CHAPTER 4
ANALYSIS AND RESULTS
4.1 Introduction
The first section of this chapter discusses the demographic characteristics of the respondents. The
second section presents the reliability estimates and a descriptive summary of variables. The
descriptive summary includes means, standard deviations, and response range of all variables used
in this survey. In the third section of this chapter, results of hypothesis testing, based on the
objectives of this survey, are presented.
4.2 Demographic Characteristics of Subjects
Research objective one sought to describe the employees of a hospitality organization in India, by
sex, age, current job position, number of jobs quit in five years, job tenure with their current
company and education level. As Table 5 shows, of the 91 employees who completed the
demographic section, it was found that the majority were male (n = 53; 58.25%). The average age of
the subjects was 28.71 years with median of 28 years and the mode of 26 years.
With regards to the subjects’ current position in the organization, it was found that the majority of
the employees self reported to be staff (n = 17; 18.7%), followed by supervisor (n = 15; 16.5%),
manager (n = 13; 14.3%), trainee (n = 3; 3.3%), none of the employees self reported to be general
managers, and other (n n = 43; 47.2%) such as team leader, project leader, senior executive,
business analyst, assistant manager, junior assistant manager, finance consultant etc, and the
modal category being staff. With regards to the number of job quits in the last five years, it was
found that the majority of the employees self reported to have never changed their jobs in the last
five years (n = 38; 41.8%), followed by employees who self reported to have changed their jobs,
once in the last five years (n = 17; 18.7%), twice in the last five years (n = 16; 17.6%), thrice in the
last five years (n = 14; 15.4%), four times in the last five years (n = 4; 4.4%), and the smallest number
of employees reported to have changed their jobs more than four times (n = 2; 2.2%) and the modal
category was found to be of employee group who never changed jobs in the last five years. For
tenure with the current employer, most respondents indicated that they had worked for one-two
years (n = 22; 24.2%), followed by more than four years (n = 21; 23.1%), followed by six months-one
year (n = 19; 20.9%), two-three years (n = 13; 14.3%), less than six months (n = 12; 13.2%) and the
smallest number of employees self reported to have been working in the organization for three-
four years (n = 4; 4.4%). Of the respondents, majority of the employees self reported to have a
Bachelor’s degree (n = 47; 51.6%), followed by a Master’s degree (n = 26; 28.6%).
4.3 Descriptive Statistics and Reliability of Variables
As Table 6 shows, the reliability of the variables ranged from .69 (staffing) to .94 (POS), which
satisfied the required minimum level of reliability. Psychological contract fulfilment was measured
by calculating differences between PC obligation and PC provided. PC was measured with twelve
items; using the same set of twelve items respondents were asked to indicate (1) the extent to
which they believed their employer was obliged to provide a list of twelve items (PCO) and its
reliability was 0.89 and (2) the extent to which the item had actually been provided (PCP) and the
reliability was 0.89. Then, the measure of psychological contract fulfilment (PCful) was obtained by
subtracting the degree to which each item was provided from the degree to which it was perceived
to be obligated (PCP-PCO) and the reliability was .90.
Research objective two sought to describe the HRM practices, OC, POS, PCs, intention to
leave as perceived by employees of a hospitality organization in India.
As Table 6 presents, it was found that training had an average score of 4.90 with a standard
deviation of 1.45; performance appraisal had an average score of 4.70 with a standard deviation of
1.51; staffing had an average score of 4.17 with a standard deviation of 1.43; rewards had an
average score of 4.02 with a standard deviation of 1.50; benefits had an average score of 4.13 with
a standard deviation of 1.25; working condition had an average score of 5.01 with a standard
deviation of 1.26; equal employment opportunity had an average score of 4.92 with a standard
deviation of 1.32; information sharing had an average score of 4.63 with a standard deviation of
1.39. The results showed that OC had an average score of 4.19 and a standard deviation of 0.81,
POS had an average score of 4.90 and a standard deviation of 1.32. The measure of psychological
contract fulfilment (PCful) was obtained by subtracting the degree to which each item was provided
from the degree to which it was perceived to be obligated (PCP-PCO). Both PCP and PCO were
measured on 7-point scales. It was found that PC fulfilment had an average score of -0.37 with a
range of -6 to +6 and a standard deviation of 1.22. Finally, it was found that intention to leave had
an average score of 4.01 with a standard deviation of 1.47
4.4 Hypotheses Testing
Research objective three sought to describe the relationship between HRM practices and OC of
employees of a hospitality organization in India
A simultaneous multiple linear regression analysis was conducted to examine the hypothesis
1. As Table 8 shows, the model included eight HRM practices. The linear combination of the HRM
practices explained about 25% of the variance in OC, F(8, 97) = 4.95; p < .05. The correlation matrix
indicates a positive relationship between all HRM practices and OC (Table 7). Therefore, hypothesis
1 was supported. However, of eight HRM practices, only performance appraisal was found to be
significant (b = .23, t = 2.31; p < .05). Therefore, performance appraisal emerged as a significant
predictor of organizational commitment, supporting the hypothesis 1b.
Research objective four sought to describe the relationship between POS and OC of employees of a
hospitality organization in India. A simultaneous linear regression analysis was used to address
research objective four and to test hypothesis 2. The result of this test is shown in Table 9.
POS explained approximately 21% of the variance in OC (F = 35.71; p < .05), and it was found
(1, 130)
that the regression coefficient of POS was significant (b = .28, t = 5.97; p < .05). The correlation
matrix indicated a positive relationship between POS and OC (Table 7).Thus, hypothesis 2 was
supported, which states that POS will be positively related to OC.
Research objective five was developed to describe the relationship between HRM practices and POS
of employees of a hospitality organization in India. A simultaneous multiple linear regression
analysis was used to address research objective five and to examine the hypothesis 3. The results of
this test are shown in Table 10. The linear combination of HRM practices explained approximately
51% of the variance in POS, F = 13.52; p < .05 , and correlation matrix indicated a positive
(8, 97)
relationship between all HRM practices and POS (Table 7). Therefore, hypothesis 3 was supported.
Of eight HRM practices, information sharing (b = .34, t = 2.41; p < .05), and working condition (b
= .33, t = 2.12; p < .05) were found to significantly predict employees’ POS.
Research objective six sought to describe the mediating effect of POS on the relationship
between HRM practices and OC of employees of a hospitality organization in India.
To test the mediating effect of POS on the relationship between HRM practices and OC, a
summated scale of HRM practices was used. All eight HRM practices were combined into one single
variable, HRM. As the purpose of the test was to examine whether POS mediated the influence of
employee perceptions of the organization’s HRM practices, on employees’ commitment level.
The general test for mediation is to examine the relation between the predictor and the criterion
variables, the relation between the predictor and the mediator variables, and the relation between
the mediator and the criterion variables. All of these correlations should be significant. The relation
between predictor and criterion should be reduced after controlling the relation between the
mediator and criterion variables (Baron & Kenny, 1986). The mediating effect of POS on the
relationship between HRM practices and OC was examined with four stages as suggested by Baron
and Kenny (1986).