The Role of SHRM in Navigating the Hospitality Sector During a Crisis

Dimitrios Belias · Nikolaos Trihas

12 citations0/0 files storedAdvances in hospitality, tourism and the services industry (AHTSI) book series

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Hospitality and Tourism Education Human Resource and Talent Management Employer Branding and e-HRM

Abstract

The hospitality sector is a fragile sector. This means that it is very fragile when a crises hits, such as political, environmental, and financial crises. The operation of hotels relies a lot on the ability of the personnel to offer high quality services. Therefore, HRM plays a strategic role in the sustainability of the hospitality sector, especially during a crisis. For this purpose, the chapter has made not only a literature review into the overall use of SHRM for navigating the hospitality sector during a crisis, but also more precisely for the case of the COVID-19 crisis. Indeed, the related findings – deriving from the existing literature – indicate that there is limited research on this field.

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References

1995Looking inside for competitive advantage 1998On becoming a strategic partner: The role of human resources in gaining competitive advantage 2016Strategy and Human Resource Management 1995Human Resource Management 2015Employee engagement, human resource management practices and competitive advantage 2015Human resources in tourism: Still waiting for change? – A 2015 reprise 2003Promoting service quality in tourist hotels: the role of HRM practices and service behavior 2021Enhancing resilience in the Covid-19 crisis: lessons from human resource management practices in Vietnam

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