| dc.description.abstract | An organization's HRM policies and practices must fit with its strategy in its competitive
environment and with the immediate business conditions that it faces (Beer et aI., 1984,
p. 25). The concept of integration has three aspects: the linking of HR policies and
practices with the strategic management process of the organization, the internalization of
the importance of HR on the part of line managers, and the integration of the workforce
into the organization to foster commitment or an 'identity of interest' with the strategic
goals. Strategic HRM can be regarded as a general approach to the strategic management
of human resources in accordance with the intentions of the organisation in terms of the
future direction it wants to take. It is concerned with longer-term people issues and macro
concerns about structure, quality, culture, values, commitment and matching resources to
future need. It has been defined as: All those activities affecting the behaviour of
individuals in their efforts to formulate and implement the strategic needs of business; the
pattern of planned human resource deployments and activities intended to enable the
forms to achieve its goals (Boxall and Purcell, 2003).
The hotel industry has gone through turbulent times in the last two decades (Matanda,
2005). He further asserts that the "close relationship between the hotel sector and the
turbulent tourism sector helps explain the turbulent environment that the hotels operate
in". Given the increased dynamism in the business environment, a hotel's response to
management of these changes will be vital to their success. They have to put in place new
practices to be able to maintain their competitive advantage. Aosa (2004) noted that the
basics of managerial work are similar all over the world. However, he asserts that
management is sensitive to context in which the firm is operating, either environmental or
organizational.
A survey research design was used. This design was suitable for the objectives of the
study which require data from a cross section of firms in the industry. The population of
interest included all classified hotels in Nairobi and Mombasa which were awarded a
three star and above because of their strategic position as centres of tourist attraction. The
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selection of the three star hotels and above was deemed appropriate because such hotels
have developed management capabilities and continue to deploy resources to meet the
needs of the changing environment. The choice of the Nairobi and Mombassa hotels was
because these two locations are strategically located and represent a complete experience
of Kenya's hotel industry namely business and leisure. They are likely to set the pace in
virtually all issues that may affect the industry. Data collection was done through self administered
questionnaires with closed and open-ended questions. The closed ended
questions enabled the researcher to collect qualitative data while open-ended questions
gave the respondent to collect qualitative data. The respondents were the members of
staff within the hotels.
The data collected was analyzed using descriptive statistics. This involved the use of
frequency tables, percentages, rank ordering, and means scores. Frequency tables were
used for arraying data obtained to facilitate working out percentages in order to partly
address the first objective of the study. Percentages revealed the proportions of different
attributes being studied for relative comparison. Rank ordering helped the researcher to
rank different attributes/variables in the order of their representation to partly address
both objectives of the study.
A summary of the major findings was then done and the author came up with conclusion
as regards the findings. The research questions were answered and appropriate
recommendations put forth. The author has also sited recommendations for future
research to add onto the existing pool of knowledge | en |
