ABSTRACT
This study aims to determine how state-owned and privately owned Egyptian hotels audit their human resource management (HRM) practices to reshape organizational performance, ensure compliance with standards, mitigate risks, and correlate HRM operational indicators to hospitality financial indicators. The study also offers a thorough auditing tool for self-assessment. A case study methodology was tailored to suit the qualitative nature of this study. Two distinct groups of hotels were chosen. The findings indicated that government ownership of hotel properties managed by international hospitality chains had a negligible impact on the HR functional, service, strategic, compliance, and risk management conformance of the hotels. American hotel management companies in resort cities and Greater Cairo had a more comprehensive framework to analyze the success of their HR practices than that of their European counterparts. Their auditing functions were conducted on regular intervals, however, limited to the HRM department's functional, service, and compliance responsibilities. In all hotel chains, the department's responsibility for strategic alignment and risk management were entirely disregarded whereas the service role was thoroughly practiced.
