酒店服务质量外文文献翻译

合集下载

酒店服务质量管理外文文献翻译

酒店服务质量管理外文文献翻译This article examines the issue of service quality management in the hotel industry。

The importance of providing high-quality service to customers is emphasized。

as it is a key factor in customer XXX can use to improve their service quality。

such as employee training。

customer feedback。

and service recovery。

nally。

the article highlights the role of technology in service quality management and the XXX.In the hotel industry。

providing high-XXX service during their stay。

and any ings in service quality can lead to negative reviews and a loss of business。

Therefore。

XXX service quality management in order to XXX.XXX employees。

hotels XXX。

problem-solving。

XXX。

hotels XXX.XXX of service quality management is service recovery。

Even with the best ns and efforts。

mistakes and service failuresXXX must have a plan in place for addressing these XXX refunds。

外文文献翻译酒店服务质量管理

毕设附件外文文献翻译原文及译文(3500 字)原文Study of Service Quality Management in Hotel IndustryBorkar; SameerAbstractIt is an attempt to understand the role of quality 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 better focused and reliable and meet the customer expectations. Descriptive 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 effectiveness. 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 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 competitive 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 well.Keywords: Customer Satisfaction, Perception, Performance Measurement, Continuous, Improvement Process.IntroductionIt has brought paradigm shifts in the operations of hospitality industry. The overall perspective of 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 sagacity 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 hotels' 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 standards 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 quality 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 safer, 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 professionals strive to improve guest satisfaction and revenues. The management professionals whom are striving for these results however often have limited understanding of research surrounding the paradigms of guest satisfaction and loyalty and financial performance. This research paper shall enlighten some of the variables and important facts of service quality resulting into guest satisfaction.Review of LiteratureCustomers of hospitality often blame themselves when dissatisfied for their bad choice. Employees must be aware that dissatisfied customers may not complain and therefore the employees should seek out sources of dissatisfaction and resolve them. (Zeithaml V., 1981, p.186 -190)It is said that service quality is what differentiates hospitality sector, however there is not an agreed definition of what service quality is. There is however a few different suggestions of how to define service quality. Dividing it into technical, functional and image components; (Greenrooms C., 1982) another is that service quality is determined by its fitness for use by internal and external customers. It is accepted that service quality is depends upon guest's needs and expectations. A definition of service quality state that quality is simply conformance to specifications, which would mean that positive quality is when a product or service specific quality meet or exceed preset standards or promises. This however seems like an easy view within the hospitality industry. The alternative definitions read as follows: 1) quality is excellence; 2)quality is value for money; 3) quality is meeting or exceeding expectations. This appears better aligned with ideas which exist within hospitality management than the first mentioned simplistic approach. Service quality and value is rather difficult to calculate, companies must therefore rely on guest's quality perceptions and expectations to get consistent results which is best achieved by asking guest's questions related to expectations and their perceptions of the service quality, which can effectively be achieved through carefully designed surveys.A major problem with service quality is variability and limited capability and robustness of the service production process. (Gummesson E., 1991) Hotels consumers have well-conceived ideas about service quality and quality attributes are considered important for most types of services, the absence of certain attributes may lead consumers to perceive service quality as poor. The presence of these attributes may not substantially improve the perceived quality of the service. Most customers would be willing to trade some convenience for a price break, and that the behavior, skill level and performance of service employees are key 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 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 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 how 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 guest's satisfaction judgments.Companies delivering services must broaden their examination of productivity to help settle conflicts –the leverage synergies –between improving service quality and boosting service productivity. ( Parasuraman 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 performance 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 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 (PDSA) 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 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 2003)The 'servicescape' -is a general term to describe the physical surroundings ofa service environment (Reimer 2005, p. 786) such as a hotel or cruise ship. Guests are sometimes unconsciously trying to obtain 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 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 and 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 the 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 perception 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 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 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 discussing satisfaction, it is important to understand that guest's evaluation of service comprise of two basicdistinct dimensions: service delivery and service outcome (Mattila, 1999). Research indicates that how 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 guest's satisfaction judgments. Companies delivering services must broaden their examination of productivity to help settle conflicts –the leverage synergies –between improving service quality and boosting service productivity. ( Parasuraman A. 2002)Telephonic conversation with peers and friends in hospitality industry worked a wonder giving lots of inputs in drafting this paper. Secondary data sources- For this study, data sources such as hospitality journals, Books on service quality management, organization behavior, URL on internet of various hospitality majors. Referring hospitality publications were helpful in knowing the current inventions in industry.Research Tools: Descriptive research design is used to know the attributes of service quality management in hospitality industry. Exploratory research design is undertaken to dig out the service quality management practices and its effectiveness. Data analysis is done and presented in tables. The hypothesis is tested against the collected data.Hypotheses: The hypotheses framed for the subject areHypothesis 1: Implementing service quality management as a tool for improvement in Customer Satisfaction.Hypothesis 2: Practicing Continuous Improvement program has benefited hotel. Limitation & Scope of the Study: Though there was a specific questionnaire used for collecting information, the objective of the paper was well discussed with the every contributor and whatever the information was provided by these sources is arranged for further analysis. The analysis of the available data is done on the relevance to the topic. The effectiveness of the technology in conservation of resources was always a point of consideration. The data is sifted for making it as precise as possible.Analysis and DiscussionsThere is a significant relationship between service quality management and customer satisfaction. In hospitality industry, the customer satisfaction variables such as Availability, Access, Information, Time, delivery of service, availability of personal competence, Comfortable and safer atmosphere and pollution free environment are of prime concern to every hotelier. The industry continuously tries to improve upon their services to meet the levels of customer satisfaction.The intangible nature of the service as a product means that it could be very difficult to place quantifiable terms on the features that contribute to the quality and measurement of the quality of the product is a problem for Service quality management.The customer is frequently directly involved in the delivery of the service and as such introduces an unknown and unpredictable influence on the process. The customer variability in the process makes it difficult to determine the exactrequirements of the customer and what they regard as an acceptable standard of service.This problem is magnified as it is often judgmental, based on personal preferences or even mood, rather than on technical performance that can be measured. Every hotel has a target market to cater which has very specific requirement in terms of expected and perceived quality of service.The customers come with different perception of quality every time they come to hotel and this makes it quite difficult to define quality and set the level of it. It requires hotel to continuously compare their perception against customer perception in terms of satisfaction measurement with performance measurement. The study has shown that the effective tools which management of various hotels uses for continuous improvement process and how it is dissipated amongst all the stake holders.译文酒店业服务质量管理研究博卡;萨米尔摘要本文旨在研究酒店业中质量改进过程的作用以及如何有效地推动企业的可持续发展。

4外文翻译

毕业设计（论文）译文及原稿译文题目：酒店行业中的服务质量管理：餐饮部门的管理体系原稿题目Service Quality Management in Hotel Industry: A Conceptual Framework for Food and Beverage Departments原稿出处：International Journal of Business and Manegement; V ol. 7, No. 14; 2012酒店行业中的服务质量管理：餐饮部门的管理体系摘要服务质量一直是一个重要的课题，涉及酒店餐饮部门的研究。

尽管有大量的服务质量的研究，为什么客人再次访问酒店的原因需要有一个高质量的服务，从餐饮部是需要的，仍然没有答案。

本文旨在回顾饭店餐饮服务质量管理中的现有文献及有效性服务质量管理框架。

本文讨论了著名的模型，并解释了所提出的餐饮服务质量管理的空间框架及在酒店中的应用。

本文提出的应用程序的三维模型旨在帮助和鼓励酒店改善其管理，以更好地满足客人。

关键词：服务质量，饭店业，三维模型，餐饮部门简介1994；张林和，1998；Parasuraman。

舒莱克等人，1988；& 亨斯利，2010；Zeithaml和比特纳，2003）。

研究人员已经确定了服务质量的概念，基于客户的角度，消费者感知质量。

这样一种看法是建立在一个组织供应货物的地方并且服务于客户，以满足他们在他们所研究的服务质量（babajide，2011，48页；卡曼，1990；菜与楚1998；克里斯蒂2002；克罗宁等人，2000；古纳里斯et al.，2003；梅等人，1999；轧机，2002；奥尼尔2001；Oberoi和Hales，1990；presbury et al.，2005；曲与曾荫权，1998；锈和Zahorik，1993；萨利赫和赖安，1991；Zeithaml et al，1996）。

在酒店业，满足客户的服务并提高质量是鼓励他们重新回归酒店并赢得他们的忠诚的重要手段（carev，2008；卡曼，普天同庆，1990；2001；Parasuraman。

酒店服务质量外文文献翻译

文献出处: : Mbuthia Mbuthia S, Muthoni C, Muchina S. HOTEL SERVICE QUALITY: PERCEPTIONS AND SATISFACTION AMONG DOMESTIC GUESTS IN KENYA [J]. Arabian Journal of Business and Management Review (Oman Chapter), 2013, 2(8): 22-32.原文HOTEL SERVICE QUALITY: PERCEPTIONS AND SATISFACTIONAMONG DOMESTIC GUESTS IN KENYASusan ；Caroline; StephenINTRODUCTION In Kenya, tourism is the foremost earner of foreign exchange and it contributed to to Ksh Ksh Ksh 100 100 100 billion billion billion of of of the the the GDP GDP GDP in in in 2011. 2011. 2011. According According According to to to Republic Republic Republic of of of Kenya Kenya Kenya (2012), (2012), tourism made a direct contribution to the growth of hotel industry and other related sectors. Hotels on the other hand have to invest in managing their relationships with customers customers and and and maintaining maintaining maintaining quality quality quality to to to ensure ensure ensure that that that customers customers customers whose whose whose loyalty loyalty loyalty is is is in in in the the short term will continue to be loyal in the long term. The growth in tourism is well anticipated anticipated as as as evident evident evident in in in studies studies studies and and and analyses analyses analyses conducted conducted conducted by by by experts experts experts and and and relevant relevant organizations in this industry. Kenya is home to host of five star luxury hotels most of multinational owned or franchised franchised such such such as as as Hilton Hilton Hilton Nairobi, Nairobi, Nairobi, Serena Serena Serena hotels hotels hotels and and and the the the Fairmont. Fairmont. Fairmont. There There There is is is also also also a a wide range of domestic hotels and hospitality enterprises whose service offering not only complements those of world class hotels but also serve the domestics guests or tourists. Domestic Domestic tourism tourism tourism especially especially especially in in in the the the developing developing developing world world world has has has for for for a a a long long long time time time been been viewed viewed as as as inconsequential. inconsequential. inconsequential. Gerosa Gerosa Gerosa (2003) (2003) (2003) states states states that that that domestic domestic domestic tourism tourism tourism is is is "often "often overseen", despite case studies showing a greater impact particularly on the informal sector than international tourism. Domestic tourism in in Kenya has Kenya has however received due due focus focus focus from from from tourism tourism tourism agencies agencies agencies for for for instance instance instance the the the Kenya Kenya Kenya Tourism Tourism Tourism Board Board Board planned planned planned to to use use Ksh50 Ksh50 Ksh50 million million million (around (around (around US$ US$ US$ 690 690 690 000) 000) 000) mainly mainly mainly in in in marketing marketing marketing and and and promoting promoting promoting of of domestic tourism in the country (Kenya News Agency, 2004). One of the ways of assessing the impact of such efforts would be to consider the bed occupancy rates by residents. It can be seen from Fig. 1 below that domestic bed occupancy in Kenya has been on the rise since 2002. Notable also is that there was remarkable remarkable growth growth growth in in in occupancy occupancy occupancy for for for the the the 2007/2008 2007/2008 2007/2008 period period period 26.95% 26.95% 26.95% to to to 42.35%. 42.35%. Meaning Meaning that that that domestic domestic domestic guest guest guest have have have become become become an an an important important important customer customer customer segment segment segment that that warrants warrants attention. attention. attention. On On On the the the other other other hand, hand, hand, growth growth growth rates rates rates notwithstanding notwithstanding notwithstanding inconsistencies inconsistencies are are seen seen seen in in the the decline decline to to 34% 34% 34% in in in 2009 2009 2009 which which again points to to some some some sort sort of inconsistency inconsistency a a a gap gap gap which which which requires requires requires some some some critical critical critical attention attention attention especially especially especially in in in relation relation relation to to service quality a gap this study sought to address. This study study having having appreciated the role role the the the domestic domestic hotel guests play in providing the necessary patronage, would like to make a case for studying perception of quality for the services they experience at this hotels. It is important to realize that the domestic guest may not necessarily attract the same kind of attention and receive similar similar kind kind kind of of of service service service as as as a a a foreign foreign foreign guest guest guest in in in some some some hotels hotels hotels as as as they they they may may may be be be treated treated treated as as undeserving. Tourist class hotels are sometimes referred to as 'hotels for the whites' an undertone undertone that that that may may may affect affect affect negatively negatively negatively the the the quality quality quality of of of service service service offered offered offered to to to the the the domestic domestic guest. If If domestic domestic domestic guests guests guests are are are to to to be be be encouraged encouraged encouraged to to to play play play their their their roles roles roles in in in bridging bridging bridging the the seasonality gap that is the core of the international tourism business model, then they have to perceive the services provided as being worth their money value. This study therefore therefore aimed aimed aimed at at at determining determining determining the the the guest guest guest actual actual actual experience experience experience and and and evaluation evaluation evaluation from from from the the stay hence assess how the hotel performed against perceived quality and the effect on guest satisfaction. LITERATURE REVIEW Service quality Quality concept can be viewed in various perspectives in order to fully appreciate the role it plays in the many parts of business organization especially in the hotel industry. According to Bruhn and Manfred (2006) the concept of service quality emerged as a major challenge for service companies. This is because of the characteristics of services; e specially the especially the encounter of provider a nd customer in and customer in t he the service service process, process, process, service service service quality quality quality is is is a a a more more more complex complex complex construct construct construct than than than product product product quality. quality. Indeed Indeed the the the most most most fundamental fundamental fundamental definition definition definition of of of a a a quality quality quality product product product is is is one one one that that that meets meets meets the the expectations of the customer. In hotel industry, quality is defined simply as product conformation to specifications while meeting the expectations of the customer. Since each each customer customer customer have have have their their their own own own expectations, expectations, expectations, and and and then then then service service service quality quality quality remains remains remains a a subjective subjective matter matter matter that that that befits befits befits objective objective objective assessment assessment assessment through through through understanding understanding understanding of of of various various facets of perception, their measurement and how they relate to satisfaction an issue we shall pursue in this proceeding section. Perceived service quality Several authors through their work have tried to conceptualize perceived service quality with varying illustrations especially in reference to the dimensions applied in their their studies. studies. studies. Gronroos Gronroos Gronroos (1984) (1984) (1984) in in in his his his seminal seminal seminal paper paper paper on on on service service service quality quality quality defined defined defined the the perceived quality of a given service as the result of an evaluation process, in which the consumer compares his expectations with his perception of the service received; in other other words, words, words, he he he places places places the the the perceived perceived perceived service service service and and and the the the expected expected expected service service service opposite opposite opposite one one another. another. In In In the the the same same same study, study, study, two two two factors factors factors that that that consumers consumers consumers consider consider consider when when when evaluating evaluating service quality were identified as functional quality and technical quality. The latter being being the the the process process process of of of service service service delivery delivery delivery and and and the the the former former former is is is what what what consumers consumers consumers actually actually receive from the service. Parasuraman et al. (1988) identified five dimensions in their SERVQUAL model. These were tangible elements which are the physical surrounding of the place where the service is delivered for instance how the table is set or room furnishings, reliability which which is is is seller's seller's seller's capability capability capability to to to supply supply supply the the the promised promised promised outputs outputs outputs at at at the the the stated stated stated level level level and and responsiveness responsiveness determined determined determined as as as capability capability capability to to to respond respond respond to to to and and and satisfy satisfy satisfy the the the customer's customer's wishes. Others are assurance- employees' knowledge, politeness and trustworthiness and empathy- willingness and capability to respond to individual customer desires for example example making making making the the the bed bed bed with with with the the the sheets sheets sheets of of of a a a particular particular particular colour colour colour as as as requested requested requested by by by a a customer. 译文译文肯尼亚国内消费者对酒店服务质量的看法和满意度肯尼亚国内消费者对酒店服务质量的看法和满意度苏珊,卡罗琳,斯蒂芬斯蒂芬引言引言在肯尼亚，旅游是最重要的外汇来源,它在2011年为肯尼亚的国内生产总值贡献了1000亿。

外文翻译---服务质量：对马来西亚豪华饭店的研究

中文3190字标题：Service Quality: A Study of the Luxury Hotels in Malaysia原文：During 1997 until 2002, the Malaysian economy experienced slower growth as compared to previous years. This was due to global events such as the September 11 attacks, global economies slowdown, the Bali bombings, the Severe Acute Respiratory Syndrome (SARS), and bird flu. All this had caused a significant impact on the travel and tourism industry in Malaysia.The numbers of inbound and outbound tourists have been decreasing due to an avoidance of travel. Tourism arrivals to Malaysia dropped from 13.29 million in 2002 to 10.58 million in 2003 (fell by 20.4%). However this decrease was not as serious as those that were experienced by some of Malaysia’s neighboring countries like Singapore and Indonesia. This was perhaps due to the aggressive promotional activities by the Malaysia Tourism Promotion Board (Tourism Malaysia). Tourism Malaysia’s aggressive promotions and the economic relief package extended by the government to the players in the travel industry enabled the industry to recover quite well. The promotional efforts of Tourism Malaysia as well as Malaysia’s increasingly strong reputation as a center for international events, for example the OIC Conference, the F1 Grand Prix, etc., boosted the slow economy and ensure that the balance of tourism payments still remain positive. Furthermore, due to Bank Negara Malaysia’s policy on keeping the US$ peg for the past few years, the relatively weaker Malaysian currency has become a positive factor for inbound tourism, while making outbound tourism more expensive. At the same time, domestic tourism has been steadily increasing over the period, rising 11% in 2002 to 22.2 million trips. This is because Tourism Malaysia by carrying out programmes such as Cuti-cuti Malaysia that are aimed at encouraging domestic travel has undoubtedly contributed to the increase (Malaysia Tourism Promotion Board, 2004).However, the hospitality industry that was still experiencing severe oversupply and occupancy rates have been severely affected by the SARS and bird flu crisis.Industry sales grew in 2002 but experienced a drastic decrease in 2003. The industry was highly competitive especially with the opening of more hotels. The number of hotels supply has increased 5.7% and the number of hotel rooms supply has increased 4.4% from year 2001 to year 2002 (Malaysia Tourism Promotion Board, 2004). However, the year 2004 began on an encouraging and positive note. In January, Malaysia saw the arrivals of 1.4 million tourists, which was the highest monthly arrival in the history of the industry (The Star, 20 March 2004). Furthermore, hotels in Kuala Lumpur recorded an average occupancy of 61% for January 2004 (The Star, 25 March 2004) and tourist arrivals to Malaysia are expected to increase by 6.9% to 14.3 million by 2005 (The Star, 20 March 2004).The main concern for the Malaysian Association of Hotels (MAH) for year 2004 was the issue of recognition of hotel workers as professionals. The Malaysian Association of Hotels Training and Education Centre is now working towards promoting regular training and enhancing training programmes for hotel workers so that they would be recognized as professionals and increase the service quality (The Star, 25 March 2004).Hotel ClassificationHistorically, hotel classification systems were formed to ensure safe and reliable lodging and food for travelers at a time when very few such trustworthy establishments existed. In the past fifty years, hospitality has reached the status of a mature industry with the unprecedented growth of international tourism. As a result, the focus of hotel classification systems has shifted from consumer protection to consumer information. Presently, standardization and competitive marketing of hotel services to foreign customers and tourist professionals have appeared as driving forces for instituting a local or national hotel classification system (WTO and IH&RA, 2004). According to a research study by World Tourism Organization (WTO) and International Hotel & Restaurant Association (IH&RA) (2004), the most widely used graphical symbol in hotel classification is the star. The classification systems are mostly set up by the countries’ governments, and the Tourism Board and establishments are only consulted. Subsequently, they are adopted into the TourismLaw, the State Constitution or regional constitutions.In Malaysia, the official hotel classification system is enforced by Ministry of Culture, Arts and Tourism Malaysia and it is a mandatory system. It is necessary for a hotel to be classified before it can obtain license/ permission/ registration to operate. The classification authority in Malaysia is a panel set up under the Ministry of Culture, Arts and Tourism Malaysia, which consists of ministry officials and members from non-governmental organizations, such as hotel associations, tour operator associations and other relevant government agencies (WTO and IH&RA, 2004). There are two hotel classification schemes, namely the Star Rating (from one- to five-star), and the Orchid Rating (from one- to three-orchid). The Ministry of Culture, Arts and Tourism Malaysia introduced the Orchid Classification Scheme in order to accommodate those hotels such as beds and breakfast, inns, boarding houses, rest houses and lodging houses, which do not qualify for any Star Rating (Ministry of Culture, Arts and Tourism Malaysia, no date).In this research, focus was given to the luxury hotels. Only those hotels rated four-star (4S) or five-star (5S) were included in the research study.Influence of Service Quality in HospitalityKing (1995) mentioned that hospitality in the commercial setting is a specific kind of relationship between individuals, which in this context is the hospitality service provider and customer. In this relationship, the host understands the needs and wants of the customer, which give pleasure to the customer and enhance his or her wellbeing and comfort. The host will deliver with generous and flawless face-to-face interactions. The objective is to enhance guest satisfaction and develop repeat business.Kandampully (2000) revealed that service quality is crucial to the success of any service organization. As the customers participate in the production and consumption of services, they interact closely with various aspects of the organization. This inside knowledge gives them the opportunity to assess critically the services provided, in particular the quality of service. Customers will assess service quality by comparing the service they get with the service they desire. Hence, service quality plays a criticalrole in adding value to the overall service experience. Since superior quality is one of the crucial factors within the control of the hospitality service provider, Lee, Barker, & Kandampully (2003) suggested that enhancing the quality of service at all levels of service delivery has therefore become mandatory for organization survival.The purpose of this study is therefore to assess the expectations and the perceptions of service quality dimensions in Mal aysia’s luxury hotels from the hotel customers’ perspective by applying a modified version of the SERVQUAL model (Parasuraman, Zeithaml, and Berry, 1988). This study has the following objectives: to determine the service-quality attributes that constitute fundamental service-quality dimensions in evaluating hotel operators;to examine and to compare relative importance attached by customers in terms of their expectations and perceptions bytype of hotels (four-star or five-star hotels); andto identify the role of service quality towards customer satisfaction in the hospitality industry.LITERATURE REVIEWConcept of ServiceFor the last two decades, economies have experienced an extensive social and economic transformation globally. One of the most significant of these changes is the increased rate of spending on services. Service industries are leading the economy. Services lie at the hub of the economic activity of society and are linked closely with many other sectors of the economy (Kandampully, 2000). Services are not limited to the service industries, for example, a manufacturer like IBM can be highly involved in the service business. Services are deeds, processes and performance. The broad definition of services suggested that intangibility as a key factor of deciding whether an offering is a service (Zeithaml and Bitner, 2003).Services are generally described in terms of four unique characteristics, namely intangibility, inseparability, heterogeneity, and perishability. Intangibility can be defined as something that cannot be touched, seen, tasted, heard, or felt in the same manner in which goods can be sensed (Groth and Dye, 2000). It has been said thatintangibility is the single most important difference between products and services (Santos, 2002). Due to the intangibility characteristic of services, the firm may find it hard to understand how consumers perceive their service and evaluate service quality (Parasuraman, Zeithaml, and Berry, 1985).Services possess the inseparability characteristic since the service provider usually creates or performs the service at the same time as the full or partial consumption of the service take place. The conversion is highly visible and it is not possible for the service provider to hide any mistake or quality shortfall. Furthermore, the involvement of the customer in the delivery process introduces an additional factor, which causes the service providers to have little or no direct control over the service experience (Ghobadian, Speller, and Jones, 1994). With this condition, the consumer’s input becomes vital to the quality of service performance (Parasuraman, Zeithaml, and Berry, 1985). There are high degrees of variability in the performance of services. Services are difficult to standardize, in contrast to manufactured goods. The quality of a service can vary from producer to producer, from customer to customer, and from day to day (O’Brien and Deans, 1996). Service providers have to rely heavily on the ability of their staff to understand the requirements of the customer and react in an appropriate manner (Ghobadian, Speller, and Jones, 1994).Perishability is a characteristic of services that prevents them from being stored, warehoused, or inventoried (Lamb, Hair, and McDaneil, 2000). Unlike manufactured goods, it is impossible to have a final check on quality. It needs to be done right at the first time (Ghobadian, Speller, and Jones, 1994).Measuring Service Quality GapsLewis (1987) suggested that what can be measured are the differences between the abstractions. So, it is the logic that if we can measure the difference between expectations and perceptions, which is defined as perceived quality, therefore we can determine the level of satisfaction. This concept is quite similar with Parasuraman’s (1985) service quality model, which applied the expectancy-disconfirmation theory. Parasuraman (1985) defined service quality in ten major dimensions that consumers use in forming expectations about and perceptions of services. In a later research,Parasuraman (1988) revised and defined the service quality in five dimensions –reliability, responsiveness, assurance, empathy, and tangibles. The model suggested service quality as the gap between customer’s expectations (E) and their perception of the service provider’s performance (P). Hence, the service quality score (Q) can be measured by subtracting customer’s perception score from customer’s expectations score:Q = P - ELamb, Hair and McDaniel (2000), and Zeithaml and Bitner (2003) have also discussed that there are five key discrepancies that can influence customer evaluations of service quality:Gap 1 is the gap between customer’s expectations and management’s perceptions of those expectations.Gap 2 is the gap between management’s perception of what the customer w ants and specifications of service quality.Gap 3 is the gap between service quality specifications and delivery of the service.Gap 4 is the gap between service delivery and what the organization promises to the customer through external communication.Ga p 5 is the gap between customers’ service expectations and their perceptions of service performance.Therefore, it shows that customers’ expectations towards a specific hotel stay will influence their perceptions, and this will have a great effect on their satisfaction towards the service they get.Zeithaml and Bitner (2003) stated that in order to manage service quality, it is important to manage the gaps between expectations and perceptions on the part of management, employers and customers. The most important gap (Gap 5) is that between customer’s expectation of service and their perception of the service actually delivered. Hence by referring to the gap model, it states that a service marketer must close the customer gap (Gap 5). In order to do so, the service provider must close the four other gaps (Gap 1, 2 3, and 4) within the organization that inhibit delivery ofquality service. Serious action must be taken because how the customers, in these case hotel customers, perceive the level of service performance that meets their expectations will reflect on the quality of service provided by the organization.According to Lewis (1987), the gaps measurement may be a significant marketing tool. It also has the advantage of being less abstract, even though not completely. It also considerably eases the task of measuring service quality.出处：Pei Mey Lau; Akbar, Abdolali Khatibi; Yong Gun Fie, David.Service Quality: A Study of the Luxury Hotels in Malaysia[J].Journal of American Academy of Business.2005.07(09),pp.46-55标题：服务质量：对马来西亚豪华饭店的研究译文：简介由于全球诸多事件，诸如美国911事件，全球经济疲软，巴厘岛爆炸案，SARS 和禽流感等的发生，致使1997年至2002年间马来西亚的经济发展较之前缓慢了许多。

酒店业英文文献及翻译

2
¡ ¢£¤¥¦
increased service and facilities. In fact, many turn away from such modern conveniences as in-room television, radios, and telephones. Instead, they offer the attraction of old world charm and coziness in a scenic or historic setting. Guests might expect to find working fireplaces in their rooms, handmade quilts on their beds, and antique furniture throughout the inn. Many of the inns are direct descendants of the old inns and taverns that flourished along stagecoach routes 200 years ago. The smaller country inns, sometimes with as few as three or four rooms, are usually run by friendly couples who pride themselves on the comfort and cleanliness of their accommodations and the quality of the food that they serve. Some of the larger chain hotels (e.g. Holiday Inns) use the name inn. Motor inns, however, should not be confused with country inns. The chains use the name to suggest a feeling of warmth and friendliness, though their properties quite different from the more intimate country inns. For centuries, the hotel business could well business could well be described as a cottage industry, because each hotel was a privately-owned, independent enterprise. Occasionally, a well-know hotel would successfully produce a few namesakes under the same management, but such examples were few. The first notable exception was the Caesar Ritz group. E. M. Statler was the first to point out the economic and financial advantages of operating several large hotels under a single management. Despite Statler’s success, the chain concept was slow to catch on in the period between the two world wars. Later on, Conrad Hilton, in particular, became the originator contributing to the growth of the hotel management company. Kemmons Welson and Wallace Johnson, founders of Holiday Inn, fully enriched the chain concept by franchising the Holiday Inn name and establishing a national reservation network. The chains have expanded in a number of ways. One is through direct investment. It means that the headquarters corporation itself puts up the necessary fund to build and operate a new hotel or to buy and renovate an old one. Another is by establishing management contracts with the actual owner of the hotel, whereby the chain actually takes over an empty building and operates it according to its own operating procedures for a fee or for a percentage of the profits. This method is frequently used when the chain expends into a foreign country. A somewhat similar method is the joint venture, a partnership in which both the chain and local

酒店管理质量中英文对照外文翻译文献

《酒店管理质量中英文对照外文翻译文献》摘要：hotels, previous studies have examined the effects of QM on performance (e.g. Alonso-Almeida et al. 2012; Nicolau and Sellers 2010; Wang et al. 2012) although the hotel industry has been examined to a lesser extent than manufacturing organizations (Rubio-Andrada et al. 2011; Wilkins et al. 2007). In addition, to the best of our knowledge, there have been no studies on selection effects in the hotel industry. Therefore, new studies about these topics will be interesting to extend the knowledge about a taxonomy of QM and the selection effect to the hotel context. This paper has several aims: (a) to identify an empirical taxonomy of QM in the hotel industry, (b) to assess whether more advanced QM hotels achieve better performance levels and (c) to analyse whether hotels with better performance levels have more advanced QM levels. The contribution of this paper is, first, that it identifies a taxonomy of QM in hotels showing the association between a particular level of QM and different performance dimensions. Few studies have identified an empirical taxonomy of QM mainly in the hotel industry. Second, the paper sheds light on the possible selection effect in the hotel industry.，population for this study was 3 to 5-star individual hotel establishments, including independent and chain-affiliated hotels, located in Spain. Spain ranks second in the world in terms of international tourism revenue and fourth in volume (UNWTO 2013). The census was achieved from the Hostelmarket Database. The size of the population is 4770 hotels (2417 3-star hotels; 2063 4-star; and 290 5-star). A structured questionnaire with closed questions was sent by post in two waves to the whole population between October 2011 and February 2012. A pretest was carried out with seven hotel managers, four representatives of hoteliers associations, one representative of an institute linked to quality issues in the tourism sector and one manager of a consulting firm specializing in hotel management and quality. In the introduction letter of the questionnaire, we indicated that QM questions should be answered by the person responsible for the QM of the hotel, while business performance questions should be answered by the hotel manager. This arrangement was proposed to avoid the common method variance caused by having only one respondent for all questions. 350 hotel managers answered, a 7.34 % response rate. The sampling error is 5.0 % for a confidence level of 95 %, and the least favourable situation of p = q = 0.5. 45.07 %，conclusions 4.1.Theoretical implications First, the study has identified a taxonomy of QM using four managerial systems (operative, information, strategic and technical) that could be used to measure QM levels in hotels or other tourism organizations in future studies. Second, the results show that QM levels may have positive effects on performance. This idea suggests that QM practices are one factor among others that explain better performance levels in some hotels. Third, the results also demonstrate that a selection effect is also possible in the hotel industry. This results increase our knowledge about the association between QM and performance showing that a higher performance can be a factor that facilitates the adoption of different management practices such as those related to QM. In this context, as very few studies have examined the selection effect, researchers could continue investigating the ways in which better levels of performance in organizations facilitate the implementation of QM practices. In this respect, this study reinforces previous research about the importance of QM in improving performance and complements these previous works showing that better performing hotels can more easily adopt QM practices. 4.2.Managerial implications文献信息：文献标题：Does quality management improve performance or vice versa? Evidence from the hotel industry（质量管理能否提高绩效，或反之亦然？来自酒店业的证据）国外作者：Tar J J,Pereira-Moliner J,et al文献出处：《Service Business》,2017,11(1):23-43.字数统计：英文 2283 单词，12593 字符；中文 4193 汉字外文文献：Does quality management improve performance or vice versa? Evidence from the hotel industry Abstract This paper has several aims: (a) to identify an empirical taxonomy of quality management (QM), (b) to assess whether more advanced QM hotels achieve better performance levels and (c) to analyse whether hotels with better performance levels have more advanced QM levels. This paper contributes to identify a taxonomy of QM in hotels showing the association between a particular level of QM and different performance dimensions. In addition, the paper sheds light on the possible selection effect in the hotel industry. The study finds that hotels with higher QM levels have better hotel guest satisfaction and employee satisfaction, efficiency and better business performance. It also shows that hotels with better performance levels develop QM to a greater extent. Accordingly, QM level is one factor among others that explain better performance levels in hotels. Also, good performance can facilitate the implementation of QM practices.Keywords: Quality management; Performance; Cluster analysis; Selection effec; Hotel industry1.IntroductionQuality management (QM) is a management system that includes a set of practices (leadership, people management, stakeholder focus, planning, information and analysis, process management and supplier management) for managing an organization (Dale 1999; Tari et al. 2007) that may have positive effects on performance in manufacturing and service companies. The effects of QM on firm performance and competitiveness have been extensively examined in the literature, but results are inconclusive. Although most scholars have found positive effects of QM implementation (Duh et al. 2012; Lee 2012; Lee et al. 2009; Molina-Azorin et al. 2009; Tari et al. 2014; Yunis et al. 2013), others have shown that organizations do not achieve any benefits from QM (Lo et al. 2011; Yeung and Chan 1998; Yeung et al. 2006). These mixed results suggest that more empirical studies about this relationship are needed. Most studies have examined this relationship using regression analysis, structural equation modelling or similar techniques in order to identify direct and indirect relationships between QM practices and performance in manufacturing and service organizations (Alonso-Almeida et al. 2015; Kaynak 2003; Prajogo 2005; Sila 2007; Tari et al. 2007; Yang 2006). A few studies have identified an empirical taxonomy of QM in the manufacturing and service industries and then examined its association with performance (Lee et al. 2009; Yeung et al. 2003) as a way of supplementing previous studies on direct and indirect relationship between QM practices and performance. In addition, although most previous studies have examined the effects of QM on performance, very few studies indicate a relationship in the reverse direction, namely as a selection effect, whereby firms with better performance levels are those companies that implement QM (Dick et al. 2008).In the case of hotels, previous studies have examined the effects of QM on performance (e.g. Alonso-Almeida et al. 2012; Nicolau and Sellers 2010; Wang et al. 2012) although the hotel industry has been examined to a lesser extent than manufacturing organizations (Rubio-Andrada et al. 2011; Wilkins et al. 2007). In addition, to the best of our knowledge, there have been no studies on selection effects in the hotel industry. Therefore, new studies about these topics will beinteresting to extend the knowledge about a taxonomy of QM and the selection effect to the hotel context. This paper has several aims: (a) to identify an empirical taxonomy of QM in the hotel industry, (b) to assess whether more advanced QM hotels achieve better performance levels and (c) to analyse whether hotels with better performance levels have more advanced QM levels. The contribution of this paper is, first, that it identifies a taxonomy of QM in hotels showing the association between a particular level of QM and different performance dimensions. Few studies have identified an empirical taxonomy of QM mainly in the hotel industry. Second, the paper sheds light on the possible selection effect in the hotel industry.2.Literature review2.1.Taxonomies of quality management and performanceThe literature offers a number of classifications of levels of QM (e.g. Claver and Tari 2003; Lee et al. 2009; Yeung et al. 2003; Zhao et al. 2004). These studies examining an empirical taxonomy of QM have analysed manufacturing and service organizations, and they have shown that performance levels are enhanced at the different development levels of QM practices. In addition, some scholars have suggested the need for further studies analysing the association with business performance, especially in service industries. For example, Lee et al. (2003) showed that manufacturing and service organizations withbetter QM system implementation have significantly better outcomes in customer and people performance. Yeung et al. (2003) identified four types of QM systems in manufacturing firms: undeveloped quality system, framed quality system, accommodating quality system and strategic quality system. The authors indicated that different aspects of organizational performance (efficiency, customer satisfaction and business performance) are improved at different stages of development of QM practices. Organizations develop their QM first by establishing a framed quality system which improves operations and reduces mistakes. This can lead to some operational benefits but not lifting up the organizational performance as a whole. When they further develop their QM systems, they accommodate their QM systemand achieves slight improvement [] but the overall organizational performance, especially marketing growth and financial gains, cannot be achieved until a strategic quality system is established (Yeung et al. 2003). These studies on empirical taxonomies of QM have shown that organizations with a higher level of adoption of QM practices outperformed those with a relatively lower level of implementation of QM practices in customer satisfaction, employee satisfaction, efficiency and business performance. In relation to customer satisfaction, the positive effect of QM on customers can be due to the fact that QM practices reduce complaints, encourage repeat purchasing and improve service quality (Alonso- Almeida et al. 2015; Casadesus and Karapetrovic 2005; Doeleman et al. 2014; Gustafsson et. al 2003; Lai and Cheng 2003; Lee et al. 2009; Sila 2007; Singh 2008). The literature has also found that QM in hotels may increase hotel guest satisfaction (Alonso-Almeida et al. 2012; Nield and Kozak 1999; Wang et al. 2012). Based on this previous literature review, the following hypothesis is suggested for the hotel industry: H1 The higher the QM level, the better the hotel guest satisfaction. H2 The higher the QM level, the better the employee satisfaction. H3 The higher the QM level, the better the efficiency.H4 The higher the QM level, the better the business performance.2.2.Selection effectThe previous review suggests that higher quality implies lower costs and increased productivity, which in turn gives the firm a greater market share and better competitive levels (Deming 1982; Evans and Lindsay 2002). Firms with a higherlevel of QM may achieve customer and people satisfaction, process improvement and better supplier management (Alonso-Almeida et al. 2015; Kim et al. 2012; Lee et al. 2009). This facilitates an improvement of performance levels. In spite of this general idea about the benefits of QM practices, some scholars have also suggested that those firms with better performance levels are those implementing QM systems. Those studies have shown that the propensity to implement QM is higher in firms with better financial performance. For example, Heras et al. (2002) showed that firms with a better financial performance have a higher propensity to seek qualitycertification. Dick et al. (2008) also found a reverse attribution between quality certification and performance. This could be due to the fact that it is easier for more profitable firms to seek certification because they findthe cost easier to absorb than less profitable firms. The authors then indicated that better performance preceded quality certification. Prajogo and McDermott (2011) tested the difference between highand low-performing firms and found that high- performing firms show higher scores in quality performance. Prester (2013) also examined different practices in lower and higher performers and found the biggest differences in the adoption of QM practices, statistical process control, supplier certification and ISO 9001. High performers develop QM practices to a greater extent than lower performers, and then if lower performers want to catch up with the best performers, QM practices could be one way to help them to improve their performance. These ideas suggest that organizations with good financial performance can allocate more resources to develop QM practices. In other words, financial performance may influence QM (Dick et al. 2008).This may be explained by a selection effect, that is, an ex-ante selection mechanism where better performing firms have a greater propensity to carry out quality practices. To the best of our knowledge, there have been no studies on the selection effect in the hotel industry, and based on the previous reasoning, we propose the following hypothesis: H5 The better the business performance, the higher the level of quality management.3.MethodsThe target population for this study was 3 to 5-star individual hotel establishments, including independent and chain-affiliated hotels, located in Spain. Spain ranks second in the world in terms of international tourism revenue and fourth in volume (UNWTO 2013). The census was achieved from the Hostelmarket Database. The size of the population is 4770 hotels (2417 3-star hotels; 2063 4-star; and 290 5-star). A structured questionnaire with closed questions was sent by post in two waves to the whole population between October 2011 and February 2012. A pretest was carriedout with seven hotel managers, four representatives of hoteliers associations, one representative of an institute linked to quality issues in the tourism sector and one manager of a consulting firm specializing in hotel management and quality. In the introduction letter of the questionnaire, we indicated that QM questions should be answered by the person responsible for the QM of the hotel, while business performance questions should be answered by the hotel manager. This arrangement was proposed to avoid the common method variance caused by having only one respondent for all questions. 350 hotel managers answered, a 7.34 % response rate. The sampling error is 5.0 % for a confidence level of 95 %, and the least favourable situation of p = q = 0.5. 45.07 %of the respondents were 3-star hotels; 47.61 % 4-star establishments and 7.33 % were 5-star hotels. The average size was 128 rooms and 260 beds. 41.6 % were chain affiliated and 58.4 % were independent.4.Discussion and conclusions 4.1.Theoretical implications First, the study has identified a taxonomy of QM using four managerial systems (operative, information, strategic and technical) that could be used to measure QM levels in hotels or other tourism organizations in future studies. Second, the results show that QM levels may have positive effects on performance. This idea suggests that QM practices are one factor among others that explain better performance levels in some hotels. Third, the results also demonstrate that a selection effect is also possible in the hotel industry. This results increase our knowledge about the association between QM and performance showing that a higher performance can be a factor that facilitates the adoption of different management practices such as those related to QM. In this context, as very few studies have examined the selection effect, researchers could continue investigating the ways in which better levels of performance in organizations facilitate the implementation of QM practices. In this respect, this study reinforces previous research about the importance of QM in improving performance and complements these previous works showing that better performing hotels can more easily adopt QM practices. 4.2.Managerial implicationsThis paper also has implications for hotel managers. First, QM is more developed in hotels with a higher category and more rooms. This result could be due to the fact that this kind of hotel has more resources to invest in improving QM capabilities. Second, the QM scale employed in this study could be used as a check-list to identify strengths and weaknesses regarding the development of QM practices. This may helpmanagers to identify the areas where their implementation has been less effective, so that they would then invest their efforts in those areas in order to increase the QM level in their organizations. In addition, cluster analysis can be used as a guide to identify where the hotel is situated along the improvement spectrum in order toinform decisions about which practices should be reinforced to improve its QM level. Third, managers should also understand that although good performance facilitates the development of several management practices such as those related to QM, when hotels go beyond the control and management of key activities and consider quality as a strategic tool and use more quality tools, they can achieve even better QM levels. This higher commitment to the quality practices may produce positive results related to efficiency (e.g. they can reduce errors and increase productivity), hotel guest and employee satisfaction (e.g. they can reduce customer and employee complaints, increase hotel guest and employee satisfaction, service quality will be more valued by hotel guests) and business performance (e.g. they can have positive effects on RevPAR). 4.3.Limitations and future researchFirst, the study has examined the association between QM and performance using a snapshot across a number of hotels. A longitudinal study could extend these results, making it possible to test whether or not hotels with a higher degree of QM achieve significantly better performance levels. In this context, qualitative studies of each QM level, supporting the current quantitative studies, could help in the development of understanding of each level and its association with performance. Second, the research has asked managers if they implement QM practices using perceptual data. Future research could include objective data about QM tools and techniques. Finally,the study has focused on the hotel industry and future studies could be extended to other service industries.中文译文：质量管理能否提高绩效，或反之亦然？来自酒店业的证据摘要本文有以下几个目标：（a）确定质量管理（QM）的实证分类法，（b）评估拥有更先进的质量管理的酒店是否实现更好的绩效水平；（c）分析绩效水平较高的酒店是否拥有更先进的质量管理水平。

500字酒店服务作文英语

500字酒店服务作文英语As a vital part of the hospitality industry, hotel services play a crucial role in delivering exceptional experiences to guests. The quality of hotel services can significantly impact the satisfaction and loyalty of guests, ultimately affecting the success of the hotel. In this essay, we will explore the essential elements of hotel services and how they can be improved to enhance guest satisfaction.Firstly, hotel services should be customer-centric.This means that hotels should focus on meeting the needsand expectations of their guests. To achieve this, hotels need to understand their guests' preferences and tailortheir services accordingly. For example, if a hotel'sguests are mostly business travelers, the hotel shouldoffer services such as a business center, meeting rooms,and high-speed internet access. On the other hand, if the hotel's guests are mostly families, the hotel should offer services such as a kids' club, babysitting services, andfamily-friendly activities.Secondly, hotel services should be efficient and timely. Guests expect quick and seamless services, from check-in to check-out. Hotels should ensure that their staff is well-trained and equipped to handle guests' requests promptly. For example, if a guest requests room service, the hotel should deliver the order within a reasonable time frame. Additionally, hotels should invest in technology that can streamline their services, such as mobile check-in andcheck-out and keyless room entry.Thirdly, hotel services should be personalized. Guests appreciate when hotels go the extra mile to make them feel special. Personalized services can include anything from a welcome note to a customized room layout. Hotels can use guest data to personalize their services, such as offeringa guest's favorite drink upon arrival or recommendingnearby attractions based on their interests.Fourthly, hotel services should be consistent. Guests expect the same level of service throughout their stay,regardless of the time of day or the staff member they interact with. Hotels should establish standard operating procedures and train their staff to ensure consistency in their services. Additionally, hotels should regularly monitor and evaluate their services to identify areas for improvement.Finally, hotel services should be memorable. Guests are more likely to return to a hotel if they have a memorable experience. Hotels can create memorable experiences by offering unique services, such as a rooftop bar with a view or a spa with a signature treatment. Additionally, hotels can surprise and delight guests with unexpected gestures, such as a complimentary bottle of wine or a handwritten note.In conclusion, hotel services are a critical component of the hospitality industry. To enhance guest satisfaction and loyalty, hotels should focus on delivering customer-centric, efficient, personalized, consistent, and memorable services. By doing so, hotels can differentiate themselves from their competitors and create a loyal customer base.。

外文文献翻译酒店服务质量管理

外文文献翻译：酒店服务质量管理摘要在如今竞争激烈的酒店市场中，提供优质的服务是吸引和保持客户的关键。

因此，控制和管理服务质量是酒店经营的重要方面。

本文翻译了一篇外文文献，讨论了酒店服务质量管理的各个方面，包括酒店服务质量的定义和特点、服务质量管理的重要性以及酒店服务质量提高的策略。

引言随着旅游业的飞速发展，酒店业成为了旅游服务的重要组成部分。

在面临日益激烈的市场竞争时，酒店经营者需要提供更好的服务以保持客户。

因此，如何控制和管理服务质量成为了酒店经营者需要面对的一个重要问题。

酒店服务质量的定义和特点服务质量通常被认为是服务满意程度的度量。

在酒店业中，服务质量包括酒店提供的所有服务和设施的质量，例如前台服务、客房清洁、餐饮服务等。

服务质量的特点包括以下几个方面：1.服务质量是相对的：服务质量的好坏是相对于客户的期望而言的。

如果服务质量低于客户的期望，客户将会不满意，而如果服务质量高于客户的期望，客户将会感到满意。

2.服务质量是不稳定的：酒店业的服务质量可能因不同的服务对象、服务时间、服务场所等因素而产生变化。

因此，酒店经营者需要不断关注服务质量的变化情况。

3.服务质量是可测量的：服务质量可以通过一些指标来进行测量和评估，例如客户满意度、问题解决率、服务效率等。

服务质量管理的重要性服务质量管理是控制和管理服务质量的过程，是酒店经营的重要方面。

服务质量管理可以帮助酒店经营者提高服务质量、提高客户满意度、提高酒店的竞争力。

以下是服务质量管理的几个方面：1.客户需求分析：了解客户对服务的需求和期望，帮助酒店经营者制定合适的服务标准和服务策略。

2.员工培训和管理：员工是服务质量的关键，酒店经营者需要提供足够的培训和管理以确保员工能够提供优质的服务。

3.服务流程管理：服务流程的设计和管理可以帮助酒店经营者提高服务效率和服务质量。

4.反馈和改进：酒店经营者需要关注客户反馈，及时解决客户问题，并进行合适的服务改进。

酒店的服务英语作文

酒店的服务英语作文Title: The Essence of Exceptional Hotel Service。

Introduction:In today's globalized world, hospitality and service are paramount in the hotel industry. From luxury resorts to budget accommodations, the hallmark of a great hotel liesin its service quality. In this essay, we delve into the essential elements that constitute exemplary hotel service, exploring the nuances that make guests feel welcomed, valued, and ultimately, eager to return.Understanding Guest Needs:At the heart of exceptional hotel service lies a deep understanding of guest needs. From the moment a guest enters the hotel lobby, their experience should becarefully curated to exceed expectations. This begins with attentive staff members who possess not only technicalskills but also an innate ability to anticipate and fulfill guest desires. Whether it's a warm greeting upon arrival or personalized recommendations for local attractions, the aim is to make guests feel like esteemed individuals rather than mere room occupants.Personalization:One of the hallmarks of superior hotel service is personalization. Recognizing that each guest is unique, hotels that excel in service go the extra mile to tailor experiences to individual preferences. This might involve remembering a guest's preferred room temperature, dietary restrictions, or even something as simple as their preferred newspaper. By demonstrating attentiveness to personal details, hotels can forge deep connections with guests, fostering loyalty and positive word-of-mouth.Attention to Detail:In the realm of hotel service, it's often the small details that leave the most significant impression. Fromimpeccably folded towels to a handwritten note welcoming guests to their room, attention to detail signals a commitment to excellence. Moreover, it's these thoughtful touches that elevate a stay from ordinary to extraordinary, leaving guests feeling pampered and valued.Empathy and Empowerment:Empathy lies at the core of exceptional service. Hotels that prioritize empathy empower their staff to connect with guests on a human level, acknowledging their feelings, concerns, and preferences. Whether it's a guest who has had a long journey and seeks a quick check-in process or a family with young children in need of extra amenities,staff members trained in empathy can adapt and respond with warmth and understanding. Moreover, empowering staff to make on-the-spot decisions ensures that guest needs are promptly addressed, enhancing overall satisfaction.Continuous Training and Development:In the pursuit of excellence, hoteliers recognize theimportance of continuous training and development for their staff. Through ongoing education programs, staff memberscan refine their skills, learn about the latest industry trends, and cultivate a service-oriented mindset. Furthermore, training sessions that incorporate real-life scenarios and role-playing exercises enable staff to hone their problem-solving abilities and enhance their interpersonal skills, ultimately translating into superior guest experiences.Feedback Mechanisms:Lastly, an essential component of exceptional hotel service is the presence of robust feedback mechanisms. Hotels that actively solicit feedback from guests demonstrate a commitment to continuous improvement. Whether through post-stay surveys, suggestion boxes, or direct interactions with staff, guests should feel empowered to share their thoughts and experiences openly. Moreover,hotels that take feedback seriously and act upon it notonly address immediate concerns but also signal to guests that their opinions are valued, fostering trust and loyalty.Conclusion:In conclusion, exceptional hotel service is not merely about meeting guest expectations but surpassing them in every conceivable way. From personalized experiences to attention to detail, empathy, and continuous improvement, the essence of great service lies in the ability to connect with guests on a deeply human level. By prioritizing these essential elements, hotels can cultivate lasting relationships with guests, ensuring their continued success in an increasingly competitive industry.。

关于酒店的英文参考文献

关于酒店的英文参考文献参考文献：1. Gu, M., Guo, H., Basinski-Ferris, J., & Li, H. (2020). Customer satisfaction in the hotel industry: A systematic review and critical synthesis. International Journal of Contemporary Hospitality Management, 32(8), 2450-2474.该研究对酒店行业的客户满意度进行了系统综述和关键综合。

研究通过对相关文献的综合分析，提出了客户满意度的定义、影响因素、评价指标和管理策略。

研究结果表明，服务质量、员工行为、设施设备、价格和地理位置是影响客户满意度的重要因素。

此外，研究还提出了一些管理措施和建议，包括提高员工培训、改进服务流程和促进客户参与等。

2. Lee, C. K., & Mills, J. E. (2020). Hotel revenue management: An overview and synthesis of the literature. International Journal of Hospitality Management, 86, 102399.该文综述了有关酒店营收管理的文献。

研究提出了酒店营收管理的定义、目标和关键组成部分。

同时，研究还综合了酒店营收管理的相关理论和实践，包括定价策略、容量管理、销售渠道管理和预测技术等。

研究认为，合理的酒店营收管理可以提高酒店的收入和利润，并增强酒店的可持续竞争力。

3. Kim, S., Park, J., & Morrison, A. M. (2019). Investigating the effects of online hotel reviews on consumers' decision-making: A social influence perspective. Journal of Travel Research, 58(2),215-230.该研究从社会影响的角度探讨了在线酒店评论对消费者决策的影响。

酒店服务质量的影响因素英文作文

酒店服务质量的影响因素英文作文Factors of hotel service quality There are many factors affecting the service quality of the hotel. From the steps of the hotel service provision, it can be divided into service design, service delivery, error remediation, and quality monitoring throughout the whole service process.1.Unreasonable service design.The purpose of the hotel service is to meet the needs of the customers.However, when designing the service process or service products, hotels often pay more attention to the quality of hardware such as tangible facilities and equipment, while the needs of customers in the intangible service are not very clear or ignored.The impact of service design on service quality is mainly reflected in the following aspects: First, they do not understand customer requirements, Unable to think about it from the customer's perspective, Thus the design of the service product or process in defects, As a result, the service in the variety, price, timeliness, convenience and other aspects do not meet the needs of customers; Second, although customer needs through marketresearch, But when setting the service standards, Failing to translate customer needs into reasonable service quality standards, Lead to poor customer-perceived service quality, Arouse customer dissatisfaction; Third, for the service process is easy to lead to service errors failed to effectively identify and take preventive measures, Thus buried the hidden danger of service error.2.There is a gap in service transmission.Reasonable service design needs to be delivered to customers according to the prescribed service standards.However, in the process of service delivery, service fails due to low personal quality or insufficient internal support.The influence of employees' personal quality on service quality is mainly manifested in: insufficient enthusiastic service attitude, skilled operation skills, or failure to accurately understand the specific needs of each customer due to insufficient communication skills; another service delivery gap is usually caused by insufficient internal support within the organization.For example, the hotel does not provide enough authorization to front-line employees, which makes employees unable to call relevant resources to respond to customer needs in time, or the internalservice quality provided by second-line employees to front-line employees fails to meet the requirements, which affects the service of front-line employees to customers.The intangible characteristics of hotel service delivery make quality control more difficult, and it is also the key to customer dissatisfaction.3. Quality control is not in place.Service has the characteristics of different quality, which it is difficult to measure by the standard of unification- -. In addition, different employees have different service skills and techniques, and the service provided is in the quality. There are differences, even if the same employee, the quality of personal service will fluctuate due to the inconsistency of customer participation and cooperation.Although normal fluctuations are inevitable, there must be a perfect monitoring system for the links that are prone to quality fluctuations in the service process, especially the service links that are very important for customers.If the hotel lacks the quality evaluation mechanism, employees cannot know their service quality, let alone improve; if the lack of effective quality information collection channels and corresponding reporting, processing system, the hotel is difficult tounderstand the service quality problems and improvement implementation; moreover, if the corresponding incentive mechanism, quality monitoring. The results can not be linked to the compensation of the responsible person, and will make quality monitoring a mere formality, thus affecting the stability of service quality.4. Not timely remediation.Since the production and consumption of the hotel service are carried out at the same time, when the customers personally participate in the service process, the employees have no time to prepare the service in advance, or check the service quality in advance, which will inevitably cause mistakes in the service.If the hotel fails to realize the importance of error remediation, or make mistakes, do not actively formulate, implement remedial measures, or even find various reasons to justify the mistake, it often will seriously affect the customer evaluation and satisfaction of the service quality, and dissatisfied customers will do negative publicity to the hotel.。

酒店服务质量外文文献翻译

酒店服务质量外文文献翻译XXX to the country's economy。

with Ksh100 n of GDP generated in 2011.The Republic of Kenya (2012) XXX to the growth of the XXX。

XXX quality。

The growth of the tourism industry is expected。

XXX.XXX DOMESTIC GUESTSHotel service quality is XXX service quality。

The study focuses on the Tangaza and Sarova hotels。

which are among the most popular XXX。

XXX hotels。

and the data collected were analyzed using descriptive statistics.FINDINGSThe XXX service quality of both Tangaza and Sarova hotels as good。

but there were some areas where improvement was needed。

These areas included the availability of parking。

the quality of food。

and the speed of service。

The study also found that the XXX.IMPLICATIONSXXX。

XXX to address customer concerns。

By doing so。

hotels XXX of their service quality and are satisfied with their stay.XXX luxury hotels。

酒店的服务英语作文带翻译

酒店的服务英语作文带翻译Hotel Service。

Nowadays, with the rapid development of tourism, the hotel industry has become an important part of the service industry. As a bridge between travelers and destinations, hotels play a crucial role in providing comfortable accommodations and quality services for guests. In this essay, I will discuss the importance of hotel services and how they can be improved to meet the needs of modern travelers.如今，随着旅游业的快速发展，酒店业已成为服务业的重要组成部分。

作为旅行者和目的地之间的桥梁，酒店在为客人提供舒适住宿和优质服务方面发挥着至关重要的作用。

在这篇文章中，我将讨论酒店服务的重要性以及如何改进酒店服务以满足现代旅行者的需求。

First and foremost, the importance of hotel services cannot be overstated. When travelers are away from home,they rely on hotels to provide them with a comfortable and welcoming environment. This includes clean and well-maintained rooms, friendly and efficient staff, and a range of amenities to make their stay enjoyable. In addition, hotels also play a crucial role in providing information and assistance to guests, such as recommendations for local attractions, transportation options, and dining choices.首先，酒店服务的重要性不言而喻。

酒店的服务英语作文带翻译

酒店的服务英语作文带翻译Hotel Service。

Nowadays, with the rapid development of tourism, the hotel industry has become an important part of the tourism industry. As the demand for hotel services continues to grow, the quality of hotel services has become increasingly important. In this essay, I will discuss the importance of hotel services and the key factors that contribute to providing high-quality hotel services.如今，随着旅游业的快速发展，酒店业已成为旅游业的重要组成部分。

随着对酒店服务需求的不断增长，酒店服务质量变得越来越重要。

在本文中，我将讨论酒店服务的重要性以及提供高质量酒店服务的关键因素。

First and foremost, the importance of hotel services cannot be overstated. Hotel services are an integral part of the overall guest experience and can greatly influence a guest's satisfaction with their stay. From the moment aguest arrives at a hotel, they expect to receive excellent service that meets their needs and exceeds their expectations. Whether it's a warm welcome at the front desk, a clean and comfortable room, or prompt and efficient room service, hotel services play a crucial role in creating a positive and memorable experience for guests.首先，酒店服务的重要性不容忽视。

酒店服务与顾客满意度外文文献翻译

文献出处：Amin M, Yahya Z, Ismayatim W F A, et al. Service quality dimension and customer satisfaction: an empirical study in the Malaysian hotel industry[J]. Services Marketing Quarterly, 2013, 34(2): 115-125.第一部分为译文，第二部分为原文。

默认格式：中文五号宋体，英文五号Times New Roma，行间距1.5倍。

服务质量维度和客户满意度：马来西亚酒店业的实证研究摘要：本研究的目的是检验马来西亚酒店行业服务质量维度与客户满意度之间的关系。

本研究采用了一种采用方便抽样方法的非概率抽样技术。

受访者仅限于有在马来西亚逗留酒店的人士。

大多数酒店客户对酒店提供的服务的整体质量感到满意。

研究结果表明，服务质量维度对客户满意度的预测作出了重大贡献。

关键词：服务质量，客户满意度，酒店，马来西亚引言马来西亚是东南亚国家联盟（ASEAN）地区最受欢迎的旅游目的地之一，2009年接待了约2360万国际游客，比前几年增长约7％（，2012）。

旅游业发展升温，2007年实现利润336亿元。

在那一年，马来西亚旅游业估计上涨4.5％，这一数字可能每年上涨6.6％。

预测，2012年国际旅游人数将在预测期内（2011-2013年）以8％的复合年增长率增长，海外游客的旅游收入预计将以8％左右的年复合增长率上升同期。

据预测，2011 - 2013年，东盟国家的游客，如中国，印度和中东地区东方将会越来越多地访问马来西亚。

马来西亚旅游业在未来几年将继续快速增长，原因是政府的推广活动不断增加，以及作为购物中心的国家声誉不断提高（，2012）。

人们旅行的原因很多，包括工作旅行，来访的家人和朋友以及假期。

社会化，享受和历史欣赏是人们在休假中可以获得的好处之一，也许是参加当地的节日（Liang，Illum，＆Shu，2008）。

酒店服务作文英文

酒店服务作文英文英文：Hotel service is an essential part of the hospitality industry. As a frequent traveler, I have had various experiences with hotel services. In my opinion, a goodhotel service should be efficient, friendly, and attentiveto guests' needs.Efficiency is crucial in hotel service. Guests expect quick check-in and check-out processes, prompt room service, and timely responses to their requests. For instance, I remember staying in a hotel where the staff was well-organized and efficient. They provided me with a room key within a minute of my arrival, and the room was clean and ready for me to use.Friendliness is another important aspect of hotel service. Hotel staff should always greet guests with asmile and be willing to assist them with any queries theymay have. I once stayed in a hotel where the staff was exceptionally friendly and went out of their way to make me feel welcome. They even recommended some local restaurants and attractions for me to visit.Lastly, hotel staff should be attentive to guests' needs. They should be responsive to guests' requests and ensure that their stay is comfortable. For example, I once had a problem with the air conditioning in my room, and the hotel staff promptly fixed it and even offered me a complimentary drink as an apology.中文：酒店服务是款待业的重要组成部分。

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

文献出处: Mbuthia S, Muthoni C, Muchina S. HOTEL SERVICE QUALITY: PERCEPTIONS AND SATISFACTION AMONG DOMESTIC GUESTS IN KENYA [J]. Arabian Journal of Business and Management Review (Oman Chapter), 2013, 2(8): 22-32.原文HOTEL SERVICE QUALITY: PERCEPTIONS AND SATISFACTIONAMONG DOMESTIC GUESTS IN KENYASusan；Caroline; StephenINTRODUCTIONIn Kenya, tourism is the foremost earner of foreign exchange and it contributed to Ksh 100 billion of the GDP in 2011. According to Republic of Kenya (2012), tourism made a direct contribution to the growth of hotel industry and other related sectors. Hotels on the other hand have to invest in managing their relationships with customers and maintaining quality to ensure that customers whose loyalty is in the short term will continue to be loyal in the long term. The growth in tourism is well anticipated as evident in studies and analyses conducted by experts and relevant organizations in this industry.Kenya is home to host of five star luxury hotels most of multinational owned or franchised such as Hilton Nairobi, Serena hotels and the Fairmont. There is also a wide range of domestic hotels and hospitality enterprises whose service offering not only complements those of world class hotels but also serve the domestics guests ortourists.Domestic tourism especially in the developing world has for a long time been viewed as inconsequential. Gerosa (2003) states that domestic tourism is "often overseen", despite case studies showing a greater impact particularly on the informal sector than international tourism. Domestic tourism in Kenya has however received due focus from tourism agencies for instance the Kenya Tourism Board planned to use Ksh50 million (around US$ 690 000) mainly in marketing and promoting of domestic tourism in the country (Kenya News Agency, 2004).One of the ways of assessing the impact of such efforts would be to consider the bed occupancy rates by residents. It can be seen from Fig. 1 below that domestic bed occupancy in Kenya has been on the rise since 2002. Notable also is that there was remarkable growth in occupancy for the 2007/2008 period 26.95% to 42.35%. Meaning that domestic guest have become an important customer segment that warrants attention. On the other hand, growth rates notwithstanding inconsistencies are seen in the decline to 34% in 2009 which again points to some sort of inconsistency a gap which requires some critical attention especially in relation to service quality a gap this study sought to address.This study having appreciated the role the domestic hotel guests play in providing the necessary patronage, would like to make a case for studying perception of quality for the services they experience at this hotels. It is important to realize that the domestic guest may not necessarily attract the same kind of attention and receive similar kind of service as a foreign guest in some hotels as they may be treated as undeserving. Tourist class hotels are sometimes referred to as 'hotels for the whites' an undertone that may affect negatively the quality of service offered to the domestic guest.If domestic guests are to be encouraged to play their roles in bridging the seasonality gap that is the core of the international tourism business model, then they have to perceive the services provided as being worth their money value. This study therefore aimed at determining the guest actual experience and evaluation from the stay hence assess how the hotel performed against perceived quality and the effect on guest satisfaction.LITERATURE REVIEWService qualityQuality concept can be viewed in various perspectives in order to fully appreciate the role it plays in the many parts of business organization especially in the hotel industry. According to Bruhn and Manfred (2006) the concept of service quality emerged as a major challenge for service companies. This is because of the characteristics of services; especially the encounter of provider and customer in the service process, service quality is a more complex construct than product quality. Indeed the most fundamental definition of a quality product is one that meets the expectations of the customer. In hotel industry, quality is defined simply as product conformation to specifications while meeting the expectations of the customer. Since each customer have their own expectations, and then service quality remains a subjective matter that befits objective assessment through understanding of various facets of perception, their measurement and how they relate to satisfaction an issue we shall pursue in this proceeding section.Perceived service qualitySeveral authors through their work have tried to conceptualize perceived service quality with varying illustrations especially in reference to the dimensions applied intheir studies. Gronroos (1984) in his seminal paper on service quality defined the perceived quality of a given service as the result of an evaluation process, in which the consumer compares his expectations with his perception of the service received; in other words, he places the perceived service and the expected service opposite one another. In the same study, two factors that consumers consider when evaluating service quality were identified as functional quality and technical quality. The latter being the process of service delivery and the former is what consumers actually receive from the service.Parasuraman et al. (1988) identified five dimensions in their SERVQUAL model. These were tangible elements which are the physical surrounding of the place where the service is delivered for instance how the table is set or room furnishings, reliability which is seller's capability to supply the promised outputs at the stated level and responsiveness determined as capability to respond to and satisfy the customer's wishes. Others are assurance- employees' knowledge, politeness and trustworthiness and empathy- willingness and capability to respond to individual customer desires for example making the bed with the sheets of a particular colour as requested by a customer.译文肯尼亚国内消费者对酒店服务质量的看法和满意度苏珊,卡罗琳,斯蒂芬引言在肯尼亚，旅游是最重要的外汇来源,它在2011年为肯尼亚的国内生产总值贡献了1000亿。

酒店服务质量外文文献翻译

酒店服务质量管理外文文献翻译

外文文献翻译酒店服务质量管理

4外文翻译

酒店服务质量外文文献翻译

外文翻译---服务质量：对马来西亚豪华饭店的研究

酒店业 英文文献及翻译

酒店管理质量中英文对照外文翻译文献

500字酒店服务作文英语

最新关于酒店服务英文文献

外文文献翻译酒店服务质量管理

酒店的服务英语作文

关于酒店的英文参考文献

酒店服务质量的影响因素英文作文

酒店服务质量外文文献翻译

酒店的服务英语作文带翻译

酒店的服务英语作文带翻译

酒店服务与顾客满意度 外文文献翻译

酒店服务作文英文

酒店业英文文献及翻译

酒店服务与顾客满意度外文文献翻译