ABSTRACT
The analyses conducted within Chapters 3 and 5 have demonstrated an undeniably high degree of experimentation with new approaches to HRM within the hotels under investigation here. This chapter returns to the 1995 Survey of Human Resource Management in the Hotel Industry in order to examine the relationship between HRM, business strategy and organisational effectiveness. Effectiveness is considered in terms of human resource outcomes such as commitment, flexibility and absenteeism, and also in terms of performance outcomes such as quality of service and financial performance. This is an important test of the relevance of HRM within the hotel industry. It would only be sensible to encourage the adoption of such an approach if it can be demonstrated that it has a beneficial impact on performance.
