Chapter 17: Enhancing family hospitality SME employees’ pro-organizational attitudes through human resource development practices
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Scholars have long acknowledged the significance of family-run small and medium enterprises (SMEs) in the hotel sector globally. Much of these enterprises’ continued success and ability to deliver superior customer service depends on their ability to successfully manage one of their most important resources - their non-family employees and their positive pro-organizational attitudes. However, research investigating whether family-run SME hotels invest in developing their non-family employees remains limited. Adopting a human resource development (HRD) perspective by drawing on Stewardship Theory, this study examines how investments in developing non-family employees by family-run SME hotels influence the non-family employees’ turnover intentions and job satisfaction. Specifically, we investigate whether non-family employees’ work engagement mediates this relationship. Based on empirical data from 160 non-family employees across 28 family-run SME hotels in Malaysia, we make a valuable contribution to the hospitality literature in understanding how HRD practices can promote pro-organizational attitudes among hospitality workers.

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