The Impact Of High Performance Human Resource Management Practice On Employee Loyalty

The hospitality industry is a labor-intensive service industry,and its own corporate characteristics determine its dependence on employees’ work skills,work attitudes and work behaviors.In order to pursue high quality and efficient service output,hospitality companies attach importance to various high performance human resource management practices(HPHRMP),and are eager to use high performance input levers to cater to and motivate employees,to meet employee needs as much as possible,to increase employee stability and to reduce employee turnover while pursuing improved service levels and product quality.In practice,the hotel industry talent market competition is fierce,staff stability is not high,job-hopping occurs frequently.Faced with the reality of HRM practice,most existing studies have been conducted from one aspect of the organizational level,taking the ultimate goal of the organization as the starting point,ignoring the differences in the degree of acceptance and identification of individual characteristics with the integrated role of activities.Research is mostly oriented toward corporate performance and turnover rates,with little focus on the combined effects of their implementation on employees’ work attitudes and behaviors,and a lack of research in hospitality industry management contexts.Therefore,using the hospitality industry as the research context,this paper analyzes the mechanisms of influence on employee loyalty,starting from the analysis of various dimensions of high performance HRM practices and using organizational commitment as a mediating variable.First,this study sorts out the concepts,dimensions and measurements,and influencing variables about high performance HRM practices,organizational commitment,and employee loyalty through extensive reading of related literature.Second,the theoretical model and research hypotheses were constructed by drawing on incentive theory,power-change theory,social exchange theory,and social identity theory as theoretical guides for the support relationships among the variables.Again,the theoretical model was empirically tested by conducting questionnaire design and survey in the context of the hospitality industry,screening and data analysis of the 406 questionnaires returned.The study mainly used software such as SPSS26.0,which analyzed the basic characteristics of the respondents,conducted ANOVA on the basis that the questionnaire was determined to have passed the reliability test,and used Pearson coefficients to correlate the three variables and their related dimensions to test the correlation between the variables.Then,regression analysis was conducted to verify the relationship between the dimensions of high performance HRM practices and employee loyalty as mediated by organizational commitment.The study showed that the comprehensive compensation system,procedural fairness and information sharing dimensions of high performance HRM practices all had a significant positive effect on attitudinal loyalty and behavioral loyalty of employee loyalty,organizational commitment played a mediating role in the process,and the recruitment dimension did not have a significant effect on behavioral loyalty of employee loyalty and the hypothesis was not valid.Finally,the research conclusion is explained,and based on empirical analysis,it is shown that the research results correspond to the basic theories supporting this article.It also inspires hotel industry managers to pay attention to the control of various high-performance human resource management practices and improve employee loyalty by effectively promoting organizational commitment.