Strategic Workforce Planning and Organizational Performance: A Ten-Year Longitudinal Hotel Case Study Using an HR Balanced Scorecard

Strategic workforce planning is increasingly important for hospitality organizations seeking to sustain employee capabilities, service quality, and organizational performance over time. This study examines how integrated strategic workforce planning and coordinated human resource management practices were associated with workforce development and organizational performance in a hotel across ten consecutive annual observations from 2016 to 2025. A longitudinal single-case design was employed. The program integrated qualitative, quantitative, and long-term workforce planning with competency-based job profiles, recruitment and selection, training and development, performance appraisal, employee participation, rewards, occupational conditions, and work organization. Outcomes were monitored through a Human Resource Balanced Scorecard covering Internal Processes, Learning and Growth, Customers, and Economic Performance. Twenty-six indicators had a predefined desirable direction, generating 234 annual transitions, of which 220 were favorable. Thirteen indicators improved in all nine consecutive transitions, while most others showed only isolated plateaus or temporary reversals. Favorable longitudinal patterns emerged across human resource management processes, organizational learning, employee commitment, workforce stability, relative labor productivity, customer outcomes, and economic efficiency. The findings indicate multidimensional longitudinal convergence rather than a demonstrated causal sequence and support the Human Resource Balanced Scorecard as a managerial learning framework for long-term workforce development.