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1、精选优质文档-倾情为你奉上毕设附件 外文文献翻译 原文及译文 (3500 字) 原文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
2、presently adopted quality management tools 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 undertake
3、n to dig out the service quality management 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 fo
4、r continuous improvement process and how it 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
5、number of respondents. This limits the study 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
6、of hospitality industry. The overall perspective 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
7、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 significantly affected hotels ability to control and adapt to changing environments. The use of new techniques began with the simple moti
8、ve 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 rise of a leisure class. Conceptual Framework This study of Service quality management in hospitality industry is an attempt to understand t
9、he presence 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 safer, focused and reliable and meet the customer expectations. A
10、s the hospitality industry becomes more competitive 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 ha
11、ve limited understanding of research surrounding 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 hospitalit
12、y often blame themselves when dissatisfied 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 differ
13、entiates 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 service quality. Dividing it into technical, functional and image components; (Greenrooms C., 1982) another is that service quality is dete
14、rmined 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 service quality state that quality is simply conformance to specifications, which would mean that positive quality is when a product or
15、 service specific quality meet or exceed preset 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 app
16、ears better aligned with ideas which exist 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 achi
17、eved by asking guests questions related to 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. (Gu
18、mmesson E., 1991) Hotels consumers have well-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 substantia
19、lly 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 performance of service employees are key determinants of perceived quality of services. This is a major challenge in improving or main
20、taining 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 of the service f
21、ailures. (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 q
22、uality) 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 guests satisfaction judgments. Companies delivering services must broaden their examination of productivity to help settle conflicts the
23、 leverage synergies between improving service 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 t
24、o track performance with respect to internal 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
25、all work activities. Organization must continuously 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, stud
26、y 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 improvement is the objective and these phases of PDSA are the framework to achieve those objectives. (Besterfield D. et al 2003) The se
27、rvicescape -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 unconsciously trying to obtain as much information as possible through experiences to decrease information asymmetries This causes g
28、uests 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 states that products or services consist of several arrays of cues that serve as surrogate indicators of product or service quality.
29、 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 accept the price of the experience and the physical appearance or environment of the hotel or cruise ship itself as quality indicators.
30、 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 perception and expectations guests have towards product delivery and influence price guests pay for an experience has on satisfaction and
31、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 improving or maintaining a high level of service quality. (Tigineh M. et al 1992) Studies focusing on service quality management sug
32、gest 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 discussing satisfaction, it is important to understand that guests evaluation
33、 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 of the service process (technical quality). This research clearly indic
34、ates 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 service quality and boosting service productivity. ( Parasuraman A. 2002) Te
35、lephonic conversation with peers and friends in hospitality industry worked a wonder giving lots of inputs in drafting this paper. Secondary data sources- For this study, data sources such as hospitality journals, Books on service quality management, organization behavior, URL on internet of various
36、 hospitality majors. Referring hospitality publications were helpful in knowing the current inventions in industry. Research Tools: Descriptive research design is used to know the attributes of service quality management in hospitality industry. Exploratory research design is undertaken to dig out t
37、he service quality management practices and its effectiveness. Data analysis is done and presented in tables. The hypothesis is tested against the collected data. Hypotheses: The hypotheses framed for the subject are Hypothesis 1: Implementing service quality management as a tool for improvement in
38、Customer Satisfaction. Hypothesis 2: Practicing Continuous Improvement program has benefited hotel. Limitation & Scope of the Study: Though there was a specific questionnaire used for collecting information, the objective of the paper was well discussed with the every contributor and whatever the in
39、formation was provided by these sources is arranged for further analysis. The analysis of the available data is done on the relevance to the topic. The effectiveness of the technology in conservation of resources was always a point of consideration. The data is sifted for making it as precise as pos
40、sible. Analysis and Discussions There is a significant relationship between service quality management and customer satisfaction. In hospitality industry, the customer satisfaction variables such as Availability, Access, Information, Time, delivery of service, availability of personal competence, Co
41、mfortable and safer atmosphere and pollution free environment are of prime concern to every hotelier. The industry continuously tries to improve upon their services to meet the levels of customer satisfaction. The intangible nature of the service as a product means that it could be very difficult to
42、 place quantifiable terms on the features that contribute to the quality and measurement of the quality of the product is a problem for Service quality management. The customer is frequently directly involved in the delivery of the service and as such introduces an unknown and unpredictable influenc
43、e on the process. The customer variability in the process makes it difficult to determine the exact requirements of the customer and what they regard as an acceptable standard of service. This problem is magnified as it is often judgmental, based on personal preferences or even mood, rather than on
44、technical performance that can be measured. Every hotel has a target market to cater which has very specific requirement in terms of expected and perceived quality of service. The customers come with different perception of quality every time they come to hotel and this makes it quite difficult to d
45、efine quality and set the level of it. It requires hotel to continuously compare their perception against customer perception in terms of satisfaction measurement with performance measurement. The study has shown that the effective tools which management of various hotels uses for continuous improve
46、ment process and how it is dissipated amongst all the stake holders. 译文 酒店业服务质量管理研究博卡;萨米尔摘要 本文旨在研究酒店业中质量改进过程的作用以及如何有效地推动企业的可持续发展。这是对目前采用的质量管理工具的酒店，是否能运营地更好，更关注客户满意度的一个调查。描述性研究设计用于了解酒店业服务质量管理的参数。进行探索性研究设计是为了找出服务质量管理实践及其效果。完成并展示数据分析。假设是对收集到的数据进行测试，因为酒店行业能够不断尝试改进他们的服务,以满足客户满意度的水平。本研究展示了持续改善过程的工具,以及它如何使
47、所有股东都获益。从本项研究中，可以推断出酒店会不断地实现持续改进流程和使用质量管理工具，以在市场上保持竞争力。这项研究涉及到的酒店数量有限，不过都是在市场上具有高度竞争力酒店。这限制了酒店行业的研究，以及对其他范围的研究，包括酒店服务提供商。 关键词:客户满意度；感知；绩效评估；持续改进过程 引言 酒店业自成立以来经历了许多变化。由于各种原因，在一段时间内发生巨大的变化。客户偏好等原因可能会改变酒店运营模式, 其他原因包括：工业化、交通和航空的革命、法律法规的改变等等。在过去的几十年里，酒店行业经历了惊人的变化，主要是服务质量的提高。 它推动了酒店业的范式转换。行业的整体视角发生了改变了。主要
48、是由于新技术和方法的引入，以用来处理各种流程。酒店和客户意识刺激了酒店业运营模式的革新。睿智的增加客户满意度导致了服务行业使用越来越高的标准。这项新 的服务标准要求使酒店将实现质量管理作为企业管理一个有效的措施。它显著地影响了酒店的控制能力，并加强了酒店对不断变化的环境的适应能力。新技术的使用始于简单的动机，在给定领域的复杂和精确的操作活动可能会导致全球经济和高标准的服务。 酒店业的服务质量管理研究的概念框架是旨在理解酒店业的质量改进过程，以及如何推动企业的可持续发展。这是对目前采用的质量管理工具的酒店，是否能运营地更好，更关注客户满意度的一个调查。 随着酒店业变得更具竞争力，因此，设法维持客
49、户关系以及提高酒店的盈利能力是很有必要的，管理人员要努力提高客户满意度和企业收入。然而追求这些目标的管理学研究人员往往是围绕客户满意度和忠诚度的范例和财务表现有限研究。本研究则提出了提高酒店服务质量的方法，以不断地满足客户的预期。 文献回顾 酒店的顾客，经常责怪自己对酒店的选择，不满意酒店的服务。员工必须知道顾客不满，可能并不会不抱怨出来，因此对于不满的顾客，酒店雇员应该设法寻求找到对酒店不满意的客户并设法解决这些问题。(特哈姆尔，1981 年)酒店业的服务质量，各家酒店都有所差别，然而关于什么是服务质量，却并没有一个统一的定义。然而有一些学者提出了不同的建议，关于如何定义酒店的服务质量。他们把它分为技术、功能和图像组件几个模块。(格林诺姆，1982)另一个原因是，服务质量决定于酒店的内部和外部的顾客的反馈。他们认为服务质量取决于客人的需求和期望。服务质量的定义，质量完全符合规范，这意味着当酒店提供的产品或服务质量达到或超过了客户的预设标准，则可以说酒店提供的服务是高质量的。但是, 在酒店业中，这一定义似乎过于简单了。还有一些定义，如下所述:（1）质量是卓越的