Moderating Effect of Perceived Organizational Support on Human Resource Development Practices and Organizational Citizenship Behavior

ABSTRACT

This study examined the moderating effect of perceived organizational support on the relationship between human resource development practices and organizational citizenship behavior of hotels in Thailand. The results from a survey of 733 frontline employees revealed that the relationship between human resource development practices and organizational citizenship behavior was stronger for employees with the high level of perceived organizational support, compared to employees with the low level of perceived organizational support. Therefore, this finding contributes to a significant understanding of moderating effect of perceived organizational support in service organizations. Discussion and implications are also provided.

KEYWORDS:

• Human resource development
• organizational citizenship behavior
• perceived organizational support
• hotel
• Thailand

Acknowledgments

The authors wish to express special thanks to the Office of the Higher Education Commission, Thailand for supporting this research with a grant under the Program for Strategic Scholarships Fellowship Frontier Research Networks (specific to the southern region).

Disclosure statement

No potential conflict of interest was reported by the authors.