O'Hara, KevinNgangam Oluwakemi Ogini2024-01-302024-01-302021https://dspace.griffith.ie/handle/123456789/418This research explores models of human resource management (HRM) and its impacts on HRM practices in Nigeria’s hospitality sector. Two models of HRM exists i.e. hard and soft HRM, hard HRM regards humans as another organisational resource, thus, treats them as such, further aligning them to organisational goals. Soft HRM sees humans as integral part of the organisation, thus focuses on building employees, thus increasing commitment and productivity. This research investigated which model is predominantly adopted amongst firms in Nigeria’s hospitality sector. Also, the research accessing their impacts on HRM practices as work-life balance, employee productivity, employee engagement and employee retention. The research adopts quantitative methodology which collects data through questionnaires. 100 questionnaires were distributed across firms in Nigeria, 92 were collected and analysis made using SPSS. Results revealed that soft HRM was the most adopted in Nigeria’s hospitality industry. Furthermore, it had positive impacts on work-life balance, employee engagement and employee retention. It also had impact on employee productivity, however its impacts were not peculiar to its approach, as organisations operating hard HRM also achieved high productivity. The research thus concludes by stating the implications of operating soft HRM. Furthermore, the research recommends combining soft and hard HRM as both have approaches that could complement the weakness of the other.Thesis