Human Resource Management and Performance in the UK Hotel Industry

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196 Citations (Scopus)


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.
Original languageEnglish
Pages (from-to)419-444
JournalBritish Journal of Industrial Relations
Issue number3
Publication statusPublished - 1999


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