Direct and indirect contribution of HRM practice to hotel company performanceMarinela Dropulić Ružić2015-06-13articleInternational Journal of Hospitality Management50 citationsclosedNo readable copy stored yet — this record is metadata only.Human Resource and Talent ManagementEmployee Performance and ManagementJob Satisfaction and Organizational BehaviorAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 50 citations exist upstream.References2004Firm resources and sustained competitive advantage2007The Job Demands‐Resources model: state of the art2002The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1994Putting the Service-Profit Chain to Work1996MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.1995Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.Cited by2021How do dynamic capabilities explain hotel performance?2024Enhancing Employee Performance through Strategic Training: A Study of the Food and Beverage Kitchen Department in Five-Star Hotel in Nusa Dua