The great importance of the workforce, the human resources (HR), in ensuring the commercial success of the hospitality industry and its many thousands of outlets may be succinctly summarized. At a financial level, the hospitality workforce payroll is frequently the single largest cost item, measured as a percentage of wage costs to sales. From a perspective of a service sector, the human resources are usually the first point of interpersonal contact between a hospitality enterprise and its customers. Herein lays the source of the most critical dilemmas and challenges that face the industry: to contain and control the costs of labour whilst maximizing the quality of service to the customer, the principal focus of the business. The effective management of these human resources is therefore vital to the prosperity of the enterprise, whether undertaken by the line managers and owner-managers of smaller businesses or as part of the responsibility of specialist HR managers in the larger chains. It is not surprising that in recent years both practitioners and academics have increasingly sought to tackle the key challenges facing the sector with a range of HRM initiatives and research-based proposals. Many hospitality companies have launched extensive recruitment campaigns utilizing all current means of gaining attention from potential employees, including the Internet and social media. Any analysis of the Hotel industry won’t a full-fledged one without examining the tourism industry, which is generally considered as the mother of hotel industry. Thus, Good hotel management requires a hands-on approach and strong communications and leadership skills. However, we now see an almost never-ending supply of new branded hotels, operating on an almost formulaic basis, setting out in countless manuals and checklists the dos and don’ts of human resource management, removing much of a hotel manager’s accountability, responsibility and discretion.