1、本科毕业论文外文翻译译文标题酒店人力资源管理实践与组织信任影响员工发展资料来源加扎马达国际商业杂志作者阿卜杜拉穆罕穆德本研究探讨酒店员工离职意向可预测的变数。信任的影响作为建议关系中的调解员也要审核。完成问卷调查有总共380业务雇员来自五星级酒店。建议提高员工在组织的信任度，随后减少员工离职意向，酒店需要继续为员工提供培训和发展方案，提供公平和正规的考核制度，提供丰富的和清晰的职业发展给他们的员工，局限性和建议对未来的研究是前进的。引言是什么导致员工的流失呢这个问题的答案重要的关联的个体也许在考虑辞掉工作，还有对于管理人员正面临缺乏连续性，员工的高成本参与诱导以及对新员工的培训，减少了组织的生
2、产率。在酒店业这些年中，员工的高流失率已经成为最紧迫的问题之一。研究一致表明全世界的酒店都经历人员的高流失率，世界范围内,在酒店业的离职率估计每年从60到300不等,远远高于347的制造业。过度的人员流失已经不利于酒店。它涉及到直接和间接成本它影响工作士气、生产力、信誉、生存之组织。事实上,研究者和实践者都投入了相当可观的时间和资源试图更好地理解和找到解决员工流动率的办法。理解和预测员工的流失意向已经被从很多方面研究HOMANDGRIFFETH1995MOBLEY1982PRICEANDMUELLER1981,1986大部分这些研究有仅仅注重直接前因后果和检验他们的角色在员工流失模型中的进程。
3、另外,以前的员工流失意图主要集中在工作相关的变量（例如，角色冲突、角色模糊、任务过载、工作条件、工作任务、和自治）和人口统计学变量（如，年龄，性别，职业，教育等）作为影响员工离职的因素KIM1999LUMETAL1998PARNELLANDCRANDALL2003以及个人关于组织信仰的变量，特别是关于人力资源管理（HRM）的做法，然而，却忽视和省略了对控制员工高流失因素的研究ARTHUR1994MORBARAKETAL2001PRICEANDMUELLER19811986因此,本研究延伸员工流失的意图通过对认知态度的理解相信组织影响流失目的。研究人员还没有系统地调查联系链接关于员工的人力资源管
4、理实践，对组织的态度的看法（组织的信任）和行为意图（人员流失意图）在一个社会交换的关系BLAU1964中互惠规范GOULDNER1960是最重要的，人力资源管理实践发出的信号，关注于员工的发展通过薪酬的引诱组织和愿意呆在组织。虽然一些研究涉及酒店员工（例如，HEMDI1996；HEMDI等人。2003；2001和2001NASURDINNASURDIN；艾哈迈德；NASURDIN等人。2001NASURDIN；和RAMAYAH2003；SONGAN等人。2003），这些研究的重点内容广泛涉及变量如动机偏好，承诺，和公民行为。离职意图没有被验证作为标准变量。因此，本研究的两个目标是（1）调查影响
5、员工发展在人力资源管理实践中对组织的信任和流动的意图，和（2）检验是否信任组织调解服务的之间关系的看法，人力资源管理实践与员工流动的意图。在本质上，所提出的理论框架，假设员工在人力资源管理实践中对离职意图有直接和消极影响（贝克尔和GERHERT1996；林等人。2002）。此外，该框架还假设，员工以知觉组织人力资源管理做法将直接和积极的影响他们的信任组织。这是符合以往的研究（DIRKSANDFERRIN2001；迈尔和戴维斯1999）报告说，对人力资源管理实践积极的看法将导致增加对本组织的信任。后来，FISHBEINANDAJZENS（1975）理论研究已经表明，态度是一贯的行为意向，本研究进
6、一步提出，对组织的信任是直接和消极的关于员工流动的意图。理论框架假设人力资源管理实践影响离职意图莫布里（1982）的定义职工流失，员工短暂的作为组织的成员之一得到来自组织的货币补偿。然而，一个必须加以区分的员工流失的意图和流动员工本身。离职意向是指个人停留或离开一个雇用组织的感觉的（COTTONANDTUTTLE1986），而实际员工的流失是组织成员跨越组织的边界（PRICE2001）。虽然，这是都认为人离开他们工作有各种原因，有研究证据表明，自愿离职可以解释为员工的打算离开该组织。在调查的实际人员流动中，自愿离职的原因是极难获得。因此，员工流动意图用在大多数员工流动的研究中，因为这些意图是只
7、先决条件，一直被认为是最先考虑的在实际人员流动中（理菲斯等人。2000坎和理菲斯1995）。事实上，研究表明，离职意向为最好的直接预测自愿离职的原因GRIFFETHETAL2000LAMBERTETAL2001PRICE2001由STEELANDOVALLE（1984），证实再分化保证意图比态度更能预测流失比如工作满意度、组织承诺。离职倾向更替的关系被行为理论的提出者持支持的态度（FISHBEINANDAJZEN1975）即认为一个人的意图是执行特定行为的直接因素。因此，像以前的研究（例如，布鲁多恩1982MOWDAY等人。），研究集中在员工离职倾向于组织。德莱瑞和多蒂（1996）概念化的人力
8、资源管理做法作为一套内部一致的政策和做法，设计和实施，确保公司的人力资本有助于实现其业务目标。从雇员的角度看，人力资源管理做法被视为该组织的努力在支持他们的福力和提高他们的职业发展。虽然一直缺乏一套通用的人力资源管理实践的共识，在许多情况下，某些做法，如现实工作预览，定位程序，补偿系统，工作保障，绩效评估，培训和发展，和职业发展，更经常地确定为人力资源管理实践ALLENETAL2003DELERYANDDOTTY1996HUSELID1995鉴于酒店工作已被描述为具有低技能，低工资，有限的培训机会和职业发展机会，长期和非正常工作时间，和低工作状态（WOODS,1997）检测工作状况绩效评估，培
9、训和发展，职业生涯的进步和组织有关的态度和行为意图是及时的。KONOVSKY和CROPANZANO（1991）认为，公正的绩效考评与员工的流动意图是相关。员工培训与发展和战略，工具，和程序有关，旨在提高技能和组织成员的能力。研究新的酒店员工证实，离职意图与培训显著相关。LAMETALS2002他们认为，如果员工不知道如何有效执行他或她的任务，挫折程度增加，员工将早早失去机会。职业发展反映了使用组织机制在协助员工实现自己的职业目标。再看（DELERYANDDOTY1996ANDBURKEETAL1998,这项研究概念化事业发展的程度而员工感知到酒店管理人员提供职业生涯规划方案，帮助其成员实现职业
10、目标。BREWERANDNAUENBERG2003ANDCHENETAL2004认为不满意的气焰从有限的晋升机会和职业发展的很好的预示着员工离职趋势。讨论统计分析获得的结果在本研究表明，酒店员工感知的人力资源管理做法，特别是那些有关职业发展，培训与发展，绩效评估其对组织的信任有显著正向影响。职业发展，从本研究结果表明，如果员工认为前景较好的内部晋升，不带偏见的晋升标准，并提供职业发展的组织，他们更愿意信任他们的组织。同样，员工更容易的感受到正式培训课程可用性和有效性，并且酒店管理人员有明确的培训计划让员工更佳的信任他们的组织。对公平和客观的绩效措施较高的看法也会影响员工表现出更多的对组织的信任
11、。意义和局限性从本研究结果也能实际应用到酒店中。员工更愿意相信他们的组织时，他们认为，人力资源管理实践的组织也能够照顾他们的工作或职业发展的需要，培养一个为员工设计开发受到支持的人力资源管理实践将是有益的。可用性和广泛性的培训和发展计划告诉员工他们正在被组织重视，支持。因此，这将是值得酒店当局为操作员工在计划的基础上提供充足的培训。同样的，酒店为员工提供明确的职业道路也是必不可少的。以书面形式展示的职业发展机会对酒店每位员工会有用的。书面的职业规划可以表明员工在酒店内的晋升，是客观的阐述和为保证所有员工有同等机会尽其能力允许攀登今生的梯子。此外，酒店需要培训管理者为了能够准确地评价下属工作业绩
12、。这是因为有效的绩效管理活动让员工感到公平和一致性，从而增加对组织的信任。本研究的目标是（1）调查人力资源管理实践在人类发展的影响及其在组织中对信任和对离职意图的影响（2）检验信任组织对调解人力资源实践和人员流动意图的关系的看法。本研究结果普遍支持的假设，有关的人力资源管理实践，组织信任，及人员流动的意图。因此，可以得出结论从本研究，当员工接受他们的组织表现出更大的关注，他们的个人发展和福利增加，提供充足和持续的培训和发展，公平和正式的绩效评估和反馈系统，和适当的职业发展机会，他们将会经历一个积极的情感状态，此外，本研究也同意布劳的社会交换理论（1964）。这种假定员工往往会报以积极态度，他们
13、的期望和需求被他们的组织满足时会能较好的信任组织并愿意在组织中呆更长时间。外文文献原文TITLETHEINFLUENCEOFEMPLOYEEDEVELOPMENTHUMANRESOURCEMANAGEMENTPRACTICESANDTRUSTINORGANIZATIONOFHOTELMATERIALSOURCEGADJAHMADAINTERNATIONALJOURNALOFBUSINESSAUTHORMOHAMADABDULLAHHEMDIAIZZATMOHDNASURDINTHISSTUDYINVESTIGATESTHEVARIABLESTHATMAYBEPREDICTIVEOFHOTELE
14、MPLOYEESTURNOVERINTENTIONSTHEINFLUENCEOFTRUSTINORGANIZATIONASAMEDIATORINTHEPROPOSEDRELATIONSHIPISALSOEXAMINEDATOTALOF380OPERATIONALEMPLOYEESFROM5STARRATEDHOTELSCOMPLETEDTHEQUESTIONNAIRESHIERARCHICALREGRESSIONANALYSISWASUSEDTOTESTTHERELATIONSHIPSHYPOTHESIZEDINTHEMODELMOSTOFTHEHYPOTHESESWERESUPPORTEDI
15、TISSUGGESTEDTHATTOENHANCEEMPLOYEESTRUSTINORGANIZATIONANDSUBSEQUENTLYTOREDUCETURNOVERINTENTIONS,HOTELSNEEDTOCONTINUETOPROVIDETRAININGANDDEVELOPMENTPROGRAMSTOTHEIREMPLOYEES,CONDUCTFAIRANDFORMALAPPRAISALSYSTEM,ANDPROVIDEAMPLEANDCLEARCAREERADVANCEMENTTOTHEIREMPLOYEESLIMITATIONSANDSUGGESTIONSFORFUTURESTU
16、DIESAREFORWARDEINTRODUCTION“WHATDETERMINESEMPLOYEETURNOVER”THEANSWERTOTHISQUESTIONHASGREATRELEVANCETOTHEINDIVIDUALWHOMAYBETHINKINGABOUTQUITTINGAJOB,ANDFORTHEMANAGERWHOISFACEDWITHLACKOFEMPLOYEECONTINUITY,THEHIGHCOSTINVOLVEDINTHEINDUCTIONANDTRAININGOFNEWSTAFF,ANDDECLININGORGANIZATIONALPRODUCTIVITYWITH
17、INHOSPITALITYINDUSTRY,WORKFORCETURNOVERHASBEENONEOFTHEMOSTPRESSINGISSUESFORMANYYEARSSTUDIESCONSISTENTLYSHOWTHATHOTELSALLOVERTHEWORLDEXPERIENCEDHIGHTURNOVERRATESWOODS1997GLOBALLY,THETURNOVERRATEINTHEHOTELINDUSTRYISESTIMATEDTORANGEFROM60PERCENTTO300PERCENTANNUALLY,FARHIGHERTHANTHE347PERCENTREPORTEDINT
18、HEMANUFACTURINGINDUSTRYFOLEY1996EXCESSIVEEMPLOYEETURNOVERRATEISDETRIMENTALTOORGANIZATIONSITISRELATEDTODIRECTANDINDIRECTCOSTSITAFFECTSMORALE,PRODUCTIVITY,REPUTATION,ANDSURVIVALOFTHEORGANIZATIONSHINKINANDTRACEY2000INFACT,BOTHRESEARCHERSANDPRACTITIONERSDEVOTEACONSIDERABLEAMOUNTOFTIMEANDRESOURCESINTHEIR
19、ATTEMPTTOBETTERUNDERSTANDANDFINDSOLUTIONSTOTHISPROBLEMOFEMPLOYEETURNOVERTHEPREDICTIONANDUNDERSTANDINGOFEMPLOYEETURNOVERINTENTIONSHASBEENSTUDIEDFROMMANYDIFFERENTPERSPECTIVESHOMANDGRIFFETH1995MOBLEY1982PRICEANDMUELLER19811986AMAJORITYOFTHESESTUDIESHAVEFOCUSEDSOLELYONTHEDIRECTANTECEDENTSANDEXAMINEDTHEI
20、RROLESINTHECONTEXTOFPROCESSMODELSOFTURNOVERINADDITION,PREVIOUSTURNOVERINTENTIONSSTUDIESHAVEFOCUSEDEXCLUSIVELYONJOBRELATEDVARIABLESEGROLECONFLICT,ROLEAMBIGUITY,ROLEOVERLOAD,WORKCONDITIONS,JOBTASKS,ANDAUTONOMYANDDEMOGRAPHICVARIABLESEGGENDER,AGE,TENURE,ANDEDUCATIONASDETERMINANTSAFFECTINGEMPLOYEEATTITUD
21、ESAND/ORTURNOVERINTENTIONSKIM1999LUMETAL1998PARNELLANDCRANDALL2003INDIVIDUALSBELIEFSABOUTORGANIZATIONALRELATEDVARIABLES,PARTICULARLYHUMANRESOURCEMANAGEMENTHRMPRACTICES,HOWEVER,HASBEENOVERLOOKEDANDOMITTEDASDETERMINANTSINTURNOVERINTENTIONSTUDIESARTHUR1994MORBARAKETAL2001PRICEANDMUELLER19811986MOREOVER
22、,FROMPREVIOUSSTUDIESAGARWALA2003DIRKSANDFERRIN2002KONOVSKYANDPUGH1994WHITENER2001,EMPIRICALEVIDENCEONTHEMEDIATINGROLEOFTRUSTINORGANIZATIONONTHERELATIONSHIPBETWEENHRMPRACTICESANDTURNOVERINTENTIONSISSTILLNOTFORTHCOMINGDIRKSANDFERRINS2002EXAMINATIONONTHEIMPACTOFHRMPRACTICESONORGANIZATIONALCOMMITMENTCON
23、CLUDEDTHATTHEEVIDENCEONTHELINKBETWEENORGANIZATIONALCOMMITMENTANDHRMPRACTICESTOBE,ATBEST,INCONCLUSIVEWHITENER2001ARGUESTHATNOSTUDIESHAVEEXPLOREDTHEROLEOFTRUSTINORGANIZATIONONTHERELATIONSHIPBETWEENHRMPRACTICESANDTURNOVERINTENTIONSTHEREFORE,THISSTUDYEXTENDSTHEKNOWLEDGEONEMPLOYEESTURNOVERINTENTIONSBYEXA
24、MININGTHEEFFECTSOFCOGNITIVEATTITUDETRUSTINORGANIZATIONONTURNOVERINTENTIONSTHEORETICALFRAMEWORKANDHYPOTHESESTHEEFFECTOFHRMPRACTICESONTURNOVERINTENTIONSMOBLEY1982DEFINEDTURNOVERASTHECESSATIONOFMEMBERSHIPINANORGANIZATIONBYANINDIVIDUALWHORECEIVEDMONETARYCOMPENSATIONFROMTHEORGANIZATIONHOWEVER,ADISTINCTIO
25、NMUSTBEMADEBETWEENTURNOVERINTENTIONANDTURNOVERITSELFTURNOVERINTENTIONREFERSTOANINDIVIDUALSPERCEIVEDPROBABILITYOFSTAYINGORLEAVINGANEMPLOYINGORGANIZATIONCOTTONANDTUTTLE1986,WHILEACTUALTURNOVERISTHEMOVEMENTOFORGANIZATIONALMEMBERSACROSSTHEBOUNDARYOFANORGANIZATIONPRICE2001ALTHOUGH,ITISRECOGNIZEDTHATPEOPL
26、ELEAVETHEIRJOBSFORAVARIETYOFREASONS,THEREISCONSISTENTRESEARCHEVIDENCEINDICATINGTHATVOLUNTARYTURNOVERCANBEEXPLAINEDBYEMPLOYEESINTENTIONTOLEAVETHEORGANIZATIONINTHEINVESTIGATIONSOFTURNOVER,ACTUALVOLUNTARYTURNOVERMEASURESAREEXTREMELYDIFFICULTTOOBTAINTHEREFORE,INTENTIONSTOTURNOVERAREUSEDINMAJORITYOFTURNO
27、VERSTUDIES,ASTHESEINTENTIONSARETHEONLYANTECEDENTTHATHASBEENCONSISTENTLYFOUNDTOBEADIRECTANTECEDENTTOACTUALTURNOVERGRIFFETHETAL2000HOMANDGRIFFETH1995INFACT,STUDIESONTURNOVERHAVESHOWNTHATTURNOVERINTENTIONISTHEBESTIMMEDIATEPREDICTOROFVOLUNTARYTURNOVERGRIFFETHETAL2000LAMBERTETAL2001PRICE2001AMETAANALYSIS
28、UNDERTAKENBYSTEELANDOVALLE1984CONFIRMEDTHATINTENTIONSWEREMOREPREDICTIVEOFTURNOVERTHANATTITUDESSUCHASJOBSATISFACTIONORORGANIZATIONALCOMMITMENTTHETURNOVERINTENTIONTURNOVERRELATIONSHIPISSUPPORTEDBYTHEATTITUDEBEHAVIORTHEORYFISHBEINANDAJZEN1975,WHICHHOLDSTHATONESINTENTIONTOPERFORMASPECIFICBEHAVIORISTHEIM
29、MEDIATEDETERMINANTOFTHATBEHAVIORTHUS,LIKEPREVIOUSWORKSFORINSTANCE,BLUEDORN1982MOWDAYETAL1982STEELANDOVALLE1984,THECURRENTSTUDYFOCUSESONEMPLOYEESINTENTIONSTOLEAVETHEORGANIZATIONDELERYANDDOTY1996CONCEPTUALIZEDHRMPRACTICESASASETOFINTERNALLYCONSISTENTPOLICIESANDPRACTICESDESIGNEDANDIMPLEMENTEDTOENSURETHA
30、TAFIRMSHUMANCAPITALCONTRIBUTESTOTHEACHIEVEMENTOFITSBUSINESSOBJECTIVESFROMTHEEMPLOYEESPOINTOFVIEW,HRMPRACTICESARECONSIDEREDASTHEORGANIZATIONSEFFORTSINSUPPORTINGTHEIRWELLBEINGANDENHANCINGTHEIRCAREERDEVELOPMENTALTHOUGHTHEREHASBEENALACKOFCONSENSUSREGARDINGAUNIVERSALSETOFHRMPRACTICES,INMANYCASES,CERTAINP
31、RACTICESSUCHASREALISTICJOBPREVIEW,ORIENTATIONPROGRAM,COMPENSATIONSYSTEMS,JOBSECURITY,PERFORMANCEAPPRAISALS,TRAININGANDDEVELOPMENT,ANDCAREERADVANCEMENT,WEREMOREFREQUENTLYIDENTIFIEDASHRMPRACTICESALLENETAL2003DELERYANDDOTTY1996HUSELID1995JACKSONANDSCHULER2003IDENTIFIEDPERFORMANCEAPPRAISAL,TRAININGANDDE
32、VELOPMENT，ANDCAREERADVANCEMENTASHRMPRACTICESUSEDBYTHEORGANIZATIONTODEVELOPEMPLOYEESJOBANDCAREERDEVELOPMENTATTHEWORKPLACEGIVENTHATTHEHOTELJOBSHAVEBEENDESCRIBEDASHAVINGLOWSKILL,LOWPAY,LIMITEDCHANCESOFTRAININGANDCAREEROPPORTUNITIES,LONGANDUNSOCIALWORKINGHOURS,ANDLOWJOBSTATUSWOODS1997,EXAMININGTHEINFLUE
33、NCEOFPERFORMANCEAPPRAISAL,TRAININGANDDEVELOPMENT,ANDCAREERADVANCEMENTONTHEORGANIZATIONALLYRELATEDATTITUDEANDBEHAVIORALINTENTIONSISCONSIDEREDTIMELYKONOVSKYANDCROPANZANO1991REPORTEDTHATPERCEPTIONSOFFAIRPERFORMANCEAPPRAISALWASSIGNIFICANTLYRELATEDTOTURNOVERINTENTIONSEMPLOYEETRAININGANDDEVELOPMENTREFERST
34、OSTRATEGIES,TOOLS,ANDPROCEDURESAIMEDATIMPROVINGTHEABILITYANDCAPABILITYOFORGANIZATIONALMEMBERSSTUDYONNEWHOTELEMPLOYEESCONFIRMEDTHATCOMMITMENTANDTURNOVERINTENTIONSWERESIGNIFICANTLYRELATEDTOTRAININGTHEYARGUEDTHATIFANEMPLOYEEDOESNOTUNDERSTANDHOWTOPERFORMHISORHERTASKSEFFECTIVELY,FRUSTRATIONLEVELWILLINCRE
35、ASEANDTHATEMPLOYEEWILLOFTENLEAVEATTHEEARLIESTOPPORTUNITYCAREERADVANCEMENTREFLECTSTHEUSEOFORGANIZATIONALMECHANISMSINASSISTINGEMPLOYEESTOACHIEVETHEIRCAREERGOALSFOLLOWINGDELERYANDDOTY1996ANDBURKEETAL1998,THISSTUDYCONCEPTUALIZEDCAREERADVANCEMENTASTHEDEGREETOWHICHEMPLOYEESPERCEIVEDTHEHOTELADMINISTRATORSH
36、AVEPROVIDEDCAREERPLANNINGPROGRAMSTOASSISTTHEIRMEMBERSTOACHIEVECAREERGOALSBREWERANDNAUENBERG2003ANDCHENETAL2004REPORTEDTHATDISSATISFACTIONSTEAMINGFROMLIMITEDOPPORTUNITIESFORPROMOTIONANDCAREERADVANCEMENTSIGNIFICANTLYPREDICTEDEMPLOYEESTURNOVERINTENTIONSTHEREFORE,BASEDFROMTHEABOVEDISCUSSION,THEFOLLOWING
37、HYPOTHESISISPRESENTEDDISCUSSIONTHESTATISTICALRESULTSOBTAINEDINTHISSTUDYSHOWEDTHATHOTELEMPLOYEESPERCEPTIONOFHRMPRACTICES,PARTICULARLYTHOSERELATINGTOCAREERADVANCEMENT,TRAININGANDDEVELOPMENT,ANDPERFORMANCEAPPRAISALHADSIGNIFICANTANDPOSITIVEEFFECTSONTHEIRTRUSTINORGANIZATIONONCAREERADVANCEMENT,THEFINDINGS
38、FROMTHISSTUDYSHOWEDTHATIFTHEHOTELEMPLOYEESPERCEIVEDBETTERPROSPECTSOFINTERNALPROMOTION,OBJECTIVEPROMOTIONALCRITERIA,ANDAVAILABILITYOFCAREERADVANCEMENTWITHINTHEIRORGANIZATIONS,THEYTENDTOEXPERIENCEGREATERTRUSTINTHEIRORGANIZATIONSIMPLICATIONSANDLIMITATIONSTHEFINDINGSFROMTHISSTUDYALSOHAVEPRACTICALAPPLICA
39、TIONFORHOTELSGIVENTHATEMPLOYEESAREMOREWILLINGTOTRUSTTHEIRORGANIZATIONWHENTHEYPERCEIVETHATTHEHRMPRACTICESOFTHEORGANIZATIONAREABLETOTAKECAREOFTHEIRJOBORCAREERDEVELOPMENTNEEDS,FOSTERINGASUPPORTIVEHRMPRACTICESDESIGNEDFOREMPLOYEEDEVELOPMENTWOULDBEBENEFICIALTHEAVAILABILITYANDEXTENSIVENESSOFTRAININGANDDEVE
40、LOPMENTPROGRAMSCONVEYTHEMESSAGETOEMPLOYEESTHATTHEYAREBEINGVALUED,SUPPORTED,ANDCAREDFORBYTHEORGANIZATIONHENCE,ITWOULDBEWORTHWHILEFORHOTELAUTHORITIESTOPROVIDEAMPLETRAININGPROGRAMSONANONGOINGBASISTOTHEOPERATIONALEMPLOYEESSIMILARLY,ITISALSOESSENTIALFORHOTELSTOPROVIDECLEARCAREERPATHSFORTHEIREMPLOYEESAWRI
41、TTENJOBPROGRESSIONSHOWINGTHEOPPORTUNITIESFORCAREERADVANCEMENTWITHINTHEHOTELFOREACHEMPLOYEEWOULDBEUSEFULAWRITTENCAREERPATHMAYINDICATESTOEMPLOYEESTHATPROMOTIONSWITHINTHEHOTELAREOBJECTIVELYSPELTOUTANDASANASSURANCETHATALLEMPLOYEESHAVEEQUALCHANCESOFMOVINGUPTHECAREERLADDERASFARASTHEIRABILITIESPERMITTEDINA
42、DDITION,HOTELSNEEDTOTRAINTHEIRMANAGERSINORDERTOBEABLETOACCURATELYEVALUATETHEJOBPERFORMANCEOFTHEIRSUBORDINATESTHISISBECAUSEOFEFFECTIVEPERFORMANCEMANAGEMENTACTIVITIESREINFORCEEMPLOYEESSENSEOFFAIRPLAYANDCONSISTENCY,LEADINGTOINCREASEDTRUSTINORGANIZATIONCONCLUSIONTHETWOOBJECTIVESOFTHISSTUDYWERE1TOINVESTI
43、GATETHEINFLUENCEOFHUMANDEVELOPMENTINHRMPRACTICESONTRUSTINORGANIZATIONANDONTURNOVERINTENTIONS,AND2TOEXAMINEWHETHERTRUSTINORGANIZATIONSERVESTOMEDIATETHERELATIONSHIPBETWEENPERCEPTIONSOFHRMPRACTICESANDTURNOVERINTENTIONSTHERESULTSOFTHISSTUDYGENERALLYSUPPORTTHEHYPOTHESESFORWARDEDCONCERNINGTHERELATIONSHIPB
44、ETWEENHRMPRACTICES,TRUSTINORGANIZATION,ANDTURNOVERINTENTIONSTHUS,ITCANBECONCLUDEDFROMTHISSTUDYTHATWHENEMPLOYEESPERCEIVETHATTHEIRORGANIZATIONSSHOWGREATERCONCERNFORTHEIRPERSONALGROWTHANDWELFAREVIATHEPROVISIONOFADEQUATEANDCONTINUOUSTRAININGANDDEVELOPMENT,FAIRANDFORMALPERFORMANCEAPPRAISALANDFEEDBACKSYST
45、EM,ANDADEQUATECAREERADVANCEMENTOPPORTUNITIES,THEYWILLEXPERIENCEAPOSITIVEEMOTIONALSTATEADDITIONALLY,THISSTUDYALSOCONCURREDWITHBLAUS1964SOCIALEXCHANGETHEORYWHICHPOSITEDTHATEMPLOYEESTENDTORECIPROCATEWITHPOSITIVEATTITUDESSUCHASHAVINGAHIGHERTRUSTINORGANIZATIONANDHAVINGAWILLINGNESSTOSTAYLONGERWITHTHEORGANIZATIONWHENTHEIREXPECTATIONSANDNEEDSAREMETBYTHEIRORGANIZATIONS
