ABSTRACT
This chapter explores the importance of coherence in human resource management (HRM) strategy, what human resource policies make up strategy, and the relationship between HRM strategy and the hospitality labour market. The technological assessment which precedes HRM strategy development has, itself, three components: the type of change, the labour market implications and the control implications – each has a different significance for strategy. The case for coherence in HRM strategies is that eventually the employee will recognise it and will be able to 'make sense' of what is expected of them. HRM is concerned with people, skills, motivation, knowledge, how work should be organised, control and authority. There is undoubtedly a HRM movement in corporate life – uncodified but nevertheless an observable trend towards an emphasis on the long term, on getting commitment from people, and encouraging flexibility and quality in general. The vision for human resources needs the bigger perspective – that of the business as a whole.
