Psychological transitions and human resource management responses: an exploratory study from the hotel sector of a developing country context

Purpose This qualitative study examines how human resource management (HRM) practices should be reframed during unprecedented times to enhance the psychological well-being and performance of hotel employees’, utilising the Bridges Transition Model and the job demands-resources model (JD-R). Design/methodology/approach This exploratory study conducted twenty in-depth interviews with hotel staff across various management levels, focusing on HR and administrative roles, from July to December 2020. Braun and Clarke’s inductive coding approach was used to identify and refine thematic patterns. Findings The study reveals the intricate experiences of employees’ during crises, highlighting the need for adaptive HRM practices that provide hands-on support. Integrating the Bridges Transition Model and the JD-R model helped reframe strategies around key themes, including strategic staffing, psychological safety, leadership, communication, etc. It bridges the gap between existing HRM practices and crisis-specific strategies to address employees’ psychological needs. Practical implications The study highlights AI-driven HR tools, resilient leadership, supportive work climates and strong post-crisis communication to enhance employee resilience, mental well-being and operational stability in the Indian hotel industry during crises. Originality/value This study stands out for its innovative approach, which links HRM practices to each phase of the Bridges Transition Model while integrating the JD-R model to capture the psychological dimensions of employees’, particularly during times of crisis.