Dianawati Suryaningtyas, Asna Asna


The global challenges in the economic sector has become more complex and turbulence. Many companies have executed management changes in order to survive and create strategies to compete with their competitors. More than two decades, human resource management has been developed into strategic to face the global challenges, and the roles concept of human resource professional created by Ulrich et. al. has been executed by many companies around the world. Many researchers have stated that a key to achieving competitive advantage is that of the strategic roles of human resource management. In the service industry, specifically in hospitality, in which human resource as the main resource to run the business, the strategic roles of the human resource manager is very important in creating competitive advantage. This research aims to identify and describe the strategic roles of human resource managers in a hospitality industry. This study conducted in three-star hotels in Malang and interviewed six human resource managers as participants. Qualitative method used in this research and positivist underlying philosophical assumption. Using semi-structured interview in data collection, this paper identifies three themes to be analyzed by coding using software NVivo International 10. The first is the strategic roles of human resource managers contribute to anticipating the competitive business challenges; the second, their strategic roles in creating competitive advantage; and lastly, a human resource as a key in creating the competitive advantage for the company. The first two themes are analyzed by a number of coding references, the finding mentioned that there are two human resource managers who conduct strategic roles as the strategic partner and change agent. While the third theme is analyzed by word tree and giving the result that the factor of achieving competitive advantage is that of human resource.


strategic roles of human resource manager, competitive advantage, hospitality industry, qualitative method

Full Text:



Banks & Kepes. 2015. The Influence of Internal HRM Activity on the Dynamics within the “black box”, Human Resource Management Review, Journal homepage:

Barney, J.B., & Wright, P.M. 1998. On Becoming a Strategic Partner: The role of Human Resource in Gaining Competitive Advantage, HumanResources Management 37 (1): 31-46.

Becker, B.E., & Huselid, M.A. 2006. Strategic Human Resource Management: Where Do We Go From Here ? Journal of Management, Vol. 32 No. 6, Desember 2006, Southern Management Association.

Chan, L.L.M., Shaffer, M.A., & Snape, E. 2004. In search of Sustained Competitive Advantage: The Impact of Organizational Culture, Competitive Strategy and Human Resource Management Practices on Firm Performance [electronic version]. International Journal of Human Resource Management,15(1),17-35.

Cheddie, M. 2001. How to Become a Strategic Partner, HR Focus, 78(8):1-14.

Delery, J.E., & Doty, D.H. 1996. Models of Theorizing in Strategic Human Resource Management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 802–835.

Dyer, L., & Reeves, T. 1995. Human resource strategies and firm performance: What do we know and where do we need to go. International Journal of Human Resource Management, 6, 656–670.

Hatch, N.W., & Dyer, J.H. 2004. Human capital and learning as a source of a sustainable competitive advantage. Strategic Management Journal, 25, 1155–1178.

Hamid, J. 2013. Strategic Human Resource Management and Performance:The Universalistic Approach – Case of Tunisia, Journal of Business Studies Quarterly, 2013, Vo. 5, No. 2, ISSN 2152-1034.

Huselid, M.A., & Becker, E.B. 2010. Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management, Journal of Management, 2010, Southern Management Association.

Huselid, M.A. 1995. The impact of human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management Journal, 38, 635–672.

Jimoh, O.A., & Danlami, A. 2011. Strategic Human Resource Management and Organizational Performance in the Nigerian Manufacturing Sector: An Empirical Investigation, International Journal of Business and Management, Vol. 6, No. 9, September 2011.

Kepes, S., & Delery, J.E. 2007. HRM systems and the problem of internal fit. In P. Boxall, J. Purcell, & P.M. Wright (Eds.), The Oxford handbook of human resource management (pp. 385–404). London: Oxford University Press.

MacDuffie, J.P. 1995. Human resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in The World Auto Industry. Industrial and Labor Relations Review, 48, 197– 221.

Macky, K., & Johnson, G. 2003. Managing Human Resources in New Zealand (2ndEd.). Auckland: McGrawHill.

Malik, Nazaruddin. 2010. Strategi Manajemen Sumber Daya Manusia Berorientasi Investasi Menuju Bangsa yang Berdaya Saing, Pasca Sarjana Universitas Muhammadiyah Malang, Vol. 13 No. 2 Juli– Desember 2010.

Miles, R.E., & Snow, C.C. 1984. Designing Strategic Human Resources Systems. Organizational Dynamics, 13, 36–52.

Myers, Michael, D. 2013. Qualitative Research in Business & Management. SAGE Publications Ltd.

Swiercz, P.M. 1995. Research Update: Strategic HRM. Human Resource Planning, 18 (3), 53-59.

Schuler, R., and Jackson, S. 1999. Linking Competitive Strategies with Human Resource Management Practices.In Strategic Human Resource Management, eds. R. Schuler and S. Jackson, 159–76. Oxford: Blackwell, Publishers, Ltd.

Osterman, P. 1987. Choice of Employment Systems in Internal Labor Markets. Industrial Relations, 26, 46– 67.

Ulrich, Dave, et al. 2009. HR Transformation: Building Human Resources from the Outside In, The RBL Institute. McGraw-Hill Books, USA.

Wright, P.M., & McMahan, G.C. 1992. Alternative Theoretical Perspectives for Strategic Human Resource Management. Journal of Management, 18, 295–320.

Wright, P.M., McMahan, G.C., & McWilliams, A. 1994. Human Resources As A Source of Sustained Competitive AdvantAge. International Journal of Human Resource Management, 5, 299–324.



  • There are currently no refbacks.