Rabiul, Md Ka im; Ahmad Edwin Mohamed; A aul Ka im Pa wa y; Tan Fee Yean; Si i
Zai un Osman
A icle
Linking human esou ces p ac ices o employee engagemen in he
hospi ali y indus y: The media ing in luences o psychological sa e y,
a ailabili y and meaning ulness
Eu opean Jou nal o Managemen and Business Economics (EJM&BE)
P o ided in Coope a ion wi h:
Eu opean Academy o Managemen and Business Economics (AEDEM), Vigo (Pon e ed a)
Sugges ed Ci a ion: Rabiul, Md Ka im; Ahmad Edwin Mohamed; A aul Ka im Pa wa y; Tan Fee
Yean; Si i Zai un Osman (2023) : Linking human esou ces p ac ices o employee engagemen
in he hospi ali y indus y: The media ing in luences o psychological sa e y, a ailabili y and
meaning ulness, Eu opean Jou nal o Managemen and Business Economics (EJM&BE), ISSN
2444-8451, Eme ald, Leeds, Vol. 32, Iss. 2, pp. 223-240,
h ps://doi.o g/10.1108/EJMBE-12-2020-0347
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Linking human esou ces p ac ices
o employee engagemen in he
hospi ali y indus y: he media ing
in luences o psychological sa e y,
a ailabili y and meaning ulness
Md Ka im Rabiul
Facul y o Hospi ali y and Tou ism, P ince o Songkla Uni e si y –Phuke Campus,
Phuke , Thailand
Ahmad Edwin Mohamed
School o Tou ism, Hospi ali y and E en Managemen , Uni e si i U a a Malaysia,
Sin ok, Malaysia
A aul Ka im Pa wa y
Facul y o Hospi ali y, Tou ism and Wellness, Uni e si i Malaysia Kelan an,
Ko a Bha u, Malaysia
Tan Fee Yean
School o Business Managemen , Uni e si i U a a Malaysia,
Sin ok, Malaysia, and
Si i Zai un Osman
Adminis a i e Science and Policy S udies, Uni e si i Teknologi MARA,
Melaka, Malaysia
Abs ac
Pu pose –D awing on sel -concep heo y, his s udy e alua es he media ing e ec s o employees’
psychological s a es on he ela ionship be ween human esou ces (HR) p ac ices and employee engagemen .
Design/me hodology/app oach –Th ough andom sampling, 434 cus ome -con ac on line employees
om i e-s a ho els in Malaysia pa icipa ed in he c oss-sec ional su ey.
Findings –The esul s p oduced by he Sma -PLS (pa ial leas squa es) indica e ha HR p ac ices posi i ely
and signi ican ly in luence employees’psychological s a es o sa e y, meaning ulness and a ailabili y. All
hese psychological s a es also exe posi i e in luences on employee engagemen (o ganisa ional and wo k
engagemen ). Sa e y and a ailabili y media e he links be ween HR p ac ices and employee engagemen , bu
no meaning ulness.
P ac ical implica ions –HR p ac ices and employees’psychological s a es a e necessa y in ensu ing
posi i e employee ou comes and imp o ing cus ome se ice p o ision.
O iginali y/ alue –The indings con ibu e o he u he ex ension o sel -concep heo y and employee
engagemen by inco po a ing he media ing oles o employees’psychological s a es in he ela ionships
be ween HR p ac ices and employee engagemen .
Keywo ds Human esou ce p ac ices, Meaning ulness, Sa e y, A ailabili y, Wo k engagemen ,
O ganisa ional engagemen
Pape ype Resea ch pape
Linking human
esou ces
p ac ices
223
© Md Ka im Rabiul, Ahmad Edwin Mohamed, A aul Ka im Pa wa y, Tan Fee Yean and Si i Zai un
Osman. Published in Eu opean Jou nal o Managemen and Business Economics. Published by Eme ald
Publishing Limi ed. This a icle is published unde he C ea i e Commons A ibu ion (CC BY 4.0) licence.
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The cu en issue and ull ex a chi e o his jou nal is a ailable on Eme ald Insigh a :
h ps://www.eme ald.com/insigh /2444-8494.h m
Recei ed 7 Decembe 2020
Re ised 31 May 2021
12 Augus 2021
Accep ed 21 Oc obe 2021
Eu opean Jou nal o Managemen
and Business Economics
Vol. 32 No. 2, 2023
pp. 223-240
Eme ald Publishing Limi ed
e-ISSN: 2444-8494
p-ISSN: 2444-8451
DOI 10.1108/EJMBE-12-2020-0347
In oduc ion
Highly engaged employees o en esul in educed u no e in en ion, be e cus ome se ice
deli e y, imp o ed inancial pe o mance, dec eased job s ess and inc eased psychological
well-being (Ha e e al., 2020;Memon e al., 2020). Despi e he impo ance o employee
engagemen , only 15% o employees a e engaged wo ldwide (Ha e and Rubens ein, 2020),
including 19% in Sou heas Asia coun ies such as Malaysia (Gallup, 2017). The hospi ali y
indus y in Malaysia con ibu es o he coun y’s g oss domes ic p oduc consis en ly: i was
he hi d la ges in o eign e enue ea nings wi h 86.1bn in 2019 (The S a , 2019;T ading
Economics, 2020). As such, i is impe a i e o ocus on inc easing employee engagemen ,
especially among on line cus ome -con ac employees who signi ican ly a ec he success
o he ho el indus y owing o hei di ec and equen in e ac ions wi h cus ome s (Rabiul
e al., 2021;Rabiul and Yean, 2021).
To inc ease employee engagemen , s udies ha e shown ha human esou ce (HR)
p ac ices and employees’psychological s a es play signi ican oles (Al es e al., 2020;Guan
and F enkel, 2018;Memon e al., 2020;Zhang e al., 2018). Se e al s udies ha e iden i ied ha
HR p ac ices in luence employee engagemen using di e en media ing mechanisms such as
psychological empowe men , o ganisa ional commi men , job sa is ac ion and psychological
capi al (Ak a and Pangil, 2018;Huang e al., 2017;Ka adas and Ka a epe, 2019). Al hough
hese s udies con ibu ed o he employee engagemen li e a u e, a ew gaps emain
unexplo ed.
Fi s , he exis ing s udies ailed o sys ema ically in es iga e he e ec s o HR p ac ices on
employees’psychological s a es (meaning ulness, sa e y, a ailabili y) which lead o g ea e
employee engagemen . Al hough di e en psychological s a es exis (e.g. Hyland, 1990:
Kahn, 1990;Rabiul e al., 2021) in he li e a u e, we in es iga e Kahn’s (1990) h ee
psychological s a es as media o s be ween HR p ac ices and employee engagemen . Kahn
(1990) showed he impo ance o psychological s a es by s a ing, “people employ and exp ess
o wi hd aw and de end hei p e e ed sel es on he basis o hei psychological expe iences
o sel -in- ole”(p. 702). Mo eo e , p io s udies claimed ha psychological s a es o
meaning ulness, sa e y and a ailabili y a e he unde lying mechanisms o inc ease posi i e
ou comes among employees (Basi , 2017;Chen e al., 2016a;Fle che , 2016;Wang e al., 2019).
Sel -concep heo y (A yee e al., 2012;Rabiul e al., 2021) sugges s ha indi iduals will
gene a e posi i e eeling in he wo kplace when hey ecei e he necessa y suppo om
o ganisa ions. As such, when HR p ac ices om he o ganisa ions a e a ailable, employees
will expe ience posi i e psychological s a es o a ailabili y, sa e y and meaning ulness o
wo k. Consequen ly, employees will exp ess posi i e a i udes owa ds hei wo k oles
(wo k engagemen ) and o ganisa ions (o ganisa ional engagemen ).
Second, ea lie s udies ocussed p ima ily on inc easing employees’wo k engagemen
(Guan and F enkel, 2018;Ka adas and Ka a epe, 2019;Memon e al., 2020;Zhang e al., 2018),
while igno ing o ganisa ional engagemen (Fle che and Scho ield, 2019). As employees need
o pe o m mul iple oles in he o ganisa ion, bo h o ganisa ional and wo k engagemen s a e
impo an (Saks, 2006,2017). Acco ding o Saks (2017), wo k engagemen is “ he ela ionship
be ween an employee and his o he job’and o ganisa ional engagemen is an ‘indi idual’s’
ole, esponsibili y, and asks associa ed wi h one’s membe ship in an o ganisa ion”(p. 79).
Limi ed s udies (e.g. May e al., 2004) ha e examined h ee psychological s a es oge he o
unde s and he impo ance o hese s a es in engaging employees a wo k. The e o e,
delinea ing on sel -concep heo y (Rabiul e al., 2021), he p esen esea ch examines he
media ing e ec s o an employee’s pe cei ed psychological s a es (e.g. meaning ulness,
sa e y and a ailabili y) on he ela ionship be ween HR p ac ices and employee engagemen
(wo k and o ganisa ional engagemen ) in he ho el indus y in Malaysia.
This s udy adds alue o he li e a u e in wo ways. Fi s , i en iches sel -concep heo y
and employee engagemen by in es iga ing he media ing in luence o employees’ h ee
EJMBE
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psychological s a es be ween HR p ac ices and employee engagemen . Second, he indings
con ibu e o he hospi ali y li e a u e on engaging employees h ough good HR p ac ices and
imp o ing employees’psychological eeling o meaning ulness, sa e y and a ailabili y a
one’s wo kplace.
Li e a u e e iew
Employee engagemen
Kahn was he i s schola who in oduced he e m “wo k engagemen ”in 1990 (May e al.,
2004;Saks, 2006). Acco ding o Kahn (1990),pe sonal engagemen o employee engagemen
was de ined as “ he simul aneous employmen and exp ession o a pe son’s‘p e e ed sel ’in
he ask beha iou s ha p omo e engagemen o wo k and o o he s, pe sonal p esence
(physical, cogni i e, and emo ional), and ac i e, ull ole pe o mance”(p. 700). Since hen,
employee engagemen has a ac ed he a en ion o many business o ganisa ions and
academicians. Building on he ideas o Kahn (1990),Saks (2006) iden i ied wo ypes o
pe sonal engagemen : job engagemen and o ganisa ional engagemen . Simila ly, Schau eli
and Salano a (2011) s a ed ha “employee engagemen is a b oade concep and may also
include he ela ionship wi h he employee’s p o essional o occupa ional ole and wi h his o
he o ganisa ion”(p. 40). Ne e heless, his s udy p e e s o use wo k engagemen , which
some called job engagemen (Saks, 2006) o wo k engagemen (Schau eli and Salano a, 2011),
while Saks (2017) used he e ms in e changeably.
Wo k engagemen e e s o “a posi i e, ul illing wo k- ela ed s a e o mind ha is
cha ac e ised by igou , dedica ion, and abso p ion”(Schau eli e al., 2006, p. 702). Vigou
explains abou indi iduals’high-le el men al esilience and physical ene gy o pe o m he
wo k ole e en in di icul ies (Dolla d and Bakke , 2010;Ka adas and Ka a epe, 2019).
Dedica ion e e s o indi iduals’a ec i e belie in wo k ole whe e hey expe ience he sense
o p ide, en husiasm, challenge and signi icance (Rabiul and Yean, 2021;Schau eli and
Salano a, 2011). Abso p ion, on he o he hand, is abou a pe asi e and pe sis en s a e o
mind conce ning one’s wo k ole and he inabili y o de ach om i (Bakke and
Deme ou i, 2017).
O ganisa ional engagemen e e s o an indi idual’s“ ole, esponsibili y, and asks
associa ed wi h one’s membe ship in an o ganisa ion”(Saks, 2017, p. 79). Speci ically, i
desc ibes he ex en o which an employee engages in ac i i ies ha a e mo e ela ed o
o ganisa ional ac i i ies bu no he wo k ole (Saks, 2006;Schau eli and Salano a, 2011). In
o he wo ds, o ganisa ional engagemen occu s due o employees’sa is ac ion, en husiasm
and commi men o he o ganisa ion (Kim and Koo, 2017).
HR p ac ices
Two well-known HR p ac ices included in he managemen li e a u e a e called “so ”and
“ha d”p ac ices (C egan e al., 2021;Jensen e al., 2011;Mu huku, 2020). Con ol-o ien ed o
“ha d”HR p ac ices concen a e on con olling employees h ough he applica ion o
p ocedu es and ules (C egan e al., 2021;Gould-Williams and Da ies, 2005;Jensen e al.,
2011). So HR o commi men -o ien ed p ac ices, on he o he hand, ocus on inc easing
employees’mo i a ion and de eloping s ong commi men owa ds o ganisa ions (Ak a
and Pangil, 2018;Joha i e al., 2013;Gu lek and Uygu , 2021). So HR p ac ices p o ide high
quali y and lexible wo k pe o mance by in ol ing employees in he decision-making
p ocess, building us in hei manage s and exp essing conce ns o employees (El ehail
e al., 2020;Gu lek and Uygu , 2021;Mowb ay e al., 2020). Gi en he na u e o he
wo k en i onmen in he ho el indus y, he combina ion o bo h so and ha d HR p ac ices
may be mo e e ec i e o engage employees in wo ks a he han u ilising hem sepa a ely.
Linking human
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225
Mo eo e , he collec i e e o s o HR p ac ices will augmen he e ec s on employees’
psychological s a es, which hen inc eases wo k engagemen (Ka adas and Ka a epe, 2019;
Klou sinio is and Mihail, 2020).
Howe e , he e is no uni e sal speci ic se o HR p ac ices ha a e sui able o e e y
o ganisa ion (Klou sinio is and Mihail, 2020). Thus, his s udy p oposes ha so HR
p ac ices could imp o e he psychological s a es o employees and os e g ea e wo k and
o ganisa ional engagemen (Aga wal and Fa ndale, 2017;Basi , 2017;Chen e al., 2016a;
El ehail e al., 2020;Gu lek and Uygu , 2021). HR p ac ices (e.g. aining and de elopmen ,
employee pa icipa ion, ewa ds and cogni ion, ca ee ad ancemen , app aisal sys em, job
secu i y, ec ui men p ocess and eamwo k) a e i al o employees’g ow h (e.g. Al es e al.,
2020;Ka adas and Ka a epe, 2019;Mowb ay e al., 2020;Mu phy e al., 2018).
HR p ac ices and psychological s a es
Acco ding o Saks and G uman (2014), psychological meaning ulness “in ol es he ex en o
which people de i e meaning om hei wo k and eel ha hey a e ecei ing a e u n on
in es men s o sel in he pe o mance o hei ole”(p. 160). I e e s o indi iduals’
expe iences a wo k ha a e meaning ul, aluable and wo hwhile (Fle che and Scho ield,
2019;Kahn, 1990). In gene al, indi iduals judge hemsel es by hei job and hei e o s
(Edmondson, 1999;S ege e al., 2013). Wo k becomes meaning ul once i acili a es
indi iduals o achie e one o mo e elemen s o meaning, which ma ches he pu pose o he
indi idual such as pe sonal g ow h, sel - ealisa ion, challenge, au onomy o compe ence
(Edmondson and Lei, 2014;Fle che and Scho ield, 2019;Kahn, 1990).
The HR p ac ices conside ed in his s udy a e ela ed o psychological meaning ulness.
Fo example, aining helps employees o de elop necessa y skills o u he hei ca ee
de elopmen (den Ha og e al., 2013). O he aspec s, including employee pa icipa ion in
decision-making, a e ela ed o sel - alue; job secu i y ensu es ca ee s abili y; and
ec ui men is ela ed o sel - ealisa ion (den Ha og e al., 2013;Ka adas and Ka a epe,
2019). App aisal, ewa d and ecogni ion a e ela ed o inc eased social and socio-economic
s a us, which could be psychologically meaning ul (El ehail e al., 2020). Teamwo k also
could enhance meaning ulness because o he collegiali y among he eam membe s and all
a e ha ing simila pu pose. In sum, combined HR p ac ices migh make employees o eel
digni y and espec o hei wo k which would likely gene a e meaning ulness. This is
sugges ed by sel -concep heo y (A yee e al., 2012;Shami e al., 1993) which posi s ha
indi iduals ha e a sense o expe ience o posi i e sel -concep (meaning ul wo k) due o
ha ing o ganisa ional suppo s (HR p ac ices). Thus, we p oposed:
H1. HR p ac ices posi i ely and signi ican ly in luence employees’psychological
meaning ulness.
Kahn (1990) de ined psychological sa e y is “as eeling able o show and employ one’s sel
wi hou ea o nega i e consequences o sel -image, s a us, o ca ee ”(p. 708). I e e s o a
suppo i e, open and us wo hy wo k en i onmen whe e employees eel sa e o ake isks
and make i ial e o s wi hou ea o se e e punishmen (Rabiul e al., 2021;Lyu, 2016). This
also means ha employees who exp ess hei iews openly o hei supe io s will no eel
h ea ened wi h ad e se consequences (Aga wal and Fa ndale, 2017;Dolla d and Bakke ,
2010;Edmondson, 1999). A psychologically sa e en i onmen will no a ec employees’
ca ee s, sel -image o s a us in ha m ul ways (Lyu, 2016).
HR p ac ices (job secu i y, aining, app aisal, ewa ds, ec ui men and eamwo k) c ea e
a suppo i e wo k en i onmen and emo e insecu i ies and anxie ies (Aga wal and
Fa ndale, 2017;Edmondson, 1999). Some schola s in hei me a-analyses (e.g. Ca meli and
Gi ell, 2009;F azie e al., 2017) e eal ha collec i e app op ia e HR p ac ices (e.g. app aisal,
EJMBE
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job secu i y, aining, ewa ds, ec ui men , eamwo k and pa icipa ion) gene a e a sense o
psychological sa e y a wo k by building ela ionships wi h employees. Fo example, h ough
pa icipa ion, employees can oice hei opinions conce ning u u e g ow h and ca ee
de elopmen oppo uni ies o hei supe io s (Mowb ay e al., 2020). All employees eel sa e a
wo k due o collec i e HR p ac ices ( aining, ec ui men p ocess and eamwo k) ha help
employees o ocus on collec i e goals and a oid con lic (Aga wal and Fa ndale, 2017;
Ca meli and Gi ell, 2009;F azie e al., 2017). Edmondson and Lei (2014) claim ha employees
will ha e a sense o secu i y and es ablish posi i e ela ionships wi h hei employe s when
hei pe sonal in e es s and u u e ca ee de elopmen a e adequa ely add essed. Posi i e
a i udes owa ds HR p ac ices gene a e psychological sa e y ha leads o pe sonal g ow h
and de elopmen (Edmondson, 1999). All hese HR p ac ices gene a e psychological sa e y in
di e en ways which is consis en wi h sel -concep heo y (A yee e al., 2012). The e o e, i is
p oposed:
H2. HR p ac ices posi i ely and signi ican ly in luence employees’psychological sa e y
a he wo kplace.
Kahn (1990) de ined psychological a ailabili y as “indi iduals’sense o ha ing he physical,
emo ional, o psychological esou ces o pe sonally engage in a pa icula momen ”(p. 714).
May e al. (2004) u he desc ibe psychological a ailabili y as a pe sons’abili y o pe o m
wo k wi h cogni i e, emo ional and physical engagemen . Posi i e suppo s om
o ganisa ions such as aining, ca ee de elopmen oppo uni y, job secu i y, app aisal,
ewa ds and ecogni ions and ai ec ui men p ocess will de elop sel -concep ha makes
employees become con iden o pe o ming hei wo k a any gi en si ua ion (Gu lek and
Uygu , 2021;Ka adas and Ka a epe, 2019).
HR p ac ices play bo h an ex insic and an in insic mo i a ional ole because hey help
employees g ow ac i ely by de eloping hei skills and con idence, which makes hem mo e
psychologically a ailable o pe o m he asks (Bakke and Deme ou i, 2017;Chen e al.,
2016b;Ka a epe and Ka adas, 2019). Wang and Xu (2017) ound ha HR p ac ices enhance
employees’abili y o pe o m asks. Fo example, a p ope ec ui men sys em esul s in he
hi ing o capable employees. Mo eo e , eedback sys ems esul in he ecogni ion o
employees’s eng hs and weaknesses, which can be de eloped h ough aining. Employee
pa icipa ion, job secu i y, eamwo k, app aisal, ewa ds and ecogni ion o good wo ks
p o ide in insic mo i a ion and os e employees’psychological a ailabili y (Wang and Xu,
2017;Zi a e al., 2020).
O e all, in line wi h sel -concep heo y (A yee e al., 2012;Rabiul e al., 2021) ha in a wo k
en i onmen whe e a ailable app op ia e HR p ac ices ( aining, job secu i y, app aisal,
ca ee ad ancemen and ewa ds and ecogni ion) a e o e ed by he o ganisa ion, employees
will display posi i e ene gy and psychological a ailabili y, ei he in insically o ex insically
(Ka adas and Ka a epe, 2019). Thus, we p opose he ollowing:
H3. HR p ac ices posi i ely and signi ican ly in luence employees’psychological
a ailabili y.
Psychological meaning ulness and employee engagemen
Meaning ulness is associa ed wi h a a ie y o pe sonal and o ganisa ional consequences
ha a e ela ed o an employees’success a wo k (Mos a a and Abed El-Mo alib, 2018;S ege
e al., 2013). Low meaning ulness esul s in apa hy and de achmen (Fle che and Scho ield,
2019;May e al., 2004). In con as , high meaning ulness esul s in high commi men and
in ol emen owa ds he wo k (Chen e al., 2011). Psychologically meaning ul wo k gene a es
pe sonal g ow h and sa is ac ion, which leads employees o be mo e commi ed o engage
ully a wo k (El ehail e al., 2020;Kunie e al., 2017;S ege e al., 2013).
Linking human
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227
Meaning ul wo k p o ides ex insic and in insic mo i a ion, which may in luence
employees o engage a wo k wi h ull dedica ion, abso p ion and igo ousness. Se e al
empi ical s udies con i med ha psychological meaning ulness is posi i ely linked o
employees’engagemen a wo k and o he posi i e employee ou comes (Fle che and
Scho ield, 2019;May e al., 2004;Mos a a and Abed El-Mo alib, 2018;Rabiul e al., 2021).
The e o e, we p opose:
H4–H5. Psychological meaning ulness posi i ely and signi ican ly in luences (H4) wo k
engagemen and (H5) o ganisa ional engagemen .
Psychological sa e y and employee engagemen
In a psychologically sa e wo k en i onmen , indi iduals ha e a sense o con idence ha hey
“will no be emba assed, ejec ed, and punished by someone o speaking up”(Edmondson,
1999, p. 355). Wi hou psychological sa e y, wo king en i onmen s a e ambiguous,
unp edic able and h ea ening (Kahn, 1990;May e al., 2004). Hence, employees may eel
anxie y and ea in a si ua ion in which hey need o ask o help, eedback o p opose ideas
(Aga wal and Fa ndale, 2017;Dolla d and Bakke , 2010;Edmondson, 1999;Kahn, 1990).
In con as , Edmondson (1999) s a es ha in psychologically sa e en i onmen s,
employees ha e “a sense o con idence ha he eam will no emba ass, ejec , o punish
someone o speaking up”(p. 354). As such, pe cei ed psychological sa e y enhances
in e pe sonal ela ionships among employees h ough a suppo i e, open, us wo hy,
lexible and non- h ea ening en i onmen (Rabiul e al., 2021;Lyu, 2016). In such an
en i onmen , employees ha e he oppo uni y o sha e hei pe sonal opinions o hei
supe io s and build us wi h senio managemen , which may lead o engagemen a wo k
(Ha e e al., 2020;Ki k-B own and Van Dijk, 2015;Robinson e al., 2004). A s udy by Basi
(2017) o Malaysian hospi al employees showed ha psychological sa e y posi i ely
in luenced wo k engagemen . Acco dingly, we p opose:
H6–H7. Psychological sa e y posi i ely and signi ican ly in luences (H6) wo k
engagemen and (H7) o ganisa ional engagemen .
Psychological a ailabili y and employee engagemen
A ailabili y deno es an indi idual’s belie o ha ing physical, emo ional and men al
esou ces o pe o m he assigned asks in a pa icula momen (Kahn, 1990). Mo e
speci ically, i e e s o he emo ional, physical and psychological asse s which an indi idual
possesses ha a e equi ed o do he job a any momen wi hou in e up ion (Binyamin and
Ca meli, 2010;May e al., 2004). Indi iduals’own e alua ion o hei pe sonal esou ces
(physical, emo ional and men al) o pe o m he gi en asks while conside ing a ious social
dis ac ions is also i al (Fle che and Scho ield, 2019;Kahn, 1990). Al hough physical
a ailabili y a ies, indi iduals’s eng h, s amina and lexibili y could in luence hei wo k-
ela ed engagemen (F azie e al., 2017;Edmondson, 1999). Mo eo e , indi iduals need o be
bo h emo ionally and men ally p epa ed o wo k. Kahn (1990) no es ha wi hou he posi i e
eeling o ha ing psychological a ailabili y, indi iduals a e mo e p obable o disengage om
hei appoin ed wo k oles. The e o e, we p oposed he ollowing:
H8–H9. Psychological a ailabili y posi i ely and signi ican ly in luences (H8) wo k
engagemen and (H9) o ganisa ional engagemen .
Psychological s a es (meaning ulness, sa e y and a ailabili y) as he media o s be ween HR
p ac ices and employee engagemen
T aining and de elopmen a e among he acili ies p o ided by a ious o ganisa ions o
u he g ow employees’skills and abili ies (Aga wal and Fa ndale, 2017). Employees wi h
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su icien skills and knowledge will expe ience less anxie y and emo ional exhaus ion han
hei less-compe en coun e pa s. This inc eases eelings o meaning ulness, sa e y and
a ailabili y, which lead o s onge wo k and o ganisa ional engagemen (Dolla d and
Bakke , 2010;Gu lek, 2020). Once employees expe ience hese psychological s a es, hey a e
mo e likely o engage a wo k (May e al., 2004). This is because employees who pe cei e hei
wo k as meaning ul will ha e posi i e a i udes owa ds hei u u e p o essional
de elopmen ; hus, hey will wo k ha de (Fle che and Scho ield, 2019).
Employee in ol emen in decision-making p ocesses is ano he c i ical indica o o
engagemen as hey eel alued by he o ganisa ions (Robinson e al., 2004). Mo eo e ,
employee in ol emen in decision-making c ea es oppo uni ies o sha e ideas wi h
supe io s, which is posi i ely associa ed wi h wo k engagemen (Aon Hewi , 2018;
Robinson e al., 2004). Once an o ganisa ion o e s a clea ad ancemen p ocess, employees’
engagemen and mo i a ion a wo k become mo e meaning ul (e.g. Ak a and Pangil, 2018;
Ash on, 2017;Bakke and Deme ou i, 2017;Huang e al., 2017). This is consis en wi h sel -
concep heo y (A yee e al., 2012;Rabiul e al., 2021)– ha posi i e suppo om HR p ac ices
is associa ed wi h he de elopmen o posi i e sel -concep (meaning ul wo k), which leads o
g ea e wo k and o ganisa ion engagemen .
Employees wi h pe cei ed sa e y will be con iden o pe o m wo ks as hey ha e
su icien skills and knowledge (F azie e al., 2017) which can be done h ough aining and
de elopmen . Employees a e commi ed a wo k, exp ess a posi i e a i ude and a e sa is ied
owing o ca ee ad ancemen oppo uni ies (Ak a and Pangil, 2018;Ash on, 2017;Huang
e al., 2017). Job secu i y is concep ualised as he deg ee o which employees expec o s ay a
hei jobs o e an ex ended pe iod (Ak a and Pangil, 2018;Gould-Williams and Da ies, 2005;
Ki k-B own and Van Dijk, 2015). Job secu i y is an ex insic ac o ha mo i a es employees
o each hei ull po en ial (Ash on, 2017;Bakke and Deme ou i, 2017;Ka adas and
Ka a epe, 2019). Ha ing a secu e job means employees will eel psychologically sa e and
engage in hei wo k ole (Ak a and Pangil, 2018;Kahn, 1990). Likewise, in line wi h sel -
concep heo y (A yee e al., 2012;Rabiul e al., 2021) ha indi idual employees may g ow
posi i e sel -concep and con idence (psychological a ailabili y) o pe o m he job ask
ha ing he app op ia e HR p ac ices om he o ganisa ion.
In sum, employee in ol emen , app aisal, ca ee ad ancemen oppo uni y, job secu i y,
aining, de elopmen and ewa ds and ecogni ion c ea e psychological s a es o
meaning ulness, sa e y and a ailabili y among employees ha e en ually lead o g ea e
wo k and o ganisa ional engagemen (Fle che and Scho ield, 2019;Kunie e al., 2017;May
e al., 2004;Mos a a and Abed El-Mo alib, 2018;Robinson e al., 2004). Hence, he ollowing
hypo heses we e p oposed:
H10–H11. Psychological meaning ulness media es he link o HR p ac ices and
employees’(H10) wo k engagemen and (H11) o ganisa ional engagemen .
H12–H13. Psychological sa e y media es he link o HR p ac ices and employees’(H12)
wo k engagemen and (H13) o ganisa ional engagemen .
H14–H15. Psychological a ailabili y media es he link o HR p ac ices and employees’
(H14) wo k engagemen and (H15) o ganisa ional engagemen .
The esea ch amewo k is shown in Figu e 1.
Me hod
Measu emen s
F on line ho el employees exp essed hei opinions abou o ganisa ions’HR p ac ices,
acili ies and hei psychological s a es and wo k engagemen based upon a con inuous scale
Linking human
esou ces
p ac ices
229
(1 5s ongly disag ee o 7 5s ongly ag ee). Unidimensional HR p ac ices ( en i ems) adap ed
om Jensen e al. (2011) and Gould-Williams and Da ies (2005) we e used. A sample i em was,
“I eel my job is secu e in his ho el”. Ea lie esea che s (den Ha og e al., 2013;Huang e al.,
2017) ound ha his scale had good eliabili y.
Psychological meaning ulness (six i ems; sample i em, “ he wo k I do on his job is
meaning ul o me”) and psychological a ailabili y ( i e i ems; sample i em, “I am con iden in
my abili y o deal wi h p oblems ha come up a wo k”) we e adap ed om May e al. (2004).
These scales ha e shown good eliabili y and alidi y (Chen e al., 2011;Fle che , 2016;Rabiul
e al., 2021;May e al., 2004).
Edmondson (1999) de eloped a se en-i em scale o psychological sa e y (sample i em, “I
is sa e o ake a isk in his eam”). Chen e al. (2016a),Rabiul e al. (2021) and Wang e al. (2019)
con i med i had high eliabili y and alidi y.
Wo k engagemen (nine i ems; sample i em, “a my job, I eel s ong and igo ous”) was
adap ed om Schau eli e al. (2006). O ganisa ional engagemen (six i ems; sample i em, “Iam
highly engaged in his o ganiza ion”) was adap ed om Saks (2006). Ea lie s udies (Fle che
and Scho ield, 2019;Ka adas and Ka a epe, 2019;Rabiul and Yean, 2021;Saks, 2006)
con i med he eliabili y and alidi y o hese scales.
Sample and da a collec ion
This s udy su eyed ull- ime cus ome -con ac on line employees wi h a minimum o one
yea expe ience a i e-s a a ed ho els in Wes Malaysia. Acco ding o he Minis y o
Tou ism, A s and Cul u e (MOTAC) Malaysia, as o 14 June 2019, he e a e 107 i e-s a
ho els (MOTAC, 2019). This s udy su eyed employees a 95 i e-s a ho els loca ed in Wes
Malaysia, ollowing an ea lie s udy by Kim and Koo (2017), o cap u e an adequa e sample
size and bes ep esen he coun y’s ho el indus y. Cus ome -con ac on line employees in
i e-s a ho els a e mo e likely o ha e in e ac ions wi h cus ome s o main ain se ice
s anda ds (Kim and Koo, 2017). O he 95 i e-s a ho els, 80 a e loca ed in six s a es including
Kuala Lumpu (n531), Selango (n516), Penang (n510), Melaka (n58), Pahang (n58)
and Kedah (n57). A e con ac ing HR depa men s o pe mission, we ob ained posi i e
esponses om 43 ho els and con inued wi h he da a collec ion.
Gi en he unknown popula ion in he Malaysian ho el indus y, we employed K ejcie and
Mo gan’s (1970) ecommenda ions. They sugges ed ha a sample size o 384 cases is
adequa e o es hypo heses o a popula ion o ≥10,000,000. O e 16 weeks – om June o
Figu e 1.
Concep ual model
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