THE RELATIONSHIPS BETWEEN ORGANIZATION SYSTEMS AND HUMAN RESOURCE MANAGEMENT PRACTICES IN THE MALAYSIAN HOTEL ORGANIZATIONS

Hotel organizations are made up of systems, processes and procedures, structure, and people. The organizational effectiveness depends on the appropriateness of those variables as well as the Human Resources Management (HRM) functions and practices. The HRM practices specifically relate to how people should be treated and managed, and current thinking strongly believes that human resources are uniquely important in sustaining the hotels' long-term growth and success. The objectives of the research were to examine the relationships among organizational systems, HRM practices, and organizational structure orientations of the hotel organizations in Malaysia. The variables were examined in 21 hotels that were rated as either 4 or 5- star. The organizational system's orientation indicated a slight inclination towards flexibility as supported by the slightly open information flow, a balance between defined and flexible job assignments, and also some the lack of employees' understanding of their job functions which exerted a pull against flexibility. The HRM practices orientation showed a preference for a mix between individual and group approaches and the organizational structure appeared to be slightly open with some conservative practices while some seemed to be leaning towards proactiveness. Overall, there was an average or above-average fit between the three variables in a majority of the hotels examined.