Introduction The development and management of hotels/resorts is an important business practice that is carried out as a requirement for the sustainability and the realisation of profits. It involves a balance of several resources in the business and investment on the creation or acquirement of others. The hotel industry offers unique challenges to managers as they try to maintain a balance that does not compromise on their effectiveness and their performance. Unfortunately, the management of the hotel/resort business for maintaining current profitability and the development of the organisation requires a lot of dedication and risky decision-making (Santiago & Pitta, 2011). This paper presents the various issues that affect the development and management in the industry. Challenges Facing Development and Management in the Hotel Industry According to Zhang and Wu (2004), human resources challenges facing the hotel and catering industry in China include the lack of an adequate supply of qualified staff. The insufficiency is found in both managerial and operational levels of enterprises in the industry. This challenge arises mainly out of the difficulty that training institutions have on recruiting students into the hospitality field. In addition, new graduates from most Chinese higher learning institutions lack practical skills as required by the industry. Given this fact, hotels have resolved to promote their staffs to fill vacant managerial positions to tap on their experience. The underlying problem facing the shortage of qualified staff in China lies in the low remuneration for hotel and catering staffs, which makes a career in the industry to be viewed as a stepping stone to better promotions. Hence, majority of line staff have a negative attitude toward their jobs and show very little commitment on further learning (Nolan, 2002). Enz (2009) conducted a survey that human resource is the most pressing challenge for the hotel industry. The author notes that different aspects of human resource are prominent in different regions of the globe. Furthermore, issues of human resource attraction have remained as topmost challenge of hotel industry for the last eighty years. The main challenge lies in the attraction and the retaining of talented personnel into the industry. Despite the raising of concern of retaining people over the long term, executives still have to weigh their options in relation to competing interests in the management of their enterprises. In addition, top-level candidates are increasingly being attracted to other industries and top executives have to deal with the competing pressures. Executives are mostly concerned with the staffing of the hotel thus they look at the shortage of human resource while general managers are concerned about the quality of service and therefore notice more the inadequate supply of relevant skills. As a result, there is an operational challenge of balancing skilled and inexperienced staff. The author notes that worldwide, labour is the major concern for HR managers in Africa, career opportunities for those in North America while South Americans managers were concerned with the employee skills. Remuneration was the least of concerns for African managers but was salient among the human resource issues for Nor