Employee Perceptions of Humanistic Management: A Path to Easing Hotel Labor Shortages

Abstract

The hotel sector is widely perceived as offering poor working conditions, contributing to persistent labor shortages within the industry. Transforming management practices in line with humanistic management principles has been suggested as one way to address these challenges. However, limited research has examined how hotel employees themselves perceive humanistic management relative to more traditional managerial practices and other approaches used to attract and motivate staff. This scoping study addresses this gap by surveying hotel employees in Austria, a tourism-intensive economy, to assess the perceived value of humanistic management practices. The findings show that although adopting humanistic management alone cannot fully resolve issues related to employee attraction and retention, it nonetheless has a significant positive effect on employees’ perceptions of employer attractiveness. Several humanistic practices valued by employees can be implemented without substantial increases in operational costs. These results suggest that hotel managers, even in data-driven decision environments, should integrate humanistic management practices while maintaining competitive remuneration. For policymakers in tourism-dependent destinations, the findings highlight the need to strengthen regulations that encourage more humanistic working conditions in hotels, thereby improving the overall quality of employment and enhancing the sector’s long-term attractiveness.

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