酒店管理外文翻译酒店业服务质量管理研究节选.docx

1、酒店管理外文翻译酒店业服务质量管理研究节选中文3400汉字,2000单词，1.1万英文字符出处：Borkar S, Koranne S. Study of service quality management in hotel industryJ. Pacific Business Review International, 2014, 6(9): 21-25.原文Study of Service Quality Management in Hotel IndustryBorkar; KoranneAbstractIt is an attempt to understand the role

2、of quality improvement process in hospitality industry and effectiveness in making it sustainable business enterprise. It is a survey of the presently adopted quality management tools which are making the hotels operations better focused and reliable and meet the customer expectations. Descriptive r

3、esearch design is used to know the parameters of service quality management in hospitality industry. Exploratory research design is undertaken to dig out the service quality management practices and its effectiveness. Data analysis is done and presented; hypothesis is tested against the collected da

4、ta. Since the industry continuously tries to improve upon their services to meet the levels of customer satisfaction; Study presents tools for continuous improvement process and how it benefits all the stake holders. It can be inferred from the study that the hotel implement continuous improvement p

5、rocess and quality management tools to remain competitive in the market. The study involves hotels of highly competitive market with limited number of respondents. This limits the study to hotel industry and has scope of including other hospitality service providers as well.Keywords: Customer Satisf

6、action, Perception, Performance Measurement,Continuous, Improvement Process.IntroductionIt has brought paradigm shifts in the operations of hospitality industry. The overall perspective of the industry is changed due to introduction of new techniques and methods of handling various processes. Awaren

7、ess among the hoteliers and the guests has fuelled the inventions focused on operations. The increased sagacity of customer satisfaction led to the use of high standards of service in industry. The new service parameters made the hoteliers to implement quality management as an effective aid. It has

8、significantly affected hotels ability to control and adapt to changing environments. The use of new techniques began with the simple motive of sophistication and precise activities in the given field of operation which may result in high standards of service in global economy and has allowed the ris

9、e of a leisure class.Conceptual Framework This study of Service quality management in hospitality industry is an attempt to understand the presence of quality improvement process in hospitality industry and effectiveness in making it sustainable business enterprise. It is a survey of the presently a

10、dopted quality management tools which are making the hotels operations safer, focused and reliable and meet the customer expectations.As the hospitality industry becomes more competitive there is an obvious need to retain clientele as well as increasing profitability and hence management professiona

11、ls strive to improve guest satisfaction and revenues. The management professionals whom are striving for these results however often have limited understanding of research surrounding the paradigms of guest satisfaction and loyalty and financial performance. This research paper shall enlighten some

12、of the variables and important facts of service quality resulting into guest satisfaction.Review of LiteratureCustomers of hospitality often blame themselves when dissatisfied for their bad choice. Employees must be aware that dissatisfied customers may not complain and therefore the employees shoul

13、d seek out sources of dissatisfaction and resolve them. (Zeithaml V., 1981，p. 186 -190)It is said that service quality is what differentiates hospitality sector, however there is not an agreed definition of what service quality is. There is however a few different suggestions of how to define servic

14、e quality. Dividing it into technical, functional and image components; (Greenrooms C., 1982) another is that service quality is determined by its fitness for use by internal and external customers. It is accepted that service quality is depends upon guests needs and expectations. A definition of se

15、rvice quality state that quality is simply conformance to specifications, which would mean that positive quality is when a product or service specific quality meet or exceed preset standards or promises. This however seems like an easy view within the hospitality industry. The alternative definition

16、s read as follows: 1) quality is excellence; 2) quality is value for money; 3) quality is meeting or exceeding expectations. This appears better aligned with ideas which exist within hospitality management than the first mentioned simplistic approach. Service quality and value is rather difficult to

17、 calculate, companies must therefore rely on guests quality perceptions and expectations to get consistent results which is best achieved by asking guests questions related to expectations and their perceptions of the service quality, which can effectively be achieved through carefully designed surv

18、eys.A major problem with service quality is variability and limited capability and robustness of the service production process. (Gummesson E., 1991) Hotels consumers have well-conceived ideas about service quality and quality attributes are considered important for most types of services, the absen

19、ce of certain attributes may lead consumers to perceive service quality as poor. The presence of these attributes may not substantially improve the perceived quality of the service. Most customers would be willing to trade some convenience for a price break, and that the behavior, skill level and pe

20、rformance of service employees are key determinants of perceived quality of services. This is a major challenge in improving or maintaining a high level of service quality. (Tigineh M. et al 1992)Studies focusing on service quality management suggest that service firms spend too little effort on pla

21、nning for service quality. The resultant costs of poor service quality planning lead to lower profitability as part of the service failures. (Stuart F., et al 1996)When discussing satisfaction, it is important to understand that guests evaluation of service comprise of two basic distinct dimensions:

22、 service delivery and service outcome (Mattila, 1999). Research indicates that how the service was delivered (perceived functional quality) is more important than the outcome of the service process (technical quality). This research clearly indicates that effort by staff have a strong effect on gues

23、ts satisfaction judgments.Companies delivering services must broaden their examination of productivity to help settle conflicts - the leverage synergies - between improving service quality and boosting service productivity. ( Parasuraman A. 2002)A key activity is to conduct regularly scheduled revie

24、w of progress by quality council or working group and management must establish a system to identify areas for future improvement and to track performance with respect to internal and external customers. They must also track the changing preferences of customer.Continuous improvement means not only

25、being satisfied with doing a good job or process. It is accomplished by incorporating process measurement and team problem solving an all work activities. Organization must continuously strive for excellence by reducing complexity, variation and out of control process. Plan-D-Study-Act (PDSA) develo

26、ped by Shewhart and later on modified by Deming is an effective improvement technique. First Plan carefully, then carry out plan, study the results and check whether the plan worked exactly as intended and act on results by identifying what worked as planned and what didnt work. Continuous process i

27、mprovement is the objective and these phases of PDSA are the framework to achieve those objectives. (Besterfield D. et al 2003)The servicescape -is a general term to describe the physical surroundings of a service environment (Reimer 2005, p. 786) such as a hotel or cruise ship. Guests are sometimes

28、 unconsciously trying to obtain as much information as possible through experiences to decrease information asymmetries This causes guests to look for quality signals or cues which would provide them with information about the service, which leads us to cue utilization theory. Cue utilization theory

29、 states that products or services consist of several arrays of cues that serve as surrogate indicators of product or service quality. There are both intrinsic and extrinsic cues to help guests determine quality. Consequentially, due to the limited tangibility of services, guests are often left to ac

30、cept the price of the experience and the physical appearance or environment of the hotel or cruise ship itself as quality indicators. Though there are many trade and academic papers discussing guest satisfaction has been published, one can note that limited attention has been paid to the value perce

31、ption and expectations guests have towards product delivery and influence price guests pay for an experience has on satisfaction and future spending. Furthermore it is also known that the role of pricing in relation to guest determinants of perceived quality of services. This is a major challenge in

32、 improving or maintaining a high level of service quality. (Tigineh M. et al 1992)Studies focusing on service quality management suggest that service firms spend too little effort on planning for service quality.The resultant costs of poor service quality planning lead to lower profitability as part

33、 of the service failures. (Stuart F., et al 1996)When discussing satisfaction, it is important to understand that guests evaluation of service comprise of two basic distinct dimensions: service delivery and service outcome (Mattila, 1999). Research indicates that how the service was delivered (perceived functional quality) is more important