Respa i, Ha ian o; T ia man o, Boge; Na si , Mokhamad; Hanan ijo, Djoko
A icle
A ole o co po a e image as a success ul de e minan o human
esou ce managemen s a egy and ma ke ing s a egy in he i m
pe o mance o hospi ali y indus y In Indonesia
Cogen Business & Managemen
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Sugges ed Ci a ion: Respa i, Ha ian o; T ia man o, Boge; Na si , Mokhamad; Hanan ijo, Djoko
(2024) : A ole o co po a e image as a success ul de e minan o human esou ce managemen
s a egy and ma ke ing s a egy in he i m pe o mance o hospi ali y indus y In Indonesia,
Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol. 11, Iss. 1, pp.
1-14,
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A ole o co po a e image as a success ul
de e minan o human esou ce managemen
s a egy and ma ke ing s a egy in he fi m
pe o mance o hospi ali y indus y In Indonesia
Ha ian o Respa i, Boge T ia man o, Mokhamad Na si & Djoko Hanan ijo
To ci e his a icle: Ha ian o Respa i, Boge T ia man o, Mokhamad Na si & Djoko Hanan ijo
(2024) A ole o co po a e image as a success ul de e minan o human esou ce managemen
s a egy and ma ke ing s a egy in he fi m pe o mance o hospi ali y indus y In Indonesia,
Cogen Business & Managemen , 11:1, 2433163, DOI: 10.1080/23311975.2024.2433163
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Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2433163
A ole o co po a e image as a success ul de e minan o human
esou ce managemen s a egy and ma ke ing s a egy in he i m
pe o mance o hospi ali y indus y In Indonesia
Ha ian o Respa ia , Boge T ia man oa , Mokhamad Na si a and Djoko Hanan ijob
aFacul y o economics and Business, uni e si y o Me deka Malang, Malang, indonesia; bFacul y o economics and Business,
Pe banas ins i u e, Jl. Pe banas Ka e Kuningan se iabudi Jaka a, Jaka a, indonesia
ABSTRACT
Imp o ing he pe o mance o he na ional hospi ali y indus y is c ucial, conside ing
he ongoing ise in o eign and local ou is a i als, which a e es ima ed o be
in luenced by ma ke ing s a egies and he ole o ho el employees. This s udy aims o
in es iga e he in luence o human esou ce managemen and ma ke ing s a egies on
co po a e image wi hin a compe i i e ma ke con ex , pa icula ly in he hospi ali y
sec o . Mo eo e , i explo es whe he co po a e image media es be ween human
esou ce managemen s a egies, ma ke ing s a egies, and i m pe o mance. P e ious
esea ch o e looked he signi icance o co po a e image o success in his indus y.
Da a we e collec ed h ough a ques ionnai e su ey a ge ing 232 ho el manage s in
Eas Ja a, Indonesia. S uc u al equa ion modeling analysis e eals ha ma ke ing
s a egy posi i ely impac s co po a e image, he eby enhancing i m pe o mance. The
conclusion o his s udy emphasizes he di ec e ec o ma ke ing s a egy on i m
pe o mance, especially h ough p icing s a egies ha conside compe i o p ices,
esul ing in inc eased sales g ow h a es. These indings sugges ha se ing oom
occupancy p ices posi i ely in luences ma ke con idence. Hence, p ac i ione s mus
ca e ully de e mine oom p ices in he cu en digi al communica ion e a, whe e
po en ial buye s can access da a swi ly h ough digi al communica ion de ices.
Consequen ly, p icing has become a sensi i e aspec and an oppo uni y o u u e
esea che s o elucida e he app op ia e p icing s a egy.
1. In oduc ion
In oday’s compe i i e wo ld, ma ke posi ion and a unique co po a e image a e he keys o a com-
pany’s success (Endenich, 2014; Fluh e & B ahm, 2023; Galla do-Vázquez e al., 2019; Minkiewicz e al.,
2011). A p esen , co po a e image emains he key o success ul i m pe o mance (A end & B e el,
2010; T ia man o e al., 2021). Co po a e image has wo sides: o ganiza ional and indi idual iews
(Tonui e al., 2022; T ia man o e al., 2021; Yeo, 2013; Yeo e al., 2011). This s udy discusses he co po-
a e image o he hospi ali y indus y on he o ganiza ional side. In 2023, i was he beginning o he
ebounce o he hospi ali y indus y in Indonesia, which in p e ious yea s expe ienced a slowdown
due o a el es ic ions. The hospi ali y indus y has g own emendously since 2020. This is e i-
denced by an inc ease in he a e age ho el oom occupancy a e o 59.74% in 2023, compa ed o
56.94% in 2022.
Ma ke ing s a egies and he ole o ho el employees a e es ima ed o con ibu e o he pe o mance
o he na ional hospi ali y indus y. I is necessa y o op imize he pe o mance o he hospi ali y indus-
y, conside ing ha o eign and local ou is a i als con inue o inc ease. In 2023, he numbe o o eign
ou is s isi ing Indonesia exceeded 11 million. This phenomenon shows ha he na ional hospi ali y
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup.
CONTACT Ha ian o Respa i ha ian o. espa i@unme .ac.id Facul y o economics and Business, uni e si y o Me deka Malang, Jl e usan
Raya Dieng numbe 62-64 Malang, indonesia
h ps://doi.o g/10.1080/23311975.2024.2433163
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 24 June 2024
Re ised 29 Oc obe 2024
Accep ed 18 No embe 2024
KEYWORDS
HRM s a egy; ma ke ing
s a egy; co po a e image;
i m pe o mance;
hospi ali y indus y
SUBJECTS
Business, Managemen
and Accoun ing; Human
Resou ce Managemen ;
Ma ke ing
MANAGEMENT | RESEARCH ARTIClE
2 H. RESPATI ETAl.
indus y is a ac i e o esea ch, especially in explaining co po a e image as s a egies o success in he
i m pe o mane on hospi ali y indus y.
Human esou ces a e impo an asse s o i m success (Dominguez, 2011; Vinayachand an e al., 2022).
The e o e, a s a egy called he Human Resou ce Managemen (HRM) s a egy is needed o o ganize and
di ec human esou ces. Polnaya e al. (2018); Bowles-Ada kwa & Kennedy, (1997) and Zakiy and
Kuswanjono (2023) explained ha human esou ces a e a unc ion o he ex e nal communica ion o a
i m ha can c ea e a co po a e image and, subsequen ly, i m pe o mance. Hence, a s a egy is needed
o o ganize human- esou ced companies o o p ac ice HRM s a egies.
Al-Su mi e al. (2020) ound ha ma ke ing s a egy signi ican ly con ibu es o i m pe o mance, and
he esul s o he s udy explained ha he e a e signi ican in luences. Al-Su mi e al. (2020) sugges ed
ha u u e esea che s conside he dynamics o a company’s en i onmen as a s a egy ha may ha e
an impac on i m pe o mance. Ma ke ing s a egies suppo business pe o mance by iden i ying h ea s
and oppo uni ies o ob ain o ganiza ional posi ions in he ma ke place (Hanee & Ansa i, 2019; Tuan
e al., 2019). Rudawska (2019) esea ched sus ainable ma ke ing s a egies in he ood and be e age
indus y in eme ging coun ies, and sugges ed ha u u e s udies should co e o he sec o s. Rela ed o
he de elopmen o he na ional ou ism sec o , he se ice sec o , such as he hospi ali y indus y, is
in e es ing o in es iga e. In Indonesia, he ou ism and hospi ali y indus y is one o he mos impo an
sec o s con ibu ing 3.8% o GDP in 2023, p o iding mo e han 22 million job oppo uni ies. The g ow h
o he ou ism sec o encou ages in e na ional ade se ices, including he hospi ali y indus y (Si ko á
e al., 2016).
Conside ing he sugges ions om Hanee and Ansa i (2019); Tuan e al. (2019); Al-Su mi e al. (2020),
and he imp o ing s a is ics o phenomena in he ou ism sec o , he hospi ali y indus y in Indonesia
has become u gen o esea ch, and esea che s ha e chosen co po a e image as a media ing a iable
o enhance he i m pe o mance o ho els as a new s udy ocus. The e is no comp ehensi e explana ion
ye ha analyzes he ole o co po a e image in i m pe o mance while conside ing HRM an eceden s
and ma ke ing s a egies. P e ious su eys o manage ial pe cep ions show ha mos manage s expec
an inc ease in he co po a e image (Balme , 2022; G ay, 2002; Vesalainen e al., 1999). When manage s
gain a deepe unde s anding o co po a e image, hey pe cei e ha i s imp o emen o co po a e image
is in luenced by he implemen a ion o e ec i e human esou ce managemen p ac ices (Dominguez,
2011). T an e al. (2015) and Khdou (2021) examined he pe cep ions o manage s ying o c ea e a
co po a e image. P e ious esea ch and he opinions o Dominguez we e also he basis o his esea ch
o in es iga e ho el manage s’ pe cep ions o HRM s a egy, ma ke ing s a egy, co po a e image, and
i m pe o mance.
Many models o co po a e image o ma ion ha e been de eloped in p e ious s udies (Balme e al.,
2020; Cha ananon e al., 2008; Cuic Tanko ic e al., 2022; Dzogbenuku e al., 2024; Fo oudi e al., 2022;
Hu aiba & Von Albe i-alh ayba , 2011; Rope & Da ies, 2007; Tak-Jie Chan e al., 2022; T an e al., 2015;
Yasin, 2021). Resea ch on co po a e image in Thai eme ging ma ke s has been conduc ed by Cha ananon
e al. (2008) and Pheunpha (2022), Malaysia by Agee a e al. (2018), and Sou h A ica by Sch oede
(2017). F om he li e a u e examined, i is e iden ha he e is no comp ehensi e explana ion o co po-
a e image as pa o he ma ke ing s a egy model in he con ex o Indonesia. The di e ence be ween
his s udy and p e ious s udies conduc ed by ea lie esea che s is ha his s udy discusses he co po-
a e image o he hospi ali y indus y on he o ganiza ional side. Conside ing his, he p esen s udy
ocuses on analyzing and explaining co po a e image as a media o o HRM and ma ke ing s a egies o
imp o e pe o mance in he hospi ali y indus y. Does co po a e image play a s a egic ole in he hos-
pi ali y indus y? This esea ch will con ibu e signi ican ly o he heo y o hospi ali y ma ke ing and
p ac i ione s by examining he ole o human esou ce managemen and ma ke ing s a egy manage-
men h ough co po a e image in he pe o mance o companies in he hospi ali y indus y.
2. Li e a u e e iew and hypo heses de elopmen
The Resou ce-Based View (RBV) heo y by Ba ney (1991) explains ha aluable, a e, inimi able, and
non-subs i u able in e nal esou ces a e key o achie ing compe i i e ad an age. To each compe i i e
ad an age, companies mus le e age unique and ha d- o-imi a e in e nal esou ces, including e ec i e
COGENT BuSINESS & MANAGEMENT 3
human esou ce managemen o enhance co po a e pe o mance (Papademe iou e al., 2023; W igh
e al., 1994). Gup a and Malho a (2013) emphasize ha ma ke ing capabili ies a e in e nal esou ces o
a company ha mus be well-managed h ough inno a i e s a egies o imp o e pe o mance.
Addi ionally, o he esou ces such as lowe p ices may be ou ma ched by compe i o s, bu he co po a e
image o he sec o is a unique and non-subs i u able esou ce o ho els o na iga e ma ke
luc ua ions.
The business landscape cons an ly e ol es and becomes inc easingly complex due o echnological
ad ancemen s, globaliza ion, and shi ing cus ome p e e ences (Akha an & Pezeshkan, 2013; Ghou i
e al., 2020; Nudu upa i e al., 2021). In such a dynamic en i onmen , o ganiza ions mus adap swi ly
and e ec i ely o s ay compe i i e. Human esou ces a e a key s a egic asse ha can help i ms achie e
a compe i i e ad an age (Aï Razouk, 2011; To lak e al., 2019). By managing human esou ces e ec i ely—
h ough ec ui men , aining, pe o mance managemen , and employee engagemen — i ms can be e
espond o changing ma ke demands and cus ome expec a ions.
P ac i ione s unde s and he signi icance o HRM s a egies and ac i ely apply hem o enhance i m pe o -
mance (Akha an & Pezeshkan, 2013). Aligning HR p ac ices wi h s a egic o ganiza ional goals can boos
employee p oduc i i y, os e inno a ion, and inc ease commi men , leading o supe io inancial and ope a-
ional ou comes. HRM s a egy should no be con ined o he HR depa men alone; i equi es he in ol e-
men o e e yone in he o ganiza ion (Okulich-Kaza in e al., 2018). When all employees wo k oge he owa ds
e ec i e HR managemen , i os e s a mo e uni ied and high-pe o ming o ganiza ion.
The au ho s p opose he ollowing hypo heses, conside ing he abo e poin s:
H1: HRM s a egy will posi i ely be ela ed o i m pe o mance.
Acco ding o he human esou ce disclosu e heo y by Dominguez (2011), a ious HR p ac ices, such
as aining, selec ion, pe o mance managemen , compensa ion, and empowe men , can signi ican ly
in luence a company’s co po a e image. This s udy applies he speci ic HR disclosu e componen s iden-
i ied by Dominguez (2011) o assess he HRM s a egies used by he o ganiza ion. This me hod p o ides
a mo e comp ehensi e unde s anding o how di e en HR p ac ices con ibu e o shaping he o ganiza-
ion’s co po a e image. Employees a e a i al asse , and hei ac ions and beha io can g ea ly impac
s akeholde s’ pe cep ions, including hose o cus ome s, supplie s, and he public (lee e al., 2019;
Minkiewicz e al., 2011; Rays e al., 2022; S e en Whi e & G i i h, 1997). Well- ained, mo i a ed, and
engaged employees a e mo e likely o p ojec a posi i e image o he o ganiza ion, enhancing i s epu-
a ion and b and. In u n, an o ganiza ion’s co po a e image plays a c ucial ole in i s o e all pe o mance
(Chien & Chi, 2019; T ia man o e al., 2021). A s ong co po a e image can a ac and e ain cus ome s,
s eng hen s akeholde ela ionships, and imp o e compe i i eness, ul ima ely leading o be e inancial
and ope a ional ou comes. The e o e, he hypo hesis p oposes ha co po a e image media es he ela-
ionship be ween HRM s a egies and i m pe o mance. E ec i e HRM p ac ices help build a posi i e
co po a e image, which subsequen ly leads o imp o ed i m pe o mance.
The au ho s p opose he ollowing hypo heses, conside ing he abo e poin s:
H2: Co po a e image media es he ela ionship be ween HRM s a egies and i m pe o mance.
Resea ch consis en ly demons a es ha e ec i e ma ke ing s a egies signi ican ly in luence a ious
aspec s o i m pe o mance (Ca al epe e al., 2023; Oko oa o & Russow, 1993). These s a egies include
ac i i ies like ma ke segmen a ion, selec ing a ge ma ke s, p oduc /se ice de elopmen , p icing, p o-
mo ion, and dis ibu ion. When companies align hei ma ke ing s a egies wi h hei business goals and
cus ome needs, hey a e mo e success ul in a ac ing and e aining cus ome s, inc easing sales, gaining
ma ke sha e, and imp o ing p o i abili y (Baldassa e & Campo, 2016; Fon & McCabe, 2017). This is
because ma ke ing s a egies enable i ms o di e en ia e hei p oduc s o se ices, e ec i ely commu-
nica e hei alue, and build s ong b and equi y.
Du ing he g ow h phase o a i m’s li e cycle, ma ke ing ac i i ies play a c ucial ole in d i ing e e-
nue and suppo ing business expansion (A is ide & I echukwu, 2023; Koplyay e al., 2015). Fi ms ha
success ully in eg a e hei ma ke ing s a egies wi h hei o e all business s a egies a e mo e likely o
achie e supe io pe o mance. In eme ging ma ke s like Indonesia, whe e ac o s such as shi ing
4 H. RESPATI ETAl.
demog aphics, e ol ing cus ome p e e ences, and changing compe i i e dynamics p esen bo h chal-
lenges and oppo uni ies, unde s anding he impac o ma ke ing s a egy on i m pe o mance is essen-
ial o companies aiming o le e age g ow h oppo uni ies (Hanee & Ansa i, 2019; Rudawska, 2019).
Acco dingly, he ollowing hypo hesis was p oposed:
H3: Ma ke ing s a egy will posi i ely be ela ed o i m pe o mance.
The concep o co po a e image has e ol ed o be ecognized as mul idimensional, encompassing bo h
unc ional and emo ional elemen s (Boulding, 1956; Heinbe g e al., 2018; Kennedy, 1977; Minkiewicz e al.,
2011; Singh & Singh, 2019; T ia man o e al., 2021). Co po a e image e lec s no only he angible aspec s
o an o ganiza ion bu also he pe cep ions, a i udes, and emo ional esponses o s akeholde s, including
cus ome s, employees, and he public (Kau & Soch, 2013; T an e al., 2015). These pe cep ions a e shaped
by ac o s like b and epu a ion, p oduc quali y, cus ome se ice, and co po a e social esponsibili y.
E ec i e ma ke ing s a egies play a c ucial ole in shaping a posi i e co po a e image, as hey enable
o ganiza ions o con ey hei b and alues, build us , and inc ease s akeholde awa eness and amilia -
i y (Cobb e al., 1995; Dowling, 1986; Fo oudi e al., 2022; Sha ma, 2004; ul a us Sa’adah e al., 2023). A
s ong co po a e image, in u n, posi i ely impac s i m pe o mance, including cus ome loyal y, ma ke
sha e, and inancial ou comes. A posi i e co po a e image can a ac and e ain cus ome s, s eng hen
s akeholde ela ionships, and imp o e he o ganiza ion’s compe i i e posi ion in he ma ke (Badenes‐
Rocha e al., 2021; Cha ananon e al., 2008). By implemen ing ma ke ing s a egies ha enhance co po-
a e image, i ms can imp o e hei pe o mance, especially in eme ging ma ke s like Indonesia. Ma ke ing
s a egies in luence s akeholde s’ pe cep ions o he o ganiza ion, and a a o able co po a e image can
lead o enhanced i m pe o mance (lajili, 2023). Acco dingly, he ollowing hypo hesis was p oposed:
H4: Co po a e image will media e he ela ionship be ween ma ke ing s a egy and i m pe o mance.
3. Resea ch me hods
3.1. Resea ch design
This s udy adop s a quan i a i e app oach o answe he esea ch objec i e o whe he HRM s a egy,
ma ke ing s a egy, and co po a e image in luence i m pe o mance. The esea ch design adop s a
c oss-sec ional su ey as i in ol es ho el manage s as he uni o analysis. Quan i a i e da a was col-
lec ed and analyzed using bo h desc ip i e and in e en ial s a is ics. The esea ch hypo heses we e es ed
using in e en ial s a is ics.
3.2. Sampling p ocedu e
This esea ch was conduc ed on he island o Ja a, Indonesia speci ically: Eas Ja a which is he second
mos popula ou is des ina ion in he p o ince a e Bali Island. This esea ch ocuses on ho els wi h
ou - and i e-s a a ings ha also ope a e es au an s and a e membe s o he Eas Ja a Ho el
Associa ion. Acco ding o da a om he Eas Ja a S a is ical Bu eau, he e a e 283 ho els in Eas Ja a,
anging om one o i e s a s. Speci ically, by 2023, Eas Ja a had 69 ho els wi h ou - and i e-s a
a ings ha we e membe s o he Eas Ja a Ho el and Res au an Associa ion. On a e age, each s a
ho el has nine manage s: Gene al Manage , Residen Manage , Du y Manage , Room Di ision Manage ,
Ma ke ing Manage , Food and Be e age (F & B) manage , chie accoun an , chie enginee ing manage ,
and pe sonnel manage . The esponden s o his s udy we e ho el manage s; he e o e, he s udy popu-
la ion o nine imes 69 equals 621. Based on he Mo gan able, he numbe o samples om he popu-
la ion o 621, conside ing an e o a e α o 0.05 is 232 manage . The c i e ia o esponden s we e hose
who ac i ely wo ked o ully manage and de elop he company. Ques ionnai es we e dis ibu ed o 69
ho els and each ho el was equi ed o be illed ou by 3 o 4 ho el manage s. The echnique o choosing
esponden s used simple andom sampling by conside ing ha each selec ed esponden has he same
oppo uni y compa ed o o he esponden s as a esea ch sample.
COGENT BuSINESS & MANAGEMENT 5
3.3. Ins umen and da a collec ion
HRM s a egy has six ields o measu emen : ec ui men and selec ion, aining and de elopmen , pe -
o mance assessmen , compensa ion, empowe men , and app ecia ion. The HRM s a egy ques ionnai e
consis ed o 16 i ems (Dominguez, 2011). The ma ke ing s a egy measu ed by he i e measu emen
ields consis s o ma ke selec ion, p oduc planning, p icing, dis ibu ion sys em, and ma ke ing commu-
nica ion. The ma ke ing s a egy ques ionnai e comp ises 11 i ems. Co po a e image has wo ields o
measu emen , unc ional and emo ional, wi h as many ques ionnai es as nine i ems. Fi m pe o mance
has wo measu emen ields: sales g ow h a e and ma ke sha e, wi h a o al o i e i ems. Da a we e
collec ed using ques ionnai es wi h a i e-poin like Scale anging om 1-s ongly disag ee o 5-s ongly
ag ee. The 5 poin scale is mo e commonly chosen based on he s a emen o Malho a and Bi ks (2007)
o measu e esponden s’ pe cep ions. The da a was ob ained om p ima y sou ces, namely ques ionnai e
esponses om he esponden s. Da a was ob ained h ough wo me hods: isi ing he esea ch loca-
ions o mee wi h esponden s and dis ibu ing ques ionnai es using he Google Fo ms applica ion. The
su ey was conduc ed by se e al lec u e s who ecei ed app o al and o e sigh om he E hical
Commi ee a he uni e si y o Me deka Malang (app o al le e numbe : B-46/lPPM/uM/I/2023). Ho el
manage s pa icipa ed in illing ou he ques ionnai es, wi h he i s sec ion including a consen s a e-
men in w i en. This s a emen assu ed esponden s ha he da a collec ed was in ended o ad ance
knowledge and would no nega i ely impac hei ho els. Responden s who ga e w i en consen p o-
ceeded o comple e he ques ionnai es. The da a collec ion p ocess spanned wo mon hs and esul ed
in 232 esponses.
3.4. Da a p ocessing and analysis
The da a analysis in his s udy employed desc ip i e analysis alongside a s uc u al equa ion model (SEM)
analysis. Desc ip i e analysis was used o depic he esea ch measu emen s, and SEM analysis was
employed o examine ins umen alidi y and eliabili y. Addi ionally, he analysis included assessing he
a e age a iance ex ac ed (AVE), composi e eliabili y, and absolu e i measu es, comp ising chi-squa e
s a is ics, p obabili y model, and Roo Mean Squa e E o o App oxima ion (RMSEA), Tucke -lewis Index
(TlI), Goodness o Fi Index (GFI) as inc emen al i model analyses. Figu e 1 explains he s uc u al equa-
ion model o esea ch explaining HRM s a egy and ma ke ing s a egy (MS) as exogenous a iables,
co po a e image (CI) as a media ing a iable, and i m pe o mance (FP) as an endogenous a iable.
4. Resul s
Da a we e collec ed o as many as 232 uni s om a s udy popula ion o 621 uni s. The demog aphic
composi ion o his s udy is as ollows: gende , male 130 (56%) and emale 102 (44%); educa ion, high
school 28 (12%), diploma 95 (41%), g adua ed 81 (35%), and pos g adua e 28 (12%); wo k expe ience, 0
o 3 yea s 165 (71%) and wo k expe ience mo e han 3 yea s 67 (29%). The esea che s applied a desc ip-
ion analysis using SPSS o access he eliabili y es and he a e age alue o each ques ionnai e i em
ha had been answe ed by he esponden . Table 1 shows he esul s o he eliabili y analysis o he
ins umen i ems, a e age a iance ex ac ed (AVE) and composi e eliabili y. The eliabili y es esul s
p oduced C onbach’s α be ween 0.71 and 0.80. In acco dance wi h he ecommenda ion o Nunnally and
Be ns ein, who explained he ole ance limi s, he es eliabili y esul s we e g ea e han 0.70. These
esul s show he le el o consis ency o he esponden s while answe ing he ques ionnai e i ems. Table
2 shows he esul s o he ins umen alidi y es , in which he p- alue does no exceed 0.05, meaning
ha esponden s unde s and he meaning o he ques ionnai e. Acco ding o Fo nell and la cke , he
AVE cons uc was ecei ed a 0.50 o highe . The es esul s o AVE a e be ween 0.64 and 0.84 ha
ha e exceeded 0.50. Thus, each indica o e lec s he measu ed la en a iables. Acco ding o B unne
and Süß (2005), he composi e eliabili y alue is lage han 0.7 o 0.8 is an accep able ole ance limi .
The alue o composi e eliabili y o each la en a iable shows esul s exceeding 0.8, meaning ha ou
la en a iables, namely HRM s a egy, ma ke ing s a egy, co po a e image, and i m pe o mance, ha e
accep able eliabili y alues.
6 H. RESPATI ETAl.
Table 2 p esen s he alue o he ac o loading and a desc ip ion o he esea ch ins umen . The
mean alue explains ho el manage s’ pe cep ions o HRM and ma ke ing s a egies, co po a e image, and
i m pe o mance. The loading alue o he esea ch indica o explains he le el o e lec ion o each
measu ed indica o .
The esul s o he desc ip i e analysis explain ha he six HRM s a egy indica o s p o e ha compen-
sa ion can e lec he HRM s a egy be e han he o he i e HRM s a egy indica o s. Many esponden s
belie ed ha he compensa ion was based on pe o mance. The e ec i eness o he ma ke ing s a egy
was assessed h ough i e key indica o s, wi h p icing being he mos e lec i e o he o e all s a egy.
Responden s s ongly ag ee ha compe i o s’ p icing s a egies in luence p icing decisions. Co po a e
image is mo e s ongly associa ed wi h emo ional, a he han unc ional, pe spec i es. Responden s
la gely ag eed ha he ho el employs an agg essi e s a egy. Fi m pe o mance is e alua ed using wo
indica o s, wi h sales g ow h being a eliable e lec ion o pe o mance, as indica ed by he analysis
esul s. Responden s gene ally ag eed ha sales g ow h consis en ly leads o imp o ed pe o mance.
The s uc u al equa ion models based on he esul s o his s udy a e p esen ed in Figu e 2. The p es-
en s udy applied con i ma o y ac o analysis (CFA) using he AMOS p og am o calcula e he alue o
ac o loading and all he s anda dized coe icien s o he s uc u al equa ion model o esea ch. The
loadings anged be ween 0.74 and 0.95, wi h all loadings signi ican a he le el o p < 0.05. All numbe
loadings om he analysis p oduced numbe s abo e 0.5, which means a s ong CFA o each a iable. To
assess he s uc u al equa ion modeling o esea ch, he au ho s ha e used he ollowing absolu e i
measu es consis ing o chi-squa e s a is ics, and p. model; and measu e o inc emen al i consis s o
Roo Mean Squa e E o App o al, Tu key lewis Index (TlI) and Goodness Fi Index (GFI) (By ne, 2010).
The chi-squa e s a is ic was 95,406 (p = 0.186). The oo mean squa e e o app oxima ions o TlI and GFI
a e 0.024, 0.94, and 0.948, espec i ely. O e all, he s uc u al equa ion modeling is accep able.
Fu he mo e, o de e mine he s eng h o he pa h using an analysis o he di ec , indi ec , and o al
in luences on he s anda dized coe icien in s uc u al equa ion modeling, he es ing o ou esea ch
hypo heses using pa h analysis is p esen ed in Table 3.
The e ec o HRM s a egy on i m pe o mance (FP) esul ed in a p obabili y o 0.009, which is below
0.05, meaning ha H1 is p o en. The media ion e ec es was conduc ed using he Sobel es (Sobel,
1982). The e ec o HRMS on co po a e image (CI) and FP esul ed in a p obabili y o 0.011, which is
below 0.05, meaning ha H2 is p o en. The e ec o managemen s a egy (MS) on FP esul ed in a
p obabili y o 0.000, which is below 0.05, meaning ha H3 is p o en. The e ec o MS on CI and FP
esul ed in a p obabili y o 0.003, which is below 0.05, meaning ha H4 is p o en. In his model, CI plays
he ole o a pa ial media o .The di ec pa h o he HRM s a egy o CI, CI o FP, and MS o CI showed
a signi ican e ec . These h ee pa hs we e no hypo hesized and became an impo an pa o he
Figu e 1. Resea ch amewo k.
Table 1. Reliabili y and aVe es esul s.
Va iables no.o indica o s no.o i ems C onbach’s α aVe Composi e eliabili y
HRM s a egy 6 16 0.71 0.64 0.91
Ms-Ma ke ing s a egy 5 11 0.80 0.74 0.93
Ci-Co po a e image 2 9 0.73 0.71 0.83
FP-Fi m pe o mance 2 5 0.72 0.84 0.91
COGENT BuSINESS & MANAGEMENT 7
analysis o he indi ec e ec on he s uc u al equa ion model (Figu e 2). The pa h o in luence om
ma ke ing s a egy (MS) o i m pe o mance (FP) h ough media ion CI is illus a ed by a s anda dized
coe icien o 0.48, which is highe han he coe icien o 0.25, ep esen ing he pa h om human
esou ce managemen (HRM) s a egy o i m pe o mance h ough media ion CI. This compa ison unde -
sco es a esea ch inding indica ing ha ma ke ing s a egy is mo e c ucial o enhancing i m pe o -
mance in he ho el indus y han HRM s a egy. The esul s o he analysis p oduced a di ec e ec o
MS on FP, as indica ed by he s anda dized coe icien o 0.37. The indi ec e ec o MS on FP by medi-
a ing CI is indica ed by he s anda dized coe icien , 0.11. This compa ison be ween di ec and indi ec
e ec s demons a es ha he di ec e ec o ma ke ing s a egy (MS) on i m pe o mance (FP) is s on-
ge , wi h a coe icien o 0.37 han he indi ec in luence o MS on FP h ough he media ion o CI (0.11).
This inding, es ed using he s uc u al equa ion model (Figu e 2), highligh s he p edominan in luence
o MS on FP.
5. Discussion
This s udy examines he e ec s o HRM s a egy, ma ke ing s a egy, and co po a e image on i m pe -
o mance, ocusing on he hospi ali y indus y. In gene al, he ho el indus y conduc s HRM s a egies
such as ec ui men and selec ion, conduc ing aining and de elopmen , ou inely e alua ing o ganiza-
ional pe o mance, paying a en ion o compensa ion policies, empowe ing human esou ces, and gi -
ing inancial ewa ds o ou s anding employees. The esul s show ha he compensa ion policy is he
Table 2. Resul s o s a is ical desc ip ion analysis.
Va iables indica o s Loadings Measu ing ins umen s . alidi y Mean
HRM s a egy
(Dominguez, 2011)
H1 Rec ui men and selec ion 0.83 H11 Conduc ed openly 0.343* 4.18
H12 P io i izing expe ise 0.300* 4.14
H13 Conside a ion o wo k mo i es 0.138* 4.22
H2 aining and de elopmen 0.81 H21 e en oppo uni ies 0.298* 4.12
H22 Planned ac i i ies 0.302* 4.08
H23 P o ide specialized aining 0.502* 4.09
H24 P io i izing employee compe ency 0.402* 4.11
H3 Pe o mance assessmen 0.76 H31 P io i izing jus ice 0.418* 4.04
H32 anspa en 0.416* 4.10
H33 P io i izing jus ice 0.148* 3.88
H4 Compensa ion 0.84 H41 Highe compensa ion 0.384* 4.20
H42 Based on pe o mance 0.357* 4.24
H5 empowe men 0.80 H51 app ecia e employee wo k pa icipa ion 0.453* 4.09
H52 app ecia ing employee ideas 0.567* 4.06
H6 app ecia ion 0.74 H61 Based on employee pe o mance achie emen s 0.385* 3.91
H62 Based on achie emen s 0.219* 4.06
Ma ke ing s a egy
(Ms)
(oko oa o and Russow
(1993)
M1 Ma ke selec ion 0.81 M11 Main ain cus ome s 0.375* 4.13
M12 P io i izing cus ome sa is ac ion 0.414* 4.09
M2 P oduc planning 0.80 M21 adjus ma ke desi es 0.272* 4.14
M22 P io i izing cus ome demand 0.482* 4.03
M3 P icing 0.97 M31 Conside compe i o p ices 0.332* 4.31
M32 Conside he ma ke pu chasing powe 0.436* 4.21
M4 Dis ibu ion sys em 0.79 M41 Loca ion close o buye s 0.280* 4.09
M42 sales agen wo ks e ec i ely 0.418* 3.95
M43 P io i izing di ec sales 0.457* 4.00
M5 Ma ke ing communica ion 0.92 M51 P io i izing e iciency 0.233* 4.15
M52 Respond o ma ke esponse 0.300* 4.18
Co po a e image (Ci)
(Boulding, 1956;
Kennedy, 1977;
ia man o e al.,
2021)
Ci1 Func ional 0.82 C11 Has a unique cha m 0.331* 4.17
C12 P io i izing se ices 0.423* 4.06
C13 Familia i y 0.314* 4.15
C14 Con enience 0.157* 4.12
C15 ad ocacy 0.230* 3.95
Ci2 emo ional 0.87 C21 Fa o abili y 0.391* 4.12
C22 us 0.408* 4.28
C23 good epu a ion 0.326* 4.23
C24 awa eness 0.361* 4.19
Fi m pe o mance (FP)
(sam oko oa o &
Russow, 1993)
FP1 sales g ow h a e 0.95 F11 P o i able 0.309* 4.13
F12 P o i a ge 0.433* 4.22
F13 sales con inue o inc ease 0.284* 4.31
FP2 Ma ke sha e 0.88 F21 he ma ke sha e is g owing 0.542* 4.20
F22 Cus ome sa is ac ion 0.585* 4.02
No es: *p < 0.05.
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