This paper explores human resource management and employment relationship in tourism and hospitality management. Specifically, human resource management policies are examined in a broad and holistic manner that links employment relationship to socio-economic outcomes on workers welfare. A realist philosophy is used alongside case study methodology to explain underlying structures and mechanism that shape employment practices and pay. Results confirm critical human resource factors that are common in the tourism industry and hospitality. Most prominently lower pay and the lack of union representation. Since this is a case based exploratory research the results are not generalized to Botswana in entirety. Nevertheless, the implications of the findings indicate a need to revisit the private sector model with a view to consider other alternative pro-poor perspectives that would improve the quality of life for workers and promote their motivation. Stakeholder theory and community based cooperatives are possible options in this regard.

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