Digging behind the scenes: prioritizing human resources practices related to hospitality employees' attitudes and behaviors after the COVID-19 pandemic

Abstract

PurposeThis study aims to provide a new vision for investigating the different human resources management (HRM) practices in hotels after the COVID-19 pandemic.Design/methodology/approachA quantitative research approach was adopted using confirmatory factor analysis and structural equation modeling to reveal updated priorities and relations as stated by 504 hospitality employees.FindingsThe research approach contributed to highlighting exciting findings, as training and development (T&D) had an insignificant effect on turnover intention (IT) or affective organizational commitment (AOC) following the COVID-19 pandemic; job security (JS) had the highest impact on AOC and compensation had the highest effect on TI.Practical implicationsIndividual HRM practices have different strong impacts on employee outcomes. This paper provides human resource directors with realistic and practical implications to boost individuals' AOC and reduces their intention to quit their job in conditions of uncertainty and ambiguity.Originality/valueThis pioneering study reveals the influence of HRM practices in the hospitality HRM systems regarding employee attitudes and behaviors, especially after the COVID-19 pandemic. It provides novel theoretical and practical contributions.