Compensation plan for the hotel industry in Malaysia

References

• Agarwal, P. (2021). Shattered but smiling: Human resource management and the wellbeing of hotel employees during COVID-19. International Journal of Hospitality Management, 93, 102765. https://doi.org/10.1016/j.ijhm.2020.102765
   PubMed Web of Science ®Google Scholar
• Ahmad, R., & Abdul-Razak, R. (2020). Human capital investment: The data sets a risky example. Journal of Business, Management and Accounting, 10(1), 81–94. Retrieved from. https://doi.org/10.32890/jbma2020.10.1.5
   Google Scholar
• Ahmad, R., Rashid, B., & Mohd-Shariff, N. (2014). Malaysian hospitality sector: Graduates’ justification for leaving the sector. International Journal of Management Studies, 21 (2), 1–20. Retrieved from http://www.e-journal.uum.edu.my/index.php/ijms/article/view/10409
   Google Scholar
• Ahmad, R., & Scott, N. (2015). Fringe benefits and organizational commitment: The case of Langkawi hotels. Tourism Review, 70(1), 13–23. https://doi.org/10.1108/TR-11-2013-0065
   Google Scholar
• Ahmad, R., Solnet, D., & Scott, N. (2010). Human resource practices system differentiation: A hotel industry study. Journal of Hospitality and Tourism Management, 17(1), 72–82. https://doi.org/10.1375/jhtm.17.1.72
   Google Scholar
• Ahmad, R., Toh, P. Y., & Bujang, S. (2013). Relationship between types of benefit (leave, loan and retirement plan) and employees’ retention. International Journal of Education and Research, 1(8), 1–14.
   Google Scholar
• Ahmad, R., Zainol, N. A., & Omar, H. (2017). Employees’ compensation in Langkawi hotels after minimum wage order 2012 implementation. International Journal of Economic Research, 14, 477–491.
   Google Scholar
• Aksu, A. A., & Aktaş, A. (2005). Job satisfaction of managers in tourism. Managerial Auditing Journal, 20(5), 479–488. https://doi.org/10.1108/02686900510598830
   Google Scholar
• Aminuddin, M. (2013). Malaysian industrial relations and employment law. McGraw-Hill. https://doi.org/10.1108/S2051-503020150000017021
   Google Scholar
• Balasingam, A. S., Hussain, K., & Manaf, A. (2020). Sector perspectives on Malaysian hotel minimum wage issues. Worldwide Hospitality and Tourism Themes, 12(2), 185–197. https://doi.org/10.1108/WHATT-12-2019-0082
   Web of Science ®Google Scholar
• Barrantes, A., & McClanahan, S. (2021). Trade union membership dynamics amidst COVID-19: Does social dialogue matter? International Journal of Labour Research, 10 (1), 1–12. Retrieved from https://www.ilo.org/actrav/pubs/WCMS_810048/lang–en/index.htm
   Google Scholar
• Basnyat, S., & Sharma, S. (2021). Effects of COVID-19 crisis on small and medium-sized hotel operators: Insights from Nepal. Anatolia, 32(1), 106–120. https://doi.org/10.1080/13032917.2021.1879184
   Web of Science ®Google Scholar
• Bureau for Workers’ Activities. (2021). COVID-19 and recovery: The role of trade unions in building forward better. ILO. http://www.oit.org/wcmsp5/groups/public/—ed_dialogue/—actrav/documents/publication/wcms_806895.pdf#page=29
   Google Scholar
• Chattopadhyay, R. (2020). Is performance evaluation gendered for behavioral dimension”? International Journal of Productivity and Performance Management, 70(3), 489–506. https://doi.org/10.1108/IJPPM-02-2019-0094
   Web of Science ®Google Scholar
• Che-Ahmat, N. H., & Arendt, S. W. (2019). The impact of national minimum wage policy on Malaysian hotel employees. Journal of Human Resources in Hospitality and Tourism, 18(4), 549–578. https://doi.org/10.1080/15332845.2019.1626971
   Google Scholar
• Che-Ahmat, N. H., Arendt, S. W., & Russell, D. W. (2019). Effects of minimum wage policy implementation: Compensation, work behaviors, and quality of life. International Journal of Hospitality Management, 81(1), 229–238. https://doi.org/10.1016/j.ijhm.2019.04.019
   Google Scholar
• Clarke, V., & Braun, V. (2013). Teaching thematic analysis: Overcoming challenges and developing strategies for effective learning. The Psychologist, 26(2), 120–123.
   Web of Science ®Google Scholar
• Eaton, A., & Heckscher, C. (2021). COVID’s impacts on the field of labor and employment relations. Journal of Management Studies, 58(1), 275–279. https://doi.org/10.1111/joms.12645
   Web of Science ®Google Scholar
• Galanaki, E. (2020). Effects of employee benefits on affective and continuance commitment during times of crisis. International Journal of Manpower, 41(2), 220–238. https://doi.org/10.1108/IJM-08-2018-0270
   Web of Science ®Google Scholar
• Gallardo, E., Cañizares, S. S., Guzmán, T. L., & Jesus, M. M. N. (2010). Employee satisfaction in the Iberian hotel sector. International Journal of Contemporary Hospitality Management, 22(3), 321–334. https://doi.org/10.1108/09596111011035936
   Web of Science ®Google Scholar
• Hill, R. (1998). What is sample size is enough in internet survey research. Interpersonal Computing and Technology: An Electronic Journal for the 21st Century, 6(3–4), 1–12.
   Google Scholar
• Hinkin, T. R., & Tracey, J. B. (2006). Development and use of a web-based tool to measure the costs of employee turnover: Preliminary findings. Cornell Hospitality Report, 6(6), 6–11.
   Google Scholar
• International Labour Organisation [ILO] (2016). Wages in Asia and the pacific and the Arab States. https://www.ilo.org/wcmsp5/groups/public/—asia/—ro-bangkok/documents/publication/wcms_534369.pdf.
   Google Scholar
• Knox, A., & Walsh, J. (2005). Organizational flexibility and HRM in the hotel industry: Evidence from Australia. Human Resource Management Journal, 15(1), 57–75. https://doi.org/10.1111/j.1748-8583.2005.tb00140.x
   Google Scholar
• Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell Hospitality Quarterly, 51(2), 171–213. https://doi.org/10.1177/1938965510362871
   Web of Science ®Google Scholar
• Laundon, M., Cathcart, A., & McDonald, P. (2019). Just benefits? Employee benefits and organizational justice. Employee Relations: The International Journal, 41(4), 708–723. https://doi.org/10.1108/ER-11-2017-0285
   Web of Science ®Google Scholar
• Lemieux, T., MacLeod, W. B., & Parent, D. (2009). Performance pay and wage inequality. The Quarterly Journal of Economics, 124(1), 1–49. https://doi.org/10.1162/qjec.2009.124.1.1
   Web of Science ®Google Scholar
• Li, L., & Roloff, M. E. (2007). Organizational culture and compensation systems: An examination of job applicants’ attraction to organizations. International Journal of Organizational Analysis, 15(3), 210–230. https://doi.org/10.1108/19348830710880910
   Google Scholar
• Madera, J. M., Dawson, M., Guchait, P., & Belarmino, A. M. (2017). Strategic human resources management research in hospitality and tourism: A review of current literature and suggestions for the future. International Journal of Contemporary Hospitality Management, 29(1), 48–67. https://doi.org/10.1108/IJCHM-02-2016-0051
   Web of Science ®Google Scholar
• Malaysian Association of Hotels. (2020). Hotel industry of Malaysia surviving COVID-19. Malaysian Association of Hotels Research and Development, 1–35.
   Google Scholar
• Martocchio, J. J. (1998). Strategic compensation: A human resource management approach. Prentice Hall.
   Google Scholar
• Martocchio, J. J. (2017). Strategic compensation: A human resource management approach. 9th Edition. Pearson. https://www.pearson.com/us/higher-education/product/Martocchio-Strategic-Compensation-A-Human-Resource-Management-Approach-9th-Edition/9780134320540.html
   Google Scholar
• Montemayor, E. F. (1996). Congruence between pay policy and competitive strategy in high performing firms. Journal of Management, 22(6), 889–908. https://doi.org/10.1177/014920639602200605
   Web of Science ®Google Scholar
• Omar, M. S., Ahmad, R., & Mustaffa, C. S. (2021). The moderating effects of compensation on motivation and performance: A case study of fast-food employees in Malaysia. Asia-Pacific Journal of Innovation in Hospitality and Tourism, 10(3), 1–18.
   Google Scholar
• Otieno, O. G., Wandeda, D. O., & Mwamadzingo, M. (2021). Trade union membership dynamics amidst COVID-19: Does social dialogue matter? International Journal of Labour Research, 10(1), 1–12.
   Google Scholar
• Piso, A. (2021). Controlling the clock: Working hours in the UK hotel sector. Research in Hospitality Management, 12(1), 1–11. https://doi.org/10.1080/22243534.2021.2007589
   Google Scholar
• Richardson, S., & Butler, G. (2011). Attitudes of Malaysian tourism and hospitality students towards a career in the sector. Asia Pacific Journal of Tourism Research, 1, 1–15. https://doi.org/10.1080/10941665.2011.625430
   Google Scholar
• Ronda, L., Valor, C., & Abril, C. (2018). Are they willing to work for you? An employee-centric view to employer brand attractiveness. Journal of Product and Brand Management, 27(5), 573–596. https://doi.org/10.1108/JPBM-07-2017-1522
   Web of Science ®Google Scholar
• Saban, D., Basalamah, S., Gani, A., & Rahman, Z. (2020). Impact of Islamic work ethics, competencies, compensation, work culture on job satisfaction and employee performance: The case of four-star hotels. European Journal of Business and Management Research, 5(1), 1–8. https://doi.org/10.24018/ejbmr.2020.5.1.181
   Google Scholar
• Sarkar, J. (2018). Linking compensation and turnover: Retrospection and future directions. The IUP Journal of Organizational Behavior, 17(1), 43–75.
   Google Scholar
• Sarker, S. J., Crossman, A., & Chinmeteepituck, P. (2003). The relationships of age and length of service with job satisfaction: An examination of hotel employees in Thailand. Journal of Managerial Psychology, 18(7), 745–758. https://doi.org/10.1108/02683940310502421
   Google Scholar
• Sekaran, U., & Bougie, R. (2013). Research methods for business: A skill-building approach (6th ed.). John Wiley & Sons.
   Google Scholar
• Tan, S. C., Tolos, H., & Manab, N. (2014). Employee benefits in small medium enterprises: Practice and challenges. SSRN Electronic Journal, Available at SSRN 2831321. https://doi.org/10.2139/ssrn.2831321
   Google Scholar
• Torres, E., & Adler, H. (2012). Hotel compensation strategies: Perceptions of top sector executives. Journal of Human Resources in Hospitality and Tourism, 11(1), 52–71. https://doi.org/10.1080/15332845.2012.621055
   Google Scholar
• Vetráková, M., Cková, I. S., & Pompurová, K. (2019). Age and educational diversification of hotel employees and its impact on turnover. Sustainability, 11, 5434. https://doi.org/10.3390/su11195434
   Web of Science ®Google Scholar
• Waddoups, C. J., & Eade, V. H. (2013). Hotels and casinos: Collective bargaining during a decade of instability. In H. R. Stranger, P. F. Clark, & A. C. Frost (Eds.), Collective bargaining under duress: Case studies of major North American industries (pp. 81–117). Labour and Employment Relations Association.
   Google Scholar