IMPLEMENTASI STRATEGI MANAJEMEN SUMBER DAYA MANUSIA DI HOTEL LOMBOK PLAZA: ANALISIS PRAKTIK REKRUTMEN, PELATIHAN, DAN LOYALITAS KARYAWAN
Keywords:
Manajemen sumber daya manusia, pelatihan, rekrutmen, loyalitas karyawan, hotel.
Abstract
Penelitian ini bertujuan untuk menganalisis implementasi strategi manajemen sumber daya manusia (MSDM) di Hotel Lombok Plaza, dengan fokus pada perencanaan kebutuhan tenaga kerja, rekrutmen dan seleksi, pelatihan dan pengembangan, serta strategi peningkatan loyalitas karyawan. Pendekatan penelitian menggunakan metode kualitatif deskriptif melalui wawancara mendalam terhadap empat narasumber, yaitu Human Resource Development (HRD), asisten housekeeping, asisten front office, dan waiter bagian food and beverage (F&B). Hasil penelitian menunjukkan bahwa perencanaan SDM dilakukan berdasarkan kebutuhan operasional dan tingkat okupansi hotel, dengan strategi rekrutmen internal dan eksternal yang fleksibel. Pelatihan dilaksanakan secara periodik dan berbasis kinerja untuk meningkatkan kompetensi teknis dan perilaku kerja karyawan. Loyalitas karyawan dibangun melalui pemberian benefit yang kompetitif, kegiatan kebersamaan, serta sistem promosi berbasis evaluasi kinerja. Temuan ini menegaskan bahwa praktik MSDM yang adaptif, berbasis kompetensi, dan didukung pelatihan berkelanjutan berkontribusi terhadap peningkatan kinerja dan retensi karyawan di sektor perhotelan.
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[2] B. Ghani et al., “Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review,” Sustain., vol. 14, no. 5, pp. 1–26, 2022, doi: 10.3390/su14052885.
[3] A. N. Azzahra and Nurhadi, “Strategi Pengelolaan Sumber Daya Manusia untuk Meningkatkan Efisiensi Operasional di Industri Perhotelan: Studi Kasus Favehotel Rungkut Surabaya,” J. Penelit. dan Pengabdi. Masy. Indones., vol. 4, no. 1, pp. 996–1004, 2025.
[4] M. Mahsun and R. K. Rizal, “Effort for Developing Excellent Human Resources in the Hospitality Industry,” J. Asian Multicult. Res. Econ. Manag. Study, vol. 2, no. 4, pp. 25–32, 2021, doi: 10.47616/jamrems.v2i4.180.
[5] D. Yuningsih and H. Kurniawati, “Employee competence and organizational commitment in service quality improvement,” J. Adm. Bisnis Terap., vol. 8, no. 4, pp. 355–366, 2021.
[6] E. U. Kalsum, I. S. Pramesworo, S. B. C. Yuli, K. Sedyastuti, and A. Mursalin, “Bibliometric Exploration of Human Resource Innovation in the Tourism Industry,” J. Ilm. Manaj. Kesatuan, vol. 13, no. 4, pp. 2459–2470, 2025, doi: 10.37641/jimkes.v13i4.3172.
[7] I. D. G. S. A. Yadnya and L. Khamiliyah, “The Influence of Human Resource Practices, Inclusive Leadership, and Digital Competence on Employee Engagement and Retention in the Hospitality Industry: A SEM-PLS Approach,” J. Tour. Hosp. Travel Manag., vol. 2, no. 1, pp. 28–43, 2024, doi: 10.58229/jthtm.v1i2.307.
[8] M. A. HEMDI and A. MOHD. NASURDIN, “Turnover Intentions of Malaysian Hotel Employees: the Role of Human Resource Management Practices and Trust in Organization,” ASEAN J. Hosp. Tour., vol. 4, no. 2, p. 115, 2005, doi: 10.5614/ajht.2005.4.2.02.
[9] M. Riya, S. Satish, and J. Eugene, “a Study on Employee Retention and Strategies in the Hospitality Industry,” Int. J. Nov. Res. Educ. Learn., vol. 11, no. 2, pp. 16–26, 2024, [Online]. Available: https://doi.org/10.5281/zenodo.11076599
[10] F. Nasution and R. Pratama, “Continuous performance improvement in service-oriented organizations,” J. Manaj. dan Bisnis Indones., vol. 13, no. 2, pp. 89–101, 2023.
[11] M. M. Miah and I. A. Hafit, “A Review Study of the Human Resource Management Practices on Job Satisfaction of Hotel Industry Employees of Malaysia,” Int. J. Hum. Resour. Stud., vol. 9, no. 3, p. 75, 2019, doi: 10.5296/ijhrs.v9i3.15046.
[12] E. Silaningsih, E. Yuningsih, and Y. Yuningsih, “Peningkatan Kepuasan Konsumen Melalui Kualitas Layanan: Bukti Fisik, Kehandalan, Daya Tanggap, Jaminan, Empati, Kepuasan Konsumen.,” J. Visionida, vol. 7, no. 1, pp. 44–56, 2021.
[13] G. Dessler, Human Resource Management (16th ed.). Pearson Education, 2020.
[14] H. Ardianto, G. Gusnadi, I. Dharma, D. Razali, D. Eranza, and D. H. Nguyen Loc, “Employee well-being and employee retention: empirical study in an Indonesian company,” Glob. Adv. Bus. Stud., vol. 4, no. 2, pp. 104–115, 2025, [Online]. Available: https://doi.org/10.55584/Gabs.004.02.5
[15] A. Rahardjo, B. Putra, and S. Hidayat, “Strategic human resource planning for service excellence in the hotel sector,” Int. J. Contemp. Hosp. Manag., vol. 34, no. 8, pp. 2140–2157, 2022, doi: https://doi.org/10.1108/IJCHM-07-2021-0547](https://doi.org/10.1108/IJCHM-07-2021-0547.
[16] T. Wibowo, I. Nugraha, and N. Puspitasari, “Forecasting workforce needs based on occupancy trends in hotel operations,” J. Manaj. Strateg. dan Bisnis, vol. 8, no. 2, pp. 151–164, 2023.
[17] L. Kwok and A. Muñiz, “Do job seekers’ social media profiles affect hospitality managers’ hiring decisions? A qualitative inquiry,” J. Hosp. Tour. Manag., vol. 46, no. December 2020, pp. 153–159, 2021, doi: 10.1016/j.jhtm.2020.12.005.
[18] D. Rahmawati, M. Yusuf, and A. Santoso, “Effectiveness of need-based training in enhancing service quality in hospitality industry,” Tour. Manag. Stud., vol. 20, no. 1, pp. 45–57, 2024.
[19] M. M. Robles, Executive perceptions of the top 10 soft skills needed in today’s workplace. Business Communication Quarterly, 2012.
[20] R. Rahmadina and H. Millanyani, “Pengaruh Kualitas Pelayanan Terhadap Kepuasan Pelanggan Pada Hotel Tebu,” J. Ilm. Manajemen, Ekon. Akunt., vol. 6, no. 3, pp. 857–877, 2022, doi: 10.31955/mea.v6i3.2439.
[21] H. Chen and R. Qi, “Restaurant frontline employees’ turnover intentions: three-way interactions between job stress, fear of COVID-19, and resilience,” Int. J. Contemp. Hosp. Manag., vol. 34, no. 7, pp. 2535–2558, 2022, doi: 10.1108/IJCHM-08-2021-1016.
[22] B. P. Prabhu, N. A. V. A, and D. A. Kumar, “Strategic Human Resource in the Hotel Industry: ABCD Analysis,” Int. J. Res. Publ. Rev., vol. 5, no. 4, pp. 5128–5136, 2024, doi: 10.55248/gengpi.5.0424.1060.
[23] G. Cachón-Rodríguez, A. Blanco-González, C. Prado-Román, and C. Del-Castillo-Feito, “How sustainable human resources management helps in the evaluation and planning of employee loyalty and retention: Can social capital make a difference?,” Eval. Program Plann., vol. 95, no. May, 2022, doi: 10.1016/j.evalprogplan.2022.102171.
[24] K. Chen, X. Chen, Z. ao Wang, and R. Zvarych, “Does artificial intelligence promote common prosperity within enterprises? —Evidence from Chinese-listed companies in the service industry,” Technol. Forecast. Soc. Change, vol. 200, no. January, p. 123180, 2024, doi: 10.1016/j.techfore.2023.123180.
Published
2025-11-05
How to Cite
Rojabi, S., Agustyawan, I. K., Azra, D., Wahardani, E., & Suryani, S. (2025). IMPLEMENTASI STRATEGI MANAJEMEN SUMBER DAYA MANUSIA DI HOTEL LOMBOK PLAZA: ANALISIS PRAKTIK REKRUTMEN, PELATIHAN, DAN LOYALITAS KARYAWAN. Journal Of Responsible Tourism, 5(2), 1175-1182. https://doi.org/10.47492/jrt.v5i2.3975
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Articles
