The development of HRM has its origins in the large manufacturing sector and much of the literature reflects this orientation (Worsfold 1999). It is important to recognise that HRM in hotels pertains to small to medium organisations, where the pluralist unitarist debate may be considered of less importance in an industry that has never had a strong union presence (Nadiri & Tanova 2009). In addition, Cheng and Brown (1998) argue that the hospitality industry essentially comprises both a production and a service aspect; both the creation and the rendering of services from the hotel to the customer are primarily achieved through the employee. The success of this industry depends on the quality of employees and how effectively they are managed, which enables an organisation to achieve its objectives (Nankervis & Debrah 1995). Therefore, it is essential for the hotels to develop efficient HRM practices and policies that enable them to recruit, select and retain competent employees who contribute to the achievement of organisational objectives.