酒店管理外文翻译酒店业服务质量管理研究节选.docx

酒店管理外文翻译酒店业服务质量管理研究节选.docx

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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：

BorkarS,KoranneS.Studyofservicequalitymanagementinhotelindustry[J].PacificBusinessReviewInternational,2014,6（9）:

21-25.

原文

StudyofServiceQualityManagementinHotelIndustry

Borkar;Koranne

Abstract

Itisanattempttounderstandtheroleofqualityimprovementprocessinhospitalityindustryandeffectivenessinmakingitsustainablebusinessenterprise.Itisasurveyofthepresentlyadoptedqualitymanagementtoolswhicharemakingthehotelsoperationsbetterfocusedandreliableandmeetthecustomerexpectations.Descriptiveresearchdesignisusedtoknowtheparametersofservicequalitymanagementinhospitalityindustry.Exploratoryresearchdesignisundertakentodigouttheservicequalitymanagementpracticesanditseffectiveness.Dataanalysisisdoneandpresented;hypothesisistestedagainstthecollecteddata.Sincetheindustrycontinuouslytriestoimproveupontheirservicestomeetthelevelsofcustomersatisfaction;Studypresentstoolsforcontinuousimprovementprocessandhowitbenefitsallthestakeholders.Itcanbeinferredfromthestudythatthehotelimplementcontinuousimprovementprocessandqualitymanagementtoolstoremaincompetitiveinthemarket.Thestudyinvolveshotelsofhighlycompetitivemarketwithlimitednumberofrespondents.Thislimitsthestudytohotelindustryandhasscopeofincludingotherhospitalityserviceprovidersaswell.

Keywords:

CustomerSatisfaction,Perception,PerformanceMeasurement,

Continuous,ImprovementProcess.

Introduction

Ithasbroughtparadigmshiftsintheoperationsofhospitalityindustry.Theoverallperspectiveoftheindustryischangedduetointroductionofnewtechniquesandmethodsofhandlingvariousprocesses.Awarenessamongthehoteliersandtheguestshasfuelledtheinventionsfocusedonoperations.Theincreasedsagacityofcustomersatisfactionledtotheuseofhighstandardsofserviceinindustry.Thenewserviceparametersmadethehotelierstoimplementqualitymanagementasaneffectiveaid.Ithassignificantlyaffectedhotels’abilitytocontrolandadapttochangingenvironments.Theuseofnewtechniquesbeganwiththesimplemotiveofsophisticationandpreciseactivitiesinthegivenfieldofoperationwhichmayresultinhighstandardsofserviceinglobaleconomyandhasallowedtheriseofaleisureclass.

ConceptualFrameworkThisstudyofServicequalitymanagementinhospitalityindustryisanattempttounderstandthepresenceofqualityimprovementprocessinhospitalityindustryandeffectivenessinmakingitsustainablebusinessenterprise.Itisasurveyofthepresentlyadoptedqualitymanagementtoolswhicharemakingthehotelsoperationssafer,focusedandreliableandmeetthecustomerexpectations.

Asthehospitalityindustrybecomesmorecompetitivethereisanobviousneedtoretainclienteleaswellasincreasingprofitabilityandhencemanagementprofessionalsstrivetoimproveguestsatisfactionandrevenues.Themanagementprofessionalswhomarestrivingfortheseresultshoweveroftenhavelimitedunderstandingofresearchsurroundingtheparadigmsofguestsatisfactionandloyaltyandfinancialperformance.Thisresearchpapershallenlightensomeofthevariablesandimportantfactsofservicequalityresultingintoguestsatisfaction.

ReviewofLiterature

Customersofhospitalityoftenblamethemselveswhendissatisfiedfortheirbadchoice.Employeesmustbeawarethatdissatisfiedcustomersmaynotcomplainandthereforetheemployeesshouldseekoutsourcesofdissatisfactionandresolvethem.（ZeithamlV.,1981，p.186-190）Itissaidthatservicequalityiswhatdifferentiateshospitalitysector,howeverthereisnotanagreeddefinitionofwhatservicequalityis.Thereishoweverafewdifferentsuggestionsofhowtodefineservicequality.Dividingitintotechnical,functionalandimagecomponents;（GreenroomsC.,1982）anotheristhatservicequalityisdeterminedbyitsfitnessforusebyinternalandexternalcustomers.Itisacceptedthatservicequalityisdependsuponguest’sneedsandexpectations.Adefinitionofservicequalitystatethatqualityissimplyconformancetospecifications,whichwouldmeanthatpositivequalityiswhenaproductorservicespecificqualitymeetorexceedpresetstandardsorpromises.Thishoweverseemslikeaneasyviewwithinthehospitalityindustry.Thealternativedefinitionsreadasfollows:

1）qualityisexcellence;2）qualityisvalueformoney;3）qualityismeetingorexceedingexpectations.Thisappearsbetteralignedwithideaswhichexistwithinhospitalitymanagementthanthefirstmentionedsimplisticapproach.Servicequalityandvalueisratherdifficulttocalculate,companiesmustthereforerelyonguest’squalityperceptionsandexpectationstogetconsistentresultswhichisbestachievedbyaskingguest'squestionsrelatedtoexpectationsandtheirperceptionsoftheservicequality,whichcaneffectivelybeachievedthroughcarefullydesignedsurveys.

Amajorproblemwithservicequalityisvariabilityandlimitedcapabilityandrobustnessoftheserviceproductionprocess.（GummessonE.,1991）Hotelsconsumershavewell-conceivedideasaboutservicequalityandqualityattributesareconsideredimportantformosttypesofservices,theabsenceofcertainattributesmayleadconsumerstoperceiveservicequalityaspoor.Thepresenceoftheseattributesmaynotsubstantiallyimprovetheperceivedqualityoftheservice.Mostcustomerswouldbewillingtotradesomeconvenienceforapricebreak,andthatthebehavior,skilllevelandperformanceofserviceemployeesarekeydeterminantsofperceivedqualityofservices.Thisisamajorchallengeinimprovingormaintainingahighlevelofservicequality.（TiginehM.etal1992）Studiesfocusingonservicequalitymanagementsuggestthatservicefirmsspendtoolittleeffortonplanningforservicequality.Theresultantcostsofpoorservicequalityplanningleadtolowerprofitabilityaspartoftheservicefailures.（StuartF.,etal1996）Whendiscussingsatisfaction,itisimportanttounderstandthatguest’sevaluationofservicecompriseoftwobasicdistinctdimensions:

servicedeliveryandserviceoutcome（Mattila,1999）.Researchindicatesthathowtheservicewasdelivered（perceivedfunctionalquality）ismoreimportantthantheoutcomeoftheserviceprocess（technicalquality）.Thisresearchclearlyindicatesthateffortbystaffhaveastrongeffectonguest'ssatisfactionjudgments.

Companiesdeliveringservicesmustbroadentheirexaminationofproductivitytohelpsettleconflicts-theleveragesynergies-betweenimprovingservicequalityandboostingserviceproductivity.（ParasuramanA.2002）Akeyactivityistoconductregularlyscheduledreviewofprogressbyqualitycouncilorworkinggroupandmanagementmustestablishasystemtoidentifyareasforfutureimprovementandtotrackperformancewithrespecttointernalandexternalcustomers.Theymustalsotrackthechangingpreferencesofcustomer.

Continuousimprovementmeansnotonlybeingsatisfiedwithdoingagoodjoborprocess.Itisaccomplishedbyincorporatingprocessmeasurementandteamproblemsolvinganallworkactivities.Organizationmustcontinuouslystriveforexcellencebyreducingcomplexity,variationandoutofcontrolprocess.Plan-D-Study-Act（PDSA）developedbyShewhartandlateronmodifiedbyDemingisaneffectiveimprovementtechnique.FirstPlancarefully,thencarryoutplan,studytheresultsandcheckwhethertheplanworkedexactlyasintendedandactonresultsbyidentifyingwhatworkedasplannedandwhatdidn'twork.ContinuousprocessimprovementistheobjectiveandthesephasesofPDSAaretheframeworktoachievethoseobjectives.（BesterfieldD.etal2003）

The’servicescape’-isageneraltermtodescribethephysicalsurroundingsofaserviceenvironment（Reimer2005,p.786）suchasahotelorcruiseship.GuestsaresometimesunconsciouslytryingtoobtainasmuchinformationaspossiblethroughexperiencestodecreaseinformationasymmetriesThiscausesgueststolookforqualitysignalsorcueswhichwouldprovidethemwithinformationabouttheservice,whichleadsusto’cueutilizationtheory’.Cueutilizationtheorystatesthatproductsorservicesconsistofseveralarraysofcuesthatserveassurrogateindicatorsofproductorservicequality.Therearebothintrinsicandextrinsiccuestohelpguestsdeterminequality.Consequentially,duetothelimitedtangibilityofservices,guestsareoftenlefttoacceptthepriceoftheexperienceandthephysicalappearanceorenvironmentofthehotelorcruiseshipitselfasqualityindicators.Thoughtherearemanytradeandacademicpapersdiscussingguestsatisfactionhasbeenpublished,onecannotethatlimitedattentionhasbeenpaidtothevalueperceptionandexpectationsguestshavetowardsproductdeliveryandinfluencepriceguestspayforanexperiencehasonsatisfactionandfuturespending.Furthermoreitisalsoknownthattheroleofpricinginrelationtoguestdeterminantsofperceivedqualityofservices.Thisisamajorchallengeinimprovingormaintainingahighlevelofservicequality.（TiginehM.etal1992）

Studiesfocusingonservicequalitymanagementsuggestthatservicefirmsspendtoolittleeffortonplanningforservicequality.

Theresultantcostsofpoorservicequalityplanningleadtolowerprofitabilityaspartoftheservicefailures.（StuartF.,etal1996）Whendiscussingsatisfaction,itisimportanttounderstandthatguest’sevaluationofservicecompriseoftwobasicdistinctdimensions:

servicedeliveryandserviceoutcome（Mattila,1999）.Researchindicatesthathowtheservicewasdelivered（perceivedfunctionalquality）ismoreimportant