Organizational Commitment and Well-Being HR Practices

Abstract

This study examines hospitality employees' perceptions of HR policies and practices and their impact on organizational commitment before and during a crisis. Specifically, it explores the influence of gender bias on organizational commitment. Focusing on the role of HR practices in fostering commitment, the study analyses changes in commitment during the pre- and post-crisis periods. An online survey was conducted among employees in the hotel industry in Spain, resulting in 467 complete responses. Factor analysis and confirmatory factor analysis validated the measurement model. The findings support the hypothesis that organizations with pre-existing HR practices promoting employee well-being experienced higher levels of organizational commitment during the crisis. Additionally, organizations implementing policies to address gender bias achieved higher levels of organizational commitment. The study presents a typology, categorizing HR practices as crisis-appropriate or non-crisis-appropriate and commitment or non-commitment practices. This study provides insights into understanding and measuring organizational commitment through HR practices and emphasizes the significance of addressing gender bias in fostering commitment. Practical implications for the hospitality industry include prioritizing employee well-being, creating an inclusive work environment, ensuring flexibility and effective communication, and proactively investing in crisis-appropriate HR practices.