Human Resources Role in Hospitality Service Quality

  • Flavio Tiago
  • Teresa Borges-TiagoEmail author
  • João Couto
Conference paper
Part of the Springer Proceedings in Business and Economics book series (SPBE)


Hospitality industry has undergone many changes in the past years, reflecting the sharing economy and customer digital empowerment effects. In this context, the excellence of service provided is a key success factor. This study investigates the themes related to people influence in tourists’ perception of service quality. The proposed model assesses the influence of human resource management on employee behavior and the latter in tourists’ service quality perception in the hospitality sector. The results obtained allow to conclude that human resource management plays an important role, by placing efforts in frontline employees’ values and attitudes and consequently shaping service encounters.


Tourism Hospitality Employees Services quality Marketing 



We gratefully acknowledge financial support from FCT—Portugal through the research grant (UID/SOC/04521/2019) of the Advance/CSG, ISEG and (UID/ECO/00685/2016) of the CEEAplA, and the Projects ACORES-01-0145-FEDER-000017 and ACORES-01-0145-FEDER-00008 from AÇORES 2020, through FEDER—European Union.


  1. 1.
    Priporas C-V, Stylos N, Rahimi R, Vedanthachari LN (2017) Unraveling the diverse nature of service quality in a sharing economy: a social exchange theory perspective of Airbnb accommodation. Int J Contemp Hosp Manage 29:2279–2301. CrossRefGoogle Scholar
  2. 2.
    Paulauskaite D, Powell R, Coca-Stefaniak JA, Morrison AM (2017) Living like a local: authentic tourism experiences and the sharing economy. Int J Tour Res 19(6):619–628. CrossRefGoogle Scholar
  3. 3.
    Madera JM, Dawson M, Guchait P, Belarmino AM (2017) Strategic human resources management research in hospitality and tourism: a review of current literature and suggestions for the future. Int J Contemp Hosp Manage 29:48–67. CrossRefGoogle Scholar
  4. 4.
    Solnet D, Kralj A, Baum T (2015) 360 degrees of pressure: the changing role of the HR professional in the hospitality industry. J Hosp Tour Res 39:271–292. CrossRefGoogle Scholar
  5. 5.
    Sánchez-Hernández RM, Martínez-Tur V, González-Morales MG, Ramos J, Peiró JM (2009) Un análisis transnivel de las relaciones de la calidad de servicio y la confirmación de expectativas con la satisfacción de los usuarios. Psicothema 21(3):421–426Google Scholar
  6. 6.
    Okumus F (2008) Strategic human resources management issues in hospitality and tourism organizations. In: Handbook of hospitality human resources management. Elsevier, Orlando, pp 469–95.
  7. 7.
    Al-Ababneh MM (2016) Employees’ perspectives of service quality in hotels. Res Hosp Manage 6:189–193. CrossRefGoogle Scholar
  8. 8.
    Tsaur S-H, Lin Y-C (2004) Promoting service quality in tourist hotels: the role of HRM practices and service behavior. Tour Manage 25:471–481. CrossRefGoogle Scholar
  9. 9.
    Rauch DA, Collins MD, Nale RD, Barr PB (2015) Measuring service quality in mid-scale hotels. Int J Contemp Hosp Manage 27:87–106. CrossRefGoogle Scholar
  10. 10.
    Philippakos J (2009) A comparison of hospitality human resources practices in Greece and the United States: an analysis of human resources practices and the potential effects on service quality. Thesis.
  11. 11.
    Lovelock C, Gummesson E (2004) Whither services marketing? In search of a new paradigm and fresh perspectives. J Serv Res 7:20–41. CrossRefGoogle Scholar
  12. 12.
    Gagić S, Tešanović D, Jovičić A (2013) The vital components of restaurant quality that affect guest satisfaction. Turizam 17:166–176. CrossRefGoogle Scholar
  13. 13.
    Grönroos C (1984) A service quality model and its marketing implications. Eur J Mark 18:36–44. CrossRefGoogle Scholar
  14. 14.
    Parasuraman A, Zeithaml VA, Berry LL (1985) A conceptual model of service quality and its implications for future research. J Mark 49:41–50. CrossRefGoogle Scholar
  15. 15.
    Llosa S, Orsingher C, Carrillat FA, Jaramillo F, Mulki JP (2007) The validity of the SERVQUAL and SERVPERF scales: a meta-analytic view of 17 years of research across five continents. Int J Serv Ind Manage 18:472–490. CrossRefGoogle Scholar
  16. 16.
    Buttle F (1996) SERVQUAL: review, critique, research agenda. Eur J Mark 30:8–32. CrossRefGoogle Scholar
  17. 17.
    Cho HS, Byun B, Shin S (2014) An examination of the relationship between rural tourists’ satisfaction, revisitation and information preferences: a Korean case study. Sustainability 6(9):6293–6311. CrossRefGoogle Scholar
  18. 18.
    Knutson B, Stevens P, Wullaert C, Patton M, Yokoyama F (1990) LODGSERV: a service quality index for the lodging industry. Hosp Res J 14(2):277–284. CrossRefGoogle Scholar
  19. 19.
    Cooper C, Hall CM (2013) Contemporary tourism: an international approach, 2nd edn. Routledge, OxfordGoogle Scholar
  20. 20.
    Murray W, Elliot S, Simmonds K, Madeley D, Taller M (2017) Human resource challenges in Canada’s hospitality and tourism industry: finding innovative solutions. Worldwide Hosp Tour Themes 9(4):391–401. CrossRefGoogle Scholar
  21. 21.
    Bharwani S, Butt N (2012) Challenges for the global hospitality industry: an HR perspective. Worldwide Hosp Tour Themes 4(2):150–162. CrossRefGoogle Scholar
  22. 22.
    Niininen O, Buhalis D, March R (2007) Customer empowerment in tourism through consumer centric marketing (CCM). Qual Mark Res Int J 10(3):265–281. CrossRefGoogle Scholar
  23. 23.
    Neuhofer B, Buhalis D, Ladkin A (2014) A typology of technology-enhanced tourism experiences. Int J Tour Res 16:340–350. CrossRefGoogle Scholar
  24. 24.
    Zopiatis A, Constanti P, Theocharous AL (2014) Job involvement, commitment, satisfaction and turnover: evidence from hotel employees in Cyprus. Tour Manage 41:129–140. CrossRefGoogle Scholar
  25. 25.
    Sørensen F, Jensen JF (2015) Value creation and knowledge development in tourism experience encounters. Tour Manage 46:336–346. CrossRefGoogle Scholar
  26. 26.
    Lovelock C, Wirtz J (2012) Services marketing: people, technology, strategy. Pearson, Upper Saddle RiverGoogle Scholar
  27. 27.
    Yeh CM (2013) Tourism involvement, work engagement and job satisfaction among frontline hotel employees. Ann Tour Res 42:214–239. CrossRefGoogle Scholar
  28. 28.
    Sharpley R, Forster G (2003) The implications of hotel employee attitudes for the development of quality tourism: the case of Cyprus. Tour Manage 24:687–697. CrossRefGoogle Scholar
  29. 29.
    Jones P, Siag A (2009) A re-examination of the factors that influence productivity in hotels: a study of the housekeeping function. Tour Hosp Res 9:224–234. CrossRefGoogle Scholar
  30. 30.
    Sergeant A, Frenkel S (2000) When do customer contact employees satisfy customers? J Serv Res 3(1):18–34. CrossRefGoogle Scholar
  31. 31.
    Jaworski BJ, Kohli AK (1993) Market orientation: antecedents and consequences. J Mark 57:53–70. CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  • Flavio Tiago
    • 1
  • Teresa Borges-Tiago
    • 1
    Email author
  • João Couto
    • 1
  1. 1.University of the AzoresPonta DelgadaPortugal

Personalised recommendations