Purpose: This paper explores human resource management and employment relationship in tourism and hospitality management Design / Methodology / Approach: A realist philosophy is used alongside case study methodology to explain underlying structures and mechanism that shape employment practices and pay. Findings: 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. Managerial Implications: There is 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 motivation. Stakeholder theory and community based cooperatives are possible options. Originality: The context of human resource management has been examined in a broad holistic manner that links employment relationship to socio-economic factors.

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