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This study examined the revisit intention of tourists in Muslim-friendly hotels in nexus with Halal-friendly hotel attributes (social environment, facilities, food and beverage, locals and staff, and services), corporate image, customer engagement, perceived value, and service encounter evaluation. It further examined the mediating role of corporate image, customer engagement and perceived value between Halal-friendly hotel attributes and service encounter evaluation.

Using a structured survey instrument, 390 valid responses were gathered from international tourists who visited Malaysia. The collected data were analyzed using Partial Least Squares – Structural Equation Modeling (PLS-SEM) to test the assumed relationships.

The research shows that corporate image (CI), customer engagement (CE), and perceived value (PV) are directly influenced by Halal-friendly hotel attributes (HFHA) and exert influence on service encounter evaluation (SEE). Findings also suggest the mediating effect of CI, CE, and PV between HFHA and SEE. SEE further positively and significantly enhances the revisit intention and positive word-of-mouth.

The findings of this study stipulate that hotel owners should ensure the presence of HFHA in their offers to retain their existing guests and ensure their positive communication towards potential visitors through developing a fascinating image, engagement, and lucrative value.

Grounded on the attribution theory, this study contributes to the Halal tourism literature by exploring the role of Halal-friendly hotel attributes in enhancing the hotel’s image, customer engagement, and perceived value to enhance positive service encounter evaluation and revisiting intention for the hotel.

This study aims to provide a new vision for investigating the different human resources management (HRM) practices in hotels after the COVID-19 pandemic.

A quantitative research approach was adopted using confirmatory factor analysis and structural equation modeling to reveal updated priorities and relations as stated by 504 hospitality employees.

The research approach contributed to highlighting exciting findings, as training and development (T&D) had an insignificant effect on turnover intention (IT) or affective organizational commitment (AOC) following the COVID-19 pandemic; job security (JS) had the highest impact on AOC and compensation had the highest effect on TI.

Individual HRM practices have different strong impacts on employee outcomes. This paper provides human resource directors with realistic and practical implications to boost individuals' AOC and reduces their intention to quit their job in conditions of uncertainty and ambiguity.

This pioneering study reveals the influence of HRM practices in the hospitality HRM systems regarding employee attitudes and behaviors, especially after the COVID-19 pandemic. It provides novel theoretical and practical contributions.