The hospitality and tourism industries are two of the fastest growing and most dynamic sectors of the UK economy. Both industries are highly labour intensive and, because of this, the effective management of human resources is critical to their success. A defining characteristic of these industries is the high incidence of small firms. The issue of training in the small business sector in general has been neglected by academics and management specialists and this is also the case specifically in tourism and hospitality. This article goes some way to address this gap in knowledge and examines the recruitment and training practices of small tourism and hospitality firms. The issues examined include sources of recruitment, the extent to which small tourism and hospitality firms had training plans and training budgets, participation, and evaluation of training.

Explores human resource management (HRM) and the established relationships between HRM, the management of``commitment cultures'', the recruitment and selection procedures, and the training and development practices considered necessary to develop employee commitment. The literature suggests that organizations adopting an HRM approach desire employee commitment, have in place sophisticated, objective recruitment and selection methods in order to achieve this, and have structured training and development systems to encourage commitment to the organization. Shows, however, that while there is a clear desire for commitment, little evidence is found of contemporary recruitment and selection methods commensurate with this aim. In contrast, there is strong evidence of relatively sophisticated training and development systems congruent with an HRM approach. Concludes that currently there is little to suggest a shift towards HRM in UK hotels Like most innovations [HRM] tends to be whatever the person speaking at the time wants it to be (p. 60).

In the context of a somewhat turbulent graduate labour market, attention is being focused on the employment of graduates in small‐ and medium‐sized enterprises (SMEs). This paper takes an initial “sounding” of our understanding about the transition of graduates into such organisations. While research data provides some insight into the barriers which work to discourage more SMEs from recruiting graduates, this understanding appears inadequate and insufficiently segmented to provide a detailed knowledge of the problems. A prevailing assumption is that graduates lack skills required by SME employers. Yet the limited research findings reveal ambiguity about the extent to which SMEs effectively deploy graduate labour. The article proposes an agenda that highlights the need for two types of research. First, a clearer picture of current trends in the SME graduate labour market. Second, a richer understanding of the real experience of graduates, and their managers, in relation to employment in an SME and the implications of such for both the supply and demand sides of the graduate labour market.

Discusses the second phase of a project on graduate employment in small hospitality firms. It explores the data from the first phase of the project using the concept of graduate identity. The views of both graduates and their managers are examined. The reflections on the data suggest that a complex relationship exists between graduates, their managers and graduate identity. Suggests that hospitality graduates in small firms fail to develop a sense of graduate identity and that their managers lack understanding on how the employment of graduates``makes some difference''. Nevertheless, it is affirmed that graduate identity offers a useful perspective for much-needed further research on the transition of graduates into SME employment.

Drawing on qualitative data gathered from educators based in the United Kingdom, this paper examines their perceptions of significant challenges facing contemporary hospitality management education. These include: engaging contemporary students, particularly through new technologies; the growing presence of international students; institutional constraints, resource pressures and the distinctiveness of hospitality management education; ongoing tensions between hospitality's intellectual development and its practice focus; and new course designs, delivery models and partnerships. The study also explores their views on how those are likely to evolve in the future. The findings suggest that many of the key challenges are not unique to the hospitality management area, but they also highlight many pressing concerns specific to this sector. Importantly, the findings help to identify how individuals and institutions are responding to particular challenges in higher education.