly during the
service delivery process and that the hotels value high quality
services, high-performance HR practices can signicantly improve
customer contact employees capabilities, motivation and opportunities for performing service-oriented OCB. And because of
high-performance HR practices, hotels are able to encourage the
employees to promote hotel services to their acquaintance, to serve
customers courteously with respect at any situation, and to offer
innovative means for helping colleagues solving customer problems.
This study has provided signicant contributions to researchers
as well as managers. First, the main contribution of this study
is its demonstration and explanation of the mechanism of how
high-performance HR practices enhance customer contact employees service-oriented OCB. The reason is that these HR practices
can create a social environment favoring the service quality of
the hotel internally. By indicating that organizational social climates are a critical mechanism linking high-performance HR
practice to service-oriented OCB, this research has extended the
literature on strategic human resource management. There is
a notion considering that instead of directly responding to HR
practices, employees would take actions according to what they
have perceived and interpreted previously about HR practices
(Bowen and Ostroff, 2004; Wallace et al., 2006). This study provided empirical evidence supporting this stance by revealing
that the dual climates mediate the relationship between highperformance HR practices and service-oriented OCB. The study
result has indeed veried two approaches for high-performance
HR practices to promote service-oriented OCBservice climate
and justice climate. The study nding suggests that highperformance HR practices can motivate employees discretionary
behaviors via establishing and maintaining the desired social climates.
By revealing the mediating effect of organizational social climates, the results of this study also extended the previous research
nding by Sun et al. (2007) on the relationship between highperformance HR practices and employee OCB in the hotel context.
This nding has shown that HR management practices can affect
employees perception and interpretation on hotel operation mode
and service and ultimately govern employees service-related
OCB beneting hotels, colleagues, and customers. The nding of
this study has also broadened the main knowledge of strategic
human resource management and increased researchers understanding on inuences of high-performance HR practices on
service-oriented OCB.
Second, this study has contribution to the understanding of
organizational climates that benet hotel operation, which is an
important issue in the service management literature of hotel
industry never discussed. This study has conrmed two important
climates driving service-related behaviors in the hotel industry.
Our nding suggests that to prompt employees performing service behaviors beneting their hotels, these hotels have to treat
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893
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Selection policies
1. Internal candidates are given consideration over external candidates for job
opinions.
2. We select employees based on an overall t to the company.
3. Our selection system focuses on the potential of the candidate to learn and
grow with the organization.
4. We ensure that all employees in these positions are made aware of internal
promotion opportunities.
Training
1. Our training activities for these employees are comprehensive.
2. Our training activities for these employees are continuous.
3. Our training activities for these employees require extensive investments of
time/money.
Performance appraisals
1. Performance appraisals for these employees are based on input from
multiple sources (peers, subordinates, etc.).
2. Performance appraisals for these employees include developmental
feedback.
3. Performance appraisals for these employees are based on objective,
quantiable results.
Compensation
1. Compensation/rewards for these employees include an extensive benets
package.
2. Compensation/rewards for these employees provide incentives for new
ideas.
3. Employee bonuses or incentive plans are based primarily on the
performance of the organization.
4. Salaries for employees in these positions are higher than those of our
competitors.
Participation
1. Employees in this job are often asked by their supervisor to participate in
decisions.
2. Individuals in this job are allowed to make decisions.
3. Employees are provided the opportunity to suggest improvements in the
way things are done.
4. Supervisors keep open communications with employees in this job.
Empowerment
1. These employees perform jobs that allow them to routinely make changes
in the way they perform their jobs.
2. These employees perform jobs that empower them to make decisions.
3. Employees were empowered to resolve customer complaints on their own.
4. Employees in this job are allowed to make many decisions.
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