Transformation of the hr management model in the restaurant business under contemporary challenges

Abstract

The article provides a theoretical justification for transforming the HR management model in the restaurant business in response to contemporary economic, wartime, and technological challenges. It develops the conceptual foundations of its resilience. It is established that under recurring crises, the traditional functional-hierarchical model, primarily oriented toward workforce stability, needs to be complemented by adaptive mechanisms that enable rapid responses to workforce losses, labor shortages, and changing operating conditions, while maintaining the necessary standardization of critical processes. The scientific novelty of the study lies in the development of a resilient HR management system model for restaurant establishments that enables the simultaneous implementation of adaptive practices across three interrelated dimensions: economic, psychological, and operational-functional. It is evident that resilience emerges from the balanced interaction among these dimensions rather than from any single dimension. The target orientation of HR management shifts from minimizing workforce instability to developing the system’s capacity to maintain operational continuity, learn from crises, adapt management practices, and strengthen the capabilities needed amid recurring disruptions. The content of the economic, psychological, and operational-functional dimensions of resilience is specified. A transformational mechanism linking organizational learning with the institutionalization of knowledge is proposed, through which accumulated experience and crisis-response competencies are embedded in organizational practices and transformed into organizational capital. Digitalization is identified as a cross-cutting infrastructural mechanism that integrates the components of the HR management system and supports its transformation. The following digital cycle is substantiated: data collection – HR analytics – management decision support – organizational learning – improvement of HR management practices. This cycle facilitates the timely identification of workforce risks, supports informed management decisions, accelerates organizational learning, and contributes to the continuous improvement of HR practices. The proposed model provides a theoretical basis for strengthening the adaptability and viability of restaurant businesses amid persistent uncertainty. Further research should focus on developing a set of indicators to assess the economic, psychological, and operational-functional dimensions and determine their impact on the resilience of HR management systems in restaurant establishments. Keywords: HR management, resilience, restaurant business, digitalization, system.