From Practice to Performance: the Experience of Hotels in Adopting Strategic Human Resource Management Practices in the Upper West Region of Ghana

Abstract

The study examined hotels' experiences with strategic human resource management practices and performance. The study adopted the best-fit approach and contingency approach. The study sampled 50 managers and manageresses using convenient sampling approaches, and 7 key informants were interviewed to probe further information received from hotel managers via questionnaires. The study used a combination of methodologies. The study shows that human resource management strategies have a favourable effect on hotel performance in terms of productivity, recruiting and training, retention, customer happiness, job descriptions, feedback, and performance evaluation. There are no variables in the management practices, indicating that they are insignificant and have no effect on performance. To ensure quality performance, hotels should improve their execution of strategic human resource management.