The literature published on the particular issue is explored. It seems that the forms of cultural diversity as part of the HRM in hospitality industry can be differentiated across firms in accordance with the local social and cultural principles; the ethics of each organization in regard to this issue have also an important role in choosing the HRM strategies of firms operating in the hospitality industry. The aspects of HRM in three major organizations in the hospitality industry, Hyatt, Hilton and Marriott are presented in order to show the common forms and effects of cultural diversity for HRM in organizations operating in this industry. It has been proved that the practical forms and implications of cultural diversity in the workplace can be differentiated from their theoretical context, at the level that market conditions tend to change continuously requiring different approaches when developing critical organizational decisions, such as decisions related to the level of cultural diversity accepted within each organization.
In order to understand how diversity can impact human resource management it would be necessary to refer to the role of HRM within modern organizations. Human Resource Management (HRM) can be characterized as a framework for managing employee issues across organizations. The role of HRM, even if seems simple, it could be described as quite complex, having to align the needs and the skills of individuals with the needs and the resources of the organization. The above view is verified through the following fact: HRM is divided into many categories, i.e. forms, each of which aims to address specific organizational problems, for instance, hard and soft HRM, the strategic HRM Management and so on (Talwar 2006). In accordance with Lee-Ross et al. (2010) HRM aims to support the relationships between employer and employees; it is explained that these relationships are often difficult to be managed, due to the lack of communication skills of HR managers but also due to the lack of willingness by the employees to support innovation and change. From a similar point of view, Saee (2006) supports that HRM is used for resolving disputes between the employer and employees especially in regard to the methods and the time framework related to the completion of various organizational projects or the alteration of existing business practices. It is also noted that HRM is a framework indicating the level of capabilities of managers involved in the relevant activity. On the other hand, Riley et al. (2002) supports that HRM is a mechanism/ framework reflecting primarily the interests of the organization; it is for this reason that HRM policies are usually based on the organizational aims and targets, either in the short or the long term. The level at which cultural diversity is promoted by HR managers within a