Strategic human resource management in U.S. luxury resorts a case study

Abstract

A labor shortage has been experienced in the hospitality industry and is predicted to continue into the future with a greater impact on luxury resorts. Resort managers typically look to human resource (HR) directors to develop strategies to solve this problem. The co-alignment model can give managers a competitive advantage in the marketplace. This study presents the results of a case study of five luxury resorts in North Carolina. HR directors identified forces driving change in the environment, strategy choices, firm structure, and outcomes reflected in firm performance. There was little evidence that co-alignment was being used as a basis for planning.