Human resource strategies and organizational performance in the hotel sector: the role of organizational capabilities

The general objective of this research was to establish relationships among the settings of human resource strategies, organizational capabilities and organizational performance in the hotel sector. A descriptive and relational study, with a quantitative approach, was developed in hotels of the principal tourist destinations of four states in the Northeast Region of Brazil. The relationships discovered confirm the super positioning proposed by Cameron and Quinn (2006) between the human resource strategies of the Competing Values Model and the organizational capabilities of Ulrich’s (1998) Multiple Roles Model. Complementary analyses present testimony that hotels that are able to develop the four organizational capabilities in a equilibrated form, manage to reach higher performance