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ficant collection of empirical research, good practice case-studies and rather polemical "how to wow the customer" pieces. The focus of such work is at the level of the firm and much of it builds on the work of major corporations such as those identified above. Best practice, in the area, appears to recognize that quality service delivery is not the outcome of an isolated service enhancement training programme, but has to do with change in organizational culture from top down and is a complex process which impacts on all areas of the organization and its systems (Mahesh, 1994). It is also a process which is rather more commonly taken aboard within the context of larger organizations. Small to medium-sized enterprises (SMEs), which have the advantage of simple internal communication systems, face other challenges reflective of their resource structures, expertise and nature of their workforce.
There is little doubt that consumer experience of "human value added" through service is varied within and between the hospitality sectors of most countries. In part, this is a reflection of the eclectic nature of customer expectations which may demand very different things from the same service delivery situation. It is also a factor of the number of human interactions (moments of truth) which most customers experience within any one hospitality purchase - these may or may not be within the one organization and thus the ability to "control" the customer's experience may not lie within the organization, which suffers through lost business. In many respects, a customer's assessment of hospitality will be based on the total destination experience.
This article develops the argument that human resource management is more than a strategic and operational concern for companies competing within the hospitality marketplace. It considers human resource management as a strategic dimension within the wider enhancement of quality and market positioning of tourism at the level of organizations, specific destinations, regions within countries or whole nations. The main thesis advanced is that the tourism and hospitality industry, from the perspective of all its stakeholders (public sector, private sector, visitors and host community), benefits from the close integration of human resource, labour market and education policies, with those policies relating to, and impacting on, the tourism and hospitality sector. This thesis is developed by reporting key findings from two research projects which address aspects of the relationship between these two areas of policy. The first is concerned with the identification of key future policy priorities for human resource development in tourism and hospitality, while the second addresses the structures and policy formulation environment necessary for creation of effective linkages between tourism and hospitality, on the one hand, and education, training and development on the other.
Human resource policy issues in tourism and hospitality
The tourism and hospitality sector, in all locations, has a close relationship with the labour market environment from which it draws its skills and consequently depends on its workforce for the delivery of service and product standards to meet existing and anticipated demand from its visitor marketplace. This relationship is, on the one hand, one of dependency in that the make-up of the local workforce (or that which can be introduced into the local environment) has a direct in