Exploring Service Quality in Luxury Hotels


The question of quality services remains to be one of the most crucial in the sphere of management, and there are many sophisticated researchers and developers are eager to offer their own ideas on how to contribute the chosen field. In this report, the article ‘Exploring Service Quality in Luxury Hotels: Case of Lahore, Pakistan’ written by Mohsin, Hussain, and Khan will be analysed to prove its relevance to quality management principles and urgency in the attempt to improve the services required in the hotel industry. The article describes the importance of quality of services in any business. Quality services may undergo a number of changes and shifts within a short period of time (Pfeifer 2002), this is why it is necessary to consider the parameters that can be used to measure quality of services.

In order to scientifically prove it, a study undertaken in luxury hotels of Pakistan is offered and aims at exploring some aspects of quality services in hotels and identifying the features that are considered as measures of quality that can meet the expectations of the hotel. The article under consideration is regarded to be a solid foundation to the field where quality services and improvements of management principles are discussed; the results show that if some changes take place at one sphere of hotel management, appropriate changes should be made in other spheres to meet the standards and expectations of the staff, and human factor is not the last one that has to be applied in practice.


Main aspects of the article under analysis

In order to create an interesting and appropriate project by means of which it is possible to evaluate current achievements and improvements made in the sphere of quality management, Mohsin, Hussain, and Khan choose the hotel industry of Pakistan as the main source of information and the field for investigations. The authors aim at identifying crucial features of quality services in hotels and issues, which influence guests’ satisfaction of these services. Certain limitations of the study help to achieve concrete results: four areas, front office, restaurant, housekeeping, and room service, are chosen for the analysis (Mohsin, Hussain, & Khan 2011).

Mohsin, Hussain, and Khan (2011) explain that if something goes wrong at the hotel, quality services have to be noticed within a short period of time as this sphere is considered to be one of the main sources of the problem. Such observation is important indeed, still, it is also necessary to consider the opinions of other professionals and admit that the barriers between the departments (Foster 2009) as well as customers’ personal reasons and satisfaction (Mola & Jusoh 2011) may become the reasons of poor quality management. This is why to understand how exactly quality service management principles have to be applied to the hotel industry, it is necessary to assess the expectations of the visitors, consider the experience got, and make use of theoretical backgrounds available.

Contribution to and support of quality management principles

The article chosen for the analysis may contribute a lot to human understanding of quality management principles. The authors point out that service quality remains to be a serious challenge for many organizations in the hotel industry (Mohsin, Hussain, & Khan 2011), still, people should not lose hope to overcome any kind of challenge and make use of technological progress. The fact is that there are many luxury hotels that are able to participate in competitions, and it proves their abilities to use their potentials to their full extent and apply to quality management principles when it is necessary to improve performances.

The article supports the idea that different organizations follow different quality management principles. Luxury hotels try to take care of their customer-focused organization, teamwork, leadership, performance management, and continual improvement. Leadership is very significant in the hotel industry as it ensures all departments and offers high quality services to the consumers. Performance management directly depends on quality of services; this is why hotel managers try to improve quality level in order to be able to compete with other organizations of the same field (Mohsin, Hussain, & Khan 2011).

Content of the article and quality theory

The content of the article related to quality theory in a variety of ways. First, the authors say that the implementation of employee morale and service consistency may define the quality of hotel management. Second, the links between business profits and service quality cannot be ignored as they influence satisfaction level. Finally, it is obvious for all managers to consider the current conditions of the country where hotel industry is developed because even some minor economic or financial changes may influence management in different ways. It happens that economic challenges improve the situation in the hotels due to the necessity to change some HR management conditions, relations between different departments, or even the ways of how hotel guests get their services. Sometimes, it is even crucial to create the conditions under which hotel managers should demonstrate their best qualities, moral preparedness, and theoretical knowledge to achieve the required results.

Findings of the article and their application in practice

The findings from the research are requisite benchmarks since they confirm service quality as a necessity in bettering the performance of the hotel in particular and the services of the industry in general. The research has facilitated the understanding of the factors that drive services that can be applied by hotel managers during the process of enhancing the quality of different services (Gržinić 2007, p. 90).

In case customers expectations are considered and understood by the managers, it seems to be easier to analyse whether services quality is achieved or not. During this kind of activity, a certain gap between the expectations of the guests and the quality of the services provided should be drawn. It has been proved by the researchers of the article that the quality of service has a direct and usually positive impact on customer satisfaction (Mola & Jusoh 2011, p. 20). The level of customer satisfaction or dissatisfaction is considered a result of the gap between the expectations of the customers and the actual performance of the hotel hence the only way of maintaining customer satisfaction is to minimize the gap between these expectations and actual level of performance. This is captured clearly by the gap model. The principal is that the wider the gap, the higher the level of customer dissatisfaction. Low service quality is represented by the wide gap between the two variables.

Customer satisfaction can be learned through the evaluation of customers’ needs and the methods used to meet these types of expectations (Mola & Jusoh 2011, p. 22). Satisfaction is a central point in the analysis of hotel management and service quality. Satisfaction is an attitude driven and it is achieved by the consumer measuring the expectations of the service with the perception of actual service performance (Gržinić 2007, p. 88).

Conclusions reported in the article

The way of how the conclusions are made in the article under analysis is not the most successful; still, it helps to understand how the authors find practical application to their theoretical knowledge and what they can do more to contribute the hotel industry as well as quality management theory. It is obvious that Human Resource Management contains some elements of risk; however, its main goal is to facilitate the process of purposes achievement. Organizational management, personnel administration, manpower management, human capital management and industrial management are all recognized to be the so-called subdivisions of HR management.

For this reason customers’ needs as well as requirements are all to be taken into consideration. The authors admit that there are several important issues that may influence the quality of services, and one of the most integral is the level of customer satisfaction and the ability to define this level in time. Not all hotel managers are ready to develop the required contacts with their clients. Sometimes, customer’s needs are simply ignored. This is why quality service management has to be based on the management of other departments of a hotel. Only in a case appropriate measurements are taken from all the necessary perspectives, the results of the work will be successful. Strategic plans, professional trainings, and control over the hotel staff are the first steps to be taken during the organization of work in a hotel.

There are several processes which HR management consists of. Thus, it is very important to take into consideration the HRM factors which are named as close cooperation, best fit and continual monitoring. HRM functions are also recognized to be very important as staffing needs must not be ignored.

Reference List

Foster, ST 2009, Managing quality: Integrating the supply chain. 4th ed. Pearson-Prentice Hall, Upper Saddle River, NJ. Web.

Gržinić, J 2007, ‘Concepts of service quality measurement in hotel industry’, EKON MISAO PRAKSA DBK, vol.1, no.1, pp. 81-98. Web.

Mohsin, A, Hussain, I & Khan, RM 2011, ‘Exploring Service Quality in Luxury Hotels: Case of Lahore, Pakistan’, The Journal of American Academy of Business, Cambridge, vol. 16, no. 2, pp. 296-303. Web.

Mola, F & Jusoh, J 2011, ‘Service quality in Penang hotels: A gap score analysis’, World Applied Sciences Journal, vol. 12, no. 1, pp. 19-24. Web.

Pfeifer, T 2002, Quality management. Hanser Verlag, Cincinnati, Ohio. Web.

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