Service Quality Management In Hospitality Industry
In the past, service quality has attracted a lot of attention from both academics and
practitoners because of its impact on costs, financial per- formance, customer
statisfaction, and customer retention (Caro & Roemer, 2006; Tam, 2000).
Numerous researchers have found that the service attitude of employees in the
hospitality industry is critical to customer satisfaction (Geller, 1985; Larsen &
Bastiansen, 1991; Heskett & Schlesinger, 1994; Mayo & Collegain, 1997).
According to Kuo (2004), a good service attitude is among the top five components
of perceived professional competency in hospitality. Along with industrial
knowledge, specialized skills, communication ability, and managerial poise, Kuo
(2004) found that no comprehensive hospitality education program could be
considered complete unless it also attends to the makeup of a good service attitude.
In addition to addressing service attitude, educational programs should also
consider the importance of technology. Baker (2003) asserted that the success or
failure of future training systems may depend on the use of technology. Rutherford
(2004) concurred that computer technology is “the most powerful instructional
tool” to emerge in the 21st century. Regarding the hospitality indus- try in
particular, Christou (1999) noted that technological advances have the potential to
revolutionize training, thereby enhancing patron satisfaction through the delivery
of quality services from skilled and competent employees.
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