代写论文-酒店质量管理的讨论和建议。酒店业和餐饮业是一个竞争非常激烈的行业。在更现代的时代，酒店业的竞争性质已经增长(Srinivasan, 2014)。这项任务的背景是在香港中部建造一家全新的酒店。作为一名质量管理顾问，我有责任推荐一种提供服务的策略。质量经理的角色是就服务质量体系的实施向管理层提供建议(Wisniewski, and Donnelly, 1996)。该系统将帮助管理层向客户保证质量，确保质量的一致性和可靠性，并使他们能够长期保持质量。所提出的质量管理建议将影响到从公司的最高领导到一线员工。
SERVQUAL and Recommendations to Management for Improving Service Quality
The SERVQUAL instrument will work to identify the gaps that exist between customer service expectations, and perceptions on the actual quality offered. This instrument will be useful to the new hotel to assess their quality standards and improve based on feedback.
Seven different types of gaps are seen between customer expectations on service and the perceptions on the actual service (Shahin, 2006). Recommendations are made to the management based on these service gaps. In order to ensure the service gaps are addressed properly it is recommended to the management to use the SERVQUAL instrument. There are some generic dimensions that are identified in the use of the SERVQUAL (Van Iwaarden et al., 2003). Primarily the tangibles are to be addressed. These are the tangible issues in service quality such as how the personnel look, the equipment, facilities, products to be served etc (Parasuraman et al, 1993; 1994). The second dimension to be measured is reliability. Here the ability to perform the service in a reliable manner is identified. The third is responsiveness. In a hotel situated in the heart of Hong Kong, customers would expect their services to be prompt. The fourth dimension is that of assurance. Assurance is a capability that the employees of the Hotel have to be trained in. Employees should be competent and should be able to assure the customers directly and indirectly on the credibility, the consistency and reliability of the services. The fifth dimension on which services would have to be improved is with respect to empathy. Employees and management must express empathy to the customers (Gabbie and O’neill, 1996). The SERVQUAL dimensions must be tested out from time to time by using a customer feedback system developed on the dimensions.
In customizing the hotel for specific tourist segments, the hotel must ensure that it does not in any way lose its standardization. Standardization is as necessary as customization. As identified in the service gaps where there is not standardization on some elements of service quality, then there would be gaps between employees and management (Parasuraman et al, 1993; 1994; Zeithaml et al, 1990). On the other hand, over standardization of all elements of service quality would be more of a technical approach (Sahney et al, 2004). This would fail to be customer friendly and customer centric. It is vital that the hotel being planned for must be both customer friendly and customer centric. So it is recommended that the hotel balance between both aspects.
Leadership and service culture will have a big impact on the management of frontline employees. Frontline employees have to be engaged and motivated by the manager in order to ensure end customer satisfaction.
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