This report provides a detailed analysis of human resource management (HRM) practices at the Belgrave Hotel, a UK-based hospitality organization. It begins by differentiating between personal management and HRM, advocating for the adoption of an HRM approach. The report identifies key HRM functions, including planning, organizing, directing, and controlling, as well as operative functions like recruitment, selection, and job design. It evaluates the roles and responsibilities of line HR managers, emphasizing their involvement in performance appraisal, training, and communication. Furthermore, the report examines the legal and regulatory framework aspects of HRM, including sexual harassment and the Civil Rights Act of 1964. The significance of HR planning is discussed, highlighting its role in addressing future personnel needs, adapting to change, and developing a talented workforce. The report compares the recruitment and selection processes of the Belgrave Hotel with another hospitality firm, The Cote, and illustrates the link between motivational theory and reward systems. It also assesses the importance of job evaluation and the effectiveness of reward systems, while suggesting alternative approaches to performance appraisal. Finally, the report explores reasons for employee exit, exit interviews, and the impact of the legal framework on employee redundancies and dismissals, offering recommendations for improvement.