Effects of quality management on hospitality performance in different contexts

Abstract

Purpose – The purpose of this paper is threefold: first, to test the role of the managerial team’s commitment to quality deployment, quality performance and firm performance; second, to shed light on the effects of a certified quality management system on this chain; and third, to analyze the effects of changes in this chain on different management team attitudes, namely, innovativeness. Design/methodology/approach – Based on a survey conducted in a sample of 370 hotels from the region of Madrid (Spain), the model and hypotheses were validated using structural equation modeling analysis. Findings – The results reveal the importance of a commitment to quality for quality deployment. In addition, quality deployment has a strong impact on operations and employee and customer performance. However, only impacts derived from customers’ perceptions of service quality affect firm performance. In addition, a contextual analysis was performed to verify whether various contextual factors (certification in a quality management standard and the innovative attitude of the management team) could modify the previously obtained results for the full sample. Practical implications – The management team should understand that its attitude toward quality management could affect the company’s overall performance. On the one hand, the team should be aware that the cost of implementing quality practices could be a burden for employees in the performance of their daily activities. On the other hand, there is a positive relationship between involvement in addressing customers’ requirements and financial performance. Therefore, a balance between the efforts to maintain a certain level of quality by the firm’s employees and the service quality offered to the customers is crucial to achieving better financial performance. Originality/value – The impact of the implementation of quality management practices on performance has been widely studied; however, the role of intangible factors has not been commonly discussed in service industries in general and even less so in the hospitality sector. This paper analyses the influence of the quality management team’s attitudes toward innovativeness and the implementation of a quality management standard.

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