Human Resource Management and Performance in the UK Hotel Industry

Kim Hoque

British Journal of Industrial RelationsVolume 37, Issue 3

First published: 16 December 2002

Abstract

This article examines the relationship between human resource management and performance in the UK
hotel industry. Using data from over 200 hotels, the results demonstrate, first, that the relationship
between HRM and performance is dependent upon the business strategy the hotel is pursuing; second,
that hotels pursuing an HRM approach coupled with a quality focus within their business strategy
perform best; and, finally, that HRM is more likely to contribute to competitive success where it is
introduced as an integrated and coherent package, or bundle of practices.