HRM during organizational change in a multinational company of hotel industry and its impact on operational performance

Abstract

The main purpose of this master thesis is to evaluate the current role of HRM in the international hotel industry, its function and impact on operational performance during organizational change. The study explores whether strategic and commitment-oriented approach towards HRM and the set of certain practices have any influence on company’s performance during the transformational process. The mixed method research model is applied: the qualitative study distinguishes ten HR strategies and practices most applicable for chain hotel industry and quantitative statistical techniques are used to test the relationship and its strength between the usage of these HRM practices and operational performance. The results show that HRM-strategy integration and the proper use of certain practices have a positive influence on hotel performance, service quality and customer satisfaction. The recommendations proposed in the thesis can be used by hoteliers and HR managers to increase the efficiency of hotel business and facilitate organizational change.