Introductions:-Hotel industry is where at any one time, people will be leaving the job on seeking employment or being needs change for a better work atmosphere. In other way around, the employers will be seeking new employees also. Mass consolidation has had an impact on cultural issues. Leadership teams now have a high focus on the evolution of the corporate culture with rigorous recruitment processes to ensure new employees fit the corporate ideal. The perceptions of hospitality industry work sit uncomfortably with notions of a knowledge economy. Tourism work has, historically, been calibrated in terms of its technical skills demands. This is most evident in the approach adopted by the International Labour Organization (1979) in their Taylorian breakdown of Hospitality work into individual, measurable micro-tasks that, in turn, can be re-built into a training curriculum and assessment instrument(Baum,1996). On the basis of this, hospitality, tourism and related service work has traditionally and widely been characterised as low skills (Shaw and Williams, 1994; Wood, 1997; Westwood, 2002) although this stereotype is challenged in the context of hospitality by a number of authors (Baum, 1996; Burns, 1997; Nickson et al., 2002; Baum, 2002, 2006b) on the basis that this represents both a technical and western-centric perception of work and skills.
The Way Ahead:-The way ahead of developing Strategies for making a good working culture in the Hospitality Industry should be more focussed towards the developing of Skill (Po-Ju Chen and Youngsoo Choi, 2008).There are lot of things to be considered in making strategy for e.g:-Wages, Wage rates has to be set, stringent recruitment policies implemented, people will need training, and people will have to move etc to be considered.. Thousands of independent decisions made by employers and employees make up the trends in