Strategi Perencanaan Manajemen Sumber Daya Manusia The Westlake Resort Yogyakarta

Evi Emilia Kholina

Penulis

Evi Emilia Kholina Politeknik API Yogyakarta

Kata Kunci:

Perencanaan SDM, Manajemen SDM, Perhotelan, Resort

Abstrak

Perencanaan manajemen sumber daya manusia (SDM) merupakan faktor strategis dalam industri perhotelan yang berorientasi pada kualitas layanan. Perencanaan SDM yang efektif memungkinkan organisasi memastikan ketersediaan tenaga kerja yang kompeten dan sesuai dengan kebutuhan operasional (Dessler, 2020). Penelitian ini bertujuan untuk menganalisis strategi perencanaan SDM pada The Westlake Resort Yogyakarta. Metode penelitian menggunakan pendekatan kualitatif dengan studi kasus dan analisis deskriptif berbasis data sekunder. Hasil kajian menunjukkan bahwa strategi perencanaan SDM yang efektif meliputi strategic workforce planning, rekrutmen berbasis kompetensi, pelatihan dan pengembangan berkelanjutan, sistem retensi karyawan, serta pemanfaatan teknologi informasi sumber daya manusia. Implementasi strategi tersebut berkontribusi terhadap peningkatan kualitas layanan dan daya saing hotel (Mondy & Martocchio, 2019).

Unduhan

Data unduhan belum tersedia.

Referensi

Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices, and competitive advantage. Journal of Organizational Effectiveness: People and Performance, 2(1), 7–35.https://doi.org/10.1108/JOEPP-08-2014-0042

Armstrong, M., & Taylor, S. (2020). Armstrong’s handbook of human resource management practice (15th ed.). Kogan Page.

Baum, T. (2015). Human resource management for tourism, hospitality and leisure: An international perspective (2nd ed.). Cengage Learning.

Creswell, J. W. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). SAGE Publications.

Dessler, G. (2020). Human resource management (16th ed.). Pearson Education.

Giousmpasoglou, C., Marinakou, E., & Cooper, J. (2021). Human resource management in the hospitality industry: An update. International Journal of Hospitality Management, 91, 102658. https://doi.org/10.1016/j.ijhm.2020.102658

Jiang, Y., & Wen, J. (2021). Effects of COVID-19 on hotel employee turnover intentions. International Journal of Hospitality Management, 94, 102826. https://doi.org/10.1016/j.ijhm.2021.102826

Kim, T. T., & Lee, G. (2020). Hospitality employee knowledge-sharing behavior in the workplace. International Journal of Hospitality Management, 87, 102109. https://doi.org/10.1016/j.ijhm.2020.102109

Kim, M., & Qu, H. (2022). Employee engagement and service quality in the hospitality industry. Journal of Hospitality and Tourism Management, 50, 45–55. https://doi.org/10.1016/j.jhtm.2021.12.004

Margherita, E. G. (2022). Human resources analytics: A systematization of research topics and directions. Human Resource Management Review, 32(2), 100795. https://doi.org/10.1016/j.hrmr.2020.100795

Mondy, R. W., & Martocchio, J. J. (2019). Human resource management (15th ed.). Pearson.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Fundamentals of human resource management (8th ed.). McGraw-Hill Education.

Putri, R. A., & Santoso, B. (2021). Strategi pengelolaan sumber daya manusia pada industri perhotelan. Jurnal Kepariwisataan Indonesia, 15(2), 101–112.

Saks, A. M. (2019). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance, 6(1), 19–38.

https://doi.org/10.1108/JOEPP-06-2018-0034

Wahyuni, S., & Prasetyo, H. (2020). Perencanaan sumber daya manusia dalam meningkatkan kinerja karyawan hotel. Jurnal Manajemen dan Pariwisata, 7(1), 45–56.

World Tourism Organization. (2021). Human capital development in tourism. UNWTO.

World Tourism Organization. (2023). Tourism human capital development in the digital era. UNWTO.