ABSTRACT
As argued within the opening chapter, HRM has increasingly come to be viewed as the dominant paradigm within which emergent developments in the world of work are interpreted. From a theoretical perspective, however, HRM has its roots firmly entrenched within manufacturing, where less than one in five of the UK's working population is now employed. As such, it has become increasingly important to demonstrate the validity of HRM in the services. After all, what future is there for HRM as a ‘dominant paradigm’ if it is deemed inapplicable to the services, within which over 76 per cent of the working population are currently employed? This book has tested this issue by presenting an analysis of the validity of HRM within the context of the UK hotel industry.
