Human resource management (HRM) in the hospitality sector has garnered recognition in the scientific community due to its subpar processes, resulting in elevated employee intention to quit, discontent, reduced productivity, and a downturn in service patronage. This quantitative study explored HRM practices in the hotel sector and their influence on …
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Human resource management (HRM) in the hospitality sector has garnered recognition in the scientific community due to its subpar processes, resulting in elevated employee intention to quit, discontent, reduced productivity, and a downturn in service patronage. This quantitative study explored HRM practices in the hotel sector and their influence on employee performance in the Sefwi Wiawso Municipality. Stratified, convenience, and census sampling techniques were employed to select the location, hotels, and respondents for data accumulation. Utilizing a questionnaire, numerical data were collected from 70 hotel staff for analysis. Statistical instruments including bar charts, means (x̄), standard deviations (SD), counts, percentages, and multiple linear regression were employed to analyze the data with SPSS version 25. The study reveals that effective and robust HRM practices are being practised in the hotel industry in Wiawso Municipality, especially in the areas of training and development, recruitment and selection, compensation, performance review and talent management. The study also established that there is a strong correlation between the outcome (performance) variable and HRM practices at a p-value of 0.000. Three explanatory variables influence employee performance: recruitment and selection, compensation, and performance appraisal. The slightly lower average score of 3.62 for compensation points to a possible area for development, highlighting the need for routinely evaluating and aligning compensation policies with industry norms. The study recommends re-evaluating the efficacy and applicability of the present appraisal system is imperative in light of the inverse relationship between employee performance and performance appraisals. This could include using technology-driven appraisal tools that are customized to each employee's need. The extant investigations emphasize how important it is to reevaluate performance rating methods, evaluate remuneration, and implement HRM procedures and putting technology-based ideas into practice might improve the business performance management's aggregate efficacy.
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