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Until relatively recently, the role of employees in hotel and tourism service offerings was generally under-valued in the UK, especially at a strategic level. With the advent of human resource management in the past couple of decades however, the contribution of employees - and their management - in this context has achieved greater recognition and organisational status. One catalyst for this promotion in organisational standing is the drive for quality service. This case illustrates the contemporary organisational contribution of human resource management and its relationship with quality service. The Hilton Group plc, with its UK- driven launch of a renewed quality offensive across the globe, is the case used to exemplify the development of human resource strategy and employee development for quality service in the international hotel sector. The singularly important conclusion that is drawn is the co- dependency between human resource management and development on the one hand and quality service on the other. This case is to provide a basis for discussion about: (1) HRM in theory and practice; (2) the links between HRM and business strategy development, competitiveness and human resource development; and (3) the role of HRM and HRD in service quality.