1、-. z.畢設附件外文文獻翻譯原文及譯文 (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 presently

2、adopted quality management tools which are making the hotels operations better focused and reliable and meet the customer e*pectations. Descriptive research design is used to know the parameters of service quality management in hospitality industry. E*ploratory research design is undertaken to dig o

3、ut 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 continuo

4、us 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 petitive in the market. The study involves hotels of highly petitive market with limited number of respon

5、dents. 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 i

6、ndustry. 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 o

7、f 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 sophistica

8、tion 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 q

9、uality 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 e*pectations. As the hospitalit

10、y industry bees more petitive 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 understandi

11、ng 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 themselv

12、es when dissatisfied for their bad choice. Employees must be aware that dissatisfied customers may not plain 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 sect

13、or, 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 ponents; (Greenrooms C., 1982) another is that service quality is determined by its fitness for us

14、e by internal and e*ternal customers. It is accepted that service quality is depends upon guests needs and e*pectations. 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 me

15、et or e*ceed preset standards or promises. This however seems like an easy view within the hospitality industry. The alternative definitions read as follows: 1) quality is e*cellence; 2) quality is value for money; 3) quality is meeting or e*ceeding e*pectations. This appears better aligned with ide

16、as which e*ist within hospitality management than the first mentioned simplistic approach. Service quality and value is rather difficult to calculate, panies must therefore rely on guests quality perceptions and e*pectations to get consistent results which is best achieved by asking guests questions

17、 related to e*pectations 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 consum

18、ers 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 quali

19、ty 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

20、 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

21、)When discussing satisfaction, it is important to understand that guests evaluation of service prise of two basic distinct dimensions: service delivery and service oute (Mattila, 1999). Research indicates that how the service was delivered (perceived functional quality) is more important than the ou

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

23、ce 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 interna

24、l and e*ternal 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 acplished by incorporating process measurement and team problem solving an all work activities. Organization must continu

25、ously strive for e*cellence by reducing ple*ity, 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 e

26、*actly 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 the phy

27、sical 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 e*periences to decrease information asymmetries This causes guests to look for quality signals or cues which w

28、ould 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 e*trinsic cues to h

29、elp guests determine quality. Consequentially, due to the limited tangibility of services, guests are often left to accept the price of the e*perience and the physical appearance or environment of the hotel or cruise ship itself as quality indicators. Though there are many trade and academic papers

30、discussing guest satisfaction has been published, one can note that limited attention has been paid to the value perception and e*pectations guests have towards product delivery and influence price guests pay for an e*perience has on satisfaction and future spending. Furthermore it is also known tha

31、t 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 o

32、n 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 of service prise of two basic distinct dimension

33、s: service delivery and service oute (Mattila, 1999). Research indicates that how the service was delivered (perceived functional quality) is more important than the oute of the service process (technical quality). This research clearly indicates that effort by staff have a strong effect on guests s

34、atisfaction judgments. panies delivering services must broaden their e*amination 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 i

35、ndustry 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

36、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. E*ploratory research design is undertaken to dig out the service quality management practices and its effectiveness

37、. 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 Im

38、provement 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 furth

39、er 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 relati

40、onship 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 petence, fortable and safer atmosphere and pollution free environment are o

41、f 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 qu

42、ality 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

43、difficult to determine the e*act 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 targe

44、t market to cater which has very specific requirement in terms of e*pected and perceived quality of service. The customers e with different perception of quality every time they e to hotel and this makes it quite difficult to define quality and set the level of it. It requires hotel to continuously

45、pare 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. 譯文酒店業服務

46、質量管理研究博卡;薩米爾摘要本文旨在研究酒店業中質量改進過程的作用以及如何有效地推動企業的可持續發展。這是對目前采用的質量管理工具的酒店，是否能運營地更好，更關注客戶滿意度的一個調查。描述性研究設計用于了解酒店業服務質量管理的參數。進行探索性研究設計是為了找出服務質量管理實踐及其效果。完成并展示數據分析。假設是對收集到的數據進行測試，因為酒店行業能夠不斷嘗試改進他們的服務,以滿足客戶滿意度的水平。本研究展示了持續改善過程的工具,以及它如何使所有股東都獲益。從本項研究中，可以推斷出酒店會不斷地實現持續改進流程和使用質量管理工具，以在市場上保持競爭力。這項研究涉及到的酒店數量有限，不過都是在市場上

47、具有高度競爭力酒店。這限制了酒店行業的研究，以及對其他圍的研究，包括酒店服務提供商。關鍵詞:客戶滿意度；感知；績效評估；持續改進過程引言酒店業自成立以來經歷了許多變化。由于各種原因，在一段時間發生巨大的變化。客戶偏好等原因可能會改變酒店運營模式, 其他原因包括：工業化、交通和航空的革命、法律法規的改變等等。在過去的幾十年里，酒店行業經歷了驚人的變化，主要是服務質量的提高。它推動了酒店業的式轉換。行業的整體視角發生了改變了。主要是由于新技術和方法的引入，以用來處理各種流程。酒店和客戶意識刺激了酒店業運營模式的革新。睿智的增加客戶滿意度導致了服務行業使用越來越高的標準。這項新的服務標準要求使酒店將

48、實現質量管理作為企業管理一個有效的措施。它顯著地影響了酒店的控制能力，并加強了酒店對不斷變化的環境的適應能力。新技術的使用始于簡單的動機，在給定領域的復雜和精確的操作活動可能會導致全球經濟和高標準的服務。酒店業的服務質量管理研究的概念框架是旨在理解酒店業的質量改進過程，以及如何推動企業的可持續發展。這是對目前采用的質量管理工具的酒店，是否能運營地更好，更關注客戶滿意度的一個調查。隨著酒店業變得更具競爭力，因此，設法維持客戶關系以及提高酒店的盈利能力是很有必要的，管理人員要努力提高客戶滿意度和企業收入。然而追求這些目標的管理學研究人員往往是圍繞客戶滿意度和忠誠度的例和財務表現有限研究。本研究則提

49、出了提高酒店服務質量的方法，以不斷地滿足客戶的預期。文獻回顧酒店的顧客，經常責怪自己對酒店的選擇，不滿意酒店的服務。員工必須知道顧客不滿，可能并不會不抱怨出來，因此對于不滿的顧客，酒店雇員應該設法尋求找到對酒店不滿意的客戶并設法解決這些問題。(特哈姆爾，1981 年)酒店業的服務質量，各家酒店都有所差別，然而關于什么是服務質量，卻并沒有一個統一的定義。然而有一些學者提出了不同的建議，關于如何定義酒店的服務質量。他們把它分為技術、功能和圖像組件幾個模塊。(格林諾姆，1982)另一個原因是，服務質量決定于酒店的部和外部的顧客的反饋。他們認為服務質量取決于客人的需求和期望。服務質量的定義，質量完全符

50、合規，這意味著當酒店提供的產品或服務質量達到或超過了客戶的預設標準，則可以說酒店提供的服務是高質量的。但是, 在酒店業中，這一定義似乎過于簡單了。還有一些定義，如下所述:（1）質量是卓越的;（2）質量是物有所值的;（3）質量達到或超出預期。這樣的定義看起來比之前的定義更適合于酒店行業。服務質量和價值的計算是相當困難的，因此，企業必須依靠客人對酒店的質量感知和期望以得到結果，最好是通過對客人進行訪談，了解他們的期望和對服務質量的看法，這樣可以通過精心設計的調查問卷來實現。服務質量的一個主要問題是可變性、有限的服務，以及服務過程的穩定性。(古姆松，1991)酒店消費者認為，服務質量和質量屬性對于大

51、多數類型的服務來說都是很重要的，缺乏*些屬性可能會導致消費者的感知服務質量差。雖然，這些屬性的存在可能不會大幅提高服務的感知質量。大多數客戶對服務的便利性和價格都比較在意，服務員工的技術水平和服務質量也都是關鍵因素。這是一個重大的挑戰，對于改善或保持一個高水平的服務質量。(蒂基尼等，1992)關注服務質量的管理研究表明，服務類公司在服務質量提高上的努力不夠。服務質量差，會導致較低的盈利能力，這也是作為服務失敗的一部分因素。（斯圖爾特等 1996)當討論滿意度時，重要的是要明白客人對服務的評價，主要包括兩個基本的不同維度:服務交付和服務結果(馬提拉,1999)。研究表明，如何完成服務交付(感知功能質量)服務過程比結果更重要(技術質量)。這項研究清楚地表明，員工對客人的滿意度的判斷有強烈個人主觀上的影響。公司提供服務，必須考慮到擴大他們的服務能力來幫助解決沖突杠桿之間的協同效應，改善服務質量，提高服務效率。(帕拉休拉曼，2002)一個關鍵活動就是進行定期的質量評審，質量管理委員會或工作小組必須對未來的客戶服務質量的改進和績效跟蹤建立一個系統識別領域。他們還必須跟蹤客戶不斷變化的偏好。持續的服務質量改進方法不只是滿足于做好一個工作或