Conclusion
Two salient conclusions can be made. First, despite the robust investment level of HRM practices in Jordanian surveyed hotels, HRM practices do not appear to directly influence employee intentions to leave, and that their decisions to leave may depend on other financial factors. Second, more than the half of the employees who participated in this study disclosed an intention to leave their hotels in the future. These observations should be of concern to managers and HRM practitioners in Jordanian hotels.
The present study has many important implications for HR and other managerial practitioners in the hotel sector. In spite of the result that showed the level of investment of HRM practices in the surveyed hotels, this study is expected to be helpful to the managers in planning and executing some HRM activities where considerable attention needs to be given in the surveyed hotels, namely performance appraisal management and incentive plans (promotion, bonuses and salaries enhancements). The performance appraisal function needs to be conducted regularly and its outcomes should be the foundations for many important HRM managerial decisions such as training and development and promotion. In addition, incentive plans based on financial rewards, bonuses and salaries are required to be reconsidered in the surveyed hotels. Financial rewards, bonuses and salaries are likely to be more profitable strategies if linked to objective criteria, specifically, on employees’ performance appraisal reports.
Academically the present study has important implications for studies aimed to understanding HRM in developing countries. The results demonstrate effective HR practices can lead to a more stable workforce in a developing country. However, explanations of several of the study findings show relevance of contextual factors within organisations work environments highlighting the significance of several contextual factors, and this observation contributes to expanding the focus of turnover research.
ConclusionTwo salient conclusions can be made. First, despite the robust investment level of HRM practices in Jordanian surveyed hotels, HRM practices do not appear to directly influence employee intentions to leave, and that their decisions to leave may depend on other financial factors. Second, more than the half of the employees who participated in this study disclosed an intention to leave their hotels in the future. These observations should be of concern to managers and HRM practitioners in Jordanian hotels.The present study has many important implications for HR and other managerial practitioners in the hotel sector. In spite of the result that showed the level of investment of HRM practices in the surveyed hotels, this study is expected to be helpful to the managers in planning and executing some HRM activities where considerable attention needs to be given in the surveyed hotels, namely performance appraisal management and incentive plans (promotion, bonuses and salaries enhancements). The performance appraisal function needs to be conducted regularly and its outcomes should be the foundations for many important HRM managerial decisions such as training and development and promotion. In addition, incentive plans based on financial rewards, bonuses and salaries are required to be reconsidered in the surveyed hotels. Financial rewards, bonuses and salaries are likely to be more profitable strategies if linked to objective criteria, specifically, on employees’ performance appraisal reports.Academically the present study has important implications for studies aimed to understanding HRM in developing countries. The results demonstrate effective HR practices can lead to a more stable workforce in a developing country. However, explanations of several of the study findings show relevance of contextual factors within organisations work environments highlighting the significance of several contextual factors, and this observation contributes to expanding the focus of turnover research.
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Conclusion
Two salient conclusions can be made. First, despite the robust investment level of HRM practices in Jordanian surveyed hotels, HRM practices do not appear to directly influence employee intentions to leave, and that their decisions to leave may depend on other financial factors. Second, more than the half of the employees who participated in this study disclosed an intention to leave their hotels in the future. These observations should be of concern to managers and HRM practitioners in Jordanian hotels.
The present study has many important implications for HR and other managerial practitioners in the hotel sector. In spite of the result that showed the level of investment of HRM practices in the surveyed hotels, this study is expected to be helpful to the managers in planning and executing some HRM activities where considerable attention needs to be given in the surveyed hotels, namely performance appraisal management and incentive plans (promotion, bonuses and salaries enhancements). The performance appraisal function needs to be conducted regularly and its outcomes should be the foundations for many important HRM managerial decisions such as training and development and promotion. In addition, incentive plans based on financial rewards, bonuses and salaries are required to be reconsidered in the surveyed hotels. Financial rewards, bonuses and salaries are likely to be more profitable strategies if linked to objective criteria, specifically, on employees’ performance appraisal reports.
Academically the present study has important implications for studies aimed to understanding HRM in developing countries. The results demonstrate effective HR practices can lead to a more stable workforce in a developing country. However, explanations of several of the study findings show relevance of contextual factors within organisations work environments highlighting the significance of several contextual factors, and this observation contributes to expanding the focus of turnover research.
การแปล กรุณารอสักครู่..
![](//thimg.ilovetranslation.com/pic/loading_3.gif?v=b9814dd30c1d7c59_8619)