外文文献翻译酒店服务质量管理Word文档下载推荐.docx

外文文献翻译酒店服务质量管理Word文档下载推荐.docx

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hypothesisistestedagainstthecollecteddata.Sineetheindustrycontinuouslytriestoimproveupontheirservicestomeetthelevelsofcustomersatisfaction;

Studypresentstoolsforcontinuousimprovementprocessandhowitbenefitsallthestakeholders.

Itcanbeinferredfromthestudythatthehotelimplementcontinuousimprovementprocessandqualitymanagementtoolstoremaincompetitiveinthemarket.ThestudyinvoIveshotelsofhighlycompetitivemarketwithlimitednumberofrespondents.Thislimitsthestudytohotelindustry

andhasscopeofincludingotherhospitalityserviceprovidersaswell.

Keywords:

CustomerSatisfaction,Perception,PerformaneeMeasurement.

Continuous,ImprovementProcess.

Introduction

Ithasbroughtparadigmshiftsintheoperationsofhospitality

industry.Theoverallperspectiveoftheindustryischangeddueto

introductionofnewtechniquesandmethodsofhandlingvariousprocesses.

Awarenessamongthehoteliersandtheguestshasfuelledtheinventionsfocusedonoperations.Theincreasedsagacityofcustomersatisfactionledtotheuseofhighstandardsofserviceinindustry.Thenewserviceparametersmadethehotelierstoimplementqualitymanagementasan

effectiveaid.Ithassignificantlyaffectedhotels'

abilitytocontrolandadapttochangingenvironments.Theuseofnewtechniquesbeganwiththesimplemotiveofsophisticationandpreciseactivitiesinthegivenfieldofoperationwhichmayresultinhighstandardsofserviceinglobaleconomyandhasallowedtheriseofaleisureclass.

ConceptualFrameworkThisstudyofServicequalitymanagementinhospitalityindustryisanattempttounderstandthepreseneeofqualityimprovementprocessinhospitalityindustryandeffectivenessinmakingitsustainablebusinessenterprise.Itisasurveyofthepresently

adoptedqualitymanagementtoolswhicharemakingthehotelsoperationssafer,focusedandreliableandmeetthecustomerexpectations.

Asthehospitalityindustrybecomesmorecompetitivethereisanobviousneedtoretainclienteleaswellasincreasingprofitabilityand

hencemanagementprofessionalsstrivetoimproveguestsatisfactionandrevenues.Themanagementprofessionalswhomarestrivingforthese

resultshoweveroftenhavelimitedunderstandingofresearchsurrounding

theparadigmsofguestsatisfactionandloyaltyandfinancialperformanee.

Thisresearchpapershallenlightensomeofthevariablesandimportantfactsofservicequalityresultingintoguestsatisfaction.

ReviewofLiterature

Customersofhospitalityoftenblamethemselveswhendissatisfiedfortheirbadchoice.Employeesmustbeawarethatdissatisfiedcustomersmaynotcomplainandthereforetheemployeesshouldseekoutsourcesofdissatisfactionandresolvethem.（ZeithamlV.,1981,p.186-190）ltissaidthatservicequalityiswhatdifferentiateshospitalitysector,howeverthereisnotanagreeddefinitionofwhatservicequalityis.Thereishoweverafewdifferentsuggestionsofhowtodefineservicequality.Dividingitintotechnical,functionalandimagecomponents;

（Greenrooms

C.,1982）anotheristhatservicequalityisdeterminedbyitsfitnessforusebyinternalandexternalcustomers.Itisacceptedthatservicequalityisdependsuponguest'

sneedsandexpectations.Adefinitionof

servicequalitystatethatqualityissimplyconformaneeto

specifications,whichwouldmeanthatpositivequalityiswhenaproduct

orservicespecificqualitymeetorexceedpresetstandardsorpromises.Thishoweverseemslikeaneasyviewwithinthehospitalityindustry.Thealternativedefinitionsreadasfollows:

1）qualityisexcellenee;

2）qualityisvalueformoney;

3）qualityismeetingorexceedingexpectations.Thisappearsbetteralignedwithideaswhichexistwithinhospitalitymanagementthanthefirstmentionedsimplisticapproach.

Servicequalityandvalueisratherdifficulttocalculate,companiesmust

thereforerelyonguest'

squalityperceptionsandexpectationstogetconsistentresultswhichisbestachievedbyaskingguest'

squestionsrelatedtoexpectationsandtheirperceptionsoftheservicequality,whichcaneffectivelybeachievedthroughcarefullydesignedsurveys.

Amajorproblemwithservicequalityisvariabilityandlimitedcapabilityandrobustnessoftheserviceproductionprocess.（Gummesson

E.,1991）Hotelsconsumershavewell-conceivedideasaboutservice

qualityandqualityattributesareconsideredimportantformosttypesofservices,theabseneeofcertainattributesmayleadconsumerstoperceiveservicequalityaspoor.Thepreseneeoftheseattributesmaynotsubstantiallyimprovetheperceivedqualityoftheservice.Mostcustomerswouldbewillingtotradesomeconvenienceforapricebreak,andthatthebehavior,skilllevelandperformaneeofserviceemployees

arekeydeterminantsofperceivedqualityofservices.Thisisamajorchallengeinimprovingormaintainingahighlevelofservicequality.

（TiginehM.etal1992）Studiesfocusingonservicequalitymanagementsuggestthatservicefirmsspendtoolittleeffortonplanningforservicequality.Theresultantcostsofpoorservicequalityplanningleadtolowerprofitabilityaspartoftheservicefailures.（StuartF.,etal1996）Whendiscussingsatisfaction,itisimportanttounderstandthatguest'

sevaluationofservicecompriseoftwobasicdistinctdimensions:

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

importantthantheoutcomeoftheserviceprocess（technicalquality）.

（ParasuramanA.2002）Akeyactivityistoconductregularlyscheduled

reviewofprogressbyqualitycouncilorworkinggroupandmanagementmustestablishasystemtoidentifyareasforfutureimprovementandtotrack

performaneewithrespecttointernalandexternalcustomers.Theymustalsotrackthechangingpreferencesofcustomer.Continuousimprovementmeansnotonlybeingsatisfiedwithdoingagoodjoborprocess.Itis

accomplishedbyincorporatingprocessmeasurementandteamproblem

solvinganallworkactivities.Organizationmustcontinuouslystriveforexcelleneebyreducingcomplexity,variationandoutofcontrolprocess.Plan-D-Study-Act（PDSA）developedbyShewhartandlateronmodifiedbyDemingisaneffectiveimprovementtechnique.FirstPlancarefully,thencarryoutplan,studytheresultsandcheckwhethertheplanworkedexactlyasintendedandactonresultsbyidentifyingwhatworkedasplannedand

whatdidn'

twork.ContinuousprocessimprovementistheobjectiveandthesephasesofPDSAaretheframeworktoachievethoseobjectives.

（BesterfieldD.etal2003）

The'

servicescape'

-isageneraltermtodescribethephysical

surroundingsofaserviceenvironment（Reimer2005,p.786）suchasahotelorcruiseship.Guestsaresometimesunconsciouslytryingtoobtainasmuchinformationaspossiblethroughexperiencestodecreaseinformation

asymmetriesThiscausesgueststolookforqualitysignalsorcueswhichwouldprovidethemwithinformationabouttheservice,whichleadsusto

'

cueutilizationtheory'

.Cueutilizationtheorystatesthatproductsor

servicesconsistofseveralarraysofcuesthatserveassurrogate

indicatorsofproductorservicequality.Therearebothintrinsicandextrinsiccuestohelpguestsdeterminequality.Consequentially,dueto

thelimitedtangibilityofservices,guestsareoftenlefttoacceptthe

priceoftheexperieneeandthephysicalappearaneeorenvironmentofthe

hotelorcruiseshipitselfasqualityindicators.Thoughtherearemany

tradeandacademicpapersdiscussingguestsatisfactionhasbeen

published,onecannotethatlimitedattentionhasbeenpaidtothevalue

perceptionandexpectationsguestshavetowardsproductdeliveryandinflueneepriceguestspayforanexperieneehasonsatisfactionandfuturespending.Furthermoreitisalsoknownthattheroleofpricinginrelationtoguestdeterminantsofperceivedqualityofservices.Thisisamajorchallengeinimprovingormaintainingahighlevelofservicequality.（TiginehM.etal1992）

Studiesfocusingonservicequalitymanagementsuggestthatservicefirmsspendtoolittleeffortonplanningforservicequality.

Theresultantcostsofpoorservicequalityplanningleadtolowerprofitabilityaspartoftheservicefailures.（StuartF.,etal1996）Whendiscussingsatisfaction,itisimportanttounderstandthatguest'

s

evaluationofservicecompriseoftwobasicdistinctdimensions:

service

deliveryandserviceoutcome（Mattila,1999）.Researchindicatesthathow

theservicewasdelivered（perceivedfunctionalquality）ismore

Thisresearchclearlyindicatesthateffortbystaffhaveastrongeffectonguest'

ssatisfactionjudgments.Companiesdeliveringservicesmustbroadenthe