外文文獻(xiàn)翻譯酒店服務(wù)質(zhì)量管理

1、畢設(shè)附件 外文文獻(xiàn)翻譯 原文及譯文 (3500 字) 原文Study of Service Quality Management in Hotel IndustryBorkar; SameerAbstract It is an attempt to understand the role of quality improvement process in hospitality industry and effectiveness in

2、 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. Descrip

3、tive 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 effectiven

4、ess. 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

5、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 compet

6、itive 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 w

7、ell. Keywords: Customer Satisfaction, Perception, Performance Measurement, Continuous, Improvement Process.IntroductionIt has brought paradigm shifts in the operations of hospitality industry. The overall perspective of

8、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 sagac

9、ity 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 hot

10、els' 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 st

11、andards 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 qualit

12、y 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 safe

13、r, 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 prof

14、essionals Companies delivering services must broaden their examination of productivity to help settle conflicts – the leverage synergies – between improving service quality and boosting service productivity. ( Parasuram

15、an 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 performanc

16、e 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

17、 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 (PD

18、SA) 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

19、 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 2

20、003) 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

21、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

22、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 an

23、d 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 t

24、he 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 perce

25、ption 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

26、 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

27、 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

28、 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 ho

29、w 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 gues