外文文献翻译酒店服务质量管理.docx
《外文文献翻译酒店服务质量管理.docx》由会员分享,可在线阅读,更多相关《外文文献翻译酒店服务质量管理.docx(7页珍藏版)》请在冰豆网上搜索。
外文文献翻译酒店服务质量管理
毕设附件外文文献翻译原文及译文(3500字)
原文
StudyofServiceQualityManagementinHotelIndustry
Borkar;Sameer
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)ismoreimportantthantheoutcomeoftheserviceprocess(technicalquality).Thisresearchclearlyindicatesthateffortbystaffhaveastrongeffect