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华侨大学硕士学位论文提升我国饭店服务质量的对策研究姓名：谢俊荣申请学位级别：硕士专业：企业管理指导教师：陈克明20090601ABSTRACTWitharrivaloftheageofknowledge-basedeconomyandperceptualconsumption,serviceprovidedwithinthetraditionalhotelmanagementmodehasbeenfarfromsatisfyingtheconsumers’changeableneeds.Hotelservicehassofardevelopedfromproduct-oriented,focusedonprovidingelementaryservice,tomarket-oriented,basedonsatisfyingdifferentdemandsofconsumers,andtoquality-oriented,aimedatimprovingservicequalitysoastosurvivethefiercecompetition.SinceChina’sentrancetoWTO,thecompetitionwithinChinesehotelindustryhasbecomeincreasinglyfierce,andtheexternalcircumstanceshavegraduallybecomecomplicatedaswell.Servicequalityhas,unanimously,beenrecognizedasthelifeline,acriticalelementforhotelindustrytostriveforsurvival,credit,marketandbenefits.Nevertheless,therearestillmanyhotelswhichblindlygoinforshort-termbenefitswhileignoringtheimportanceofservicequality.Thecontinuousreductionofroomchargeshasresultedinthepoorefficiencyofhotels,thedecreasingoftheincomeofthehotelstaff,andthentheinadequacyofservice.Therehasalreadyexistedavicioiuscirclewithinthesehotels.Meanwhile,theviciouscirclehasbroughtdownconsumers’recognitionindexandderpivedthehotelsoftheircapitalforsustainabledevelopment.Itisunintelligibletohaveallthesehappen.Theprincipleofmarketcompetitionisamechanismofselectionwherebysuperiorenterpriseswillproserandinferioronesbeeliminated.Althoghtherearemanyfactorsforcompetition,thefundamentaloneisundoubtedlythequalityofservice.Therefore,howtomaintainandimprovesevicequality,howtosatisfyconsumers,andtherebyincreasingthemarketshare,recudingtheservicecostandenhancingtheimageofhotels,havebeenthefocusesinthehotelindustryandthemajorproblemswithwhichhoteloperatorsandmanagershavelongbeenobsessed.Nowadays,withthecompetitiongrowingincreasinlyfierce,itisofcriticalsignificancetodiscusshowtoimprovethehotelservicequalitystartingwithservice.Thisdissertationconsistsofsevenchapters:ThefirstchapterasanintroductionpresentsthepresentsituationofChinesehotelindustry,analyzestheexistingproblems,itsdevelopingtendencyandthechallengesitisfacedwith,andthensummarizestheresearchesrelatingtoservicequalityandhotelservicequalitycarriedoutbothathomeandabroad.Chapter2isthetheoreticalpreliminariesforlateranalyses.Anintroductionisprovidedfirsttotheconnotationofservicequality,thentotheconstituentelementsandpropertiesofhotelservicequalty.Andattheendofthischapterisananalysisoffactorsconcerninghotelservicequality.Chapter3examinesthepresentsituationofChinesehotelservicequality,andthenillustratestheexistingproblemsandthecorrelatedfactors.Chapter4,Chapter5andChapter6arethemainbodyofthisdissertation.TheyaredevotedtoofferingsuggestionsforimprovingChinesehotelservicequality.Chapter4beginswithanintroductiontotheconceptsofcomprehensivequalitymanagement,andthendiscusseshowtoestablishascientificservicequalitymanagementsystemandhowtodealwithstandardizationandpersonalization.Chapter5elaboratesonthegreatimportanceoftrainingthehotelstaff,andthenfocusesonthetrainingofthestaff’sserviceskills.Chapter6firstpresentstheinstabilitypropertyofhotelservicequalityasbeingliabletobeinfluencedbyfactorssuchasthestaff’spsychologicalstateandtheirmoods,andemphasizestheimportanceofstaffpsycholgytrainingandmanagement.Then,fromtheperspectiveof“takingpeopleasadominantfactor”,thischapter,centringonthestaff’spsychologicalpressureandpsychologicalquality,exploresthewaysforstaffpsychologytrainingandmanagement,aimedatcultivatingstableprofessionalpsychologicalqualityandgoodmentalattitudeofthehotelstaff.Attheendofthischapter,itisstressedthatinternalmarketingphilosophyshouldbepractisedandhotelenterprisecultureshouldbecultivatedsoastoimprovethestaff’ssatisfactionandthehotel’scorecompetency.Anditisconcludedthatalltheabovemeasuresshouldbetakentocultivatethestaff’sconsciousnessofservingtheconsumers,andtherebyimprovingthehotelservicequality.Thelastchapter,Chapter7,isaconcludingchapter,inwhichthisresearchissummedup,thelimitationsarelisted,andsomesuggestionsforfurtherstudyareoffered.KeyWords:hotelservicequality,comprehensivequalitymanagement,stafftraining,interalmarketing111.11.1.119783020039751200410888200511828200612751[1]801.(1)200616711047760313.10%82.17%4.73%14520062(2)2006114610238677997006455785014974852.160.1%1.2006()%12751145.981482.8661.03583266.59599.460.19028.4666.158.72565.79118.265.73297.4916366.36.758.7284.462.284.164.026.158.7118.158.9543257.6516.758.430211.52/66.4136929.00/64.3477959.85/61.3569842.41/56.96033.21/53.12006200631.1.21.12007110755415514697868251%[1]2212.12006376022006463018012997.2[2]32006250420061.21.2.120701978W.E.Sasser[5]1982·ChristianGronroos[6]RustOliver[10]531982(Lehtinen)[7]1(physicalquality):2(interactivequality)3(corporatequality)1(processquality)2(outquality)1985PZB---A.ParasuramanV.A.ZeithamlL.L.BerryPerceivedServiceQuality(Perception)(Expectation)[8]1988---SERVQUAL[9]Q=P()-E(1)(Reliability)---(2)/(Responsiveness)---(3)(Assurance)---,(4)/(Empathy)---(5)/(Tangible)---80901.2.26[29]SERVQUAL[18][19][28][23]SERVQUALSERVQUAL[11]SERVQUAL[15][25][12]1.