Impact of Human Resource Practices on Job Satisfaction of Operational-Level Employees in 3–5 Star Hotels in Colombo, Sri Lanka

Abstract

In the competitive hospitality industry, employee satisfaction is vital for sustaining service quality, reducing turnover, and ensuring organisational sustainability. This study investigates the impact of Human Resource (HR) practices on the job satisfaction of operational-level employees in 3–5-star hotels in Colombo, Sri Lanka. The population of the study consisted of operational-level employees working in hotels registered under the Sri Lanka Tourism Development Authority. Employing a stratified random sampling technique, a final sample size of 384 participants was determined using the Krejci and Morgan table, appropriate for a known population. Four HR practices were examined in this study, namely training and development, performance appraisal, rewards and recognition, and employee empowerment. A quantitative design was employed, and data were collected using a structured questionnaire. The collected data were analysed using descriptive statistics and inferential statistics. The results indicated that all four practices have a significant positive effect on job satisfaction, with employee empowerment and rewards, and recognition emerging as the strongest predictors. These findings highlight the importance of HR practices on the motivation and commitment of operational-level employees, who play a central role in guest satisfaction and service delivery, and emphasise the need for employee-centred HR strategies that are not merely policy driven but are effectively integrated into hotel operations. The findings also align with Herzberg’s Two-Factor Theory and the Ability, Motivation, and Opportunity (AMO) Framework, which highlights the role of intrinsic motivators, ability, and opportunity in shaping satisfaction. This study contributes to HRM knowledge by providing empirical evidence from the Sri Lankan hotel sector, a context that has been underexplored in prior research. It also offers practical implications for hotel managers and policymakers, stressing the need for inclusive HR strategies that enhance employee satisfaction, engagement, and retention while supporting the competitiveness of the hotel industry in Colombo.