HRM Practices And Migrant Workers In India’s Hotel Industry: A Qualitative Investigation Of Turnover Drivers

Abstract

In developing countries such as India, the hotel industry has a significantly large workforce, more so because it largely depends 
on interstate migrant workers to continue operating. However, because of untold contributions, these workers are often 
confronted with systemic and cultural challenges that limit their motivation, empowerment and retention. However, much 
research has not been conducted regarding the significance of Human Resource Management (HRM) in the formation of their 
workplace experiences. This study fills this gap through analysis of impact of HR interventions on retention and job satisfaction 
of migrant hotel employees in urban India. The study uses a qualitative methodology based on data obtained from semi 
structured interviews of 15 migrant workers working in hotels in Bangalore and Chennai. The participants were purposively 
selected and the data thematically analysed in order capture key patterns on workplace integration, emotional well-being and 
HRM practices. From this analysis, six core themes emerged: first, challenges in workplace adjustment; second, the 
developmental role of HR-led training; third, perceptions of fairness, especially empowerment; fourth, the influence of 
compensation and recognition; fifth, psychological safety and work–life balance; sixth, factors that help in staying or leaving 
the company. The study indicates that unfriendly HRM practices such as limited language training, unfair task distribution, 
obscure promotion paths and failure to recognize symbolic roles can negatively impact long term commitment and sense of 
belonging. However, stress and disengagement paired with inconsistent HR yield turnover intentions. The result of the analysis 
emphasizes that HRM plays a central role in both operational continuity and increasing psychosocial resilience of a highly 
mobile and vulnerable workforce.