Do HR Practices Affect Service Quality of Frontline Staff?

Dr. Farooq Azam Cheema, Afzal Ahmed Shah, Dr. Iqbal Phanwar, Dr. Faisal Aftab, Sayma Zia

Abstract


The basic objective of this study was to examine the role of HR practices like recruitment and selection, training, performance appraisal and rewards management in enhancing overall service quality of the frontline staff in the hotel industry in Karachi, Pakistan. Hypothetic deductive approach was used for examining the relationship between independent and dependent variables. Customer service dimensions used in this study were derived from the SERVQUAL model that included frontline staff appearance, reliability of service, responsibility among the staff, assurance of job related knowledge and etiquettes and empathy. For the purpose of study 15 hotels and restaurants of various sizes with minimum 30 frontline employees were chosen. Ten frontline employees from reception staff, waiters/waitresses, housekeeping employees were chosen using quota sampling for data collection. Opinion of the frontline staff was sought through structured questions as how the four HR practices are likely to affect quality of five dimensions of the customer service quality. Data was collected through a structured questionnaire and integrated through SPSS. Results of study showed that the two HR practices; training and rewards management significantly affect the service quality of the frontline staff and this effect is far stronger than the effect of other HR practices. This research will not only bring significant practical implications for better human resource management in hospitality sector but also provide important indicators for future research. The future study may aim at identifying various internal and external factors that affect efficacy of various HR practices and policies and consequently their contribution in enhancing service quality of staff. Studies are also needed to identify further impediments obstructing the positive influence of recruitment and selection and appraisal practices on service behavior and quality of the staff. The role of various intervening or mediating variables such as employee collaboration, organization culture can also be probed further.

Keywords: Hospitality firms, HRM, service quality, recruitment and selection, training and development, performance appraisal, rewards management, frontline staff


Full Text:

XML

References


Armstrong M. (1991), A Handbook of Personnel Management Practice.

Becker, B. E., Huselid, M. A., & Ulrich D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston: Harvard Business School Press.

Boulding, W., Kalra, A., Staelin, R. and Zeithaml, V.A. (1993), “A dynamic process model of service quality: from expectations to behavioral intentions”, Journal of Marketing Research, Vol. 30, pp. 7-27.

Bowen, D. E., and E. E. Lawler. 1992. The empowerment of service workers: What, why, how, and when. Sloan Management Review 33 (3): 31-39.

Brett, J., Cron, W, Slocum, J (1995), "Economic dependency on work: a moderator of the relationship between organizational commitment and performance", Academy of Management Journal, Vol. 38 No.1, pp.261-71.

Browning Victoria(2006) 'The relationship between HRM practices and service behaviour in SouthAfrican service organizations', The International Journal of Human Resource Management, 17: 7, 1321 — 1338

Chebat, J., Babin, B. and Kollias, P. (2002) ‘What Makes Contact Employees Perform? Reactions

Chiaburu, D.S., Tekleab, A.G. (2005), "Individual and contextual influences on multiple dimensions of training effectiveness", Journal of European Industrial Training, Vol. 29 No.8, pp.604-26

Chris Fill, Laurie Mullins ( 2008) , THE EFFECTIVE MANAGEMENT OF TRAINING, Industrial and Commercial Training, Vol. 22 Iss: 1

Davidow, W.H. and Uttal, B. (1989) Total Customer Service. The Ultimate Weapon. New York: Harper and Row.

Delaney, J.T., and Huselid, M.A. (1996), ‘The Impact of Human Resource Management Practices on Perceptions of Organizational Performance,’ Academy of Management Journal, 39, 4, 949–969.

Dulewicz, V. (1989),Performance appraisal and counselling, in Herriot, P., Assessment and selection in organizations: methods and practices for recruitment and appraisal, John Wiley & Sons, New York, pp645-649

Elmuti, D., Kathawala, Y. and Wayland, R. (1992), “Traditional performance appraisal systems”, Management Decision, Vol. 30 No. 8, pp. 42-8

Gentzler P. (2010), “Hiring and Training for Successful Restaurants” http://www.suite101.com/content/hiring-and-training-for-successful-restaurants-ACCESSED ON SEPTEMBER25, 2010

Gomez-Mejia, L. R. (1990) Increasing Productivity: Performance Appraisal and Reward Systems. Personnel Review 19:2 , pp. 21-26.

Gronroos. (1990). Quality / selection definitions, models and methods in use. The Nature of Service and Service Quality. N.P.: n.p..

Gunarsekaran, A. (1999), Enablers of TQM implementation in manufacturing: a case study, Total Quality Management Volume10 No.7,pp987-96

Guthrie, J. (2001). High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of Management Journal, 44, 180-190.

Hays, S. (1999), "Exceptional customer service takes the ‘Ritz’ touch", Workforce, Vol. 78 No.1, pp.99-102.

Heskett, J. L., T. Jones, G. Loveman, W. E. Sasser, and L. Schlesinger. 1994. Putting the service profit chain to work. Harvard Business Review (March-April).

Horwitz, F. M. (1999) The Emergence of Strategic Training and Development: The Current State of Play. Journal of European Industrial Training 23:4/5 , pp. 180-190. [ crossref ]

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance, Academy of Management Journal, 38(3), 635-672.

Ineson, E.M., Brown, S.H.P. (1992), "The use of biodata for hotel employee selection", International Journal of Contemporary Hospitality Management, Vol. 4 No.2, .

Jago, L. and Deery, M. (2002) ‘The Role of Human Resource Practices in Achieving Quality Enhancement and Cost Reduction: An Investigation of Volunteer Use in Tourism Organisations’, International Journal of Contemporary Hospitality Management, 14(5): 229.

Katou, A., and Budhwar, P.S. (2006), ‘Human Resource Management Systems and Organizational Performance: A Test of a Mediating Model in the Greek Manufacturing Context,’ International Journal of Human Resource Management, 17, 7, 1223–1253.

Kelliher, C, Johnson, K (1987), "Personnel management in hotels – some empirical observations", International Journal of Hospitality Management, Vol. 6 No.2, pp.103-8.

Lam, L.W., and White, L.P. (1998), ‘Human Resource Orientation and Corporate Performance,’ Human Resource Development Quarterly, 9, 4, 351–364.

Nevling, H.R. (1992), “Performance appraisals: never mind the boss, please the customer”, Health Manpower Management, Vol. 18 No. 4, pp. 14-17.

Noe, R., John R. Hollenbeck, Berry Gerhart and Patrick M. Wright (2003) Human Resource Management, :gAining competitive advantage, MC Graw Hill Irwin, USA

Oakland, J.S. (1993), Total Quality Management: The Route to Improving Performance, Butterworth-Heinemann, Oxford.

Palmer, A. (2001), Principles of Service Marketing, 3rd ed., McGraw-Hill, New York, NY.

Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1988), “SERVQUAL: a multiple-item scale for measuring consumer perceptions of service quality”, Journal of Retailing, Vol. 64 No. 1, pp. 12-40.

Peccei, R. and Rosenthal, P. (1997) ‘The Antecedents of Employee Commitment to Customer Service: Evidence from a UK Service Context’, The International Journal of Human Resource Management, 8(1): 66–86.

Price, L. (1994), "Poor personnel practice in the hotel and catering industry: does it matter?", Human Resource Management Journal, Vol. 4 No.4, pp.44-62

Redman, T. and Mathews, B.P. (1998), “Service quality and human resource management: a review and research agenda”, Personnel Review, Vol. 27 No. 1, pp. 57-77.

Schneider, B. and Bowen, D.E. (1985) ‘Employee and Customer Perceptions of Service in Banks: Replication and Extension’, Journal of Applied Psychology, 70(3): 423–33.

Schneider, B. and Bowen, D.E. (1995), Winning the Service Game, Harvard Business School Press, Boston, MA.

Schwartz, S (1994) - SDS Consulting Group - Greenwich, CT - 203-979-9822 - CT Outsource Services http://www.articlealley.com/article_accessed on September16,2010)

Tessema, M. and Soeters, J. (2006). Challenges and prospects of HRM in developing countries: testing the HRM-performance link in Eritrean civil service, International Journal of Human Resource Management, 17(1), 86-105.

Van Looy, B., Van Den Bossche, T., Buyens, D. (1998), "The role of human resource practices in service organisations", in Van Looy, B., Van Dierdonck, R., Gemmel, P. (Eds),Services Management: An Integrated Approach, Pitman Publishing, London, .

Waryszak, R.Z., Bauer, T.G. (1993), "Front-office staff selection techniques", International Journal of Contemporary Hospitality Management, Vol. 5 No.4, pp.25-8..

Worsfold, P. (1999) HRM, performance, commitment and service quality in the hotel industry. International Journal of Contemporary Hospitality Management, 11(7), 340-348.

Zerbe, W.J., Dobni, D. and Harel, G.H. (1993) ‘Human Resources Management Practices, Service Culture and Service Behaviour’. Unpublished manuscript, University of Calgary: Faculty of Management, pp. 1–20.

Zeithaml, V.A., Parasuraman, A. and Berry, L.L. (1990), Delivering Quality Service, The Free Press, New York, NY.


Refbacks

  • There are currently no refbacks.