| Author: | Choi, Hyun-Jung |
| Title: | Sustainable hospitality-employer branding : developing a measurement scale for the hotel industry |
| Advisors: | Cheung, Catherine (SHTM) |
| Degree: | DHTM |
| Year: | 2024 |
| Subject: | Hotel management -- Korea (South) Hotels -- Korea (South) Hospitality industry -- Environmental aspects Hospitality industry -- Korea (South) Sustainable tourism Hong Kong Polytechnic University -- Dissertations |
| Department: | School of Hotel and Tourism Management |
| Pages: | xi, 145 pages : illustrations |
| Language: | English |
| Abstract: | The present study involves three major objectives. First, this study conceptualized an employer branding framework in the hospitality industry by integrating sustainable human resource (HR) management principles, which is referred to as “sustainable hospitality (SH)–employer branding.” Second, the study developed and validated measurement scale items for assessing employees’ perceptions of SH–employer branding. Finally, this study tested and investigated the relationships of SH–employer branding with organizational identification (OI), organizational attractiveness (OA), and turnover intention (TI), focusing on current employees in the South Korean hotel industry. The data were collected to attain the research objectives. In-depth interviews with hotel staff were conducted, followed by survey questionnaires for hotel employees. In the survey, convenience sampling was conducted for current employees of South Korea-based four-and five-star hotels that integrate sustainable management practices into their HR management (HRM) processes. Survey questionnaires were sent by mail to the HR managers of each hotel. These human resource (HR) managers distributed the questionnaires to their respective outlet managers, who then administered the surveys to collect the data from their employees. The survey was conducted in major cities of the country, including Seoul (northern region), Daejeon (central region), and Jeju Island (southern region), to reduce regional bias. The survey period was from October 1, 2021, to May 31, 2022. A total of 750 questionnaires were distributed, and 715 responses were used in the analysis. The research results can be summarized as follows: (1) SH–employer branding is defined as “an organization’s sustainable approach to formulating long-term HRM strategies in the hospitality industry with the objective of attracting, retaining, and inspiring talented people at the macro (societal), meso (organizational), and micro (individual) levels.” (2) SH–employer branding comprises six key factors: supportive work environment, valuing eco-friendly and social contributions, development and growth opportunities, financial reward, valuing personal well-being, and emotional support. (3) The results of hypothesis testing indicated that supportive work environment, valuing eco-friendly and social contributions, and emotional support significantly affect OI enhancement. The relationship between SH–employer branding and OA further suggested that supportive work environment, financial reward, valuing personal well-being, and emotional support positively affect OA enhancement. The relationship between SH–employer branding and TI showed that only financial reward is a significant factor in reducing employee turnover intention. Once OI and OA are enhanced, employee turnover intention is reduced. Furthermore, OA significantly affects OI enhancement. The theoretical contribution of this study lies in its novel conceptualization of employer branding, with the attributes of sustainable HRM integrated into the hotel industry context. The factors and measurement scales developed in this work are distinguishable from those used in existing research. In particular, the factors such as “valuing eco-friendly and social contributions”, “valuing personal well-being” and “emotional support”, which are distinct findings of this research, reflect the characteristics of the hotel industry. The results are expected to provide foundational data for strategizing the enhancement of OI and OA. TI among employees in the hotel industry may also be reduced by applying SH–employer branding. The findings pertaining to the impact of OA on OI and TI, with a focus on current employees in the hospitality industry, are another novel aspect of this study. |
| Rights: | All rights reserved |
| Access: | restricted access |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| 7861.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 2.9 MB | Adobe PDF | View/Open |
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