




































 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The Effect of Human Resource Practices on Hotel 

Performance during Crisis: A Case Study of Star-Rated 

Hotels in Mombasa, Kenya 

 

Eunice Mukolwe, Dr. Dorothy Rotich, Dr. Isabela Mapelu & Prof. 

Hellen Ipara 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

2 
 

The Effect of Human Resource Practices on Hotel Performance during 

Crisis: A Case Study of Star-Rated Hotels in Mombasa, Kenya 
 

Eunice Mukolwe1* 

PhD Candidate, Department of Hotel and Hospitality Management, Moi University 
*Corresponding Author’s Email: Eunydoc@gmail.com 

Dr. Dorothy Rotich2, Dr. Isabela Mapelu3 and Prof. Hellen Ipara4 

Lecturers, Department of Hotel and Hospitality Management, Moi University, Eldoret, Kenya 

 
Article history  

Submitted 12.09.2023 Revised Version Received 17.09.2023 Accepted 18.09.2023 
 

Abstract 

Purpose: Star-rated hotels play a pivotal role in the 

global economy, contributing significantly to 

international tourism, job creation, and fostering 

cross-cultural exchanges. These establishments are 

luxurious havens and symbols of excellence and 

diplomacy, promoting economic growth and 

development, attracting foreign investment, and 

serving as ambassadors of local culture. In Kenya, 

star-rated hotels are essential contributors to the 

national economy, promoting sustainability and 

wildlife conservation. While these hotels have 

traditionally thrived due to Kenya's vibrant tourism 

sector, the industry faces an ever-present threat of 

crises. Therefore, this study, anchored in the 

Resource-Based View (RBV) theory analyzed the 

effect of human resource practices on the 

performance of hotels in Mombasa County during 

crises. 

Methodology: This research employed a 

Covariance-Based Structural Equation Modeling 

(CB-SEM) approach, well-suited for assessing 

direct and indirect associations among observed and 

latent constructs. The study utilized an ex post facto 

research design to investigate the impact of specific 

Human Resource Management (HRM) practices on 

the performance of star-rated hotels in Mombasa 

County, Kenya, particularly during crises. 

Structured questionnaires were meticulously 

administered to 198 management staff members 

working within star-rated hotels in Mombasa 

County. This population was chosen due to its 

critical role in hotel operations, allowing the 

research to gain comprehensive insights into the 

relationships under examination. The response rate, 

approximately 90%, was considered practical and 

representative of questionnaire-based research. 

Data were analyzed using descriptive and 

inferential analysis techniques and presented in 

tabular format. 

Findings: The study indicated that Talent Retention 

and Training exhibited a statistically significant 

positive effect on hotel performance, with a 

substantial path coefficient of 0.619. Crisis 

Communication and Leadership also contributed 

significantly to hotel performance, showcasing a 

positive and statistically significant path coefficient 

of 0.355. On the other hand, Resource Management 

and Adaptability did not exhibit a statistically 

significant direct relationship with hotel 

performance, as indicated by a non-significant path 

coefficient (p = 0.607). The robust positive 

relationships discovered between Talent Retention 

and Training, Crisis Communication and 

Leadership, and hotel performance align 

harmoniously with previous research findings. 

These results underscore the critical roles these 

factors play within the hospitality industry. 

Investments in talent management and effective 

crisis management strategies are vital for a hotel's 

success. The non-significant relationship between 

Resource Management and Adaptability and hotel 

performance challenges conventional wisdom but 

emphasizes the importance of considering the 

specific contextual nuances.  

Recommendations: In conclusion, the study 

demonstrates that Talent Retention and Training, as 

well as Crisis Communication and Leadership, 

significantly contribute to the performance of star-

rated hotels in Mombasa County, Kenya. These 

findings underline the need for hoteliers to 

prioritize investments in talent management, crisis 

management, and leadership skills. While the 

relationship between resource management, 

adaptability, and hotel performance appears more 

complex, further research is required to unearth any 

potential indirect effects or contextual nuances. 

Keywords: Crisis Communication, Star-Rated 

Hotels, Talent Retention, Resource Management, 

Adaptability, Performance

https://orcid.org/0000-0002-0259-0732
about:blank
https://doi.org/10.47672/ejh.1585


European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

3 
 

1.0 INTRODUCTION 

The hospitality industry, particularly star-rated hotels, is essential to most nation's economies. 

Globally, the hospitality industry, characterized by diverse services and accommodations, is integral 

to the economy. Among its various segments, star-rated hotels stand out as pillars of excellence and 

luxury, catering to travelers seeking exceptional experiences (Shahid & Paul, 2022). These hotels are 

emblematic of the industry's significance as they welcome guests from every corner of the world. As 

a global industry, hospitality contributes significantly to international tourism, job creation, and cross-

cultural exchange (Ismail et al., 2020). 

Star-rated luxury and comfort hotels have become synonymous with international travel (Kim et al., 

2019). They are essential in attracting high-spending tourists who traverse continents to experience 

these establishments' opulence and world-class service (Sadek, 2021). Star-rated hotels drive tourism 

revenues and stimulate trade and diplomacy between nations (Hitchcock, 2023). This interplay 

between the hospitality industry and global diplomacy underscores the industry's broader geopolitical 

significance. 

Moreover, the hospitality industry's global footprint extends to the digital realm, with online booking 

platforms facilitating international reservations and fostering global connectivity (Pencarelli, 2020). In 

an era of globalization, the hospitality sector represents a bridge that transcends borders and fosters 

cross-cultural understanding (Nazarian et al., 2023). The global reach of star-rated hotels underscores 

their role as ambassadors of hospitality and showcases the industry's potential to shape the future of 

international travel and commerce (Honey & Hogenson, 2017). 

On a continental scale, the hospitality industry, including star-rated hotels, is a vital driver of economic 

growth and development (Ofori & Appiah-Nimo, 2022). Across continents, from the bustling cities of 

North America to the idyllic beachfront of Asia, these hotels are iconic landmarks contributing to the 

continent's identity and allure (Lade et al., 2020). They attract tourists and business travelers, fostering 

economic ties and promoting regional cooperation (Hitchcock, 2023). In addition to generating 

substantial revenue, the hospitality industry provides countless employment opportunities and supports 

ancillary sectors, such as food and transportation (Camilleri & Camilleri, 2018). 

Star-rated hotels on the continental level often serve as magnets for foreign investment, drawing in 

capital and expertise to elevate the local tourism infrastructure (Christie et al., 2014). This foreign 

investment bolsters the hospitality sector and creates a ripple effect, benefiting related industries like 

agriculture and manufacturing through the supply chain (Boora & Dhankar, 2017). Moreover, the 

economic significance of star-rated hotels extends to tax revenues and other corporate social 

responsibility that can be reinvested in public services and infrastructure development (Otieno et al., 

2023). In this way, the hospitality industry catalyzes broader regional development efforts. 

At the regional level, the significance of star-rated hotels within the hospitality sector becomes even 

more apparent (Hinson et al., 2017). Regions like the Caribbean, Mediterranean, and East Africa boast 

world-class hotels fundamental to their tourism appeal (Demiroglu et al., 2020). These establishments 

not only bolster the local economy through direct revenue but also stimulate the growth of small and 

medium-sized enterprises (SMEs) involved in tourism-related activities (Ondieki, 2013). Moreover, 

they often serve as ambassadors of local culture, offering guests a glimpse into the region's traditions 

and heritage (Ali, 2022). 

In Kenya, the hospitality industry, epitomized by its star-rated hotels, is a cornerstone of the national 

economy (Ministry of Tourism, Wildlife & Heritage, 2022). Kenyan star-rated hotels are renowned 

for their unique blend of modern comfort and traditional hospitality, attracting visitors from across the 

globe (Wadawi et al., 2015). They contribute significantly to Kenya's GDP, foreign exchange earnings, 

and job creation (Ministry of Tourism, Wildlife & Heritage, 2022). Furthermore, these hotels often 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

4 
 

engage in sustainable practices, promoting conservation efforts and eco-tourism, aligning with Kenya's 

environmental preservation commitment (Muriithi et al., 2023). 

The impact of star-rated hotels on Kenya's economy is profound. They are not merely places of 

accommodation but also hubs for cultural exchange and wildlife conservation (Waari et al., 2018). 

These hotels support sustainable tourism initiatives through partnerships with local communities, 

providing livelihood opportunities for indigenous populations (Muriithi et al., 2023). Additionally, 

their contribution to Kenya's foreign exchange earnings enhances its economic resilience and stability 

(Ministry of Tourism, Wildlife & Heritage, 2022). 

The hospitality industry, particularly star-rated hotels, is an essential component of Mombasa's 

economy, drawing visitors from across the globe to its picturesque coastal landscapes. While these 

hotels have traditionally thrived due to Kenya's vibrant tourism sector, the industry faces an ever-

present threat: crises. These crises can take numerous forms, from economic downturns to global health 

emergencies, each capable of significantly disrupting hotel operations and profitability. 

One recurring challenge star-rated hotels in Mombasa face is economic crises. The global economic 

landscape can be volatile, impacting tourism and travel budgets. Economic downturns, such as 

recessions or financial crises, often lead to reduced travel and lower consumer spending, affecting the 

hospitality sector (WTTC, 2019). For instance, the 2008 global financial crisis had a notable impact 

on Mombasa's hospitality industry, with decreased occupancy rates and revenue. These economic 

crises strain hotel profitability, forcing them to adapt and implement cost-cutting measures, which can, 

in turn, affect service quality and employment (Matanzima & Nhiwatiwa, 2022). 

The emergence of global health emergencies, such as pandemics, severely threatens Mombasa's 

tourism and hospitality industry. The COVID-19 pandemic swept the globe, leading to travel 

restrictions, lockdowns, and reduced tourism (UNWTO, 2020). Star-rated hotels in Mombasa 

experienced unprecedented challenges, including closures, staff layoffs, and a sharp decline in 

bookings. The pandemic revealed the vulnerability of the hospitality sector to health crises, prompting 

hotels to rethink their crisis management strategies, including hygiene protocols and safety measures 

(Sigala, 2020). 

Mombasa's coastal location makes it susceptible to natural disasters, particularly tropical storms and 

flooding. These events can disrupt hotel operations, damage infrastructure, and impact the tourist 

experience. For example, heavy rainfall and flooding in 2020 led to temporary closures and disruptions 

in the coastal region (Aura et al., 2020). Star-rated hotels had to contend with damage to their 

properties, logistical challenges, and the need for disaster preparedness plans to mitigate future risks. 

In addition to economic, health, natural, and political crises, star-rated hotels in Mombasa have been 

vulnerable to terror threats and security concerns, exemplified by well-known terrorist attacks. The 

coastal region has, regrettably, been the backdrop for infamous acts of terrorism that have profoundly 

impacted tourism and hotel operations (Combs, 2015). Notably, the 2002 Mombasa hotel bombing, 

targeting the Paradise Hotel, and the simultaneous missile attack on an Israeli airliner sent shockwaves 

through the region and the global hospitality industry (Fighel, 2014). These tragic events resulted in 

reevaluating security measures in star-rated hotels and necessitated extensive collaboration with 

national and international security agencies. 

In such challenging times, the ability of star-rated hotels in Mombasa to not only endure but also 

maintain high levels of performance hinges significantly on their Human Resource Management 

(HRM) practices. In a study, Kim (2020) highlights that clear communication with employees during 

crises can enhance organizational resilience. Kim argues that HR departments in star-rated hotels 

ensure that crisis communication is transparent, timely, and consistent, building employee trust. The 

study emphasizes that HR departments are pivotal in optimizing staffing levels and deploying 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

5 
 

resources efficiently. In times of reduced demand or unexpected challenges, such as the COVID-19 

pandemic, HR professionals in star-rated hotels are responsible for making decisions regarding staffing 

adjustments and cost containment strategies (Dwivedi et al., 2020). Nizamidou and Vouzas (2018) 

underscore the importance of HR departments in providing support services, including mental health 

resources, to mitigate the psychological impact of crises on employees. 

In this context, this research paper investigates the effect of HRM practices on the performance of star-

rated hotels in Mombasa, Kenya, during crises, specifically focusing on three potential HRM practices: 

Crisis Communication and Leadership, Talent Retention and Training, and Resource Management and 

Adaptability. Therefore, the objectives of this study include: 

1. To establish the effect of Crisis Communication and Leadership on the performance of star-

rated hotels in Mombasa County. 

2. To determine the effect of Talent Retention and Training on the performance of star-rated 

hotels in Mombasa County. 

3. To explore the effect of Resource Management and Adaptability on the performance of star-

rated hotels in Mombasa County. 

2.0 LITERATURE REVIEW AND HYPOTHESES DEVELOPMENT 

Theoretical Framework 

The Resource-Based View (RBV) theory offers a suitable theoretical foundation for this research due 

to its emphasis on internal resources and capabilities as drivers of competitive advantage and 

organizational performance. In this study, human resources are the primary internal resource under 

investigation. The RBV theory posits that a firm must possess and leverage unique, valuable, and non-

substitutable resources and capabilities to achieve sustainable competitive advantage. The RBV theory 

is highly relevant to this study's context, as it suggests that the effectiveness of human resource 

practices, including recruitment, training, employee engagement, and crisis management training, can 

significantly impact the performance of star-rated hotels during crises (Ofori & Appiah-Nimo, 2022).  

Specifically, it underscores the importance of resource heterogeneity, implying that not all hotels 

possess the same human resource capabilities. Some hotels may excel in talent acquisition, while 

others may have a culture of employee empowerment and innovation. During a crisis, these diverse 

capabilities can lead to differential performance outcomes. Furthermore, empirical research has widely 

applied and validated the RBV theory in various industries and contexts, demonstrating its robustness 

in explaining firm performance (Dionysus & Arifin, 2020; Ruivo et al., 2015).  

Empirical Review 

Crisis Communication and Leadership and Hotel Performance 

In their study on internal crisis communication during the COVID-19 pandemic in Nordic countries, 

Haavisto and Linge (2022) employed a qualitative multiple-case study approach. The research aimed 

to understand the dynamics of internal crisis communication. Data were collected through interviews 

with leaders, middle managers, and employees. Thematic and narrative analysis methods were used to 

identify key themes. The findings underscored the significance of transparent and participative crisis 

communication in Nordic leadership during the pandemic. It was emphasized that transparency and 

participative communication were pivotal in effective internal crisis communication, employee sense-

making, and trust-building during a crisis. While it provides valuable insights into crisis 

communication, the study's qualitative approach may not yield quantitative data directly relevant to 

hotel performance. It does not explicitly address the relationship between crisis communication, 

leadership, and hotel performance. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

6 
 

Focusing on employees in the US food and beverage and lodging segments during the COVID-19 

pandemic, Guzzo et al. (2021) explored how employees responded to managers' communication. Their 

research utilized a factorial experimental design to examine the impact of different communication 

messages. Data was collected via Amazon Mechanical Turk, and participants rated their affective 

responses. The study revealed that managers' communication following CDC norms elicited gratitude 

among employees, while communication ignoring these norms increased fear and anger. Significantly, 

these emotional responses influenced organizational trust, highlighting the pivotal role of 

communication during a crisis. Although this study sheds light on the impact of communication on 

employee affective responses, it does not directly address hotel performance. 

Zhang et al. (2023) delved into the impact of destinations' crisis communication on tourists' travel 

intentions, focusing on different crisis types (victimized and preventable crises) and communication 

sources. The study adopted a research design that explored the matching effect of crisis communication 

sources and crisis types. Surveys were used for data collection, and factor analysis was applied to 

identify key leadership competencies. The findings unveiled a matching effect of destinations' crisis 

communication sources and types, emphasizing the importance of tailoring crisis communication 

strategies to specific crises. While it provides insights into crisis communication's influence on 

tourism, it does not explicitly address hotel performance in Mombasa County. 

Wisittigars & Siengthai (2019) sought to identify crisis leadership competencies in Thailand's facility 

management (FM) sector. They employed the Delphi technique for opinion evaluation, followed by a 

questionnaire survey. Data were collected through questionnaires and analyzed using factor analysis 

to identify critical leadership competencies. The study identified 29 significant crisis leadership 

competencies categorized into five groups, with emergency preparedness identified as the most crucial 

competency for effective FM crisis management. The study's focus on a different industry and location 

means that it does not provide insights into the specific challenges and dynamics of the hotel industry. 

Kulkarni's (2019) quasi-experimental study compared three communication modes during a crisis to 

examine their impact on relational maintenance. The study involved participants exposed to crisis 

communication via Facebook, a corporate blog, or a corporate media release. The research explored 

the influence of perceived user control and familiarity with the medium on stakeholder perceptions 

during a crisis. While the study did not find significant differences based on different communication 

mediums, it did reveal that participants relying on Facebook reported a better understanding of the 

crisis. This underscored the importance of perceived user control and medium familiarity in shaping 

stakeholder perceptions during a crisis. This quasi-experimental study compares communication 

modes during a crisis but does not focus on the hotel industry or Mombasa County. 

Because most of the reviewed studies focus on different industries, contexts, and research questions 

that may not directly relate to crisis communication and leadership in star-rated hotels in Mombasa 

County, we postulate that; 

H01: Crisis communication and leadership in star-rated hotels in Mombasa County has no significant 

effect on their performance 

Talent Retention and Training and Hotel Performance 

Yeswa and Ombui (2019) investigated the influence of talent management strategies on employee 

retention within the Kenyan hotel industry. They employed a descriptive research design and targeted 

hotels rated from one to five stars in Kenya, totaling 183 establishments. The study specifically 

engaged human resource managers from each hotel due to their intimate knowledge of HR policies 

and strategies. A stratified sampling technique was used to sample the required HR managers. Data 

were collected using questionnaires and analyzed using descriptive and inferential statistical methods. 

Findings revealed that reward systems, career development, employee engagement, and training 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

7 
 

significantly influence employee retention within the Kenyan hotel industry. However, the study 

focused on employee retention but lacked a direct link to the performance of hotels. Besides, the 

descriptive research design was appropriate for understanding the current situation but could not 

establish a causal relationship between talent management practices and hotel performance. 

.Jepchumba (2021) examined the impact of talent management practices on hotels' organizational 

performance in Kenya's South Rift Region. Utilizing a cross-sectional survey research design, the 

study focused on two- to five-star hotels within the region, encompassing a target population of 40 

hotels. Census sampling was employed, including all eligible hotels in the study. Data were collected 

through structured closed-ended questionnaires designed to address the research objectives. 

Descriptive statistics, such as frequencies, means, percentages, and standard deviations, were used to 

characterize organizational attributes. Inferential statistics, including Pearson correlation coefficient 

and multiple regression analysis, were employed to explore the relationships between talent 

management practices and organizational performance. The research findings indicated strong positive 

relationships between talent attraction, talent retention, talent development, and career management 

with organizational performance in the hotel industry. However, the study's findings were specific to 

the South Rift Region and may not have directly applied to Mombasa County, which could have 

different dynamics. 

Chan et al. (2021) undertook an exploratory study to identify key retention factors and evaluate existing 

human resource practices within the hotel industry, focusing on HR professionals' perspectives. 

Employing an inductive qualitative approach, this research aligned with an interpretative paradigm, 

given its subjective, individualistic, and contextual nature. The study conducted in-depth focus group 

interviews with 40 respondents spanning managerial, supervisory, and operational roles across the 

Malaysian hotel industry. Respondents were selected based on demographic profiles, employment 

status, and work experience to ensure diversity. Data collection involved tape-recorded interviews, 

subsequently transcribed and analyzed through a three-step method. Key findings highlighted common 

organizational issues, such as benefits packages, compensation, and career development, significantly 

influencing hotel employee retention. While the study addressed employee retention, it did not 

explicitly explore its impact on hotel performance. Moreover, the study was based in Malaysia, which 

may have different labor market conditions and cultural factors than Mombasa County, Kenya. 

Findings may not be directly transferable. 

Immaneni and Sailaja (2020) explored the impact of human resource management practices on 

employee retention within the hotel industry in Hyderabad, India. This study concentrated on 5-star 

and 4-star hotels, adopting a cross-sectional survey research design. Structured closed-ended 

questionnaires were employed for data collection, examining the relationships between four HR 

practices—Recruitment and selection, Training and Development, Salary and Monetary Benefits, and 

Work Environment—and employee retention. Descriptive analysis characterized organizational 

attributes, including frequencies, means, percentages, and standard deviation. Meanwhile, inferential 

analysis comprising Pearson correlation coefficient and structural equation modeling assessed HR 

practices' effects on retention. The research findings revealed that all four HR practices significantly 

related to employee retention, with recruitment and selection exhibiting the most substantial positive 

impact. While the study highlighted the significance of HR practices in retaining employees, it did not 

directly assess their effect on hotel performance. 

In summary, none of the reviewed studies directly addressed talent retention and training in the context 

of the performance of star-rated hotels in Mombasa County. They mainly focused on employee 

retention and HR practices without establishing a direct link to hotel performance in the specific 

context of Mombasa County. Therefore, we postulate that; 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

8 
 

H02: Talent retention and training do not significantly affect the performance of star-rated hotels in 

Mombasa County.  

Resource Management and Adaptability and Hotel Performance 

In a study conducted in Spain, particularly in the Canary Islands, Melian-Alzola et al. (2020) explored 

the organizational resilience of hotels, focusing on four-star, five-star, and Great Luxury hotels in the 

region. They collected data through an online questionnaire survey targeting hotel managers, with a 

response rate of 26.9%. The findings indicated that strategy and change dimensions significantly affect 

hotel resilience, which, in turn, positively influences hotel performance. This study is conducted in 

Spain, focusing on the Canary Islands, which may have different contextual factors than Mombasa 

County. While this study emphasized the importance of organizational resilience, its applicability to 

Mombasa County's hotels is uncertain, as regional differences can influence resource management and 

adaptability effectiveness. 

Ghaderi et al. (2022) investigated crisis preparation among hospitality managers in Malaysia. It utilized 

qualitative research methods, conducting semi-structured interviews with 24 hospitality managers. The 

findings revealed that crisis preparation in Malaysian hospitality firms was somewhat neglected, with 

hotel crisis preparation influenced by senior managers' intentions and organizational culture. 

Additionally, organizational resilience plays a significant role in hotel crisis planning and 

preparedness. Interestingly, the study highlighted that hotels were less inclined to be "learning 

organizations" regarding long-term adaptation, and managers were hesitant to change established 

structures. While this study offers insights into crisis preparedness, the transferability of these findings 

to Mombasa County's hotels may be limited due to regional disparities. 

Hall et al. (2023) sought to identify research approaches and issues related to resilience in the 

hospitality and tourism sector. They conducted a critical thematic review of the literature, emphasizing 

resilience's contested nature and varying interpretations. The dominant approach in the hospitality and 

tourism field was informed by engineering resilience at the organizational level. The study suggested 

a need for a comprehensive understanding of resilience, considering its multi-scaled nature and the 

importance of slow change. While the study highlights the importance of resilience, it does not provide 

direct evidence regarding the effect of resource management and adaptability on hotel performance in 

Mombasa County.  

Jóhannsdóttir et al. (2022) explored the impact of human resource management (HRM) on institutional 

resilience during the COVID-19 pandemic in Iceland's Westfjords region. They employed a semi-

structured interview framework, interviewing 44 interviewees from various sectors. The study 

identified three key components of resilience: anticipate and plan, manage and survive, and learn and 

grow. While some institutions neglected anticipatory crisis preparation, many managed to adapt and 

thrive during the pandemic, emphasizing the role of HRM in both positive and negative aspects. The 

study highlights the role of HRM in resilience. However, its direct applicability to Mombasa County's 

hotels depends on the unique circumstances of the county and its hotels. 

Chan et al. (2020) examined disaster management from the perspectives of tourism stakeholders, 

focusing on the 2018 Hokkaido Eastern Iburi Earthquake in Japan. The researchers conducted face-to-

face interviews with key informants and tourism stakeholders approximately one year after the 

earthquake. The findings highlighted the multifaceted roles of tourism stakeholders in disaster 

preparation, evacuation, and long-term recovery. Collaboration and adaptation emerged as key 

determinants of resilience, emphasizing shared local values, experiences, and disaster risk 

communication within the context of tourism destinations. While collaboration is crucial, the factors 

affecting resource management and adaptability in Mombasa County's star-rated hotels may differ 

from those in the earthquake-affected Japanese context.  



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

9 
 

The provided studies offer valuable insights into resilience and crisis management in various contexts 

but do not directly support Mombasa County's star-rated hotels. To draw meaningful conclusions about 

resource management and adaptability in Mombasa County, we postulate that: 

H03: Resource management and adaptability do not significantly affect the performance of star-rated 

hotels in Mombasa County. 

3.0 METHODOLOGY 

The research adopted a Covariance-Based Structural Equation Modeling (CB-SEM) approach to 

explore the intricate relationships among critical variables within the context of star-rated hotels in 

Mombasa County, Kenya. CB-SEM is selected for its suitability for assessing direct and indirect 

associations between observed (manifest) variables and latent constructs, aligning with the study's 

objective of examining the impact of crisis communication and leadership, talent retention and 

training, and resource management and adaptability on hotel performance. This approach allows for a 

comprehensive analysis of the underlying structural relationships within the data. The research design 

employed was ex post facto, allowing for a retrospective analysis of existing data collected from the 

target population. This design is ideal for exploring relationships between variables without direct 

manipulation, which is appropriate for this research context. 

The study focused on ten manifest variables, categorized into four constructs: Crisis Communication 

and Leadership (3), Talent Retention and Training (2), Resource Management and Adaptability (2), 

and Hotel Performance (3). These manifest variables were carefully selected to capture critical aspects 

of each construct. Data were collected through structured questionnaires administered to 219 

management staff from star-rated hotels in Mombasa County. This specific context was chosen 

because it represents a significant sector in the regional hospitality industry, allowing the research to 

provide valuable insights into the relationships between the identified variables. The study obtained 

valid responses from 198 participants, corresponding to a response rate of approximately 90%, which 

was practical and representative for questionnaire-based research. Descriptive statistics were used to 

analyze respondents’ demographic profile and presented in frequency distribution Tables. Fit indices 

validated the measurement and structural models, while hypotheses were tested using path coefficients 

generated through SEM and presented in Tabular form. Hypotheses were tested at the 5% significance 

level (α=0.05).   

4.0 FINDINGS  

Demographic Profile 

The study's participants were evenly distributed by gender, with 40.9% male and 59.1% female 

respondents, ensuring robustness and gender-neutral findings (Table 1). Most respondents (45.5%) 

were aged 26-40, representing mid-career staff, while 22.2% were above 40 and 32.3% aged 18-25. 

None of the participants lacked formal education, with 50.5% holding secondary and 44.4% college 

qualifications. Job titles varied, with 50.5% supervisors, 33.3% assistant managers, 9.1% managers, 

and 7.1% in other roles. Concerning tenure, 53.5% worked for less than five years, 24.2% for 6 to 10 

years, and 22.2% for over a decade. The Food and Beverages department had the most representation 

(40.4%), followed by Housekeeping (25.8%) and Front Office (24.7%). This diverse composition 

ensures the research's applicability to different workforce segments, offering nuanced insights into 

human resource practices' impact on hotel performance during crises. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

10 
 

Table 1: Demographic Characteristics  

  Frequency Percent 

Gender Male 81 40.9 

 Female 117 59.1 

 Total 198 100 

Age in years 18-25 years 64 32.3 

 26-40 years 90 45.5 

 Above 40 years 44 22.2 

 Total 198 100 

Academic qualification None 0 0.0 

 Primary 10 5.1 

 Secondary 100 50.5 

 College 88 44.4 

 Total 198 100 

Job title Supervisor 100 50.5 

 Ass. Manager 66 33.3 

 Manager 18 9.1 

 Other 14 7.1 

 Total 198 100 

Duration of employment Below 5 years 106 53.5 

 6-10 Years 48 24.2 

 Above 10 years 44 22.2 

 Total 198 100 

Department Housekeeping 51 25.8 

 Front Office 49 24.7 

 Food and Beverages 80 40.4 

 Other 18 9.1 

 Total 198 100 

Model Validation 

The model fit summaries (Table 2) reveal critical insights into the structural model assessing the 

relationship between HRM crisis management practices and the performance of star-rated hotels. 

Notably, the default model, representing the hypothesized link, demonstrates robust fit to the data, as 

evidenced by the Comparative Fit Index (CFI) and the Tucker-Lewis Index (TLI), both exceeding 

0.95, signifying robust model fit. Furthermore, the Root Mean Square Error of Approximation 

(RMSEA) stands at an impressively low value of 0.000, indicating an excellent fit. These findings 

collectively suggest a substantial and meaningful association between HRM crisis practices and hotel 

performance. While the chi-square test reveals some statistical discrepancy, it is crucial to 

acknowledge its sensitivity to sample size. In contrast, the comparison with the independence model 

underscores the superiority of the structural model in explaining the observed data. In conclusion, these 

results emphasize the significance of HRM crisis management practices in influencing the 

performance of star-rated hotels, reinforcing the need for effective crisis management strategies in the 

hotel industry.  



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

11 
 

Table 2: Model Fit Indices 

Fit indices Recommended value Default value 

χ2/df <5.0 0.781 

GFI >0.90 0.982 

AGFI >0.90 0.958 

NFI >0.90 0.988 

RFI >0.90 0.976 

IFI >0.90 1.004 

CFI >0.90 1.000 

TLI >0.90 1.007 

RMSEA <0.05 0.000 

Model Findings 

The estimates from the regression weights analysis (Table 2) offer valuable insights into the 

relationships between the latent constructs. Notably, the path coefficient (estimate) between Hotel 

Performance and Talent Retention and Training (par_7) is positive at 0.619, indicating a moderately 

strong and statistically significant positive association. This suggests that talent retention and training 

investments positively affect the performance of star-rated hotels in Mombasa County. 

Similarly, the path coefficient between Hotel Performance and Crisis Communication and Leadership 

(par_8) is also positive, with a value of 0.355. This indicates a significant positive relationship, albeit 

of a slightly lower magnitude than the previous one. It implies that effective crisis communication and 

leadership practices positively contribute to hotel performance, aligning with the notion that well-

managed crises can enhance a hotel's reputation and, consequently, its performance. 

In contrast, the path coefficient between Hotel Performance and Resource Management and 

Adaptability (par_9) is negative at -0.148. However, this coefficient is not statistically significant (p = 

0.607), suggesting no significant direct relationship between resource management and adaptability 

and hotel performance in Mombasa County. 

Table 3: Regression Weights: (Group Number 1 - Default Model) 

   Estimate SE. CR. P Label 

Hotel 

performance 
<--- Talent Retention and Training .619 .302 2.052 .040 par_7 

Hotel 

performance 
<--- 

Crisis Communication and 

Leadership 
.355 .115 3.076 .002 par_8 

Hotel 

performance 
<--- 

Resource Management and 

Adaptation 
-.148 .288 -.514 .607 par_9 

These estimates have important implications for hotel management in Mombasa County. Hoteliers 

should prioritize investments in talent retention and training, as well as crisis communication and 

leadership practices, as these factors can significantly enhance hotel performance. On the other hand, 

while resource management and adaptability are essential aspects of hotel operations, this study did 

not find evidence of a direct link between these factors and hotel performance. Hotel managers should 

consider focusing on other aspects of their operations to improve performance, such as talent 

management and crisis preparedness. Further research may be needed to explore the indirect or 

mediating effects of resource management and adaptability on hotel performance. 

 

 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

12 
 

Discussions 

The positive relationship between Talent Retention and Training and Hotel Performance echoes 

findings from previous research. Yeswa and Ombui (2019) investigated talent management strategies 

within the Kenyan hotel industry and found that reward systems, career development, employee 

engagement, and training significantly influenced employee retention. While their focus was on 

employee retention, the current study extends this relationship to hotel performance, highlighting the 

transferability of talent management practices beyond employee retention. This underscores the 

contribution of the current study in bridging the gap between talent management and its direct impact 

on hotel performance in the specific context of Mombasa County. 

The positive relationship between Crisis Communication and Leadership and Hotel Performance 

aligns with the broader literature on crisis management in the hospitality industry. Haavisto and Linge 

(2022) emphasized the importance of transparent and participative crisis communication during the 

COVID-19 pandemic in Nordic countries, underscoring the role of such communication in trust-

building and employee sense-making.  

Similarly, Guzzo et al. (2021) found that effective communication influenced organizational trust in 

the US food and beverage and lodging segments. However, the current study's contribution lies in its 

specific focus on Mombasa County's hotels, recognizing the unique crisis scenarios and regional 

factors that may impact the relationship between crisis communication, leadership, and hotel 

performance. This localized perspective enhances the relevance of the findings for hotel managers and 

policymakers in Mombasa County. 

The non-significant relationship between Resource Management and Adaptability and Hotel 

Performance somewhat challenges conventional wisdom. While previous research has highlighted the 

importance of resource management and adaptability in organizational performance, this finding 

underscores the need to consider the specific context. Melian-Alzola et al. (2020) in Spain found that 

strategy and change dimensions significantly affected hotel resilience and performance. However, the 

current study suggests that resource management and adaptability may not directly impact hotel 

performance in Mombasa County's unique context. This nuanced perspective contributes to a more 

comprehensive understanding of the factors influencing hotel performance, emphasizing the 

importance of context-specific research. 

5. 0 CONCLUSION AND RECOMMENDATIONS 

Conclusion  

Crisis communication and leadership are positively associated with the performance of star-rated 

hotels in Mombasa County. Therefore, effective crisis communication and strong leadership practices 

play a vital role in enhancing the performance of these hotels. Notably, this relationship aligns with 

the widely accepted notion that well-handled crises can bolster a hotel's reputation, ultimately leading 

to improved performance. While the magnitude of this effect is moderately strong, it underscores the 

importance of prioritizing crisis management and leadership skills within the hotel industry in 

Mombasa County. 

Talent retention and training positively and strongly impact the performance of star-rated hotels in 

Mombasa County. These results emphasize the critical role that talent retention and training 

investments play in driving the success of hotels in Mombasa County. Fostering a skilled and 

committed workforce through robust retention and training strategies substantially impacts hotel 

performance. This finding highlights the significance of human capital investment in the industry, 

emphasizing that well-trained and motivated staff can significantly contribute to a hotel's success. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

13 
 

The relationship between resource management and adaptability and the performance of star-rated 

hotels in Mombasa County has a unique dynamic. While a negative path coefficient suggests a 

potential adverse effect, it is crucial to note that the relationship was not statistically significant. 

Consequently, the analysis does not provide sufficient evidence to establish a direct link between 

resource management and adaptability and the performance of star-rated hotels in Mombasa County. 

However, this absence of statistical significance does not necessarily rule out the influence of these 

factors. There may be indirect or nuanced effects that require further exploration. In summary, these 

findings highlight the complexities surrounding resource management and adaptability within the hotel 

industry in Mombasa County and suggest the need for more comprehensive research to uncover any 

possible indirect relationships. 

Recommendations  

Given the positive association between Crisis Communication and Leadership and the performance of 

star-rated hotels in Mombasa County, it is recommended that hotel management prioritize crisis 

communication and leadership training programs. Investing in enhancing the crisis communication 

skills of staff and cultivating strong leadership practices can significantly contribute to the overall 

success of hotels. Hotel managers should consider organizing regular training sessions and workshops 

for their teams to ensure they are well-prepared to handle crises effectively. This not only enhances 

the hotel's reputation during challenging times but also positively impacts its long-term performance. 

The strong and positive impact of Talent Retention and Training on the performance of star-rated 

hotels underscores the importance of human capital investment. Hotel owners and managers should 

place a strong emphasis on talent retention strategies, such as competitive compensation, career 

development opportunities, and employee engagement programs. Additionally, investing in training 

and development programs for staff at all levels is crucial to maintain a skilled and motivated 

workforce. Implementing these practices will not only improve the overall quality of service but also 

positively affect the hotel's performance by attracting repeat guests and achieving higher customer 

satisfaction scores. 

While the study did not establish a statistically significant direct link between Resource Management 

and Adaptability and the performance of star-rated hotels in Mombasa County, it is advisable for hotel 

management to conduct comprehensive assessments of their resource management and adaptability 

practices. Even though the relationship was not statistically significant, there might be nuanced or 

indirect effects that were not fully captured in this study. Therefore, hotels should delve deeper into 

their resource allocation, management strategies, and adaptability to changing market conditions. This 

may involve conducting internal audits, seeking employee feedback, and exploring innovative ways 

to optimize resource utilization. By doing so, hotels can potentially uncover hidden areas for 

improvement and enhance their overall performance. 

Limitations 

While the study provides valuable insights into the relationships between critical variables in the 

context of star-rated hotels in Mombasa County, several limitations must be acknowledged. First, the 

research design employed is ex post facto, which relies on retrospective data analysis without directly 

manipulating variables. This design might limit the ability to establish causality between the studied 

factors and hotel performance. Additionally, the study's reliance on structured questionnaires may 

introduce response bias, as participants might provide socially desirable responses. Moreover, the 

research focused on a specific geographic area (Mombasa County) and may not fully capture the 

diversity of the entire hotel industry in Kenya, potentially limiting the generalizability of findings to a 

broader context. 

 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

14 
 

Future Research  

Future studies should consider longitudinal research approaches to overcome the limitation of the ex 

post facto research design. By collecting data over an extended period, researchers can examine 

changes in variables over time and better assess causal relationships between crisis management 

practices, talent retention, resource management, adaptability, and hotel performance. Longitudinal 

studies can help establish whether changes in one variable lead to changes in another, providing 

stronger evidence of causality. 

Moreover, future research should incorporate mixed-methods approaches to address the potential 

response bias associated with structured questionnaires. Combining quantitative surveys with 

qualitative methods like interviews or focus groups can provide a more comprehensive understanding 

of the studied phenomena. Qualitative data can capture nuances, motivations, and contextual factors 

that may not be apparent in quantitative surveys alone. This approach can offer richer insights into 

hotel crisis management, talent retention, and resource management. 

While this study focused on Mombasa County, future research should aim to expand the geographic 

scope to include a more diverse sample of hotels across different regions of Kenya or even beyond the 

country's borders. A broader sample can enhance the generalizability of findings and provide insights 

into how contextual factors, such as local culture and market conditions, may influence the 

relationships between management practices and hotel performance. 

Given this study's non-significant direct relationship between resource management and adaptability 

and hotel performance, future research should delve deeper into potential indirect or mediating effects. 

Investigating whether resource management and adaptability influence other variables affecting hotel 

performance could uncover hidden mechanisms that were not evident in the current analysis. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

15 
 

REFERENCES 

Ali, A. M. A. (2022). Inspiring Traditional African Art & Architecture in the Modern African Hotel 

Design Field. In Conservation of Architectural Heritage (pp. 379-398). Cham: Springer 

International Publishing. 

Aura, C. M., Nyamweya, C. S., Odoli, C. O., Owiti, H., Njiru, J. M., Otuo, P. W., ... & Malala, J. 

(2020). Consequences of calamities and their management: The case of COVID-19 pandemic 

and flooding on inland capture fisheries in Kenya. Journal of Great Lakes Research, 46(6), 

1767-1775. 

Boora, S. S., & Dhankar, S. (2017). Foreign direct investment and its impact upon the Indian 

hospitality industry. African Journal of Hospitality, Tourism and Leisure, 6(1), 1-17. 

Camilleri, M. A., & Camilleri, M. A. (2018). The tourism industry: An overview (pp. 3-27). Springer 

International Publishing. 

Chan, C. S., Nozu, K., & Zhou, Q. (2020). Tourism stakeholder perspective for disaster-management 

process and resilience: The case of the 2018 Hokkaido Eastern Iburi Earthquake in 

Japan. Sustainability, 12(19), 7882. 

Chan, J. K. L., Stephen, S. G. A., & Andi Kele, A. T. (2021). Exploring sustainable human resource 

practices and framework in star-rated hotels. Sustainability, 13(16), 9024. 

Christie, I., Christie, I. T., Fernandes, E., Messerli, H., & Twining-Ward, L. (2014). Tourism in Africa: 

Harnessing tourism for growth and improved livelihoods. World Bank Publications. 

Combs, C. C. (2015). Terrorism in the Twenty-First Century helps readers understand terrorism, 

responses to it, and current trends that affect the future of this phenomenon. 

Demiroglu, O. C., Saygili-Araci, F. S., Pacal, A., Hall, C. M., & Kurnaz, M. L. (2020). Future Holiday 

Climate Index (HCI) performance of urban and beach destinations in the 

Mediterranean. Atmosphere, 11(9), 911. 

Dionysus, R., & Arifin, A. Z. (2020). Strategic orientation on performance: The resource based view 

theory approach. Jurnal Akuntansi, 24(1), 136-153. 

Dwivedi, Y. K., Hughes, D. L., Coombs, C., Constantiou, I., Duan, Y., Edwards, J. S., ... & Upadhyay, 

N. (2020). Impact of COVID-19 pandemic on information management research and practice: 

Transforming education, work and life. International journal of information management, 55, 

102211. 

Fighel, J. (2014). The Mombassa attacks of November 28, 2002. In The Evolution of the Global 

Terrorist Threat: From 9/11 to Osama bin Laden's Death (pp. 415-435). Columbia University 

Press. 

Ghaderi, Z., King, B., & Hall, C. M. (2022). Crisis preparedness of hospitality managers: evidence 

from Malaysia. Journal of Hospitality and Tourism Insights, 5(2), 292-310. 

Guzzo, R. F., Wang, X., Madera, J. M., & Abbott, J. (2021). Organizational trust during COVID-19: 

Hospitality employees' affective responses to managers' ommunication. International Journal 

of Hospitality Management, 93, 102778. 

Haavisto, V. E., & Linge, T. T. (2022). Internal crisis communication and Nordic leadership: the 

importance of transparent and participative communication in times of crisis. Scandinavian 

Journal of Hospitality and Tourism, 22(4-5), 331-356. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

16 
 

Hall, C. M., Safonov, A., & Naderi Koupaei, S. (2023). Resilience in hospitality and tourism: issues, 

synthesis and agenda. International Journal of Contemporary Hospitality Management, 35(1), 

347-368. 

Hinson, R. E., Abdul-Hamid, I. K., & Osabutey, E. L. (2017). Investigating market orientation and 

positioning in star-rated hotels in Ghana. International Journal of Contemporary Hospitality 

Management, 29(10), 2629-2646. 

Hitchcock, M. (2023). Tourism, development and terrorism in Bali. Taylor & Francis. 

Honey, M., & Hogenson, S. (Eds.). (2017). Coastal tourism, sustainability, and climate change in the 

Caribbean, volume I: Beaches and hotels. Business Expert Press. 

Immaneni, K. M., & Sailaja, V. N. (2020). A study on impact of human resource practices on employee 

retention in hotel industry. International Journal of Management (IJM), 11(8), 1350-1360. 

Ionel, M. (2016). Hospitality industry. Ovidius University Annals: Economic Sciences Series, 1(1), 

187-191. 

Ismail, F., Alipiah, R. M., Mansor, N., & Syukri, W. H. W. Z. (2020). A cross-cultural study of 

destination attributes: impact on sustainability of island tourism. Journal of Sustainability 

Science and Management, 15(1), 1-14. 

Jepchumba, C. E. (2021). Effect of Talent Management Practices on Organizational Performance: A 

Case of Hotels in South Rift Region, Kenya (Doctoral dissertation, Egerton University). 

Jóhannsdóttir, L., Cook, D., Kendall, S., Latapí, M., & Chambers, C. (2022). Human Resource 

Management and Institutional Resilience during the COVID-19 Pandemic. A Case Study from 

the Westfjords of Iceland. Sustainability, 14(24), 16988. 

Kaitano, D. U. B. E. (2020). Tourism and sustainable development goals in the African 

context. International Journal of Economics and Finance Studies, 12(1), 88-102. 

Kim, J. J., Lee, Y., & Han, H. (2019). Exploring competitive hotel selection attributes among guests: 

An importance-performance analysis. Journal of Travel & Tourism Marketing, 36(9), 998-

1011. 

Kim, Y. (2020). Organizational resilience and employee work-role performance after a crisis situation: 

exploring the effects of organizational resilience on internal crisis communication. Journal of 

Public Relations Research, 32(1-2), 47-75. 

Kulkarni, V. (2019). Is it the message or the medium? Relational management during crisis through 

blogs, Facebook and corporate websites. Global Business Review, 20(3), 743-756. 

Lade, C., Strickland, P., Frew, E., Willard, P., Nagpal, S., Osorio, S. C., & Vitartas, P. 

(2020). International tourism futures: The drivers and impacts of change. Goodfellow 

Publishers Ltd. 

Matanzima, J., & Nhiwatiwa, T. (2022). COVID-19, politico-economic crises and the precarity of 

actors in the tourism industry in Kariba Resort Town, C 2000–2021. Journal of Asian and 

African Studies, 00219096221123736. 

Melián-Alzola, L., Fernández-Monroy, M., & Hidalgo-Peñate, M. (2020). Hotels in contexts of 

uncertainty: Measuring organisational resilience. Tourism management perspectives, 36, 

100747. 

Ministry of Tourism, Wildlife & Heritage (2022). Annual Tourism Sector Performance Report – 2022. 

https://www.tourism.go.ke/wp-content/uploads/2023/02/annual-tourism-sector-performance-

report-2022-2.pdf  

https://www.tourism.go.ke/wp-content/uploads/2023/02/ANNUAL-TOURISM-SECTOR-PERFORMANCE-REPORT-2022-2.pdf
https://www.tourism.go.ke/wp-content/uploads/2023/02/ANNUAL-TOURISM-SECTOR-PERFORMANCE-REPORT-2022-2.pdf


European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

17 
 

Muriithi, R., Ngari, J. M., & Mwangi, Z. M. (2023). Technology orientation and sustained competitive 

advantage in star rated hotels in Kenya. The University Journal, 5(1), 131-142. 

Nazarian, A., Shabankareh, M., Ranjbaran, A., Sadeghilar, N., & Atkinson, P. (2023). Determinants 

of Intention to Revisit in Hospitality Industry: A Cross-Cultural Study Based on Globe 

Project. Journal of International Consumer Marketing, 1-18. 

Nizamidou, C., & Vouzas, F. (2018). MHR: Providing a new perspective in HR in terms of crisis 

management. International Journal of Business Science & Applied Management 

(IJBSAM), 13(1), 15-25. 

Ofori, D., & Appiah-Nimo, C. (2022). Relationship management, competitive advantage and 

performance of hotels: a resource-based view. Journal of African Business, 23(3), 712-730. 

Ofori, D., & Appiah-Nimo, C. (2022). Relationship management, competitive advantage and 

performance of hotels: a resource-based view. Journal of African Business, 23(3), 712-730. 

Ondieki, J. M. (2013). Assessment of the adoption and level of implementation of cleaner production 

by star-rated Hotels in Nairobi County, Kenya (Doctoral dissertation, University of Nairobi). 

Otieno, D., Mwanza, J. W., & Melly, P. T. (2023). Effect of Corporate Social Responsibility on 

Financial Performance of Star-Rated Hotels in Uasin Gishu County, Kenya. East African 

Journal of Business and Economics, 6(1), 325-338. 

Pencarelli, T. (2020). The digital revolution in the travel and tourism industry. Information Technology 

& Tourism, 22(3), 455-476. 

Ruivo, P., Oliveira, T., & Neto, M. (2015). Using resource-based view theory to assess the value of 

ERP commercial-packages in SMEs. Computers in Industry, 73, 105-116. 

Sadek, H. S. (2021). The Role of Heritage Hotels in Increasing Tourist Flow Rates in Cairo, 

Egypt. Journal of Association of Arab Universities for Tourism and Hospitality, 21(3), 175-

195. 

Shahid, S., & Paul, J. (2022). Examining guests' experience in luxury hotels: Evidence from an 

emerging market. Journal of Marketing Management, 38(13-14), 1278-1306. 

Sigala, M. (2020). Tourism and COVID-19: Impacts and implications for advancing and resetting 

industry and research. Journal of business research, 117, 312-321. 

UNWTO (2020). Tourism and Covid-19, Retrieved from: https://www.unwto.org/tourism-covid-19- 

coronavirus [Access on September 11, 2023] 

Waari, D., Bonuke, R., & Kosgei, D. (2018). Loyalty programs benefits and Customer loyalty among 

patrons of star rated hotels in Kenya: A moderated mediation model of experiential encounter 

and customer satisfaction. International Journal of Economics, Commerce and Management 

United Kingdom VI, 4. 

Wadawi, J. K., Herbst, F. J., & Bresler, N. C. (2015). Normative versus perceptual gap analysis of 

hotel product quality as a service to tourism in Kenya. Chinese Business Review, 10(12): 1091-

1105 

Wisittigars, B., & Siengthai, S. (2019). Crisis leadership competencies: the facility management sector 

in Thailand. Facilities, 37(13/14), 881-896. 

World Travel & Tourism Council. (2019). Available online: http://www.wttc.org (accessed on 11 

September 2019). 

http://www.wttc.org/


European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 2, pp 1 - 18, 2023                                                                     www.ajpojournals.org 
                                                                                                                                 

18 
 

Yeswa, L. S., & Ombui, K. (2019). Influence of talent management strategies on employee retention 

in hotel industry in Kenya. International Academic Journal of Human Resource and Business 

Administration, 3(7), 83-103.  

Zhang, J., Xie, C., Chen, Y., Dai, Y. D., & Yi-Jun, W. (2023). The matching effect of destinations' 

crisis communication. Journal of Travel Research, 62(3), 491-516 


