Abstract
Flexible working practices have apparently helped manufacturing industry make productivity improvements over and above the service sector. These manning practices may offer opportunities for the hotel industry to improve its own productivity and at the same time counter the industry's reputation for providing poor conditions of employment. This article discusses the results of research conducted in two large hotels into the attitudes of management and employees to the introduction of such practices. Although some barriers to flexible working are identified, the research also highlights that opportunities do exist for successful implementation of these approaches. However, the major obstacle in adopting flexible working would appear to be the management culture of the hotels studied and the industry in general.
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