Syftet med uppsatsen var att kartlägga vilka faktorer som konsumenter prioriterar när de väljer hotell. De respondenter som besvarade enkätundersökningen var författarnas vänner på community-sajten Facebook. Detta gjorde att urvalet blev snedvridet och den största ålderskategorin var 20-29 år. Vi tycker att detta gjorde studien mer intressant då vi har fått fram tydliga resultat kring vad denna åldersgrupp tycker är viktigt. Respondenterna i åldersgruppen 20-29 år tycker att Plats, Pris och Personer var de tre viktigaste faktorerna som de prioriterade vid val av hotell. / The purpose of this paper was to identify the factors that consumers value when choosing hotels. The group that answered the survey were friends of the authors on the community site "Facebook". This means that the selection of people was skewed and the largest age group was people aged between 20 to 29. We believe that this made the study more interesting when we retrieved clear results about what the group think is important. The people in the age group of 20-29 think that Place, Price and People are the three most valued factors when selecting hotels.

Darbo objektas: darbuotojų lojalumas. Darbo tikslas – nustatyti viešbučio – restorano „Via Baltica“ darbuotojų lojalumą. Darbo problema: Viešbutyje – restorane „Via Baltica“ pastebima didelė darbuotojų kaita. Dėl to įmonė patiria ir finansinę, ir moralinę žalą, prastėja įmonės įvaizdis. Kokios to priežastys, kokie veiksniai padėtų didinti darbuotojų lojalumą ir sustabdytų darbuotojų kaitą? Darbo uždaviniai: 1. Išnagrinėti darbuotojų lojalumo teorinę sampratą. 2. Atskleisti darbuotojų lojalumo organizacijai teikiamą naudą teoriniu aspektu. 3. Įvertinti darbuotojų lojalumą viešbutyje – restorane „Via Baltica“. Darbo išvados: 1. Išnagrinėjus darbuotojų lojalumo teorinę sampratą matome, kad sąvoka lojalumas apibūdinamas kaip geranoriškumas, susitapatinimas, pasiaukojimas, o ypač atsidavimas ir ištikimybė. Darbuotojų lojalumas apibrėžiamas, kaip žmogaus laisvas pasirinkimas būti ištikimam, atsidavusiam organizacijai, kurioje dirba. 2. Atskleidus darbuotojų lojalumo organizacijai teikiamą naudą teoriniu aspektu teigiame, kad lojalūs darbuotojai teigiamai atstovauja savo įmonę, gerina procesų kokybę, kelia savo kvalifikaciją, dėl nelojalių darbuotojų įmonė patiria finansinius ir moralinius nuostolius. Lojalumo didinimo priemones galima būtų išskirti į materialiąsias ir papildomas, taip pat svarbu – gera atmosfera darbe, teigiamas vadovų požiūris, aiškiai suvokiami organizacijos tikslai, darbuotojo vertinimas. 3. Įvertinus darbuotojų lojalumą viešbutyje – restorane „Via Baltica“... [toliau žr. visą tekstą] / Object of the work: staff loyalty Goal of the work – to identify staff loyalty of the company- hotel-restaurant „Via Baltica“. Problem of the work: In the hotel-restaurant „Via Baltica“ there are noticeable staff changes / move, because of that, the company suffers financial and moral damage, the image of the company lessens. What are the causes of this and what factors could help increase personnel loyalty and stop the change of staff? Tasks of this work: 1. Theoretically to analize the concept of loyalty and staff loyalty. 2. To reveal the benefits of staff loyalty for the company and the theoretical aspects of promotion . 3. To evaluate the staff loyalty of the hotel-restaurant „Via Baltica“. Conclusions: 1. Theoretical analysis of concept of loyalty reveals that it is described as good will, convergence, selflessness, and most importantly – dedication and commitment. Staff loyalty is described as free choice of a man, his commitment, dedication to the company. 2. Loyal personnel positively represent their company, make the quality of the process better, raise their competence, because of unloyal personnel the company suffers financial and moral damages. The means to increase loyalty of staff could be divided into material and additional, also important – a good atmosphere at work, positive approach of the authorities, clear goals of the organisation, evaluation of the personnel. 3. After the evaluation of loyality of the personnel in hotel – restaurant ”Via Baltica”, we... [to full text]

Using Lancaster’s characteristics approach to consumer theory the study investigates the impact of a variety of characteristics on the rates charged for hotel rooms in Stockholm. In particular, it examines how a number of these characteristics explain variations in room rates between weekdays and weekends. Data for 105 observations (weekday sample) and 110 observations (weekend sample) were extracted from 49 hotels in and around the Swedish capital of Stockholm from the Internet-based hotel booking site hotels.com. Based on semilog regression analysis three models for the whole sample, weekday sample and weekend sample were estimated. The results show that the provision of breakfast, distance from the city center, availability of minibar in a room, provision of free cancellation option, average room size, number of guest rooms (hotel size) and hotel star rating have significant effects on both weekday and weekend room rates. By contrast, the presence of bathroom and the provision of free parking space turned out to be insignificant in both models; whereas the provision of a 24-hour room service and association with hotel chain appear to be significant only in the weekday model. The impact of the star variable is also found to be more pronounced during the weekdays than weekends. These results are expected to shed light on which hotel characteristics consumers have to pay extra, and enhance hotel managers’ strategic pricing. The study also highlights the critical role of a proper definition and measurement of the hotel star rating in hedonic pricing.Many hedonic studies have regressed the number of stars, which are ordinal measures of quality that indicate the relative ranking of hotels, in their cardinal sense. As a result, they have failed to measure the impact of each rating independently. To solve this recurrent problem, the study attempts to provide another method of quantifying the star variable whereby one can accurately measure the star rating and capture the impact of each rating independently by creating “one less dummy variable than there are alternatives”. It is hoped that this will inspire further research and analysis.

This study examines the origins of Willard's Hotel, Washington, D. C.; its growth into first-class status; and its role as a para-political agency during Abraham Lincoln's nine-day sojourn prior to his first inauguration in 1861. The research for this study was based on the Joseph Willard papers and the Willard's Hotel Register, 18601861, located in the Manuscript Division, Library of Congress. Additional interpretation came from the Indiana Historical Society where staff members demonstrated methods that helped the investigator decipher the names in the Register. Other primary sources mere used to discover Washington, D. C., and Willard's Hotel during this period.In 1861, Washington, D. C., was considered by many journalists and visitors to be a small town plagued with many problems. Numerous uncompleted government and public buildings stood throughout the city. The diverse, transient population was based on the seasonal character of Congress. And the city continued to suffer from annoying diseases and moral bankruptcy.Another problem complicating Washington's environment was the deplorable condition of its streets. Of the numerous thoroughfares, Pennsylvania Avenue was the most popular and most often criticized avenue in the city, especially the mile and a half between the Capitol and the White House. Journalists and visitors desiring overnight room and board rushed to the Avenue in hopes of finding first-class accommodations in one of the four major hotels.The most popular of the four hotels was Willard's at Fourteenth Street and Pennsylvania Avenue. Located only two blocks from the White House, Willard's eventually became the center of social, economical and political activity in the capital. Willard's was large and impressive, with a luxurious interior, a well-trained staff and modern services to accommodate the guest. The success of the Willard's was based on the ingenious management of Henry and Joseph Willard.By 1861, Willard's reputation as a first-class hostelry attracted many high ranking politicians. More importantly, on February 23, 1861, President-Elect Abraham Lincoln stayed at Willard's until his inauguration March 4. The tempo of guests arriving at Willard's remained at a high level until the day Lincoln departed for his inaugural speech. Hordes of people crowded Willard's lobby in the short nine days, hoping to see the President-Elect. Among the crowd were sundry office-seekers in search of political patronage and favors.Perhaps most interesting of the guests were the political lieutenants registered at Willard's. Representing state and national political leaders, the lieutenants' main concerns were the distribution of patronage. Indeed, each of them attempted to manipulate the final political appointments that would be determined by the President-Elect. Interestingly enough, Lincoln was more inclined to give ear to political lieutenants than to the common office-seeker.Because of the presence of Lincoln and the political lieutenants, Willard's served as the vital place where political activities could take place. The findings of this study indicate that Willard's provided the nation's capital with a public house where decisions were made and political positions formulated which would later have direct influence in governmental policies.

Colour has encountered to be a significant part in marketing, which advantageously can be used in todays competitive market. Therefore, the purpose of this study is to analyze the colours varying associations and present ideas how colours can affect the hotel business. In coherence with the purpose we deveoled the research question, which resulted in following: How can hotels affect their servicescape and identity by the help of colour? The study has a qualitative method that began in an empirical problem that has been tested against theory, which subsequently developed the research question. This implies that our study alternated between induction and deduction. The empirical data was collected using semi-structured interviews where respondents consists of color specialists and general managers in the hotel industry. During the working process we have encountered that colour holds general, cultural and traditional associations. We also discovered that hotel company's servicescape, identity and colour are strongly related to each other. This affects, creates and conveys feelings and can be competitive advantages if the choice of colour conforms with the hotel company's identity. The final discussion presents varying colour associations and ideas how colours can affect the hotel business.

Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.

Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.

Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.

Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.

Abstract This thesis explores the management of human resources (HR) in five star hotels located in a developing country (Malaysia). This study is particularly relevant to the hotel industry, known for its traditionally poor HR practices (e.g., a lack of employment security, training, and career development opportunity, low levels of employee involvement and an increasing number of casual employees who are paid hourly). These practices are often perceived as a solution to high labour costs and fluctuating demand prevalent in the hotel industry. However, it is often only "non-managerial" employees who are affected by poor HR practices, as more sophisticated approaches to HR practices are often taken with regard to managerial (strategic) level employees. HR practices system differentiation (HRPSD), or HR architecture, involves having more than one HR practices system within an organisation. HRPSD has been criticised in the hospitality management literature for the poor HR practices in the management of non-managerial employees, however despite this criticism, it is widely practiced by the industry. The continuation of HRPSD practices in the hotel industry suggests its importance to better understand, research and study. The aim of this research is to gain an understanding of HRPSD in a hotel industry context, and to better understand the immediate effects of such practices. While the existing literature concerning HR architecture in other industries provides some discussion of HRPSD, research and study of the concept focusing on the hotel industry is essential in providing a detailed explanation of the effect of this phenomenon, as HR practices between industries may vary. Central to this study, is an investigation of the nature of HRPSD, identification of HR intermediate outcomes, and the effects of HRPSD on hotel employees. Studying the effect of HRPSD on employees is important because employees are known to be a hotel organisations‟ most important resource. Developed based on the literature of SHRM and HR architecture, this study proposes a conceptual model that incorporates HRPSD in the SHRM model originally proposed by Schuler, Dowling, Smart, and Huber (1992). Guided by this model, this study seeks to answer the critical questions of “how organisations differentiate their HR practices systems” and “what are the corresponding HR intermediate outcomes?” A particular foci of this thesis relates to how the concept of a “strategic” (or managerial) job is conceptualised in the hotel industry, what the elements of HR practices systems in five-star hotels are, how and why hotel organisations differentiate their HR practices systems, what the HR intermediate outcomes of HRPSD are and how HRPSD relates to the identified HR intermediate outcomes. To answer these complex research issues, a multiple case research methodology is employed, utilising a series of in depth semi-structured interviews. This vi study focuses specifically on five-star hotels in Malaysia because HR practices vary among hotels of various sizes. The findings indicate a notable effect of HRPSD on employees‟ motivation, job satisfaction, organisational commitment and retention, and that excessive differentiation is not beneficial for a five star hotel. In this study only certain HR practices were found to be differentiated; selective staffing, extensive training, compensation and empowerment. HR practices that were applied to all employees without differentiation were a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication. In addition, this study also provides a clear definition of the strategic job in the hotel industry, and demonstrates the importance of HR practices integration and the influence of internal and external environments on the formation of HR strategy. This research contributes to theory as well as hotel sector policy and practice. Theoretically, it has identified how HRPSD links to firm performance (in Malaysian five star hotels). In addition, it provides clear definitions and understanding of the strategic job concept as well as identification of HR practices system elements and their differentiation in five-star hotels. Furthermore, the theoretical framework developed can be useful for future quantitative studies which can test the model formulated in this study. For practitioners, the detailed examination of HR practices system elements and how they are differentiated may guide them in their future HR strategy formation.