Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.

Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.

Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.

Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.

Thesis (Ph.D.)--Indiana University, Kelley School of Business, 2007. / Source: Dissertation Abstracts International, Volume: 68-09, Section: A, page: 3956. Adviser: Carol V. Brown. Title from dissertation home page (viewed May 5, 2008).

Prepared in association with the Alfred P. Sloan School of Management

Prepared in association with the Alfred P. Sloan School of Management

Este estudo investiga, sob a ótica da teoria da contingência, os efeitos dos fatores contingenciais sobre o perfil do sistema de controle gerencial (SCG) das empresas brasileiras tendo como objetivo compreender as características do SCG, em função dos fatores contingenciais. São examinados os efeitos diretos e interativos dos fatores contingenciais internos estratégia, estrutura, tecnologia da informação e estágio do ciclo de vida organizacional e do ambiente no perfil do SCG. Avalia-se também o efeito do SCG no desempenho organizacional. Esta pesquisa defende a tese de que os fatores contingenciais internos e externos influenciam o perfil do SCG que possui associação com o desempenho, sendo possível estabelecer arranjos (fit) entre fatores contingenciais, características do SCG e desempenho organizacional. As hipóteses relativas aos efeitos dos fatores contingenciais no SCG preveem que o ambiente, fator contingencial externo, possui associação com os fatores contingenciais internos i) estratégia, ii) estrutura, iii) estágio do CVO e iv) tecnologia da informação; que o ambiente e os fatores contingenciais internos possuem associação com o perfil do SCG e que o SCG possui associação com o desempenho. A amostra envolveu 120 empresas brasileiras de grande porte e os dados para obtenção de informações sobre as mesmas foram coletados através de uma survey (levantamento). Para o tratamento dos dados, foram utilizadas as técnicas estatísticas de análise fatorial, análise de clusters e modelagem de equações estruturais. Os resultados indicaram que quando analisadas em um único grupo de empresas, não foi possível identificar associação entre os fatores contingenciais e o SCG e deste com o desempenho organizacional, rejeitando-se as hipóteses estabelecidas. Entretanto, ao separar as empresas em dois grupos distintos, i) indústria e ii) comércio e serviços, a hipótese de associação entre o fator contingencial ambiente e o SCG foi aceita. Também foram aceitas as hipóteses de: i) associação do ambiente com os fatores contingenciais internos da organização, ii) de associação dos fatores contingenciais internos com o SCG e, finalmente, iii) do SCG com o desempenho organizacional. A validação das hipóteses da pesquisa indica que a escolha e a utilização dos artefatos do SCG sofrem influência dos fatores contingenciais vivenciados pela empresa. Os resultados da pesquisa estão sujeitos a algumas limitações: i) as respostas refletem a percepção dos profissionais de controladoria das empresas, ii) a amostra não é probabilística e, portanto, todas as inferências não podem ser generalizadas para a população. Entretanto, considerando o atual estágio da pesquisa em contabilidade gerencial no Brasil, a pesquisa fornece uma visão importante de um grupo de empresas classificadas entre as maiores do País. Esta análise pode ser o ponto de partida para futuras pesquisas que utilizem a teoria da contingência. / This study investigates, from the perspective of contingency theory, the effects of contingency factors on the profile of the management control system (SCG) of Brazilian companies. The study examines the direct and interactive effects of internal contingency factors - strategy, structure, information technology and stage of organizational life cycle - and the environment in the profile of the SCG. It also evaluates the effect of SCG on organizational performance. This research supports the view that the contingent factors internal and external influence the profile of the SCG that has membership to the performance, it is possible to make arrangements (fit) between contingency factors, characteristics of the SCG and organizational performance. The assumptions of the effects of contingency factors in the SCG predict that the environment, external contingency factor, has association with membership to the internal contingency factors i) strategy, ii) structure, iii) stage of the CVO and iv) information technology, the environment and the internal contingency factors are associated with the profile of the SCG and the SCG has association with the performance. The sample involved 120 Brazilian companies large and the data to obtain information about them was collected through a survey (survey). For the treatment of data, we used the statistical techniques of factor analysis, cluster analysis and structural equation modeling. The results showed that when analyzed in a single group of companies, we could not identify an association between contingency factors and the SCG and this organizational performance, rejecting the hypotheses. However, the separate companies in two distinct groups: i) industry and ii) trade and services, the hypothesis of association between the environment and contingency factor SCG was accepted. We also accept the following hypotheses: i) linking the environment with the contingency factors internal to the organization, ii) the association of contingency factors internal to the SCG and, finally, iii) the SCG with organizational performance. The validation of the hypotheses of research indicates that the choice and use of artifacts from the SCG are influenced by the contingent factors experienced by the company. The survey results are subject to some limitations: i) the responses reflect the perceptions of professionals controlling companies, ii) the sample is not probabilistic and, therefore, all inferences can not be generalized to the population. However, considering the current state of research in management accounting in Brazil, the study provides important insight into a group of companies ranked among the highest in Brazil. This analysis can be the starting point for future studies using the contingency theory.

Verification of system of Hazard Analysis Critical Control Points in two choice vinecultures and draw a conclusion system improvement.

Knowledge Management Systems (KMS) are computerized systems intended to support the management and application of organizational knowledge. Despite the many potential benefits from KMS> industry reports show that companies are having difficulties in realizing these benefits. This dissertation sets out to identify the reasons for those difficulties - from a requirements analysis point of view - and to propose a way to improve the design of KMS in order to enhance their benefits to companies. We develop a theory-based approach to the evaluation of Knowledge Management Systems and identify the main shortfalls of existing systems. The findings show two inter-related problems. First, the lack of a conceptual model such as an organizational ontology or of additional knowledge about the knowledge might inhibit KMS ability to support specific organizational KM processes. Second - the lack of an integrated KM product reduces organization's ability to attain an overall solution for the management of organizational knowledge. In addition, the analysis pinpoints the inability of current technology to support effective management of tacit knowledge - an important aspect of KMS design. In the second part of the dissertation we focus on one of the problems identified - namely, the lack of a unified meta-knowledge set - and identify the specific meta-knowledge that should be incorporated into the design of KMS. The expected benefits from the inclusion of meta-knowledge are better management of organizational memory and enhanced adoption of knowledge by KMS users. We conduct an empirical investigation - using conjoint analysis - to identify specific attributes of knowledge and of knowledge sources that individuals take into account when making their knowledge use decision, and propose that these attributes should be included as meta-knowledge in the KMS design. The results indicate that the 'accuracy' and 'relevance' of the knowledge are the top two important attributes in the knowledge selection decision and 'extent of knowledge' and 'trustworthiness' are the top two important attributes in the selection of a knowledge source. In addition the results show that knowledge plays a slightly more important role than knowledge source in the overall decision. Finally, several demographic and contextual variables - such as the knowledge search task and organization size - are shown to affect the importance of different attributes in the overall evaluation of knowledge and of knowledge source by individuals. / Business, Sauder School of / Graduate