HRM and universalism: is there one best way?

This paper presents a framework for understanding HRM: traditional HRM; integrative HRM; strategic HRM; and universal HRM. It suggests that empirical support for universal HRM is growing. It also presents a case study of one hospitality organization’s “universal” approach to human resource management – Intrawest in British Columbia, Canada. “Best practices” include establishing a service‐oriented culture, building a strong capital base, motivating employees, and providing employees with the opportunity to contribute. However, issues related to the level of employee commitment and organizational life cycle are raised. The paper argues that future research should focus on the applicability of universal HRM for the hospitality industry as well as processes and measures for helping managers demonstrate the impact of their HR practices.