The better quality implementation of developmental activities by HR managers, i.e. the better organised educational system and the more satisfied hotel company employees with the implemented rewarding and retention activities and with development and recruitment activities, the greater their engagement. The results of impacts on engagement are important in this hotel context if we take into account that Karatepe and Olugbade (2009) results point to the fact that supervisor support had significant effects on work engagement and that empirical studies about employee engagement conducted in the developed Western countries cannot be fully generalised for other cultural settings/developing countries.