Peculiar human resource management practices?

Abstract

This article explores the alleged peculiarities of human resource management practices in very small developing states. A number of theoretical and ideo-typical features are culled from a literature review and are subsequently confronted with the empirical reality of human resource practices at Southern Bliss Hotel, a large, four-star tourist complex in Malta, the Mediterranean microstate. It is suggested that there are idiosyncrasies to management issues in small size and small scale territories which call for recognition on their own terms. Some implications of these observations for hotel human resource management are explored.