ABSTRACT
In this chapter the globalization of the hospitality industry and the development of worldwide hospitality groups are discussed together together with their implications for HRM. The range of issues that differ from one country and culture to another is vast. There are likely to be many very obvious differences, such as those of language and law. There are also likely to be some very subtle ones as well, many of a clearly cultural nature, such as attitudes to time, authority or interpersonal relationships. This chapter therefore concentrates on cultural differences likely to be encountered by hospitality managers and needing understanding by HR managers. An understanding of such cultural differences may well provide the competitive advantage that many companies seek. Both theoretical perspectives and practical applications are considered.
