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Linking Sustainable Human Resource Management in Hospitality: An Empirical Investigation of the Integrated Mediated Moderation Model

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  • Chung-Jen Wang

    (Department of Hotel and Restaurant Management, National Pingtung University of Science and Technology, 1, Shuefu Road, Neipu, Pingtung 91201, Taiwan)

Abstract

This research proposed and investigated a mediated moderation research framework that links employee job satisfaction, knowledge sharing, innovation capability, and job performance for sustainable human resource management in hospitality. Data from 395 Taiwanese hospitality companies with structural equation modeling (SEM) analyses, and the results showed that job satisfaction had significantly positive influences on knowledge sharing, both job satisfaction and knowledge sharing were significantly and positively related to innovation capability, while innovation capability had significantly positive influences on job performance. Support was also found for the significant and positive mediating effects of knowledge sharing between job satisfaction and innovation capability, and different organizational forms have moderating effects on the relationship between job satisfaction, knowledge sharing and innovation capability. The implications of these findings for sustainable human resource management in hospitality are also discussed.

Suggested Citation

  • Chung-Jen Wang, 2019. "Linking Sustainable Human Resource Management in Hospitality: An Empirical Investigation of the Integrated Mediated Moderation Model," Sustainability, MDPI, vol. 11(4), pages 1-16, February.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:4:p:1066-:d:206984
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    1. Carmen Castro-Casal & Guadalupe Vila-Vázquez & Álvaro Pardo-Gayoso, 2019. "Sustaining Affective Commitment and Extra-Role Service among Hospitality Employees: Interactive Effect of Empowerment and Service Training," Sustainability, MDPI, vol. 11(15), pages 1-16, July.
    2. Chung-Jen Wang & Kuan-Ju Tseng, 2019. "Effects of Selected Positive Resources on Hospitality Service Quality: The Mediating Role of Work Engagement," Sustainability, MDPI, vol. 11(8), pages 1-17, April.
    3. María del Mar Ramos-González & Mercedes Rubio-Andrés & Miguel Ángel Sastre-Castillo, 2022. "Effects of socially responsible human resource management (SR-HRM) on innovation and reputation in entrepreneurial SMEs," International Entrepreneurship and Management Journal, Springer, vol. 18(3), pages 1205-1233, September.
    4. Hsi-Hsun Yang & Yi-Tzu Lin, 2022. "How Knowledge Sharing and Cohesion Become Keys to a Successful Graduation Project for Students from Design College," SAGE Open, , vol. 12(3), pages 21582440221, September.
    5. Mónica Santana & Rafael Morales-Sánchez & Susana Pasamar, 2020. "Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?," Sustainability, MDPI, vol. 12(4), pages 1-28, February.
    6. Chung-Jen Wang & I-Hsiu Yang, 2021. "Why and How Does Empowering Leadership Promote Proactive Work Behavior? An Examination with a Serial Mediation Model among Hotel Employees," IJERPH, MDPI, vol. 18(5), pages 1-18, March.
    7. Lorenzo Revuelto-Taboada & María Teresa Canet-Giner & Francisco Balbastre-Benavent, 2021. "High-Commitment Work Practices and the Social Responsibility Issue: Interaction and Benefits," Sustainability, MDPI, vol. 13(2), pages 1-25, January.

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