Relationships Human Resource Management and Employee Commitment on Hotels in Sothern, Thailand.
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Abstract
This study was carried out with the aim of finding out more about the human resource relationship with hotel employees and their employers in the Southern Thailand. 1,500 samples were surveyed through the use of questionnaires of which 0.878 had confidence in the work done by the human resource department. As for the hotel employees 0.811 of the total surveyed had confidence in their employers. The statistics used in this research were from the averages and percentages. These were brought together using model analysis and structured equations.
The results of this study found the average value of the various dimensions involved with the work carried out by the human resource department of hotel employees in the South of Thailand. The average for all areas was found to be in a high bracket ( = 3.82, S.D. = 0.76). The average value for the organization of human resources was in the highest bracket (
= 3.97, S.D. = 0.67). The value given to the development of human resource departments was lower than the other areas studied in human resources (
= 3.82, S.D. = 0.76). The average value given to their employers by hotel employees in Southern Thailand was in a high bracket (
= 3.92, S.D. = 0.86). Of this average, it was found that employee satisfaction and confidence in their employers was found to be in the highest bracket (
= 4.02, S.D. = 0.69). The average value found in the area of employees’ motivation was found to be lower than the other areas studied (
= 3.81, S.D. = 0.72).
Regarding the analysis models, it was found that after the relationships were altered the values in the high brackets had a value of ( ) = 887.125, df = 123, RMSEA = 0.07. Confidence in their employers rose to 90% of the RMSEA and was in the range of 0.068 – 0.076, CFI = 0.95, RMR = 0.02. From these figures it is possible to conclude that the analysis models for the human resource departments saw an improvement after the relationships were altered for the better. The correlation between the improved relations and the improved figures give a clear indication as to the importance of a good relationship between hotel employees and their employees as well as the work done by the human resource department. The analysis model showed the various factors involved in influencing human resource departments and also the factors that influence hotel employees’ relationships with their employers (combined influence = 0.8).
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