Effects of Human Resource Management on Employee Performance in Hotels: A Case Study of Nonthaburi Province

Abstract

              This research aimed to: 1) examine employees’ opinions toward human resource management in hotels in Nonthaburi Province; 2) assess employees’ opinions on job performance efficiency; and 3) study the influence of human resource management on employees’ job performance efficiency. The sample consisted of 300 hotel employees from six hotels (50 employees per hotel), including executives, supervisors, assistants, and operational staff. A questionnaire was used for data collection with a reliability coefficient of 0.975. Data were analyzed using descriptive statistics and multiple regression analysis (Enter method).

             The results showed that: 1) Employees' overall opinions on human resource management were at a high level (M=4.10). The highest average score was in performance evaluation (M=4.13), while the lowest was in compensation and benefits (M=4.01). 2) Opinions on job performance efficiency were also at a high level (M=4.10), with the highest mean in work quality (M=4.16) and the lowest in cost efficiency (M=4.01). 3) Human resource management aspects significantly influencing job performance included compensation and benefits (β =0.314), recruitment and selection (β =0.272), performance evaluation (β =0.209), and training and development (β =0.128). These four variables collectively explained 91.6% of the variance in job performance efficiency (R²=0.916).