Unveiling the antecedents of sustainable performance: Insights from hospitality industry managers

Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.

As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

The customers are an essential element for marketing decisions and became a factor decisive to develop collaborations with the company. The study examines the four building blocks of the interaction of the DART model (Dialogue, Access, Risk Assessment, Transparency) in the hospitality industry from the client’s perception. This approach of the research is paramount, as value co-creation and DART model especially are based on a dialogical process between equal partners. That means that the principles of the four building blocks of interaction are equally applied to all the actors involved. This argument is amplified as the dividing line between producers and consumers is barely evident in the service-dominant logic. The exploratory study has been carried out at the Makedonia International Airport in Thessaloniki, Greece. Partial Least Squares (PLS) provides empirical support to conduct the exploratory study.