Assessing the Impact of Strategic Human Resource Management on the Performance of the Hospitality Industry in the Upper West Region

Abstract

Assessing the impacts of strategic human resource management on the performance of hotels in the Upper West Region of Ghana. This study examines strategic human resource management's contribution to hotel growth and development in the Upper West Region. The Best Practice Approach, Contingency Approach and Resource Based View were the theories used in the study. In addition, two broad types of data, secondary and primary data, were used in the study. Questionnaire Administration and Key Informant Interviews were the methods used to collect the data from respondents. Findings revealed that SHRM practices such as selection and recruitment, training and development, employee participation, appraisal, teamwork, and promotion are practices hotels in the Upper West Region utilize to enhance their organizational performance. The findings also indicate that quality of service, job description, the attractiveness of the hotel, a measure of work efficiency, and management view on customer service provision were all found to have a link between SHRM and hotel performance. Furthermore, findings on the effects of SHRM on hotels' performance revealed that human resource management strategies such as quality of service, job description, the attractiveness of the hotel, a measure of work efficiency, review of previous SHRM practices, management view on customer service provision and management measure of employee performance and attitude to work had a direct impact on hotels productive outputs. Therefore, it is recommended that the management of hotels should prioritize human resource development, focusing on recruitment of qualified personnel, training and benchmarking of standard practice.