The Relationship Between Transformational Leadership, High-Performance HR Practice and Line Staff Service Behavior – Take Tourism Industry For Example

• Main Authors: Meng-chih Chen, 陳孟志
• Other Authors: Jin-Feng Uen
• Format: Others
• Language: en_US
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/wq4rn6

碩士 === 國立中山大學 === 人力資源管理研究所 === 104 === As travel population grows worldwide, there is an increasing demand for professional talents. According to a report by the World Travel and Tourism Council, the ratio of travel industry to GDP in Northeast Asia would run ahead of the rest of the word by 2022. And according to the statistics by the Tourism Bureau of the Executive Yuan in 2014, the various domestic travel indexes have shown a stable rising trend in the past three years. So, this study will pay attention to this social situation and discuss the import factors that influence personnel performance in the tourism sector, in particular the effect of high-level travel industry leaders on the front-line service staff. A random sampling questionnaire survey was conducted in this study, which falls into two levels. There are 300 respondents, including the high-level managers of 50 national conglomerate travel agencies or branches at the organizational level and other the front-line service staff of these organizations at the individual level, were interviewed, aimed at discussing the relationship between transformational leadership, high-performance human resource practice, perceived organizational support and front-line service behavior. Then, this research would use several statistical analyses, including descriptive statistic, factor analysis, reliability and validity test, one-way ANOVA, linear regression and hierarchical linear modeling (HLM), were carried out on the data collected. The research result shows that by means of transformational leadership and high-performance human resource practice, the high-level travel industry leaders can enable the front-line staff to positively affect perceived organizational support, and then effectively influence the front-line service behavior, so that the staff’s in-role and extra-role behaviors should be in accordance with enterprise objectives and missions at work. Therefore, the contribution of this study is that it can bring it home to the travel industry that enabling the front-line staff to enhance perceived organizational support can positively affect the front-line service behavior. In addition, the enhancement of perceived organizational support relies on high-level leaders’ transformational leadership and high-performance human resource practice, which could help achieve a win-win situation between an enterprise and its members.