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.

The hotel organization is a service organization whose effectiveness depends on the delivery of quality service. The quality of human resources determines the consistency and level of service excellence provided. The organizational systems, both at the back and front of the house, must support the uncertainties surrounding most service jobs and the organizational culture must accommodate employees' needs. Therefore, the objectives of the research were to examine the relationships between the organizational systems orientation and the organizational culture orientation in the Malaysian hotel organizations, and to determine if there was a relationship then would it result in better performance as measured in turnover rates of the hotels' front line employees. The findings indicated there were an average or above-average fit between the two variables in a majority of the hotels examined. However, in comparing the extent of relationships between the organizational systems-culture orientations with the turnover rates, the proposition can be partially accepted since alignment was found in only 30% of the case.

Heritage, Culture and Society contains the papers presented at the 3rd International Hospitality and Tourism Conference (IHTC2016) & 2nd International Seminar on Tourism (ISOT 2016), Bandung, Indonesia, 10—12 October 2016). The book covers 7 themes: i) Hospitality and tourism management ii) Hospitality and tourism marketing iii) Current trends in hospitality and tourism management iv) Technology and innovation in hospitality and tourism v) Sustainable tourism vi) Gastronomy, foodservice and food safety, and vii) Relevant areas in hospitality and tourism Heritage, Culture and Society is a significant contribution to the literature on Hospitality and Tourism, and will be of interest to professionals and academia in both areas.