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Causes of poor service quality in the tourism and hospitality industry

Received 2016 Apr 11; Accepted 2016 Jul 12. This article has been cited by other articles in PMC. The purpose of this study is to propose a revised gap model to evaluate and improve service quality in Taiwanese hotel industry. Thus, service quality could be clearly measured through gap analysis, which was more effective for offering direction in developing and improving service quality.

The sample for this study included three main categories of respondents: In particular, the study revealed that Gap 1 management perceptions vs. Conclusion This study contributes toward an evaluation of the service quality of the Taiwanese hotel industry from the perspectives of customers, service providers, and managers, which is considerably valuable for hotel managers.

It was the aim of this study to explore all of these together in order to better understand the possible gaps in the hotel industry in Taiwan. Therefore, the tourism industry has become of greater economic importance, according to the Tourism Bureau statistics of Taiwan. Thence, the hotel sector within the tourism industry faces more intense global competition than other supply industries.

Meanwhile, the rapidly growing number of visitors has increased the workload for hotel employees. Thus, they need to staff sufficient professional employees.

  • Service quality is not objectively measured according to some technical standards but is subjectively felt by customers and measured relative to customer-determined standards Kwortnik, 2005;
  • Interestingly, almost one third of respondents
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  • One of the key findings of this study was that many guests would be reluctant to recommend the hotel to others and the reason for this reluctance was poor performance norms.

However, the hotel industry may face the problem of finding qualified employees to provide services that could meet the standards of foreign tourists. Tsang 2011 studied the Taiwanese hotel industry and found that success and failure in the service delivery of a hotel largely depends on the attitudes and behaviors of contact employees.

Thus, determining how employees perceive the services they deliver becomes critical.

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Service quality has been identified as crucial to the hotel industry and is measured to assist managers in making decisions, thus improving overall efficiency and profits. Service quality has gradually been recognized as a key factor in gaining competitive advantage and retaining customers Callan and Kyndt 2001 ; Nasution 2016.

They also fail to recognize which factors that customers consider important and when they should best evaluate their hotel experience. Numerous empirical studies have shown that there were considerable differences in expectations of service quality between customers and management in the service industry Tsang and Qu 2000 ; Kang and Bradley 2002 ; Lee et al. Some studies have shown that front-line employees frequently serve on their way, so it is difficult for management to inspect their behavior Bowen and Lawler 1992 ; Schneider and Bowen 1995 ; Yagil 2002.

Moreover, Torres et al. The different levels of value provide the need for tourism and hospitality operators to adopt a more comprehensive strategy to collect, analyze, and take appropriate actions.

Little empirical research has existed on the evaluation of service quality from the perspective of managers, employees and customers in hotel industry in Taiwan. Employees contact with customers should offer consistent quality of services that would attract and maintain customers directly.

The evaluation of the service quality should not only base on customers and managers but also employees, consequently that it is able to assess customer needs and wants accurately.

Hence, it is essential to understand the perceptions of customers in relation to the perceptions of managers and employees. Although several researchers e. Carman 1990 ; Teas 1993 have criticized Parasuraman and et al. However, Gap 5 has functional relationships with Gaps 1—4 in the PZB model, these relationships are problematic due to the individual measurement of a gap cannot be determined by combining the gaps.

Therefore, a number of researchers have revised the gap model to focus on Gap 5, Gap 1, and other additional gaps Jannadi et al. Some researchers have confirmed that a revised gap model was relevant to the research scope and causes of poor service quality in the tourism and hospitality industry evaluated service quality problems which could provide management with important insights.

Particularly, Lee et al. Through the revised gap model, Lee et al.

Customer Service in Tourism Industry

This study contributes toward an evaluation of the service quality of the Taiwanese hotel industry from the perspectives of customers, service providers, and managers, which is considerably valuable for hotel managers. Furthermore, the study of various sources of perspectives i.

  • Each room is furnished, equipped with a colour TV, airconditioner, IDD telephone, and coffee and tea making facilities;
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Literature review Service quality literature The SERVQUAL model is the most widely used instruments to measure the customer satisfaction in various industries and across different countries, developed by Parasuraman et al. The model shown in Fig. Gap 1 is the difference between customer expectation and management perceptions of customer expectation, Gap 2 is the difference between management perceptions of customer expectations and service quality specifications, Gap 3 is the difference between service quality specifications and the service actually delivered, Gap 4 is the difference between service delivery and external communication, and Gap 5 is the difference between customer expectation on the service and their perceptions of service performance.