Relative effects of human capital, social capital and psychological capital on hotel employees’ job performance

Document Type

Journal Article

Publication Title

International Journal of Contemporary Hospitality Management

Publisher

Emerald

School

School of Business and Law

RAS ID

35421

Funders

Edith Cowan University China Postdoctoral Science Foundation Department of Science and Technology of Sichuan Province Sichuan University Innovation Project

Comments

Huang, S. S., Yu, Z., Shao, Y., Yu, M., & Li, Z. (2020). Relative effects of human capital, social capital and psychological capital on hotel employees’ job performance. International Journal of Contemporary Hospitality Management, 33(2), 448-466. https://doi.org/10.1108/IJCHM-07-2020-0650

Abstract

© 2020, Emerald Publishing Limited. Purpose: This study examines the relative effects of human capital (HC), social capital (SC) and psychological capital (PC) on hotel employees’ job performance. Design/methodology/approach: A sample of 417 employees from seven five-star hotels in China was recruited for the study. Both exploratory and confirmatory factor analyses were used to confirm the quality of measurement structures. Stepwise regression was used to examine the relative effects of the three capitals on hotel employees’ job performance. Findings: PC was found to be the strongest predictor of self-reported job performance (SJP) among the three capitals under investigation. Education and work experience in the HC domain affected SJP, whereas SC dimensions did not. However, only education and work experience in the HC domain were found to affect supervisor-rated job performance (RJP). Practical implications: Given the impact of PC on hotel employee’s SJP, human resource managers should attend to this capital in staff recruitment, retention and training and development. Originality/value: This study provides a holistic comparative lens to examine the relative contribution of the three capitals on hotel employees’ job performance. This will help to further clarify the roles played by each of the capitals in hotel service work, thus advancing the development of the theories underlying each of the three capitals.

DOI

10.1108/IJCHM-07-2020-0650

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