Abstract
The post-pandemic recovery of international tourism has been substantially compromised by structural human resource deficits, posing an acute operational challenge for urban hotel sectors worldwide. This study examines the multi-faceted nature of post-pandemic labor shortages and the corresponding adaptive human resource management (HRM) strategies deployed within mid-sized hotels in Dublin, Ireland. Employing a qualitative research design, semi-structured in-depth interviews were conducted with 18 general managers and human resource directors across three- and four-star independent and small-chain properties. The findings reveal that acute workforce attrition is driven by an intersection of heightened occupational reassessment, historical perceptions of precariousness, and systemic socio-economic friction, notably Dublin's severe housing affordability crisis. In response, mid-sized hoteliers have transitioned from traditional transactional labor practices toward agile, relational HRM paradigms. These adaptive strategies encompass radical flexibility in roster design, compressed workweeks, proactive investment in mental well-being, accelerated internal progression pathways, and targeted non-traditional demographic recruitment. However, properties face severe operational constraints in competing against larger multinational brands. This study contributes to the hospitality management literature by proposing a contextualized framework of adaptive resilience, demonstrating how localized environmental constraints redefine psychological contracts and compel mid-scale operators to structurally innovate retention and talent development mechanisms.
