Strategic Human Resources Management (SHRM) in Jordanian Hotels

Abstract

This paper examines the adoption of strategic HRM in Jordanian hotels and explores the relationships between certain organizational characteristics -size, ownership, classification -and the adoption of SHRM in these hotels. A self-administered questionnaire was used to capture data from HR/personnel managers in hotels operating within the two most important tourist areas of Jordan (Petra and Aqaba). The main findings of this study are: HRM in Jordanian hotels is characterized to some extent by some of the components of the SHRM approach except for: line management partnerships; corporate culture relationships and cost effectiveness evaluation. The findings demonstrate a strong statistical association between SHRM adoption and organizational size.