Table 5 reports the results of ordered probit analyses computed to test the
universal relevance of HRM in relation to HR outcomes. The results indicated that
‘high-HRM quality-enhancers’ outperformed both ‘high-HRM cost-reducers’ and
‘low-HRM cost-reducers’ on organizational commitment, quality of work, and
quality of staff; outperformed ‘high-HRM cost-reducers’ on job satisfaction, and
‘low-HRM cost-reducers on the ability to move staff; did not outperform ‘high-
HRM cost-reducers’ and ‘low-HRM cost-reducers on flexibility of staff. These
findings suggest that there is partial support for the universal relevance of HRM in
relation to HR outcomes in the Barbados hotel industry.
Table 6 reports the results of ordered probit analyses computed to test the
universal relevance of HRM in relation to organizational performance outcomes.
The ‘high-HRM quality-enhancer’ hotels did not outperform the ‘high-HRM costreducer’
hotels and ‘low-HRM cost-reducer’ hotels on any of the six organizational
performance outcome variables measured. This finding provides no evidence for the
universal relevance of HRM in relation to organisational performance outcomes in
the Barbados hotel industry. Therefore, a high-HRM approach, meshed with a
quality-enhancer approach, did not lead to higher organizational performance
outcomes within the Barbados hotel industry.
Table 5 reports the results of ordered probit analyses computed to test the
universal relevance of HRM in relation to HR outcomes. The results indicated that
‘high-HRM quality-enhancers’ outperformed both ‘high-HRM cost-reducers’ and
‘low-HRM cost-reducers’ on organizational commitment, quality of work, and
quality of staff; outperformed ‘high-HRM cost-reducers’ on job satisfaction, and
‘low-HRM cost-reducers on the ability to move staff; did not outperform ‘high-
HRM cost-reducers’ and ‘low-HRM cost-reducers on flexibility of staff. These
findings suggest that there is partial support for the universal relevance of HRM in
relation to HR outcomes in the Barbados hotel industry.
Table 6 reports the results of ordered probit analyses computed to test the
universal relevance of HRM in relation to organizational performance outcomes.
The ‘high-HRM quality-enhancer’ hotels did not outperform the ‘high-HRM costreducer’
hotels and ‘low-HRM cost-reducer’ hotels on any of the six organizational
performance outcome variables measured. This finding provides no evidence for the
universal relevance of HRM in relation to organisational performance outcomes in
the Barbados hotel industry. Therefore, a high-HRM approach, meshed with a
quality-enhancer approach, did not lead to higher organizational performance
outcomes within the Barbados hotel industry.
การแปล กรุณารอสักครู่..