Organizational Systems Orientation and Organizational Culture Orientation in the Malaysian Hotel Organizations

It has been recognized that hotel organizations gain competitive advantage through their employees that are able and willing to provide quality service, through their expertise and ingenuity. The intangible work environment evolved and is personified by the organization culture. The Soft HRM focuses on treating employees as valued assets and a source of competitive advantage through their commitment, adaptability and high-quality skill and performance. The objective of the research was to examine the relationship between the organizational cultural orientation and the Soft HRM orientation of selected hotel organizations in Malaysia. Specifically, it aimed to examine if there were similarities and differences in the culture-Soft HRM orientations and to determine if there was any association between these variables orientations with the turnover rates. It was proposed that when there was a high level of association between the two strategic orientations, the organization would be more effective, as indicated by the turnover rate of employees. The findings indicated there was an alignment between organizational culture orientation with the organizational Soft HRM orientation. However, partial support was found between culture-Soft HRM orientations with turnover rate. This study had contributed to a better understanding on the practices that relate to organizational culture orientation and Soft HRM orientation in the hotel organizations.