Human resource management maturity and employee motivation in hotels: Evidence from Morocco and Hungary

Abstract

Human resource management (HRM) is crucial to hotel competitiveness; nevertheless, there is limited understanding of how managers in various contexts integrate practices into cohesive systems that influence employee motivation, satisfaction, and commitment. This qualitative multi-case study assesses HRM procedures in nine four- and five-star hotels in Morocco and Hungary via semi-structured interviews with general and HR managers. The analysis aligns with Deci and Ryan’s self-determination theory. Findings show that high-maturity hotels, especially international chains, deploy integrated “bundles” of formal HR systems and relational practices, while smaller independent hotels operate more fragmented, owner-driven models. The research provides a practical HRM maturity continuum for hospitality and suggests that aligning HR practices with brand positioning and employee psychological needs can strengthen motivation, commitment, and service quality in emerging and transitional hotel markets.