This study was conducted with the aim of proposing a human resource management model for urban tourism in Shahrekord. Human resources in organizations and companies active in the tourism sector are a vital factor in the production and delivery of quality services. Providing a human resource management (HRM) model can play a decisive role in achieving sustainable goals, increasing profitability, improving the quality of life of local communities, and introducing indigenous culture to tourists. However, the design of an HRM model that responds to the diverse roles and expectations of stakeholders has not yet been comprehensively examined. Despite its extensive natural and cultural capacities, Iran’s tourism industry faces challenges in fully utilizing these potentials due to weaknesses in human resource management.The research method is descriptive–analytical in approach and developmental–applied in purpose. Data were collected through field studies and interviews with experts and were analyzed using a qualitative approach and thematic analysis in the MAXQDA software environment. The findings indicate that organizations active in urban tourism operate in seven main areas: accommodation and welfare services, transportation, security, education, food and catering, recreation and entertainment, and public services. Moreover, stakeholders’ expectations are categorized into two main dimensions: human–behavioral expectations and technical–economic expectations. Finally, the competencies and recommendations for human resource management were identified and presented in seven key components: recruitment and hiring, career path management, labor relations, safety and health, rewards and compensation, performance evaluation, and training and human resource development. The results of this study can serve as a practical framework for improving human resource management in Iran’s urban tourism sector and enhancing the effectiveness of tourism development policies and programs.