外文文献翻译酒店服务质量管理Word文档格式.docx

1、Study of Service Quality Management in Hotel IndustryBorkar; Sameer Abstract It is an attempt to understand the role 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

2、 which are making the hotels operations better focused and reliable and meet the customer expectations. Descriptive research 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 managemen

3、t practices and its effectiveness. Data analysis is done and presented; hypothesis is tested against the collected data. 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 i

4、t benefits all the stake holders. It can be inferred from the study that the hotel implement continuous improvement process 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 stu

5、dy to hotel industry and has scope of including other hospitality service providers as well. Keywords: Customer Satisfaction, Perception, Performance Measurement, Continuous, Improvement Process. Introduction It has brought paradigm shifts in the operations of hospitality industry. The overall persp

6、ective of the industry is changed due to introduction of new techniques and methods of handling various processes. Awareness 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 servic

7、e in industry. The new service parameters made the hoteliers to implement quality management as an effective aid. It has 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 activitie

8、s in the given field of operation which may result in high standards of service in global economy and has allowed the rise 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

9、 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 safer, focused and reliable and meet the customer expectations. As the hospitality industry becomes more co

10、mpetitive there is an obvious need to retain clientele as well as increasing profitability and hence management professionals strive to improve guest satisfaction and revenues. The management professionals whom are striving for these results however often have limited understanding of research surro

11、unding the paradigms of guest satisfaction and loyalty and financial performance. This research paper shall enlighten some of the variables and important facts of service quality resulting into guest satisfaction. Review of Literature Customers of hospitality often blame themselves when dissatisfied

12、 for their bad choice. Employees must be aware that dissatisfied customers may not complain and therefore the employees should 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

13、 is not an agreed definition of what service quality is. There is however a few different suggestions of how to define service 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

14、and external customers. It is accepted that service quality is depends upon guests needs and expectations. A definition of service 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 p

15、reset standards or promises. This however seems like an easy view within the hospitality industry. The alternative definitions 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

16、 within hospitality management than the first mentioned simplistic approach. Service quality and value is rather difficult to 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

17、 expectations and their perceptions of the service quality, which can effectively be achieved through carefully designed surveys. A major problem with service quality is variability and limited capability and robustness of the service production process. （Gummesson E., 1991） Hotels consumers have we

18、ll-conceived ideas about service quality and quality attributes are considered important for most types of services, the absence 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 s

19、ervice. Most customers would be willing to trade some convenience for a price break, and that the behavior, skill level and performance 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. （

20、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 of the service failures. （Stuart F., et al 1996）When discu

21、ssing 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 than the outcome

22、 of the service process （technical quality）. This research clearly indicates that effort by staff have a strong effect on guests satisfaction judgments. Companies delivering services must broaden their examination of productivity to help settle conflicts the leverage synergies between improving serv

23、ice quality and boosting service productivity. （ Parasuraman A. 2002）A key activity is to conduct regularly scheduled review 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 intern

24、al and external customers. They must also track the changing preferences of customer. Continuous improvement means not only 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 con

25、tinuously strive for excellence by reducing complexity, variation and out of control process. Plan-D-Study-Act （PDSA） developed 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 w

26、orked exactly as intended and act on results by identifying what worked as planned and what didnt work. Continuous process improvement 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

27、the physical surroundings of a service environment （Reimer 2005, p. 786） such as a hotel or cruise ship. Guests are sometimes 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

28、which would provide them with information about the service, which leads us to cue utilization theory. Cue utilization theory 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 cu

29、es to help guests determine quality. Consequentially, due to the limited tangibility of services, guests are often left to accept 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

30、papers discussing guest satisfaction has been published, one can note that limited attention has been paid to the value perception 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 kn

31、own that the role of pricing in relation to guest 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 e

32、ffort on planning 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 guest 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