盧承杰Lu, Cheng-Chieh黃詠翔Huang, Yung-Hsiang2024-12-172024-07-242024https://etds.lib.ntnu.edu.tw/thesis/detail/d8c0da0e05e2677c990310902db5fd08/http://rportal.lib.ntnu.edu.tw/handle/20.500.12235/122089noneThis study is designed to comprehensively understand Grand Hyatt Taipei’s resilience process, specifically focusing on its strategic human resources management and decisions. It also aims to identify other factors or changes that can contribute to the organization’s resilience, providing valuable insights for human resource (HR) professionals and hoteliers. This study took a qualitative approach, employing in-depth interviews and document reviews, to delve into the resilience process of Grand Hyatt Taipei and its HR function and decisions. The participants in this study were two director-level HR professionals, and the collected data were analyzed using content analysis, which includes open coding and axial coding. The results show that four personnel HR functions- employee compensation, employee benefits, employee welfare, and employee relations- are the keys that help Grand Hyatt Taipei to recover from the COVID-19 pandemic. Furthermore, three types of training and development were identified as important reasons why the HR function helps Grand Hyatt Taipei to recover: employee career development in the COVID era, cross-training and job mobility enhancement, and expatriate training and international mobility enhancement. Lastly, five factors and changes were also identified as beneficial for Grand Hyatt Taipei’s resilience in the post-COVID era: the critical role of the hotel industry in the Taiwan economy, government support, technology support, and strong organizational culture. The study provides insightful suggestions for Taiwan’s hotel practitioners regarding using a hotel’s HR function and other resources to respond to macro-level crises and build a resilient workplace.nonestrategic human resource managementorganizational resilienceCOVID-19專業實務報告（專業實務類）