Pakistan’s economic and tourism industry necessitates those strategies that would make its human resources planning in hotels such as Crown Plaza and Marriot Hotel should be improved in order to keep up with the international human resource planning of these international hotels and at the same time, to ensure the competitiveness and success of hotels in the country. Current studies reveals there is still apparent lack of strategic human resource planning in hotels in Pakistan.
With this motivation in mind, this study was conceptualized as both an exploratory as well as an analytic research in order to determine the gaps in human resource planning as well as the recommended solutions for such. Undertaking this study would not have been possible without the cooperation of the employees surveyed and those interviewed. Consequently, my supervisor, professors and family have been instrumental in the completion of this paper. This study reveals not only my interest in the field of human resource management but also my goal to contribute to the literature and human resource management in my country- Pakistan.Abstract The study evaluated human resource planning on Pakistan’s two premier hotels- Marriot Hotel and Crown Plaza by defining their existing HR strategies and how it is aligned with business strategy in hotels in Pakistan, especially Marriott and Crown Plaza. This research describes the importance of aligning HR strategies with business strategies in Pakistan’s hospitality industry, the benefits of effective alignment, and the factors affecting such alignment, and the challenges and opportunities facing hotels in Pakistan.
The result showed that Pakistani workers’ interests in their hospitality jobs have been beginning to wane down as time goes by, partly due to the unresponsive organizations. The organization cuts off funds and stress employees in overtime hours. The organization is only enthusiastic in the beginning, but later on it begins to drag the employee through stagnant opportunities and poor working environment. The management and staff withheld feedback and recognition earlier given. The opportunities of growth and development also come to a stop. The study recommends then a mixture of both strategies.
What the study revealed about non-monetary strategies is their utter significance in the retention. Workers are similar as any other employee and thus the retention strategies used for others should speak the same for them. This is to find fulfillment and actualization in the employee and finding out the fruits of their labor and contributions to the organization. These are people organizations should be dealing with and not merely as economic assets. They are concerned of culture and working environment because they too are dynamic and responsive workers.
They need to be able to grow as the organizations grow along. It is about attaining self goals. As part of effective HR strategies employed in some hospitality industries in Pakistan, monetary strategies may motivate an employee to report to work, but to have this employee aspire towards the growth and development of the organization, and to be united to its goal, it will take dedication, such that can be inspired by non-monetary strategies, those that directly strikes at the human nature of workers.
