HUMAN RESOURCE MANAGEMENT OF TOURIST AND RECREATIONAL COMPLEXES IN THE CONDITIONS OF DIGITALIZATION

Abstract

The aim of the study is to systematically identify and explain how digitalization processes are transforming human resource management in tourism and recreation complexes in the context of seasonality, service intensity, and growing competition for qualified personnel, as well as to outline strategic mechanisms for adapting human resource management systems to the digital economy. The transformation of the tourism sector, characterized by fluctuations in demand, multifunctionality of jobs, and high emotional stress, requires a review of traditional approaches to staffing, hiring, training, and retention. Research shows that the digitization of human resource management in tourism and recreation complexes is not a temporary technological adjustment, but a structural change in management logic. Digital human resource management tools are increasingly rethinking how organizations coordinate seasonal labor needs, maintain service quality standards, and respond to operational changes. It has been proven that the integration of data-driven decision-making, automated recruitment channels, digital onboarding systems, and continuous e-learning environments is reshaping the organizational architecture of human resource management, enhancing operational efficiency and transparency. The study proves that digital transformation in human resource management helps stabilize staffing processes during peak periods, increases workforce flexibility, and improves the predictability of personnel costs. At the same time, it shows that the sustainable development of digital human resource management requires a balance between efficiency and ethical responsibility, data protection, and cybersecurity issues. The results confirm that the future competitiveness of tourism and recreation complexes depends on their ability to combine technological innovation with a people-oriented service model. The study conceptually considers digital HR management as an integrated management system embedded in operational processes, rather than a set of isolated digital tools. The results of the study can be used in strategic decision-making in tourism enterprises, modernization of HR policy, and development of adaptive HR management models in the context of digital transformation.