Abstract
Attempts by many African governments to implement institutional reforms aimed at developing and implementing inclusive tourismrelated policies have met with mitigated success. This study ergo, critically unpacks policy-related impediments associated with the operations of tourism firms in Africa, drawing on evidence from small and medium sized hotels in Cameroon. Analysis of empirical data collected through semi-structured interviews with 30 hotel owner/managers in Cameroon revealed that: (i) their impact on employment was minimal, with a heavy reliance on family members/relatives; (ii) limited employee education and skills for effective service delivery; (iii) low hotel occupancy rates; and (iv) poor destination competitiveness. Important policy and planning recommendations are made, most notable of which is a critical (re-)examination of tourism policy and planning practices by means of developing and implementing cogent development plans that are cognisant of the local realities and geared towards guaranteeing effective service delivery, thereby ensuring destination competitiveness.