Enhancing Work Engagement in the Hospitality Sector: The influence of Human Capital Management Practices

Njanjobea Isah Leontes (Department of Industrial Psychology and People Management, CBE, University of Johannesburg, South Africa)
Juliana Kibatta (Human Resource Management and Management Division, SBS, University of the Witwatersrand, Johannesburg, South Africa)
Crystal Hoole (Department of Industrial Psychology and People Management, CBE, University of Johannesburg, South Africa)

Asian Journal of Management, Entrepreneurship and Social Science
Vol. 4 No. 01 (2024): Pebruary, Asian Journal of Management Entrepreneurship and Social Science ( AJ

The current study aims to fill the research gap related to the impact of Human Capital Management Practices (HCMPs) on work engagement in the hospitality industry. The study's objective is to identify key HCMPs and evaluate their effects on work engagement in the South African context. Data were collected from full-time hotel employees and their managers working in four and five-star hotels in the Johannesburg metropolitan city in South Africa. Partial Least Square based Structural Equation Modelling (PLS-SEM) was employed to analyze the data and test the effects of HCMPs on work engagement. The study's findings indicate that recruitment and selection, training, and retention are significant HCMP indicators. These indicators were found to have a positive relationship with work engagement in the hospitality industry. The study highlights the critical role of HCMPs, in enhancing employee work engagement in the hospitality industry. It is recommended that management implement these practices to effectively manage and motivate employees. HCMPs demonstrate management's commitment to employee well-being and service quality. The results of this study provide valuable insights for both researchers and practitioners in the field of human resource management.