Framing Human Resource Management Practices Through Servant Leadership: A JD-R Model Perspective in the Hospitality Sector

This qualitative study aims to examine the role of servant leaders in framing effective HRM practices to assess their performance using the Job-Demand-Resource Model in the hospitality industry. Focusing on building effective HRM practices also helps hotels to face unprecedented times with resilience. It has been observed that servant leaders, with their unique attributes, are proficient at framing effective HRM practices that can improve employee performance. The paper opted for an exploratory study using an open-ended approach, including 20 in-depth interviews, with participants drawn from junior, middle, and senior management and with mainly administrative and human resource management backgrounds. An inductive coding process using the model by Lochmiller and Lester was deployed to identify themes and subthemes. Codes were created to understand the thematic patterns, followed by refining the theme categorization. The study’s findings reveal employees’ experiences during unprecedented times and how leaders played a significant role in helping them overcome these experiences by framing effective HRM practices that improved their performance in the face of job demands and resources.