Effects of High-Performance Work System on Job Satisfaction: The Mediating Role of Psychological Capital in the Hotel Employees of North Cyprus

Abstract

Maintaining an effective workflow is crucial to obtain a mediating role among various concepts to boost the efficacy and performances of the employees in a workplace. The current study aims to investigate the effects of the psychological capital on the high-performance system and the job satisfaction levels of migrant employees in the hotel industry of Northern Cyprus. As objectives, the role of psychological capital in high-performance system and the job satisfaction levels of immigrant /migrant employees, and interactive manners among psychological capital, high-performance system, and the job satisfaction are considered. The setting of the current study is North Cyprus, a small, unrecognized island with a tremendously developed tourism and hospitality industry flourishing in the last decade. Regarding the methodology, the quantitative approach was adopted, and the convenience sampling method was chosen to get the facts and relations about PsyCap, JS and HPWS among immigrant employees at the hotels of North Cyprus. The data collection tools were questionnaires comprised of three parts, including different items adopted from well-known sources, and there were 400 migrant employees at 18 hotels in North Cyprus. The analysis was conducted via IBM statics covering SPSS and AMOS and included descriptive, factor, and statistical regression analyses. The results reveal that psychological capital has a mediating role between high-performance work systems and job satisfaction of migrant employees in the hotel sector of North Cyprus. Furthermore, the results highlighted the positive impact of psychological capital as almost all of the respondents were more eager to work under equal conditions brought by psychological capital factors. It is hoped that this study will posit influential data for obtaining efficient manners in workplaces and holds a sample for further academic studies.

Full text

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Effects of High-Performance Work System on Job Satisfaction: The
Mediating Role of Psychological Capital in the Hotel Employees of North
Cyprus
Mehmet Necati Cizrelioğulları
Faculty of Tourism, Cyprus Science University, Kyrenia, TRNC
Mehmet Veysi Babayiğit
School of Foreign Languages, Batman University, Batman,Turkey
Received: 29 July 2021. Revision received: 23 August 2021. Accepted: 21 June 2022
Abstract
Maintaining an effective workflow is crucial to obtain a mediating role among various concepts to
boost the efficacy and performances of the employees in a workplace. The current study aims to
investigate the effects of the psychological capital on the high-performance system and the job
satisfaction levels of migrant employees in the hotel industry of Northern Cyprus. As objectives, the
role of psychological capital in high-performance system and the job satisfaction levels of immigrant
/migrant employees, and interactive manners among psychological capital, high-performance system,
and the job satisfaction are considered. The setting of the current study is North Cyprus, a small,
unrecognized island with a tremendously developed tourism and hospitality industry flourishing in the
last decade. Regarding the methodology, the quantitative approach was adopted, and the convenience
sampling method was chosen to get the facts and relations about PsyCap, JS and HPWS among
immigrant employees at the hotels of North Cyprus. The data collection tools were questionnaires
comprised of three parts, including different items adopted from well-known sources, and there were
400 migrant employees at 18 hotels in North Cyprus. The analysis was conducted via IBM statics
covering SPSS and AMOS and included descriptive, factor, and statistical regression analyses. The
results reveal that psychological capital has a mediating role between high-performance work systems
and job satisfaction of migrant employees in the hotel sector of North Cyprus. Furthermore, the
results highlighted the positive impact of psychological capital as almost all of the respondents were
more eager to work under equal conditions brought by psychological capital factors. It is hoped that
this study will posit influential data for obtaining efficient manners in workplaces and holds a sample
for further academic studies.
Key Words: High-Performance Work System, Job Satisfaction, Psychological Capital, Immigrant
Worker, Tourism
JEL Classification: J28, J61, L83
Reference: Cizrelioğulları, M.N. & Babayiğit, M.V. (2022). Effects of High-Performance Work
System on Job Satisfaction: The Mediating Role of Psychological Capital in the Hotel Employees of
North Cyprus. Journal of Tourism and Services, 24(13), 43-70. doi: 10.29036/jots.v13i24.284

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1. Introduction
1.1 Background Information
According to the International Organization for Migration (IOM) thematic study, the
population of the EU-27 Member States increased by 9.5 million, with 6.2 percent of the population
increase witnessed between 2001 and 2008 (Koehler et al. 2010). The population figures increased
from 8.8 percent to 15.9 percent in Cyprus (lin et al., 2014a). The global community maintains an
approximate figure of 232 million immigrants, of which about half are workers; however, only about
15% of migrant workers hold an irregular status in the host countries. The International Labor
Organization has defined migrant workers as people moving out of their homes for 12 months or
more, in search of jobs. Besides, a migrant worker is defined by the United Nations as 'someone who
is involved in a waged activity in a state where he/she is not a national'. Thus, these definitions indicate
that migrant workers are not refugees or asylum seekers. They cannot be regarded as the ones entering
nations illegally to escape from violence (Choi et al., 2017). Organizational leaders face the challenges
of managing a diverse workforce, especially in high-density migration environments (Lina, 2018). The
labor shortage creates great concerns in some industries such as tourism and hospitality. This is directly
reflected in the behavior and work adjustment patterns of migrant workers within these sectors from
an organizational point of view, such as, performance, successful assignment completion, and job
satisfaction in the organizations (Takeuchi & Yun, 2002). Adapting to the mainstream culture of the
host country is one of the many challenges faced by most migrant workers. Immigrant workers may
exhibit a much more devotion to an institution and stay loyal to it if provided a strong support system
ensuring their affluent integration into the host society via reducing their turnover speed (Taylor &
Finley, 2010). Besides, the theory of acculturation also helps clarify the psychological and cultural
changes experienced by immigrants during their adjustment into the new cultures of the host country
(Kim et al., 2016); however, limited studies have discussed the relationships between them and the
construct of psychological capital (PsyCap), job satisfaction (JS), high-performance work systems
(HPWS), and the application of such findings in the hospitality sector in the Turkish
immigrant/migrant employees. Because of the increasing high-density migration, current trends in
globalization and greater knowledge of the interactions in North Cyprus provide a good ground for
evaluating the value of current theories pertaining to job satisfaction that can benefit the workers and
decision-makers in the hospitality sector in general and the country specifically. (Peters, 2015).
High self-efficacy, optimism, hope, and resilience are some of the factors affecting the
positivity and development of an individual's PsyCap (Luthans & Youssef, 2004; Luthans et al.,
2008b). Luthans et al. (2005) state that PsyCap is likely to be very important for comprehending the
relation between HPWS and JS. HPWSs significantly affect JS by affecting autonomy given to the
employee and creating an increased sense of proficiency in them (Ryan, 1982). Hence, psychological
conditions may affect the output (Rosso et al., 2010); on the other hand, environmental and social
factors alleviate self-motivation to act and indicate ingenious views (Ryan & Deci, 2000). The former
studies conducted by Agarwal & Farndale (2017) investigate a sample of PsyCap as intercessor for the
relation between creative implementation and HPWS. Chen et al. (2016) found that HPWS is likely to
evoke employees with a higher degree of psychological efficacy, leading to more job satisfaction. Miao
et al. (2014) asserts mediation to indicate the efficacy of (HPWS) on employee attitudes for JS. Durrah
et al. (2017) described JS as a mediator variable affecting the bond between job performance and
positive PsyCap. Sharpley & Forster (2003) suggested that it may be more appropriate to offer equal
conditions to migrant workers in terms of working hours, behaviors and salary in order to have
positive views of JS, HPWS and PsyCap.

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Considering the structure of the current study, it attempts to start with providing the gap and
background for conducting this study. Aims, objectives and research questions are clarified to come
up with reliable data. Since the current study focuses on the interactive roles of psychological capital,
high performance system and the job satisfaction, a deep literature review has been obtained within
the suggested hypothesis for the study. Besides, the research design, participants, data collection and
analysis have been highlighted in the research methodology. Results of the study indicate quantitative
analysis of each item in the questionnaire in detail with the aim of positing reliable and valid outcomes
in order to obtain valuable sample data in accordance with the research questions, hypothesis and
objectives. The conclusion and discussion of the study pinpoint the relations, differences and similarity
among similar studies in order to present distinct data.
In sum, using the constructs, PsyCap, HPWS, and the JS, this study aims to provide new
aspects for the existing knowledge base, of studies on immigrant/migrant employees working in the
hospitality sector of North Cyprus. In the literature, not much research has been done to investigate
the relation between PsyCap, HPWS and JS in the tourism sector.
1.2 Aims and Research Questions
It is indeed essential for hotel industry to explore the use of PsyCap based on the views of
employees rather than the views of management's in order to indicate the influencing capacity of
PsyCap on employee satisfaction, behaviors and HPWS (Chen et al., 2016). This study holds the aim
of defining the effects of the HPWS on JS as well as the mediating role of PsyCap on migrant
employees in the hotel of North Cyprus. It also seeks to explore the link between HPWS, and PsyCap
and JS in the case of immigrant and/or foreign employees. The current study attempts to manage
these aims, through the following research questions:
• To what extent can psychological capital affect high performance system and the job
satisfaction levels of immigrant /migrant employees in the North Cyprus hotel sector?
• How do psychological capital, high performance system and the job satisfaction influence each
other?
2. Literature Review
2.1 Theoretical Background
2.1.1 Psychological Capital (Psycap)
Psycap denotes someone's "positive psychological state of development" (Luthans et al., 2007a, p.3).
It is a collection of behavioral and motivational inclinations obtained from four dimensions. First of
all, optimism which is referred as the tendency to make firm and internal aspects of quality for positive
actions, unstable, and external aspects of qualities for negative ones. Secondly, hope is considered as
the motivation to manage aims and the competences in order to follow up the right path. Thirdly, self-
efficacy is considered as one's belief of the capacity to flourish in a task or duty and lastly, resilience refers
to positive relevance to problems or negative cases (Caza et al., 2010).
The advantages of PsyCap cut across several sections of an enterprise at all grounds such as
employees, leaders and organizations. The question of "who you are" is the most faced by individuals
(Luthans & Youssef, 2004). As PsyCap development for employees is beneficial within organizations,
other enterprises in the business sector also find it difficult to imitate or replicate (Luthans et al., 2005).
PsyCap can also potentially benefit construction organizations, enhance investment, and strengthen

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the leveraging potentials of enterprises if properly developed and managed. Furthermore, it can
improve a better workforce in order to come up with significant and complex attempts, as well as the
growing trend of strategic tendencies (Khliefat et al., 2021; Toor & Ofori, 2009). In addition, it is
debated that PsyCap is the central element of employees' tendencies in order to come up with the
instinct for the aim of success, to identify possible ways to succeed these aims, to have the beliefs of
catching up their purposes, and to overcome the drawbacks faced during the application of the aims.
It is stated that there is a link of PsyCap in order to support the developments and actions in the
organizations (Caza et al., 2010). PsyCap is able to influence behavior and performance, but it needs
some arrangements to involvement and change (Luthans et al., 2008a). The intermediate durability is
quite significant for PsyCap because the evidence shows that optimism, hope, self-efficacy, resilience,
and PsyCap are partly resolute over time on its own, but none of them depends on focused
intervention (Caza et al., 2010). As PsyCap is potentially a significant and scalable basis for increased
job performance, workers having high PsyCap might be subjected to follow better aims more
efficiently to get profits in their works (Leon-Perez et al., 2016). Another study reveals the similar
results stating that the four components such as self-efficacy, optimism, hope, and resiliency of
psychological capital of employees are effective in enhancing employees' job performance, happiness,
satisfaction, and well-being. PsyCap is on the idea that the four positive psychological resources are
taken into consideration as a developmental construct (Kang & Busser, 2018; Amini & Mortazavi,
2012).
PsyCap can also raise the JS of immigrant workers through some mechanisms. First of all, JS
requires positive overall appraisals known as content with the duties including sense of success from
conducting that profession (Shang Guan et al., 2017; Judge & Bono, 2001). In addition, PsyCap is
likely to improve the positive assessments of workers' conditions as well as enhancing the likelihood
of achievement regarding their intervention, motivation, struggle and determination (Kim et al., 2017;
Luthans et al., 2007b). PsyCap may help the JS of immigrant employees quite a lot via a wide range of
assessing their work, responsibilities and achievements (Avey et al., 2010). On the other hand, subdued
PsyCap may result in unfavorable reviews and anticipations because of reduced intrinsic motivation;
hence, prominence on extrinsic rewards such as salary, working hours and security should be arranged
and settled by the post-revolutionary economy. It is rather crucial to allocate JS from work motivation;
therefore, job motivation seekers tend to encourage employees and convincing them that their
personal needs (work satisfaction) will be met if they work efficiently in the organization (Guan et al.,
2017). Research statistics in the United Stated reveal that 97% of employees are very influential on
motivational efficiency, and 92% of motivated employees are a key factor in their commitment to their
company (Güçlü Nergiz, & Ünsal Akbıyık, 2019). To sum up, PsyCap is quite important for
employees as they can boost their capacities in the workplaces. If the leaders of the organizations can
manage a fruitful PsyCap, then the future of these organizations is brilliant.
2.1.2 Job Satisfaction (JS)
Job satisfaction (JS) is an enjoyable or positive emotional state that arises from an individual's
self-evaluation of their job, job situation, or work experience. (Aziri, 2011; Kaliski, 2007). Likewise,
studies have defined JS as an internal state, with some degree of approval or disapproval, expressed
through emotional and/or cognitive appraisals of a work experience (Brief 1998).
A comprehensive definition of JS has been a difficult hurdle to accomplish. However, it was
argued that in an attempt to define job satisfaction, researchers should stick to the operational aspect
of it rather than the moral perspective (Gross et al., 2021). Conversely, JS can also be understood from
a personal interest, attitude to work, and experience point of view. The JS of an employee is directly

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related to his/her character, and personality (Wang, et al., 2021). JS in this context refers to the
emotional feedback (positive and negative feelings) or experiences emanating from the comparison
between several factors received from coworkers in the same organization, and other organizations
by operational officers for fairness. These factors include: the task awareness, remuneration,
promotion opportunities, and support from or experienced (Naiyananont & Smuthranond, 2017).
This is consistent with the studies which posit that job satisfaction can occur due to self- work
experience or behavioristic aspects in which each one attributes to his / her JS as a result of former
events and current experiences; hence, the main issue for the success of an organization is JS. In recent
times, several studies focusing on employees' JS have demonstrated that there is a significant improve
in employees with higher JS compared to those with lower job satisfaction (Vratskikh et al., 2016).
In conclusion, the JS levels vary across organizations, and could be associated with several
variables serving as a tool for predicting satisfaction or dissatisfaction by managers. Factors such as
better remuneration, better working conditions and job content, and good management also influence
the job satisfaction levels of employees.
2.1.3 High Performance Work System (HPWS)
It is claimed that HPWS is a compound system of HR implementations which are both
internally and externally consistent, i.e., the alignment between HR implementations and
organizational strategy (Han et al., 2020). These include decentralized decision making, open
communication on supple job tasks, performance-contingent compensation, chosen staffs, a great
deal of training, and self-controlled teams (Evans & Davis, 2005). Several studies have conceptualized
HPWS as a series of discrete but involved HRM implementations that collectively choose, boost, hold,
and motivate a workforce: (1) the excellent competencies or skills and behavior patterns; (2) the ability
to indicate their skills entailing job activities; (3) the ability to translate these skills in work-related
activities to produce outputs resulting in these organizations succeeding excellent intermediate sings
of work performance and on-going competitive benefit (El-Ghalayini, 2016; Becker & Huselid, 1998;
Guthrie, 2001; Huselid, 1995). Also, Becker & Huselid (1998) reveal that crucial investment for the
pool of human capital is generated by organizations using HPWS and enabling employees who are
well educated, talented and held the capacity to conduct various tasks. Recent studies on HPWS have
been highly evaluated with focus on high-performance management practices work involvement.
Researcher evidence often shows that defining different aspects are interchangeably utilized to indicate
the same concepts of concern (i.e., a system of HR implementations rather than reserved
implementations) (Delery & Shaw, 2001; Guthrie, 2001). Organizational capabilities thrive on the
ability to take ambitious advantage resulting from improving and utilizing a human resources base
from globalization (Ulrich & Lake, 1990). As the competitive environment evolves, it inflicts pressure
on organizations, therefore providing a platform for a distinctive context to evaluate the role of HPWS
in building enterprise capabilities, with a hope of constituting a positive direct relationship between
HPWS and organizational performance and job satisfaction (Kloutsiniotis & Mihail, 2020; Tsao et al.,
2016).
High-performance (HR) implementations may lead employees to consider that the
interrelationship in an organization is generally regarded as an encouraging environment within
investments for employees' competences, organized, neutral performance feedback, fair and appealing
rewards for performance; these may be comprised of compensation and promotion opportunities and
mutual efforts towards significant aims for development if implemented effectively (Kehoe & Wright,
2013). There are many debates on HPWS holding a theoretical frame such as two phenomena. The
first one is considered as 'mainstream' approach, asserting that HPWS implementations are mostly
considered as positive outcomes. Particularly, HPWS implementations help employee autonomy,

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commitment and satisfaction, which may lead to higher institutional performance within employees.
The second one is regarded as 'labor process theory' view, claiming that any performance gains from
HPWS implementations happen through intensive works and shifts of responsibility, which in turn
help to increase workload and stress (Harley et al, 2007). The ones holding a great deal of HPWS
experience have a greater autonomy for conducting tasks in an organization; they also have higher
levels of communication within the other workers. Employees in an HPWS need higher firm specific
skills in order to conduct their tasks successfully. In addition, some incentives for the investment of
additional skills and activities such as problem solving are required since they are also demanded for
managers to specify or monitor (Appelbaum, 2000).
2.2 Hypothesis
2.2.1 The Relationship between HPWS and PsyCap
Luthans et al. (2007a) suggests that PsyCap is a better hint for the results and positive
relationships between PsyCap and HPWS. Given that PsyCap holds ties with employee performance,
the improvement of PsyCap which institutions are likely to increase the general work capacity of their
employees (Fox et al., 2018; Agarwal & Farndale, 2017). Similarly, HPWS that centers on employee
satisfaction which engenders a conducive climate for the improvement of PsyCap, and may boost
positive employee attitudes and manners (Muse et al., 2008), higher performance in the workplace
(Chen et al., 2017) and high-hope employees (Lopez, 2007).
2.2.2 The Relationship between PsyCap and JS
Typically, a fundamental attribute of PsyCap is its ability to influence various organizational
outcomes (Fu et al., 2013; Stam et al., 2015). There are several components of PsyCap including hope,
self-efficiency, optimism and resilience. However, research evidence suggests that the role of each of
these components can influence organization's outcomes. For example, Mishra et al. (2016a) suggests
that hope will likely engender positive expectations as well as responsibility which in turn is capable
of creating JS. Also, hopeful individuals enjoy goal pursuit as they take risks even when challenged
with obstacles and possible failures, which ultimately improves their JS (Avey et al., 2011). Self-
efficacious human beings consider their capabilities to gather the inspiration, cognitive aspects and
paths of action essential to fruitfully indicate a specific job within a given situation amidst
organizational difficulties, thereby improving JS. (Hwang et al., 2016; Luthans, et al., 2007b; Skaalvik
& Skaalvik, 2017). In contrast to hopeful individuals, optimistic people associate more with
constructive actions which toughens their self-esteem and morale (Lyubomirsky et al., 2006). They are
more likely to give-in or give-up suggesting that they display positive tendencies in difficult situations.
Thus, it results in increasing their level of JS (Mishra et al., 2016b). Furthermore, studies have shown
that people being resilient have the ability to overcome and attain new facts and skills, deeper links
with others and significance in life which also improve their JS (Bergheim et al., 2015; Luthans, et al.,
2007c).
2.2.3 The Relationship between HPWS and JS
Various research evidence have formed HPWS as a series of HR implementations which create
a social exchange relationship between the institution and employees, which may have a direct positive
bond between HPWS and JS (García-Chas et al., 2016; Kooij et al., 2010; Wu & Chaturvedi, 2009).
Additionally, if organizations adopt HPWS, the employees will gain more JS (García-Chas et al., 2014).

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This is because they would have more access to goal setting, training and development opportunities.
Contrary to this view, HPWS is likely to hold direct negative impacts on employee's JS (Askenazy &
Caroli 2002). The same study claimed that administration of a task by an employee might be declined,
and peer pressure is likely to be enhanced thanks to teamwork, which in turn leads to some conflicts
among coworkers (Dorta-Afonso et al., 2021). In conclusion, HPWS can boost an employee's PsyCap
and JS dramatically with regard to the mentioned researches. Also, these two terms; PsyCap and JS
cannot be separated from each other as an employee should always have these attributions for a good
sense of mind and satisfaction in an organization.
3. Research Methodology
3.1 Participants
The data were collected from immigrant employees (e.g. receptionists, housekeepers, sale
personals, waiters, chefs, security personnel's and others) via the documents obtained from the
Ministry of Tourism, Culture and Environment for this study. In the words, the respondernts of the
current study were both immigrant and migrant employees working in North Cyprus. The number of
people working at hotels in North Cyprus is changeable; there are 3793 Turkish citizens and 1029
foreign citizens in 5-star hotels, 88 Turkish citizens and 60 foreign citizens in 4-star hotels and 132
Turkish citizens and 85 foreign citizens in 3-star hotels (North Cyprus Ministry of Culture and
Tourism, 2019).
The current study includes data from 18 hotels including 400 respondents. The aimed number
for including participants is 500; however, 400 participants could be reached. Due to the large number
of questions in the study, questionnaires were administered to the participants twice. In addition, there
are 155 female and 245 male respondents in the study. The respondents were immigrant employees
from different foreign countries working in North Cyprus hotel sector. Considering the knowledge
obtained from the North Cyprus Ministry of Culture and Tourism, the five, four and/or three-star
international chain hotels are located in most substantial four cities which are Kyrenia Famagusta,
İskele, and Nicosia representing the most significant domestic and international tourist attractions in
the North of the country. Furthermore, Kyrenia has five four-star, fourteen five-star and twelve three-
star hotels, Famagusta has one five-stars and two three-stars hotels, as well as two five-stars hotels in
İskele, two five-stars and one three-star hotel in Nicosia.
3.2 Research Design
The quantitative approach was adopted for the current study, and it is claimed that the
quantitative approach entails exploratory research demanding that the researcher must carry out an
in-depth investigation in their natural settings by trying to interpret and comprehend meanings
(Denzin et al., 2006). Also, convenience sampling method was chosen to get the facts and relations
about PsyCap, JS and HPWS among immigrant employees at the hotels of North Cyprus. Non-
probability and non-random sampling are included in convenience sampling because it incorporates
aimed participants on some definite criteria such as the presence for a defined time, geographical
proximity, easy accessibility and eagerness to take roles in the study. This is the most commonly used
sampling methods involving the respondents chosen as they posit the right place and time. It is the
cost effective, and there is no requirement to obtain a list of elements for population. Nevertheless,
one of its limitations is that variability and bias seem rather tough to be controlled or measured

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(Acharya et al., 2013). In addition, it stands for studying the topics of the population which are not
difficult to be accessed for the researcher (Etikan et al., 2016). Hence, the convenience sampling
method is effective in carrying out the study and getting reliable results within goals. It is also thought
that convenience sampling method has given valid and conventional data because it relies on data
collected from members taking part in the study via questions (Kam et al., 2007).
3.3 Data Collection Measures
The current data were collected in about three months from 400 respondents in 18 hotels in
North Cyprus and questionnaires were the main tools. Firstly, these questionnaires were sent to the
hotel managers via e-mails or submitted personally: a total number of five hundred questionnaires
were delivered to immigrant employees performing at different hotels such as 3-, 4- and 5-star ones
in Northern Cyprus; however, four hundred questionnaires were conducted, providing a response rate
of 80.0%. The questions were closed-ended in order to get respondents' ideas, information, objectives
and reactions, and the categories of questions administered to the respondents' included; experiences,
feelings, thoughts, and managers' awareness for PsyCap, as well as JS and HPWS. There were also
questions investigating the demographic characteristics of immigrant workers. The aim of this part is
to have information about different respondents having variable attributions. This provided the
chance for searching and getting information about employees at different ages and working in
multiple departments in hotels.
The questionnaire contains three parts including different items adopted from well-known
sources. The first part of the questionnaire is Spector, P. E. (1994) job satisfaction's scale. The scale of
this part comprises of 36 items by integrating the statements of a five-point Likert-like scale (i.e., 1 =
Strongly Disagree; 2 = Disagree; 3 = don’t know; 4 = Agree; and 5 = Strongly Agree). The second
part includes questions adapted from (Luthans et al., 2007a) comprised of psychological capital
questions. The four dimensions of psychological capital are self-efficacy, optimism, hope and
resilience. Each dimension has 6 items making a total of 24 questions. They query the participants'
state of mind or feelings in the organization. The last part of the questionnaire is Sun et al. (2007) 's
high performance work system scale. Participants needed to answer the 27 items in the questionnaire
and measure the self-reported high performance work system by utilizing the statements of a five-
point Likert-like scale (i.e. 1 = Strongly Disagree; 2 = Disagree; 3 = Don't know; 4 = Agree; and 5 =
Strongly Agree). Besides, the questionnaires were prepared both in Turkish and English languages so
that participants could grasp the statements and reply to them clearly. The original language of the
questionnaire is English, and while translating the questionnaire into Turkish, back translation model
was adopted in order not to lose the authenticity of the items in the questionnaires.
3.4 Data Analysis
The data were analyzed within IBM statics covering SPSS and AMOS, and the statistical
analyses were comprised of descriptive, factor and regression analyses. Descriptive analysis is effective
for making comparisons throughout the study. It can be used with graphics in order to show simple
data, and is effective to simplify a large data and make the data measurable (Trochim, 2015). Factor
analysis is fruitful for analyzing variable relationships in complex studies. There are different variables
throughout the study; hence the results showing the similarity and difference between variables can
be achieved via factor analysis (Brown, 2014). As suggested by Uyanık & Güler, (2013), regression
analysis is considered as a statistical technique used to calculate the relation between variables which
have related reasons and results. CFA was analyzed using the maximum likelihood calculation method

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in AMOS 20.0 program. Some indices of adaptation, such as χ², χ² / DF, RMSEA, CFI, TLI, IFI and
NFI were used.
3.5 Development of Hypothesis and Conceptual Model
The current study mostly seeks the mediating role of PsyCap on the HPWS and JS acts of
employees and its factors such as the psychological states of optimism, hope, self-efficacy and
resilience. According to the study's hypotheses, this study frames its argument on several research
evidences. Badran & Youssef-Morgan (2015) discovered that when hope, efficacy, resilience and
optimism are comprised of the higher-order multidimensional construct individually, PsyCap is
favorable associated with Egyptian employees' JS. HPWP increases the rate of favorable exchanges
occurring between the employee and the employer, and these are generally associated with employees'
emotions of anticipated organizational support, and may increase their PsyCap (Gupta, 2013). HPWS
can affect the psychological effectiveness of employees. For instance, tasks of flexible job and enough
engagement for work are likely to affect employees' chances to anticipate new experiences, knowledge,
and skills in order to let them gain more confident in their capacity, which concludes in a great deal
of self-efficacy, and therefore, increases psychological capital capacities (Chen et al.,2016). Miao et al.
(2014), examined that HPWS is favorably related to JS. These relations are mediated by psychological
capital (PsyCap) partially. The researchers stressed the existence of an important relationship between
JS and PsyCap (Durrah et al., 2017).
H1: HPWS holds a favourable effect on PsyCap of the immigrant employees performing in the
hotel industry.
H2: PsyCap holds a favourable effect on JS the immigrant employees in the hotel industry.
H3: HPWS holds a favourable effect on JS on immigrant employees in the hotel sector.
H4: PsyCap has mediating effects between on immigrant employee's HPWS and JS.
Figure 1. The Theoretical Framework
Source: own elaboration
The research model of the figure 1 indicates the conceptual model for several hypotheses. It
indicates that PsyCap may hold an effect on JS, and if PsyCap has an impact, then a positive outcome
will be experienced in JS. The hypotheses also extend to find out whether an HPWS has a significant

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positive impact on the JS levels of immigrant employees, and to discover whether PsyCap has
mediating impact between on HPWS and JS with immigrant employees in the hotel sector.
4. Results and Discussion
4.1 Summary Statistics of Respondents
Extraction of the demographic variable of the respondent sample was extracted via the items
on age, gender, education, length of service, department, nationality and employer. in current hotel.
The demographic data of the current study are summarized in Table 1. I and it indicates that in general
61.3% of our respondents are male with the remaining 38.8 % female. Of the population sample on
the basis of demographic decomposition, it is observed that respondents aged 24-29 posit the highest
population with the percent of about 31, 0%. In terms of educational representation of respondents,
individual with high school and bachelor certificates tend to be the most employed in the hotel service
industry; this is particularly with respect to our environment of study. Whereas the population percent
of respondents with secondary school education is 8, 5%, high school 39, 3%, bachelor 37, 3%, and a
post graduate degree is 15, 0. With respect to serve length amongst this study population, it is clearly
observed that the majority of immigrant employees engaged in the hotels hold 1-3 years of working
experience at utmost. The percent of these respondents is 27.5%. Considering the essential
department in the respective hotels covered; staff in the front office, service, and kitchen constitute
the highest percent, 15.5%, 15.3% and 13, 8% personnel respectively. Finally, considering nationality;
highest population is 5-star hotels as a total of 274 employees is documented for the 5-star hotels, and
out of these 274 employees, Turkish immigrant employee numbered 205 and other immigrant
employee is 69 in the study.
Table 1. Summary Statistics of Respondents
Demographic Variable
Frequency
Percentage
Gender
Male
245
61,3
Female
155
38,8
Total
400
100,0
Age
18-23
79
19,8
24-29
124
31,0
30-35
98
24,5
36-40
57
14,3
41 and Older
42
10,5
Total
400
100,0
Education
Secondary School
34
8,5
High School
157
39,3
Bachelor
149
37,3
Post Graduate
60
15,0
Total
400
100,0
Length of service in current hotel

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Source: own elaboration
4.2 Analyses of Measures
4.2.1 Descriptive Statistics
As shown in Table 2, the statistical results of the standard deviations, skewness and kurtosis
levels are low. This directly reflects on the robust data collected. HPWS, JS and PsyCap are measured
on a five-point scale, using parametric analyses techniques by revealing a midpoint value of 3. HPWS,
JS and PsyCap all indicate mean scores, particularly above their respective midpoints. While a few
inferences can be deduced from this analysis, it may be asserted that demographic data may posit a
significant factor. This is consistent with the several studies as it is revealed that lower mean scores of
organizational commitments are as a result of respondents' majority consisting of highly-educated,
young, and staffs with short organizational tenures (Huey & Zaman, 2009; Michaels, 1994).
Less than 6 months
70
17,5
6 Months-1 year
69
17,3
1-3 Years
110
27,5
3-5 Years
84
21,0
5-10 Years
47
11,8
More than 10 Years
20
5,0
Total
400
100,0
Department
Front Office
62
15,5
Kitchen
55
13,8
Sale
46
11,5
Service
61
15,3
Housekeeping
27
6,8
Food and beverage
38
9,5
Accounting
29
7,3
Maintenance
26
6,5
Security
19
4,8
Other
37
9,3
Total
400
100,0
Nationality
Turkish
312
78,0
Foreign
88
22,0
Total
400
100,0
Current Employer
Hotel 5 star
274
68,5
Hotel 4 star
57
14,3
Hotel 3star
69
17,3
Total
400
100,0

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Table 2. Descriptive Statistics
Measure
N
Mean
Std. Dev.
Skewness
Kurtsosis
High Performance Work system
400
3.79
0.56
-0.69
-0.37
Psychological Capital
400
3.57
0.64
-0.62
-0.03
Job Satisfaction
400
3.27
0.32
-0.51
1.328
Self Effiency
400
3.57
0.81
-0.38
-0.67
Optimisim
400
3.46
0.82
-0.53
-0.18
Hope
400
3.73
0.80
-0.91
0.51
Resiliency
400
3.54
0.65
-0.42
-0.06
Source: own elaboration
4.2.2 Factor Analysis
4.2.2.1 Exploratory Factor Analysis (EFA)
Sampling adequacy was done with the Kaiser-Meyer-Olkin (KMO) analysis for all measures.
As shown in Table 3, the KMO measurements summarizes the significant results for Bartlett's test of
sphericity (p =0.000). That case also supported adequacy of the data sampled further. The principal
axis factoring extraction method was used to conduct the factor analysis. Also, Factors with
Eigenvalues greater than one were removed and stored. In analyzing metrics, factors with loadings
below 0.3 were suppressed. This is congruent with studies suggesting that Primary factor loading for
each item in a variable is required to have minimum 0.4 and above (Chan & Idris, 2017). When the
results of EFA were investigated, all KMO values were found to be greater than 50, and Bartlett test
values were found significant (Table 4). Factor analysis of principal axes was applied. The reason for
the use of basic factor analysis is to measure the inter-variable covariance values of the fundamental
axis factor analysis while calculating the total variance of the variables (Erkmen & Emel, 2013).
Table 3. KMO and Bartlett's test
Source: own elaboration
Table 4. Factor Analysis
Measure
KMO measure of
Sampling adequacy
Bartlett's test of
sphericity
(Sig.)
Bartlett’s Test of
Sphericity
High Performance
Work System
0.879 (Great)
0.000
4034.61
Psychological Capital
0.929 (Superb)
0.000
3284.53
Job Satisfaction
0.886 (Great)
0.000
4916.24
Measure
Items
Factor
Loading
CR
AVE
Eigen
Value
Variance
%
Cumulative
%
Job satisfaction
26
0.55 to
0.76
0.50
0.88
11.658
15.14
15.14
Psychological Capital
21
0.59 to
0.79
0.50
0.90
9.455
12.27
27.42

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Note: CR: Composite Reliability; AVE: Average Variance Extracted
Source: own elaboration
4.2.2.2 Confirmatory Factor Analysis (CFA)
The results of CFA displayed a reasonable fit of the dimensions of PsyCap, JS and HPWS
factors measurement model to the data based on the following fit statistics: (X2= 640.105, X2/df=
2.380, CFI=0.910, IFI=0.921, NFI= 0.871, TLI=0.903, RMSEA=0.059). Table 5 shows the "good fit
values ", "acceptable fit values" and "fit values of this scale" based on different fit indexes. Despite
various ranges about the criteria of fit indexes, it is indicated that the values are similiar to each other
(Dagli &Han, 2018). As a result of the analysis shown, the structural equation model was found to be
compatible with some indexes and acceptable in some indices. In addition, as shown in Table 6, the
good fit index values were obtained for the model structure are found to have satisfactory values.
Table 5. Fit indexes values
Fit Indexes
Good Fit Values
Acceptable Fit
Values
2/df
0<χ2/df<2
2<χ2/df<3
NFI
0.95<NFI<1.00
0.90<NFI<0.95
IFI
0.95<IFI<1.00
0.90<IFI<0.95
TLI
0.95<TLI<1.00
0.90<TLI<0.95
CFI
0.95<CFI<1.00
0.90<CFI<0.95
RMSEA
0.00<RMSEA<0.05
0.05<RMSA<0.08
Source: own elaboration
Table 6. Goodness of fit indexes obtained in the CFA of the PsyCap, HPWS and JS
2
2/df
NFI
IFI
TLI
CFI
RMSEA
Original Model
(PsyCap-24 items,
HPWS-27 items,
JS-36 items)
5172.095
2.416
0.555
0.681
0.668
0.678
0.060
Modified Model
(HPWS, JS,
PsyCap)
640.105
2.380
0.871
0.921
0.903
0.920
0.059
PsyCap
300.913
1.739
0.903
0.956
0.946
0.956
0.043
HPWS
477.509
2.760
0.893
0.929
0.904
0.928
0.066
JS
536.003
2.224
0.874
0.926
0.898
0.925
0.050
Note: NFI: Normed Fit Index; IFI: Incremental Fit Index; TLI: Tucker Lewis Index; CFI: Confirmatory Fit Index;
RMSEA: Root Mean Square Error of Approximation
Source: own elaboration
As indicated in Table 7, the probability of getting a critical ratio (CR) as large as 0,933 in
absolute value is 0,351. Also, the covariance between PsyCap and HPWS is not significantly different
High Performance
Work System
22
0.55 to
0.80
0.51
0.92
4.064
5.27
32.69

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from zero at the 0, 05 level. Also, the likelihood of obtaining a CR as much as 1,324 in absolute value
is 0,186. In this regard, the covariance between HPWS and JS is not significantly different from zero
at the 0, 05 level. Lastly, the probability of getting a CR as large as 7,405 in absolute value is less than
0,001. Besides, the covariance between PsyCap and JS is significantly different from zero at the 0,001
level.
Table 7. Covariances between HPWS, PsyCap, JS
Estimate
S.E.
C.R.
P
PsyCap<--> HPWS
-,012
,013
-,933
,351
HPWS<--> JS
,012
,009
1,324
,186
PsyCap<--> JS
,069
,009
7,459
***
Note: S.E: Stantard Error; C.R: Critical Ratio; ***p<0.001
Source: own elaboration
According to path coefficient between HPWS, JS and Psycap in the table 8. and figure 2, the
probability of getting a CR as large as -0,928 in absolute value is 0,353. and the regression weight for
HPWS in the prediction of PsyCap is not significantly different from zero at the 0,05 level (two-tailed).
In addition, the probability of getting a CR as large as 10,855 in absolute value is less than 0,001. Also,
the regression weight for PsyCap in the prediction of JS is dramatically different from zero at the 0,001
level (two-tailed). The likelihood of getting a CR as large as 2,015 in absolute value is 0,044. Lastly, the
regression weight for HPWS in the prediction of JS is fairly different from zero at the 0, 05 level (two-
tailed).
Figure 2. Structural Equation Model
Source: own elaboration

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Table 8. Regression Weights of SEM
Note: S.E: Standard Error; C.R: Critical Ratio
Source: own elaboration
4.2.3 Construct Validity
The construct validity, the scope to which the assessed items virtually express the theoretical
secret construct proposed, was gauged in terms of convergent validity. As showed in table 5, for
convergent validity situations, the scope to which signals of a specific establishment carry a high rate
of general alteration, were fulfilled based on factor loadings (all > 0.50), extracted average variance
(AVE > 0.50) and reliability of composite (>0.70) (Bagozzi & Yi, 1988; Zopiatis et al..2014b).
Measurement of convergent validity indicated that all items loaded meaningfully on their following
factors with the AVE for each hidden construct exceeding 0.50. Additionally, the AVE for each
hidden establishment must overrun the respective consorted correlation among factors to supply
rigorous evidence of discriminated validity (Fornell and Larcker, 1981). Exclusively, the entire AVE
for the JS model is 0.50, in the perspectives of PsyCap is 0.50 and HPWS is 0.51 but composite
reliability scores are 0.88, 0.90 and 0.92 respectively.
4.2.4 Reliability Analysis
When the results of the Cronbach Alpha value of psychological capital, job satisfaction and
high-performance work system of the reliability test are investigated, it is clear that values are 0.90,
0.77 and 0.91 respectively (Table 9). In a survey, Cronbach alpha is expected to be greater than 0.7.
and if it is lower than this value, it reveals that the questionnaire holds a low reliability, and if it is
higher than 0.8, it shows that the questionnaire comes up with a high reliability (Tavakol & Dennick,
2011). These values highlight that the scales of psychological capital and high-performance work
system are highly reliable, and the scale of job satisfaction is acceptable. This indicates that the values
of consistency are adequate.
Table 9. Reliability analysis
Source: own elaboration
4.2.5 Correlation Analysis
Table 10 presents that Bivariate Correlations of the variables. The bivariate correlations are a
statistical method utilized to indicate the aspect between independent variables and a dependent
Path coefficient between variables
Standardized β
S.E.
C.R.
P
HPWS→PsyCap
-0.046
0.057
-.928
0.353
PsyCap→JS
0.477
0.022
10.855
0.000
HPWS→JS
0.089
0.026
2.015
0.044
No of items
Cronbach Alpha
High Performance Work system
22
0.912
Psychological Capital
21
0.904
Job Satisfaction
26
0.776

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variable (Krishnan et al., 2017; Sekaran, 2011). Correlation analysis was employed to define the
relationship between psychological capital (self-efficiency, optimism, hope and resiliency), job
satisfaction and high-performance work system. The results in Table 3 show that the correlation
between self-efficiency (r1= 0.36; p=0.000), optimism (r2= 0.43, p=0.000), hope (r3= 0.39; p=0.000)
and resiliency (r4= 0.36; p=0.000) are significant for the JS. But the dimensions of the PsyCap and JS
are not significant with the HPWS (p> 0.05).
Table 10. Means, Standard Deviations (SD) and Bivariate Correlations
Note: ** Correlation is significant at the 0.01 level (2-tailed)
Source: own elaboration
4.2.6 Hypothesis Testing
With the aid of SPSS, the multiple regression analysis was employed to ascertain the effect of
PsyCap (self-efficiency, hope, optimism, and resiliency) on JS and HPWS. Table 11 shows that the JS
statistically envisage the PsyCap (self-efficiency, hope, optimism, and resiliency) F= 114.59, t =10.70
and the JS factors also statistically forecast the HPWS, F= 1.76, t = 1.32. Moreover, the PsyCap
predicts the HPWS, F= 0.85, t= -0.92 coefficient correlation (R value) for these models are 0.48, 0.47,
0.06 and 0.04 respectively. These values show that PsyCap does not have significant relationship with
HPWS but PsyCap has a significant effect with JS. Furthermore, HPWS does not have significant
association with JS. The regression results show that the four hypothesized relationships with JS, one
(self-efficiency) is non-significant (p>0.05) and three (optimism, hope, and resiliency) are significant
(p<0.05). Congruently, Table 11 show that between PsyCap and JS are significant (p<0.05), and
HPWS is non-significant (p>0.05).
In regard with the research questions and hypotheses, the following results were found out;
firstly, Hypothesis 1 recommends that HPWS has a positive effect on PsyCap for immigrant
employees in the hotel industry. On the other hand, the regression outcome revealed no significant
effect with HPWS (t=-0.927, p=0.35). This result is not coherent with the earlier studies by Sarikwal
& Gupta (2014) as they determine that HPWPs would be positively associated with PsyCap of the
individual. Consequently, this result suggests that more analysis is required to determine the possible
moderating or mediating factors affecting the direct relationship between employee's PsyCap and
HPWS. Secondly, Hypothesis 2 advocates that PsyCap has a positive effect on JS on the immigrant
employees in the hotel industry. This hypothesis result shows that PsyCap has a significant effect with
JS (t= 10.705, p=0.00). This result is not compatible with previous studies by Jung & Yooni, (2015)
which posits that employees' positive PsyCap in a deluxe hotel had a positive significant effect on JS.
Thirdly, Hypothesis 3 shows that HPWS can have a positive effect on JS of immigrant workers in the
Variables
Mean
Std
dev.
1
2
3
4
5
6
7
Self-Efficiency (1)
3.57
0.81
1
Optimism (2)
3.46
0.82
0.59**
1
Hope (3)
3.73
0.80
0.69**
0.62**
1
Resiliency (4)
3.54
0.65
0.52**
0.47**
0.52**
1
Job Satisfaction (5)
3.27
0.32
0.36**
0.43**
0.39**
0.36**
1
High Performance
Work system (6)
3.79
0.56
-0.57
-0.22
-0.38
-0.33
0.66
1
Psychological Capital (7)
3.57
0.64
0.86**
0.82**
0.86**
0.74**
0.47**
-0.46
1

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hotel sector; however, the regression result conjectures a non-significant effect with employee's JS
(t=1.328, p=0.18). This result is not congruent with earlier studies by (Chen et al., 2016) that found
HPWS has a significant positive effect on JS. Lastly, Hypothesis 4 suggests that PsyCap has a direct
impact on HPWS and JS with immigrant employees in the hotel industry. This coefficient result of
PsyCap on immigrant employees has supported JS and HPWS practices (Table 11). This is consistent
with the result of Luthans et al., (2007a) which shows that PsyCap has a direct relationship with
performance and satisfaction. In addition, considering the Andrew Hayes (2014) mediation model in
table 12, it was found that the indirect effect of HPWS on JS by mediating role of PsyCap (-0.021)
and direct effect of HPWS on JS (0.066).
Table 11. Multiple Regression Analyses
Note: *p<0.05; S.E = standard error; CI= Confidence Interval
Source: own elaboration
Model
Unstandardized
Coefficients
Dep. Var.
JS (Model
1)
β
S.E
t
P
Beta
F
R
R2
%95 CI
Constant
(Step 1)
2.393
0.086
27.71*
0.000
-
2.223
2.562
Self
efficiency
0.018
0.026
0.70
0.481
0.046
-0.033
0.070
Optimisim
0.099
0.024
4.18*
0.000
0.249
29.86
0.48
0.23
0.053
0.146
Hope
0.054
0.027
1.98*
0.047
0.133
0.001
0.108
Resiliency
0.075
0.027
2.75*
0.006
0.150
0.021
0.128
Constant
(Step 2)
PsyCap
2.407
0.241
0.082
0.023
29.37*
10.70*
0.000
-
114.59
0.47
0.22
2.246
2.568
0.000
0.473
0.197
0.285
Constant
(Step 3)
HPWS
3.123
0.039
0.112
0.029
27.85*
1.32
0.000
-
1.76
0.06
0.04
2.902
3.343
0.185
0.066
-0.019
0.096
Dep. Var.
PsyCap
(Model 2)
Constant
(Step 1)
3.781
0.220
17.18*
0.000
-
0.85
0.04
0.02
3.349
4.214
HPWS
-0.053
0.057
-0.92
0.355
-0.046
-0.166
0.060
Constant
(Step 2)
0.855
0.332
2.57*
0.011
-
0.201
1.508
HPWS
-0.090
0.051
-1.77
0.077
-0.078
59.17
0.47
0.23
-0.189
0.010
JS
0.937
0.087
10.82*
0.000
0.478
0.767
1.107

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Table 12. Coefficients for the Mediating Effect
Testing Paths
β
SE(B)
95%CI
Beta
t-value
Paths c: JS
R2=0.004, F(1,1398)=1.764, P>0.05
HPWS
0.039
0.029
-0.019, 0.096
0.066
1.328
Paths a: PsyCap
R2=0.002, F(1,398)=0.859, P>0.05
HPWS
-0.053
0.057
-0.166, 0.060
-0.046
-0.927
Path b and c': JS
R2=0.231, F(2,397)=59.754, P<0.05
HPWS(c’)
0.052
0.026
0.001, 0.102
0.089
2.010*
PsyCap (b)
0.243
0.022
0.199, 0.287
0.477
10.827*
Total (a)*(b)
-0.021
Note: Andrew F. Hayes Mediation Model= HPWS→PsyCap(a), PsyCap→JS (b), HPWS →JS (c)
Indirect effect of HPWS on JS: PsyCap= -0.021 (a*b)
Direct effect of HPWS on JS= 0.066 (c)
Source: own elaboration
The structural model and regression results displaying the overall model fit is within an
acceptable level. As shown in Table 13, some hypothesized paths were supported at the 0.05 level of
significance. The results supported H2 and H4 while PsyCap had a positive effect on JS. Also, PsyCap
had a mediating effect on HPWS and JS. Contrary to these hypotheses, H1 and H3 were not supported
as HPWS had no significant effect on PsyCap, and HPWS had no a significant effect on JS.
Table 13. Hypothesis results
Source: own elaboration
5. Discussion
Although many researches and studies have discussed various dimensions of the possible
correlations between HPWS, JS and PsyCap which may be anecdotal in nature for many cases, this
study opposes to some traditional beliefs, especially within the Cypriot hospitality and landscape of
tourism. It is surprising that the local population in the region doesn't care about the hospitality
profession and careers, and as a result, there has been a decrease in this sector which leads the hotels
to deploy migrant employees. In addition, Cypriot hotel managers continuously assert that Cypriots
are refraining their hospitality industry, regardless of its economic benefits to the country. This
highlights the significance of the hospitality-related organizations that is why some managers mind the
issues of employers' career duration deeply. Coming up with a negative image, i.e., inhumane,
unattractive, antisocial, and with a multitude of work-life imbalances, the hospitality industry has come
across, and continues to face recruitment challenges as potential candidates shift their attention to
other sectors and careers representing the so-called 'Cyprus Dream'. (Zopiatis et al., 2014a; Lundberg
Model Parameter
P-Value
Hypothesis Testing
HPWS PsyCap
P=0.355 (P>0.05)
H1:Not Supported
PsyCap JS
P=0.000 (P<0.05)
H2:Supported
HPWS JS
P=0.185 (P>0.05)
H3:Not Supported
Partial Mediation
P<0.05
H4:Supported

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et al., 2009; Timur & Timur, 2016). Hoteliers should maintain regular reconnaissance about employee
attitudes toward the way they are managed, and how they are rewarded. This is consistent with the
studies of Zopiatis et al., (2014b) which reveal that organizations must rise the challenges of providing
the appropriate environment where employees are engaged with their place of work in which they are
regularly confronted with. The findings of this article suggest that PsyCap is more strongly associated
with JS rather than HPWS. Sarikwal & Gupta (2014) determined that HPWPs would be positively
associated with PsyCap of the individual. Moreover, Jung and Yoona (2015) posited that employees'
positive PsyCap in a deluxe hotel had a positive significant effect on JS. HPWS constitute efficient
workplaces in order to let employees become confident, optimistic, hopeful and resilient (Luthans et
al., 2006). In a meta-analysis study conducted by Avey et al. (2011) the results of 51 studies comprised
of 12.567 employees, it was found that psychological capital was positively related to employee
performance. In another study conducted by Luthans et al. (2005) on 422 factory workers in China
revealed that psychological capital enhances performance. Also, Walumbwa et al. (2010) conducted a
study on 79 police chiefs, and found that there is a positive relation between the high psychological
capital levels of the police and their performance levels. Based on the current studies, it may be claimed
that the existing studies were carried out in areas other than the tourism sector. In addition,
psychological capital is effective on employees in the tourism and accommodation sector.
Managers can affect immigrant workers in the organization directly, and this may have impacts
on the performance and productivity of the employees both positively and negatively because morale-
motivation, JS, PsyCap and HPWS of immigrant workers in organizations are interrelated with each
other. Besides, employees' enhanced confidence, optimism, hope, and resilience are affluent in
enhancing work engagement based on the attributions conducted on management to obtain HPWPs
specifically (Abubakar et al., 2019). It may be claimed that there are many theoretical and empirical
supports dealing with high-performance work system for PsyCap; however, a great deal of research is
required (Chen, 2018; Agarwal & Farndale, 2017). In addition, the workers having increased JS
positively impress the productivity and business activities. This is crucial because it enables them to
come up with the goals by influencing their PsyCap (Nafei, 2015). This research chiefly reconnoiters
the correlation between PsyCap and JS as psychological resources ingrained in psychological capital
can be managed and used to increase an employee's performance as well as enhancing organizational
performance. The research findings reveal a negative relationship with HPWS and a positive
relationship between PsyCap with JS which ultimately increases higher performance and retention
rates in the north Cyprus hotel sector.
6. Conclusions
The study is peculiar to the immigrant workers in North Cyprus and provides more effective
results about PsyCap, JS and HPWS of these workers in hotels. The study figures on the perceptions
of PsyCap as a significant mediating variable for the bond between employees' HPWS and JS. The
results demonstrated the impact of PsyCap on employees' JS as partially indirect through HPWS. It
has approved much of the literature the mediating role of PsyCap as an individual resource that can
increase employee JS. In conclusion, the process of analyzing the data initiates with the demographic
part in order to investigate the characteristics issues of participants. Next, Reliability Analysis and
Exploratory Factor Analysis (EFA) are conducted during the analysis of the proposed model. On the
second stage of the analysis, Confirmatory Factor Analysis (CFA) is used to verify the perspectives
determined via EFA, and after finding and confirming the sub-dimensions of main items within the
conceptual model, the hypothesis of the research is examined by the Structural Equation Modeling
(SEM) Analysis. The results of the research asserted that the improved conceptual model matches

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with data and the model is statistically valid and significant. Lastly, Coefficient analysis has been
implemented for the PsyCap mediating act between HPWS and JS. The findings pinpoint that PsyCap
has mediating impacts on immigrant employees' HPWS and JS. In the outcome of the analysis, there
was no relationship between HPWS and PsyCap. Apparently, these results are the most interesting
theoretical improvement of this study. Despite this fact, PsyCap has an appreciably mediating effect
on employees JS and HPWS. But surprisingly, there is no significant link between PsyCap and HPWS.
In addition, there is also no direct effect between HPWS and JS.
7. Implications for Managers and Practitioners
In every organization, it is very important that managers should invest in improving the levels
of employee JS and PsyCap. In this view, acceptable behavior at work should be given priority to,
especially in terms of implementing clear aspects, roles, and guidelines for directions in organizations
(Alfes et al., 2012). Additionally, to improve employees' PsyCap, organizational structure should
incorporate HPWS approach, which emphasizes open communication, and boosts feedback based on
employees' performance and satisfaction (Muduli, 2015). This implies that organizations should
emphasize creating an environment that emboldens workers to join in decision making, promote
corporate goals, and influence employee effectiveness (Biggio & Cortese, 2013; Kuranchie-Mensah,
& Amponsah-Tawiah, 2016) in order to improve the overall attitude to work. Truly, the role of
managers has been described as critical in reinforcing the HPWS (Innocenti et al., 2011), establishing
trust, equity and encouragement for employees to utilize most of the impact of a company's HRM
system (Innocenti et al., 2011; Mughal & Nawaz 2018). This is consistent with the views of Chen et
al., (2012) which suggests that an increase in administering attention to the labor force may contribute
to employees' JS, PsyCap, motivation, and commitment, as well as their performance.
In a nutshell, although this study showed that there was no relationship between HPWS and
PsyCap. Apparently, these results are the most interesting theoretical improvement of this study.
Despite this fact, PsyCap has an appreciably mediating effect on employees' JS and HPWS. But
surprisingly, there is no significant link between PsyCap and HPWS. However, there is also no direct
effect between HPWS and JS. Additionally, the significant role of PsyCap is also noticed in the
moderating role; therefore, managers should consider that an environment based on Psycap holds the
ability not only to mediate, but also to strengthen the bond between HPWS and JS (Kloutsiniotis &
Mihail, 2018). Furthermore, Psycap can play a vital role in employees' satisfaction and, subsequently,
to offering high levels of HPWS. Congruently, employees will more likely develop a positive job
attitude to work while enjoying a more fulfilling employment. These positive attitudes also have an
effect on employees' JS and PsyCap, service quality and/or organizational performance (Innocenti et
al., 2013).
The implementation of the study yields valid and reliable results; therefore, this study is rather
effective and fruitful for the further studies about immigrant workers in North Cyprus as it offers
relevant literature accompanying not only modeling techniques but also secure results in this
department. It is thought that the findings of this research are very stimulating and original for
researchers and policy makers. In addition, the mediating role of PsyCap on HPWS and workers' job
satisfaction relationship is required to be searched for further studies.
8. Limitations and Future Research
The following limitations were seen through the course of this research. The study utilizes a
survey for a peculiar time; however, this may vary due to the perceptions of the participant over the

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questions in the surveys. The second limitation may be the eagerness of participants in the surveys
and if they are not willing, then they may make up the responses. This implies a partial evaluation of
the real situation in this present study and lastly, the range of studies on this current topic is very
limited; hence, it is thought that this study will be a new era in the academic world and it will serve as
a basic term for various future studies. Also, this study is hoped to provide sustainable information
on the development of PsyCap in accordance with JS and HPWS.
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Brief description of Author/Authors:
Mehmet Necati Cizrelioğulları, Assoc. Prof. Dr.
ORCID ID: https://orcid.org/0000-0002-9884-6084
Affiliation: Tourism and Hotel Management, Faculty of Tourism, Kyrenia, Northern Cyprus,
https://web.csu.edu.tr/mehmetcizreliogullar
Email: mehmetcizreliogullar@csu.edu.tr
Mehmet Necati CIZRELIOGULLARI is Assoc. Prof. Dr. at Cyprus Science University. He has a BA
in Political Science Studies at Eastern Mediterranean University and a MS in Political Science and
Public Administration from Atılım University. In addition, he has a Ph.D. degree at Tourism
Management Department, Eastern Mediterranean University. He was awarded the title of Assistant
Professor at Cyprus Science University in 2019 and Associate Professor in 2021. He has carried out
many academic studies, including tourism management, service quality, tourism economy, human
resources, mobbing, leadership and tourism education. Since 2020, he has been working as the Vice
Dean of Tourism Faculty in Cyprus Science University and as the Director of Aviation Vocational
School at the same university. He has many articles, conference papers and book chapters published
in international journals, proceedings and books.

JOURNAL OF TOURISM AND SERVICES
Issue 24, volume 13, ISSN 1804-5650 (Online)
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Mehmet Veysi Babayiğit, Ph.D.
ORCID ID: https://orcid.org/0000-0003-4136-7434
Affiliation: School of Foreign Languages, Batman University, Batman/Turkey
E-Mail: m.veysi.babayigit@gmail.com
Mehmet Veysi BABAYİĞİT has a BA in English Language Teaching at Dicle University, a MS in
English Language Teaching at Çağ University, a MS in Kurdish Language and Culture at Dicle
University, and a Ph.D. degree in Kurdish Language and Culture at Dicle University. He also holds
another Ph.D. in English Language Teaching at Eastern Mediterranean University. He currently works
as a lecturer Doctor at the School of Foreign Languages, Batman University. His research interests
include foreign language teaching methodology, linguistics, pragmatics, conversation analysis,
language skills, eastern languages, comparative linguistics of western and eastern languages, tourism
management, leadership, hotel management, gastronomy, and organizational behaviors. He has many
articles, conference papers, and book chapters published in international journals, proceedings, and
books.