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The authors propose that human resources management will become a mainstay in the strategic business of hospitality organizations in the 21 st century. To remain viable, hospitality organizations will need to create partnerships with employees, guests, and universities. It is proposed that these essential partnerships will incorporate six critical human resources management (HRM) domains: technology; power paradigms; training and development; compensation; employee relations; and family, society, and work balance. A survey of hospitality employees and leaders indicated they felt that all six domains would be important or very important to their jobs. Key Words: human resources management, 21 st century, strategic partnerships.The 20th century brought human resources management (HRM) from its nascence in the post-time-and-motion era, when its major function was administrative record keeping, through its renaissance in the 1970s and 1980s, when it grew in size and scope with manifold specialties. Today, major corporations have HRM specialists in wage and salary administration, labor relations, employment and testing, and training and management development. The vice president or director of human resources is usually on the executive committee. The role of HRM has expanded dramatically.Employees have also changed significantly during the 20th century. In 1990, a Roper survey found that 41 % of Americans rated leisure time as their highest priority, even higher than their jobs. Only 36% of the respondents rated their job the most important priority in their lives. This is the first time in history that more Americans rated their leisure time as more important than their work. Ironically, while employees value their leisure time more, they are working more hours than ever before. In fact, on average, Americans worked 95 more hours in 1987 than they did in 1979 (NelsonHorchler, 1991).

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