酒店服务质量管理外文文献翻译

文献出处：Borkar S, Koranne S. Study of Service Quality Management in Hotel Industry [J]. Pacific Business Review International, 2014, 6(9): 21-25.

原文

Study of Service Quality Management in Hotel Industry

Borkar; 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 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 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 for 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 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 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 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 motive 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 the 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.

As 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 have 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 hospitality 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 differentiates 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 determined by its fitness for use by internal and

external customers. It is accepted that service quality is depends upon guest's 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 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 appears 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 guest's quality perceptions and expectations to get consistent results which is best achieved by asking guest's 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. (Gummesson 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 substantially 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 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 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 guest's 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 of the service process (technical quality). This research

clearly indicates that effort by staff have a strong effect on guest's 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)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 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 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, study the results and check whether the plan worked exactly as intended and act on results by identifying what worked as planned and what didn't 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 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 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 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. 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 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 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 discussing satisfaction, it is important to understand that guest's 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 of the service process (technical quality). This research clearly indicates that effort by staff have a strong effect on guest's 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) Telephonic 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 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 the 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 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 information 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 possible.

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, Comfortable 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 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 influence 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 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 define 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 improvement 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;（2）质量是物有所值的;（3）质量达到或超出预期。这样的定义看起来比之前的定义更适合于酒店行业。服务质量和价值的计算是相当困难的，因此，企业必须依靠客人对酒店的质量感知和期望以得到结果，最好是通过对客人进行访谈，了解他们的期望和对服务质量的看法，这样可以通过精心设计

的调查问卷来实现。

服务质量的一个主要问题是可变性、有限的服务，以及服务过程的稳定性。(古姆松，1991)酒店消费者认为，服务质量和质量属性对于大多数类型的服务来说都是很重要的，缺乏某些属性可能会导致消费者的感知服务质量差。虽然，这些属性的存在可能不会大幅提高服务的感知质量。大多数客户对服务的便利性和价格都比较在意，服务员工的技术水平和服务质量也都是关键因素。这是一个重大的挑战，对于改善或保持一个高水平的服务质量。(蒂基尼等，1992)关注服务质量的管理研究表明，服务类公司在服务质量提高上的努力不够。服务质量差，会导致较低的盈利能力，这也是作为服务失败的一部分因素。（斯图尔特等1996)当讨论满意度时，重要的是要明白客人对服务的评价，主要包括两个基本的不同维度:服务交付和服务结果(马提拉,1999)。研究表明，如何完成服务交付(感知功能质量)服务过程比结果更重要(技术质量)。这项研究清楚地表明，员工对客人的满意度的判断有强烈个人主观上的影响。

公司提供服务，必须考虑到扩大他们的服务能力来帮助解决冲突—杠杆之间的协同效应，改善服务质量，提高服务效率。(帕拉休拉曼，2002)一个关键活动就是进行定期的质量评审，质量管理委员会或工作小组必须对未来的客户服务质量的改进和绩效跟踪建立一个系统识别领域。他们还必须跟踪客户不断变化的偏好。

持续的服务质量改进方法不只是满足于做好一个工作或流程，它是通过对服务过程的评估，以及团队合作解决工作活动中的问题来实现。通过减少复杂性，组织必须不断追求卓越的改进和控制过程。计划-执行-研究-行动(PDSA)由美国质量管理专家W·爱德华兹·戴明博士强烈推荐的一种简单的改进方法，它是全面质量管理所应遵循的科学程序，是一种有效的改进技术。首先要仔细计划，然后实施计划，研究结果和检查是否完全按预期的工作计划和实现了行动结果。持续过程改进的目标就是通过PDSA框架来实现。(本斯特菲尔德等2003) “服务视角”是一个通用术语，来描述服务的物理环境(雷蒙2005),比如一个酒店或游轮。客人有时会无意识地试图通过经验获得尽可能多的信息来减少信息不对称问题，寻找有服务需求的客户，并暗示客人将为他们提供服务，就是所谓的“线索利用率理论”。（完整译文请到百度文库）线索利用率理论指出，产品或

毕业论文英文参考文献与译文

Inventory management Inventory Control On the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion. The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility. Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored: First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments . Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field of

旅游服务贸易外文翻译文献

旅游服务贸易外文翻译文献(文档含英文原文和中文翻译)

旅游服务贸易的国际竞争力：罗马尼亚的案例 引言 旅游业是唯一的可以为任何发展水平的国家提供贸易机会的服务活动。然而，它也是一个很大程度因为国家的能力和在全球经济中的表现而又有明确的利益分配不均行业，而这又需要提高自己的竞争力。 自20世纪90年代初，罗马尼亚旅游业经历了出口量，生长速率和结构的重大变化。这些不同的波动都影响了罗马尼亚在国际旅游市场上相对的竞争地位并引起了其旅游贸易平衡的变化。同时，新的和更多的错杂的欧式建筑，引起了罗马尼亚的区域旅游竞争力的显著变化。 在此背景下，本文试图提出一个框架，以竞争力和旅游贸易表现之间的关系为重点，来评估罗马尼亚的旅游服务贸易的国际竞争力。 一、国际竞争力视角：国际竞争力之与国际旅游业的相关性 国际竞争力的概念，尽管有争议，难以捉摸，但现在已经得到认可，并继续吸引世界各地的学者和决策者的关注。 到目前为止，为提高国际竞争力已采取措施，都被认为是在经济层面进行的(加瑞利，2003)通常是指一个国家生产的商品和服务，以满足国际市场的考验，并同时保持和增加公民的收入的能力(欧洲委员会，2007)。 由于竞争力最终取决于一国企业在国内和国际的市场成功，所以对竞争力的注意力都集中在企业层面的竞争力上(波特，1990)，对于此的普遍理解是指“……该公司保持，并更好的是，扩大其全球市场份额，增加和扩大利润的能力” (克拉克和盖，1998, 经济合作与发展组织，1993)。 因此，虽然广泛流传但是国际竞争力作为与国家经济和其国际贸易相关

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