This paper reports some results of a research about the human resource performance evaluation process of the four biggest hotel chains in Brazil. The main purpose of the investigation was to analyze the HR section contribution to the strategic goals of the organizations. The case study technique was selected. The cases were both analyzed individually and in a comparative way. Each chain was defined as a case. The main results show that these organizations do have indicators to measure the human resources outcomes in relation with the strategic goals of the sector and of the organization as a whole. Yet, the research results also suggest that the indicators used in order to measure those performances could neither apprehend the manner nor the intensity in which the strategic contribution to the organizations was provided by the HR section. Furthermore the researched organizations did not ascribe the same strategic importance to the different HR results. Actually the findings indicate that the four hotel chains encompassed by the research have achieved different levels of sophistication in their HR performance measuring systems. For the future researches, we recommend case studies in other industries and the use of a new classification model for the HR indicators.
Human resources indicators; Human resources measurement; Human resources management; Hotel industry; Tourism management in Brazil