Service Quality

Topics: Management, Quality management, Strategic management Pages: 26 (7210 words) Published: August 6, 2013
University of Massachusetts - Amherst

ScholarWorks@UMass Amherst
International CHRIE Conference-Refereed Track 2010 ICHRIE Conference

Jul 28th, 4:30 PM - 5:30 PM

Hotel Service Quality and Business Performance in five hotels belonging to a UK Hotel Chain Emmanuel T. Murasiranwa
Sheffield Hallam University, et.murasi@yahoo.com

Kevin Nield
Sheffield Hallam University, k.nield@shu.ac.uk

Stephen Ball
Sheffield Hallam University, s.ball@shu.ac.uk

Emmanuel T. Murasiranwa, Kevin Nield, and Stephen Ball, "Hotel Service Quality and Business Performance in five hotels belonging to a UK Hotel Chain" ( July 28, 2010). International CHRIE Conference-Refereed Track. Paper 11. http://scholarworks.umass.edu/refereed/CHRIE_2010/Wednesday/11

This Empirical Refereed Paper is brought to you for free and open access by the Hospitality & Tourism Management at ScholarWorks@UMass Amherst. It has been accepted for inclusion in International CHRIE Conference-Refereed Track by an authorized administrator of ScholarWorks@UMass Amherst. For more information, please contact scholarworks@library.umass.edu.

Title

Murasiranwa et al.: Hotel Service Quality and Business Performance

Hotel Service Quality and Business Performance in five hotels belonging to a UK Hotel Chain Abstract The study focuses on the nature of hotel service quality and performance in a UK Hotel chain. It examines managerial conceptualisations, implementation and measurement and contextual issues that affect decision-making. Although managers acknowledge the importance of service quality and performance monitoring, their efforts are impeded by flaws in implementation and contextual constraints. The results reveal the flaws as lack of policy on quality, non-implementation of action plans and biased reward schemes. The contextual constraints are identified as competition, budgetary, staff turnover and biased rewards. The results in this study seems to suggest that service and quality are sacrificed at the altar of profits as senior managers appear to hope for quality but reward financial performance. The results also identify a significant gap in UK literature and a consequent paucity in knowledge regarding the use of service guarantees as service quality strategy in hotels. It is concluded that hotel leaders should take responsibility for delivery on service quality and business performance.

Published by ScholarWorks@UMass Amherst, 2010

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International CHRIE Conference-Refereed Track, Event 11 [2010]

Background to the Research The concept of service quality has emerged as a major strategic theme in services marketing research (Parasuraman et al., 1988; Harrington and Akehurst, 1996, Antony et al., 2004). Since its inception in the late 1970s the philosophy of service quality has been the subject of many conceptual and empirical studies (Harrington and Akehurst, 1996; Parasuraman et al., 1985; 1988).

The hotel industry is experiencing increased competitive pressures as a consequence of the combined effect of the worldwide economic recession, technological advancement and globalisation (Harrington and Akehurst, 2000). The intense competitive hotel environment has modified the service delivery ethos and has promoted the importance of adopting a quality ethic.

This development has triggered a considerable increase in research on the management of quality in recognition that service quality aspects have the greatest strategic differentiation potential for achieving sustainable competitive advantages (Harrington and Akehurst, 1996:2000 Morgan and Piercy, 1996; Ekinci and Riley, 2001). Service quality has become an important research topic because of its perceived relationship to costs (Crosby, 1984), profitability (Buzzel and Gale, 1987), customer satisfaction (Bolton and Drew, 1991), customer retention and positive word of mouth (Reichheld and Sasser, 1990)

Furthermore, the increasingly more knowledgeable and discerning guests are more...

References: Published by ScholarWorks@UMass Amherst, 2010 23
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Juran, J.M. (1988). Juran on planning for quality. New York: The Free Press. Juran, J. M. (1982). Upper Management and Quality. New York: Juran Institute.
Kaplan, R.S. & Norton D. P. (1992). The balanced scorecard: measures that drive performance. Harvard Business review January-February, p. 71-80
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Kvale, S., (1996), Interviews: an introduction to qualitative interviewing. Thousand Oaks: Sage.
Published by ScholarWorks@UMass Amherst, 2010 25
Wilkinson, A
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