Human Resource Strategies for Hospitality Excellence - Driving Employee Retention and Organizational Performance |Book Publisher International

 

The hospitality industry is fundamentally people-centric, with service quality, guest satisfaction, and organisational performance shaped directly through employee–guest interactions. In response to persistent challenges such as high employee turnover, emotional labour, labour shortages, and rapid technological change, Human Resource Strategies for Hospitality Excellence positions Human Resource Management as a strategic capability rather than an administrative function. The book provides an integrated and theory-driven examination of how strategic HR practices contribute to employee retention and sustainable organisational performance in hospitality contexts.

 

The book draws explicitly on established theoretical frameworks, including the Resource-Based View, Job Demands–Resources model, Job Characteristics Model, Service–Profit Chain, Socio-Technical Systems theory, and the Technology Acceptance Model. These perspectives are synthesised to explain the mechanisms through which HR systems, leadership practices, job design, and digital HR technologies influence employee experience, engagement, service behaviour, and performance outcomes. Central themes addressed include employee well-being and experience, technology acceptance in HR systems, ethical and human-centred HRM, workforce flexibility, and strategic talent management.

 

By integrating people, technology, and ethical considerations within a coherent conceptual framework, the book bridges the gap between academic theory and hospitality practice. It offers evidence-based insights for managers and HR professionals while advancing scholarly understanding of strategic HRM in service-intensive environments. The book is intended for postgraduate students, researchers, and industry practitioners seeking a comprehensive and applied understanding of human resource strategies for hospitality excellence.

Author(s) Details

Dr. Mahasweta Ghosh
NSHM, Durgapur, India

 

Please see the book here :- https://doi.org/10.9734/bpi/mono/978-81-999106-2-1

Employee Retention in AI-Enabled Hospitality Organisations: An Explanatory Study Using the Technology Acceptance Model | Chapter 5 | New Horizons of Science, Technology and Culture Vol. 7

 

Employee retention remains a persistent challenge in the hospitality industry due to high labour intensity, emotional labour demands, and volatile employment conditions. At the same time, hospitality organisations are increasingly adopting artificial intelligence (AI)–enabled human resource (HR) systems to improve efficiency and decision-making. While prior research emphasises the role of HR practices in shaping employee retention, it largely overlooks how employees’ acceptance of technology conditions the effectiveness of these practices in AI-enabled organisational contexts. Drawing on the Technology Acceptance Model (TAM) and insights from established HR and motivation theories, this study examines the relationships between core HR practices, perceived usefulness, perceived ease of use, and employees’ intention to stay in AI-enabled hospitality organisations. Using an explanatory research design, data were collected through a structured questionnaire administered to employees of four- and five-star hotels in Kolkata, India. A total of 193 valid responses were analysed using reliability analysis, correlation analysis, hierarchical regression, and mediation–moderation testing with the PROCESS macro. The results indicate that compensation and benefits have a significant direct effect on intention to stay, while training and development, career development, and performance appraisal do not exhibit significant direct effects. Importantly, perceived usefulness mediates the relationship between HR practices and intention to stay, whereas perceived ease of use moderates the effectiveness of HR practices by shaping employees’ acceptance of AI-enabled HR systems.

 

The findings extend the Technology Acceptance Model beyond technology adoption to explain employee retention and offer a socio-technical perspective on HR effectiveness in AI-enabled hospitality contexts. The study provides actionable insights for hospitality managers seeking to leverage AI-enabled HR systems to strengthen employee retention.

 

 

Author(s) Details

Mahasweta Ghosh
NSHM, Durgapur, India.

 

 

Please see the book here :- https://doi.org/10.9734/bpi/nhstc/v7/7014

Job Satisfaction among Registered Nurses Working in Public Hospitals: A Study in Windhoek, Namibia | Chapter 4 | New Ideas Concerning Arts and Social Studies Vol. 2

Aims: The study examines and determines the level of job satisfaction among registered nurses in public hospitals in Windhoek, Namibia, focusing on hygienic and motivational factors as described by Herzberg's Two-factor Theory.

Study Design: A quantitative exploratory descriptive design was applied to this study.

Place and Duration of Study: This study was conducted in its natural setting, specifically at the only two public hospitals in Windhoek, Namibia.  The study was conducted over a period of one month, October 2018.

Methodology: The target population was the total population of registered nurses with more than one year of working experience. A pilot study was conducted to refine the methodology. A reliable, validated Minnesota questionnaire was used to collect the data. The researcher personally collected data. Data were analysed using SPSS and presented in the form of tables. Ethical approval was obtained from the Health Research Ethics Committee (HREC) reference # S18/03/046, the Ministry of Health and Social Services, and by way of informed consent from participants.

Results: The level of job satisfaction differed among the participants, specifically, most participants were dissatisfied with their salaries (60%), working conditions (53%), and the chance for promotion and advancement opportunities (66%).

Conclusion: Based on the findings of the study, there is an urgent need  for policy interventions regarding promotion and advancement opportunities, improvement of the working conditions, and giving acknowledgement for the performance of nurses. This will enhance nurses' job satisfaction and retention in public hospitals.

 

Author (s) Details

 

Simon Shalonda
Department of Nursing and Midwifery, Alumni of Stellenbosch University, Namibia.

 

Ethelwynn Stellenberg
Department of Nursing and Midwifery, Faculty of Medicine and Health Sciences, Stellenbosch University, Namibia.

 

Taimi Amakali-Nauiseb
School of Nursing and Public Health, Faculty of Health Sciences and Veterinary Medicine, University of Namibia, Namibia.

Please see the book here:-  https://doi.org/10.9734/bpi/nicass/v2/5004

An International HEI Experience: Human Resource Trends and Perspectives | Chapter 16 | Selected Topics in Humanities and Social Sciences Vol. 7

 Recognizing the importance of employee turnover, particularly at private HEIs, this research article examined the trends and opinions of the 31 participants who participated in the exit interview. The study looked into some of the factors that may have played a role in the occurrence. The study's findings were used by the company to reduce incidences, improve job satisfaction, and increase retention rates. It focused on the participants' personal profiles and information about their resignations; their "biggest satisfaction" and "largest issue" in the company; their suggestions for reducing employee turnover; and how to enhance the university's human resource operations. The results revealed that the Basic Education Unit had a significant turnover rate. During the first three (3) years of service, there was a lot of turnover, mostly among the university's own graduates. Regardless of profile characteristics, the following reasons for resignation were cited: professional advancement; better career opportunities, including government employment; and practical family considerations. Their plans are to work for the government and travel overseas. In terms of job satisfaction, it was discovered that participants were usually satisfied, regardless of profile characteristics. The participants' highest levels of satisfaction were based on 19 elements, the most important of which was the growth of career and personal skills. On the other hand, 23 major issues arose, including office operations, remuneration, and workload/load distribution. At least 24 measures were suggested to improve staff retention. Strengthening SPUP's best practises is one of them.

Author (S) Details

Juana C. Rivera

Human Resource Management Office, St. Paul University Philippines, Philippines.

View Book :- https://stm.bookpi.org/STHSS-V7/article/view/4119