The COVID-19 pandemic has significantly disrupted the hospitality industry, forcing hotels to adopt various human resource (HR) strategies to sustain their operations while managing workforce challenges. “This study explores the HR management strategies implemented by hoteliers during the pandemic, with a particular focus on employee layoffs, government support, and alternative cost-saving measures. The findings indicate that layoffs were the most common strategy adopted by hotels to reduce financial burdens, despite the severe implications for employee job security and well-being. Government assistance programs, including tax relief and subsidies, provided some relief; however, many hotel operators believed these measures were insufficient in sustaining long-term business viability. Notably, strategies such as encouraging early retirement and establishing pandemic funds were largely neglected, indicating a lack of preparedness within the industry for handling large-scale crises. The study also examines the role of socially responsible human resource management (SRHRM) in mitigating employee fears and fostering a supportive work environment during times of uncertainty. Hotels that implemented SRHRM practices—such as mental health support, flexible work arrangements, and enhanced workplace safety measures—demonstrated greater resilience in maintaining employee engagement and operational stability. Furthermore, the research applies a contingency approach to talent management, suggesting that adaptive HR strategies tailored to the unique challenges of the pandemic were more effective in sustaining business operations. As the hospitality sector transitions into the post-pandemic era, the study emphasizes the need for long-term HR resilience, including investments in digital transformation, workforce flexibility, and strategic government interventions. The research highlights the critical importance of developing comprehensive crisis management frameworks that integrate financial, operational, and employee-centered strategies to ensure sustainability in future disruptions. Additionally, the study calls for stronger collaboration between industry stakeholders, including government agencies, business associations, and HR professionals, to establish policies that promote business continuity and employee retention during crises. By learning from the challenges posed by COVID-19, hotel operators can build more sustainable business models that prioritize both financial stability and workforce well-being. The findings contribute to the broader discourse on HR crisis management in the hospitality sector, offering valuable insights into the effectiveness of different strategies employed during the pandemic. Ultimately, the study underscores the necessity for proactive HR planning, resilience-building measures, and policy-driven interventions to equip the hospitality industry with the tools needed to navigate future crises effectively. The research serves as a foundation for future studies on HRM in crisis situations, offering guidance for businesses seeking to enhance their preparedness for unexpected disruptions.
Dr anurag sharma Namrata meharwal (Fri,) studied this question.