附录 B 外文原文
Impact of hotel service quality on the loyalty of customers
Edmundas Jasinskas, Dalia Streimikiene
-
Theoretical substantiation
- Research on hotel service quality
To provide hotel service, two elements are necessary: material base and service, due to these different elements the owners of hotels face an ambivalent problem of quality – two different quality aspects: technical quality, which reflects a material basis, and functional or process quality (service) (Vitkienė, 2004).
Kinderis, Žalys, and Žalienė (2011) notice that technical quality is what the customer receives during their stay. The hotel guest gets accommodation, the restaurant visitor gets food. This is an external side of quality. Often, but not always, these elements may be measured by the customer, their nature depends on the technical solution applied by the enterprise to solve the customersrsquo; problem. Their availability and status may be shown to the customer before choosing the service, since the expectation related to quality are affected in this way. Hence, technical quality is usually related to material measures and technologies, the features of which are established by the usual evaluation methods of the quality of the goods. However, the parameters of technical quality do not ensure by themselves that the hotel will satisfy the customersrsquo; wishes, even if they met advance commitments and promises of the provider. The quality of even the highest category hotel may be negatively evaluated by the customer in, for example, the case of the conflict with service personnel or in case of theft. Thus, a customer is always affected by the manner in which a technical servioce is provided to him. This manner defines another aspect of the quality, i.e., functional quality. This is the behaviour of provider and other circumstances – interest, attention, respect,politeness of personnel, confidentiality, ability to find a solution in case of a force majeure, etc. A functional quality is more difficult to control, since high quality deviation is possible.
There is no one opinion in which technical or functional quality is more important (Kinderis et al., 2011). Lockwood (2005), in his description of the management of hotel activity, claims that service cannot be shown and described in advance. Besides, the assessment of customers in this respect is subjective, therefore he suggests focusing on tangible evidence of every operation, i.e., the interior of a room, correspondence with a guest, etc. However, Vengriene (2006), citing the other authors, notes that the research shows that customers appreciate the professionalism and skill of hotelsrsquo; employees. This discussion shows two main groups of elements, the quality of which should be managed by the owner of a hotel. However, some hotel experts suggest taking into account what is more appreciated by a customer (Kinderis et al., 2011).
The Servqual method is widely applied for evaluation of quality of hotel services in Taiwan (Su amp; Sun, 2007), in the tourism industry of Mauritius (Ramsaran-Fowdar, 2007), in Turkey (Yilmaz, 2009), Croatia (Markovic amp; Raspor, 2010), Lithuania (Kinderis et al., 2011), Malaysia (Boon-Liat amp; Zabid, 2013) and other countries. Yilmaz (2009) analysed the service quality and customersrsquo; expectations of Turkish 2–5 star hotels. The research results have shown that there is no significant gap between the expected and received service quality. The highest expectations of customers at Turkish hotels were related to the criteria of reliability, assurance and responsiveness, slightly lower expectations were related to material values and empathy. The lowest gap between expected and experienced quality was determined for the criterion of empathy, and the highest was determined for the quality criterion of material values.
Markovic and Raspor (2010), having analysed the service quality of Croatian 2–4 star hotels under the Servqual method, determined that high expectations of hotel visitors are related to the following service quality criteria: lsquo;reliabilityrsquo;, lsquo;empathy and competence of personnelrsquo;, lsquo;accessibilityrsquo;, lsquo;material valuesrsquo;.
Kinderis et al. (2011), who had assessed service quality in the hotel business, established that 3–4 star hotels provide services of average quality. Though the service quality fails to surpass customersrsquo; expectations however, it is considered that the situation would change if hotels provided more qualitative services to the customers and were more considerate to their requests. The highest expectations of customers were related to sociability, safety, understanding, tangibility criteria, and the experienced service quality was the best evaluated under the following criteria: safety, tangibility, confidence, sociability. The smallest gap between expected and received service was determined at the criterion of safety service, and the highest gap between expected and received service was assessed at the criterion of response. It was determined by the previously mentioned research that the service providers should focus on the quality of responses and take appropriate measures in order to provide expected services.
According to Boon–Liat and Zabid (2013) and Kinderis et al. (2011), to ensure service quality the hotels ought to pursue general classification requirements. The suggestion for the improvement of hotel service quality was to carry it out across three levels, taking into account the improvement of process quality, result quality and structural quality throughout the influence of lsquo;softrsquo; and lsquo;hardrsquo; service segments and the environment, or impact on them. Besides, it is appropriate to apply some measures more widely, such as the rules, lists of quality verification, mystery guests, personal inspections, expert consultations, perfectsystem of customersrsquo; service, meetings, methodologies f
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附录 A 译文
酒店服务质量对顾客忠诚度的影响
2.理论证实
2.1.酒店服务质量研究
要提供酒店服务，两个要素是必要的:物质基础和服务，由于这些不同的要素，酒店业主面临着一个矛盾的质量问题——两个不同的质量方面:反映物质基础的技术质量，以及功能或过程质量(服务)(Vitkien，2004).Kinderis、alys和alien2011)请注意，技术质量是客户在逗留期间获得的。酒店客人得到住宿，餐馆客人得到食物。这是质量的外在方面。通常，但不总是，这些要素可以由客户测量，它们的性质取决于企业为解决客户问题所应用的技术解决方案。它们的可用性和状态可以在选择服务之前显示给客户，因为与质量相关的期望以这种方式受到影响。因此，技术质量通常与物质措施和技术有关，其特征是由货物质量的通常评估方法确定的。然而，技术质量参数本身并不能确保酒店满足顾客的愿望，即使他们满足了供应商的预先承诺和许诺。例如，在与服务人员发生冲突或发生盗窃的情况下，即使最高等级的酒店的质量也可能会受到顾客的负面评价。因此，客户总是受到向他提供技术服务的方式的影响。这种方式定义了质量的另一个方面，即功能质量。这是供应商的行为和其他情况——兴趣、关注、尊重，人员的礼貌、保密性、在不可抗力的情况下找到解决方案的能力等。功能质量更难控制，因为高质量偏差是可能的。没有一种观点认为技术质量或功能质量更重要(Kinderis等人，2011).洛克伍德(2005)，在他对酒店活动管理的描述中，声称服务不能提前展示和描述。此外，在这方面对顾客的评估是主观的，因此他建议关注每项操作的有形证据，如房间内部、与顾客的通信等。然而，文格里尼(2006)，引用其他作者的话说，研究表明顾客欣赏酒店员工的专业精神和技能。这个讨论显示了两组主要的要素，它们的质量应该由酒店的所有者来理。功能质量更难控制，因为高质量偏差是可能的。没有一种观点认为技术质量或功能质量更重要(Kinderis等人，2011).洛克伍德(2005)，在他对酒店活动管理的描述中，声称服务不能提前展示和描述。此外，在这方面对顾客的评估是主观的，因此他建议关注每项操作的有形证据，如房间内部、与顾客的通信等。然而，文格里尼(2006)，引用其他作者的话说，研究表明顾客欣赏酒店员工的专业精神和技能。这个讨论显示了两组主要的要素，它们的质量应该由酒店的所有者来管理。
然而，一些酒店专家建议考虑什么是更受赞赏的由客户(Kinderis等人，2011).Servqual法在台湾被广泛应用于饭店服务质量的评价(苏amp;孙，2007)，在毛里求斯的旅游业(拉姆萨兰-福达尔，2007)，在土耳其(伊尔马斯、2009)、克罗地亚(马尔科维奇amp;拉斯波尔，2010)、立陶宛(Kinderis等人，2011)、马来西亚(Boon-Liat amp; Zabid，2013)等国家。
伊尔马斯(2009)分析了土耳其2-5星级酒店的服务质量和客户期望。研究结果表明，预期服务质量和实际服务质量之间没有明显差距。土耳其酒店顾客的最高期望与可靠性、保证和响应标准有关，稍低的期望与物质价值和同理心有关。期望质量和体验质量之间的最低差距由共情标准确定，最高差距由物质价值的质量标准确定。
马尔科维奇和拉斯波尔(2010)，根据Servqual方法分析了克罗地亚2-4星级酒店的服务质量，确定酒店游客的高期望与以下服务质量标准有关:“可靠性”、“员工的同情心和能力”、“无障碍”、“物质价值”。
金德里斯等人(2011)，他评估了酒店行业的服务质量，认为3-4星级酒店提供的服务质量一般。虽然服务质量未能超出顾客的期望，但人们认为，如果酒店向顾客提供更优质的服务，更体贴顾客的要求，这种情况就会改变。顾客的最高期望与社交、安全、理解、有形标准有关，在以下标准下体验的服务质量最好:安全、有形、信任、社交。期望服务和接受服务之间的最小差距以安全服务为标准确定，期望服务和接受服务之间的最大差距以响应为标准评估。前面提到的研究表明，服务提供商应该关注响应的质量，并采取适当的措施来提供预期的服务。
根据布恩-利亚特和扎比德(2013)和金德里斯等人(2011)，为确保服务质量，酒店应遵循一般分类要求。改进酒店服务质量的建议是在三个层次上进行，通过“软”和“硬”服务部分和环境的影响或对它们的影响，考虑过程质量、结果质量和结构质量的改进。除此之外，还应该更广泛地采用一些措施，如规则、质量核查名单、神秘嘉宾、个人检查、专家咨询、完善客户服务系统、会议、服务评估方法等。有必要更加关注酒店管理本身的改进，特别是全面质量管理和服务供应文化的改进，让企业的所有员工都参与到这一过程中来。
在进行的研究中，确定了(Boon-Liat amp; Zabid，2013；马尔科维奇amp;拉斯波公司，2010；拉姆萨兰-福达，2007；苏amp;孙，2007；伊尔马斯，2009)根据星级分类系统，酒店类别越高，其提供的服务质量越高。支付更高价格的顾客通常期望更好的质量，然而，在获得更高质量后，他是否保持忠诚并再次住在同一家酒店，这一研究没有确定。在对已经进行的科学研究进行分析之后，可以宣称，在酒店业的服务质量标准和顾客期望之间的一致性的研究中，存在很高的兴趣。然而，这些研究并不是为了揭示质量对顾客忠诚度的影响，这是相关的，因为影响顾客忠诚度的不一定是预期质量和实际质量之间的差距。
附录 B 外文原文
Impact of hotel service quality on the loyalty of customers
-
Theoretical substantiation
- Research on hotel service quality
To provide hotel service, two elements are necessary: material base and service, due to these different elements the owners of hotels face an ambivalent problem of quality – two different quality aspects: technical quality, which reflects a material basis, and functional or process quality (service) (Vitkienė, 2004).
Kinderis, Žalys, and Žalienė (2011) notice that technical quality is what the customer receives during their stay. The hotel guest gets accommodation, the restaurant visitor gets food. This is an external side of quality. Often, but not always, these elements may be measured by the customer, their nature depends on the technical solution applied by the enterprise to solve the customersrsquo; problem. Their availability and status may be shown to the customer before choosing the service, since the expectation related to quality are affected in this way. Hence, technical quality is usually related to material measures and technologies, the features of which are established by the usual evaluation methods of the quality of the goods. However, the parameters of technical quality do not ensure by themselves that the hotel will satisfy the customersrsquo; wishes, even if they met advance commitments and promises of the provider. The quality of even the highest category hotel may be negatively evaluated by the customer in, for example, the case of the conflict with service personnel or in case of theft. Thus, a customer is always affected by the manner in which a technical servioce is provided to him. This manner defines another aspect of the quality, i.e., functional quality. This is the behaviour of provider and other circumstances – interest, attention, respect,politeness of personnel, confidentiality, ability to find a solution in case of a force majeure, etc. A functional quality is more difficult to control, since high quality deviation is possible.
There is no one opinion in which technical or functional quality is more important (Kinderis et al., 2011). Lockwood (2005), in his description of the management of hotel activity, claims that service cannot be shown and described in advance. Besides, the assessment of customers in this respect is subjective, therefore he suggests focusing on tangible evidence of every operation, i.e., the interior of a room, correspondence with a guest, etc. However, Vengriene (2006), citing the other authors, notes that the research shows that customers appreciate the professionalism and skill of hotelsrsquo; employees. This discussion shows two main groups of elements, the quality of which should be managed by the owner of a hotel. However, some hotel experts suggest taking into ac
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