The hotel in Hoque’s (2000) research, which is termed the HRM quality enhancer hotel,
employed 140 staff and was part of a large international chain. In relation to their
approach to HRM a number of practices were prominent in the hotel. Recruitment and
selection emphasized the need for employees to have an aptitude for customer care,
although this tended to be ‘spotted’ at interview rather than through psychometric or
behavioural tests. The hotel used extensive induction programmes to lessen the potential
of employee turnover. The use of cross-functional teams aimed to generate cooperation
and team building and staff were encouraged to view the hotel as a unit rather
than a collection of discrete functions.