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. RecruitmentMarketing Research and Data Analysis 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. Allied to this extensive multi-skilling and crossfunctional flexibility was encouraged, this ‘cross-exposure’ allowed staff to see a number of the other parts of the hotel. There was extensive decentralization, which sought to encourage responsible autonomy, for example through a well-understood empowerment scheme operating in the hotel. Consultation via a representative consultative committee allowed employees to voice their views on the running of the hotel. Further to this consultation the hotel also operated an annual attitude survey. Employees were appraised on a yearly basis. The appraisal system was used for succession planning and the hotel was also working towards linking appraisal with a merit-based remuneration system. Employees were also encouraged by a strong internal labour market which promoted from within, whenever possible. Finally, throughout the hotel there was an overriding emphasis on quality and the need to offer ‘outstanding customer service’.