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Failte Ireland argues that high performance work practices will provide the Irish tourist industry with the necessary competitive edge. The main focus of this study is to explore the extent of these practices in the Irish hospitality industry with particular emphasis on the practices of staff empowerment and participation.

A questionnaire was chosen as the most appropriate means of obtaining information from managers because respondents could be targeted in a cost effective method. A total of 71 questionnaires were mailed to managers in all three, four and five‐star hotels in the Dublin and greater Dublin area.

The data show that Dublin‐based hotels display some of the human resource practices associated with high performing work practices. There are, however, very low levels of employee participation, which many authors argue are the cornerstone of high performance practices.

The Irish hotel industry is undergoing fundamental change, not least of which is the increasingly demanding and discerning clients. Customers are demanding quality products and services, speed and reliability of service, price competitiveness and innovation. If Irish hotels are to survive and remain competitive, the issue of staff representation, participation and the channels of communication will have to be addressed. Recognising, utilizing and developing their human resources may be the most significant challenge that management faces, and it is posited that those organisations that excel at this will be the industry leaders.

The paper offers insights into the realities of management practices in hotels in an Irish setting.

The purpose of this research is to explore how tertiary education has met the needs of hospitality management in three‐, four‐ and five‐star hotels in Dublin, Ireland and the factors which the hospitality industry highlight as being important when recruiting managers

A questionnaire was chosen as the most appropriate means of obtaining information from managers.

The data from this study indicate that the industry has a strong preference to hire people with practical skills and the providers of education need to concentrate on this element including placements in hotels as part of the courses they provide. It also highlights the fact that analytical skills are not considered to be very important, whereas problem‐solving and decision‐making skills are valued.

As a result of these findings, the authors suggest that an evaluation of graduate education in the hospitality industry in Ireland should be undertaken. This will enable the researchers to establish how courses are being designed and what learning outcomes providers of courses are hoping to achieve.

Educators who provide hospitality management courses need to ensure that the courses offered are meeting the needs of the industry. Research findings indicate that some providers of tertiary hospitality management courses do not meet the needs of the industry. The findings also indicate that placements are highly valued by industry. Therefore courses should include a practical work placement in their course outline.