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Abstract

This study explores hotel employees' views on the influence of human resource management (HRM) practices on their decisions to remain in or leave their jobs. The research involved conducting in-depth, semi-structured interviews with 15 individuals who had worked in various hotels located in Macau, China. A thematic analysis was used to interpret the interview data and extract key themes. The findings show that while employees generally value HR practices that address their personal and professional needs, they consider how these practices are executed by HR personnel to be even more important. Additionally, cultivating an organisational culture that encourages employees to feel a sense of ownership strongly impacts their retention. The study emphasises the essential role HR departments play in hotel settings, indicating that staff expect HR teams to be actively involved, not only in providing fair development opportunities but also in fostering a supportive and motivating work environment. This is especially vital in Integrated Resorts, where collaboration among large, diverse teams is necessary to fulfil guest expectations. The study recommends that HR departments focus on addressing employee concerns, facilitating healthy workplace relationships, and involving employees’ family members in organisational activities and facility use. Such initiatives can enhance employee engagement. Additionally, managers are encouraged to listen carefully to employee feedback and resolve issues at their roots, sending a clear message that management genuinely values and supports its workforce. While earlier studies have explored the connection between HRM practices and employees' intentions to leave, they have primarily used quantitative approaches and have seldom focused on the hotel sector. This research offers a distinct contribution by employing qualitative methods to gain deeper insights into how hotel employees perceive the impact of HRM practices on their decisions to stay or leave their jobs.